Alesi Mattea pictured with her mother, Agnes in Malawi. Photo by Danny Rowan.
Concern Worldwide’s
Security Policy
Concern Policies
Concern is a voluntary non-governmental organisation
devoted to the relief, assistance and advancement of
peoples in need in less developed areas of the world.
• Democracy accelerates development.
• The environment must be respected.
• Good stewardship ensures trust.
Concern believes in a world where no-one lives in
poverty, fear or oppression; where all have access to a
decent standard of living and the opportunities and
choices essential to a long, healthy and creative life; a
world where everyone is treated with dignity and
respect.
Our mission is to help people living in absolute poverty
achieve major improvements in their lives, which last
and spread without ongoing support from Concern.
We will work with the poor themselves and with local
and international partners who share our vision of
democratic and just societies.
To achieve this mission Concern engages in long-term
development work, responds to emergency situations
and undertakes development education and advocacy
on those aspects of world poverty which require
national or international action.
Concern’s core values derive from a single central
value:
Extreme poverty must be targeted
Our other values are subsidiary to this central value:
• Respect for people comes first.
• Gender equality is a prerequisite for development.
• Development is a process, not a gift.
• Greater participation leads to greater commitment.
• Experience is the best teacher.
• All governments have responsibility for poverty
elimination.
Concern’s work is guided by a series of policy
documents which are translated into practice through
the implementation of Organisational and Country
Strategic Plans and Organisational Programme Plans.
Country Plans are put in to operation through projects
designed using Concern’s Project Cycle Management
Process.
Concern has a range of policies:
• General Policies.
• Programme Approach Policies.
• Programme Sector Policies.
• Resource Policies.
• Programme/Project Management Policies.
Details of policies approved by Council are listed
inside the back cover.
The policies have been written to complement each
other. For example, in our Health Policy we state that
we will help to build the capacity of local government
health services and that the approach to be used will
be found in the Capacity Building Policy. Our general
approach and resource policies cover all sectors. All
policies are dynamic and are reviewed from time to time.
Security
• Emergencies call for rapid response.
Policy
Concern Worldwide - Security Policy: Approved by Council April 2003
Contents
1. Introduction
1
2. Purpose
1
3. Approaches
1
4. Principles
1
1
Staff have Responsibilities and Rights
2
Operational Managerial Responsibility
2
Organisational Policy Responsibility
2
Staff Skills and Capacity
2
No Operations without Security Management Plans
3
Right to withdraw
3
All Security Incidents must be reported
3
Kidnap/Abduction
3
Convening an Incident Management Team
4
The Use of Armed Protection is discouraged
4
Limit Involvement with Armed Forces to Essential
Humanitarian Actions
4
Plan and Prepare for Evacuation based on Contractual
Relationship
4
The Order to withdraw from a Programme Area
5
The Order to withdraw from a Country
5
Authorisation to return to a Programme Area
5
Authorisation to return to a Country
6
Prepare Plans for Medical Emergencies
6
Full Participation of National Staff in Security Planning
6
Maximise Co-ordination and Information Sharing
6
Universal Application of Principles
6
6
6. People in Aid: The 7 Principles
6
Concern Worldwide - Security Policy: Approved by Council April 2003
Policy
5. Policy Monitoring and Review Process
Security
Priority to Human Life
1. Introduction
3. Approaches
The security of Concern staff is of paramount
importance. Concern recognises that the nature of our
work may, on occasions, place great demands on staff
working in conditions of high risk, as military
operations and other forms of violence may threaten
their lives.
In establishing appropriate risk management
strategies, three basic security approaches are usually
considered – acceptance, protection and deterrence.
Concern is committed to the development of
procedures and practices aimed at ensuring the
security of our staff. Concern is a signatory to the
People in Aid ‘Code of best practice for the
management and support of aid personnel’ and has
adopted its principles.
The principles are outlined in Section 6 (below) and
need to be implemented in all fields. In relation to
security, Principle 7 of the Code states that, as an
organisation, Concern will take ‘all reasonable steps to
ensure the security and well-being of staff and their
families’.
This policy covers the security of staff and the
dependants of international staff who have
accompanied status. It also deals with the protection
of programmes and assets from violence or the risk of
violence. This can include intentional violence or risks
such as theft, mugging, car-jacking, abduction or
blackmail. Acts of unintentional violence, such as
crossfire, land mines and general public disorder, are
also addressed.
Safety issues are accidental hazards, such as car
accidents or medical risks, and are dealt with in the
Human Resources Policy.
Security
Policy
1
2. Purpose
This document sets out the policy for security of staff
by defining basic security principles, applicable to all
Concern staff and programmes, at all times.
Detailed guidance on security management and
planning is contained in the Concern Security Manual.
Guidance for individual staff in dealing with personal
security issues is given in the Personal Security Manual
(currently being drafted).
Concern Worldwide - S e c u r i t y
Acceptance is generally emphasised as the preferred
option for non-governmental organisations (NGOs)
since it works towards increasing acceptance of, and
hence protection for, an organisation’s staff and
programmes by the host population.
Protection approaches emphasise devices and
procedures to increase security (such as burglar bars,
fences, improved lighting, guards) and the use of
standard operating procedures for day-to-day
activities. The intent is not so much to address the
threat, but to ‘harden the target’ – i.e. to make it more
difficult for the organisation or its staff to be attacked.
Deterrence approaches tend to be based around the
use of counter-threats in the form of legal, economic
or political sanctions, or through the use of retaliatory
military force. This approach focuses on increasing the
risk to the aggressor of launching an attack, and so
intimidating potential enemies, and is generally
considered unsuitable by most NGOs. However, the
threat of sanctions in the form of closing or
suspending a programme is one often used by
humanitarian agencies. The use of armed guards is
also included in this approach and this is covered later
in this document.
It is important to note that while these are recognised
general approaches and represent best practice for the
security management of NGOs working in insecure
environments, each specific working environment will
require its own combination of the three approaches.
4. Principles
Priority to Human Life
The security of personnel is of higher priority than the
protection of assets, including premises, vehicles,
office equipment or programme materials.
Po l i c y : Approved by Council April 2003
Similarly, good judgement is required with regard to
continued programming and presence in an area of
insecurity, with a recognition that it may be necessary
to accept an increased level of insecurity if, by
maintaining a presence, the programme staff are able
to save the lives of people who would otherwise die.
Staff have Responsibilities
and Rights
Security awareness is an ongoing collective
responsibility and each member of staff is obliged to:
• Actively participate in and contribute to the
maintenance of security measures.
• Be aware of security risks and team security.
Concern overseas, although the day-to-day
management of security measures may be delegated
to the respective Regional Director. At a country level,
responsibility for staff security rests with the Country
Director, although the day-to-day management of
security measures may be delegated to a security
contact point in specific project areas.
Among the responsibilities for managing staff security
are:
• Delegating security management tasks.
• Ensuring an appropriate security management
system and plan is developed, implemented and
updated in a manner that is inclusive and
transparent, taking into account the insights that
may be provided by national staff.
• Understand and adhere to security measures.
• Be responsible for their own security and the
security of staff they manage.
• Ensuring that all staff are updated on security
incidents or issues and management decisions are
taken in response to them.
• Behave as a positive representative for Concern
and adhere to the Code of Conduct1.
• Ensuring that an adequate communications system
is in place.
Each member of staff is responsible for reporting to
his/her line manager any actions or behaviour that
breaches policy or jeopardises team security.
Breaching security policy is a disciplinary offence and
must be dealt with as such by the appropriate line
manager.
• Ensuring the maintenance of In-country Health
Guidelines and that all staff are aware of these.
Operational Managerial
Responsibility
The Chief Executive is responsible to Council for the
security of staff working for Concern.2
2 The structure and policy of Concern on page 9 makes it clear that the CEO is
responsible to Council which in turn is responsible to the general public for the
welfare and safety of all personnel, with particular responsibility for personnel it
sends overseas.
Organisation Policy Responsibility
The Head of the Emergency Unit is responsible to the
Overseas Director for developing policy, monitoring
policy implementation and advising Senior
Management on security matters. Permission to adopt
practices that differ from the policy can only be
granted by the Overseas Director or the Chief
Executive.
Staff Skills and Capacity
Policy
1 Human Resources Policy: Code of Conduct: All Concern employees are expected to
act, behave and conduct themselves in an acceptable way when carrying out their
duties on behalf of the organisation. They should seek to attain the highest
standards in their work and behaviour. All Concern employees should be mindful
of the values and public profile of the organisation while carrying out their
duties.
• Recognition that security management is
demanding and that adequate time must be
allocated to it.
Security
Operational responsibility for the security of staff
follows the line management structure. Thus, in
Dublin, the Overseas Director is responsible to the
Chief Executive for the security of all staff working for
• Inducting/briefing all new staff and visitors on the
security situation and security measures.
Concern will endeavour to ensure that all staff have
the skills and capacity to analyse the security threats
Concern Worldwide -Security Policy: Approved by Council April 2003
2
in their working environment and to minimise their
vulnerability to these threats. This will be achieved
through training, the active dissemination of security
guidelines and ongoing good security management
practice.
No Operations without Security
Management Plans
A Security Management Plan (SMP) must be
developed for each country in which Concern works. In
countries with regional offices for which there are
different security risks, location-specific security
management plans may also be needed. A context and
risk analysis, including an assessment of threats and
vulnerabilities, must form a part of the SMP.
The SMP must be approved by the Country Director,
signed off by the Regional Director and reviewed by
the Emergency Unit. Each SMP must be regularly
reviewed and updated at least once a year. In insecure
countries, a more frequent review schedule should be
agreed with the Regional Director. The Emergency Unit
will offer technical support in the development of such
plans and in any other issues relating to security
management.
All staff must be made aware of the contents, practical
application and authority of the SMP. Detailed
guidance is contained in the Concern Security Manual.
Right to Withdraw
Security
Irrespective of the judgement of the line manager or
organisation of the risk in a particular situation, any
staff member may decline to take up work in an
insecure area or may withdraw from such an area,
having informed their manager that they intend to do
so.
Policy
If an individual feels uncomfortable with the frequency
or level of personal risk inherent in a position, a review
should be undertaken between the individual and
his/her line manager to determine an appropriate
course of action. The relevant Human Resource Officer
in Dublin should be advised of the process and the
outcome.
All Security Incidents Must Be
Reported
All security incidents must be reported immediately to
the Country Director and the respective Regional
Director. The Overseas Director and the Emergency
Unit should be copied on all security incident reports
to enable tracking, monitoring and analysis of security
trends. The Dublin-based Health and Safety Advisor
will be advised of all such incidents that impinge on
staff health.
Guidance as to what constitutes different levels of
security incident is presented in the Concern Security
Manual.
As soon after the incident as possible, a post-incident
report needs to be completed by all those involved in
or affected by the incident. This allows for an analysis
of the incident to be undertaken, so that the Country
Director may determine why the incident happened,
whether it could be prevented and how such incidents
may be managed more effectively in the future.
The Human Resource Directorate will not contact the
family members of staff involved in security incidents
unless they are requested to do so by the Overseas
Director.
Kidnap/Abduction
In the event of a member of staff being kidnapped or
abducted, Concern’s stated policy pertains: ‘In the
event that a member of Concern staff is abducted,
contact should be made as soon as possible with
Dublin headquarters so that action can be coordinated at country and HQ levels. The Chief
Executive will assume ultimate decision making
authority, treat it as his/her top priority and will decide
whether to convene an organisational Incident
Management Team (IMT)3. Every effort will be made to
engage with the kidnappers and particular emphasis
will be placed upon the use of an appropriate
mediator’.
Concern’s policy is not to pay any ransom requested to
effect the release of a member of staff.
3 The Incident Management Team will comprise of: Chief Executive; Deputy Chief
Executive; Overseas Director; Human Resource Director; Regional Director (of
region where incident occurs); Communications Officer; Head of PDED; and
Security Adviser.
3
Concern Worldwide - S e c u r i t y
Po l i c y : Approved by Council April 2003
Concern will provide appropriate support to
immediate family during the period of the kidnap. The
IMT will manage media relations and contact support
for the next-of-kin.
In keeping with the line management structure, the
reporting of such incidents should be made by the
Country Director to the Regional Director.
Convening an Incident
Management Team
Depending on the nature of the incident, the Overseas
Director will make a recommendation to the Chief
Executive regarding the convening of the IMT, which is
responsible for co-ordination, decision-making and
delegation of responsibilities.
The Use of Armed Protection is
Discouraged
Concern staff should seek to avoid using armed
protection since it may be seen to compromise our
impartiality. This is particularly the case if the
protection is not provided by a neutral force. This is not
an absolute – in circumstances of instability, or where
it is a requirement of the government or local
authorities for vehicles to be escorted by police or
military personnel, then armed protection can be
considered.
Concern does not rule out the employment of armed
guards for the protection of equipment and facilities,
particularly in areas where violent crime is rife.
However, the nature of this protection needs to be
considered in light of the local context and the
possible impact that its utilisation may have on the
local perception of Concern’s neutrality.
relevant Regional Director. Other than those people
specifically employed to provide armed protection in
exceptional circumstances, Concern staff must not
carry or be seen to take up arms while on Concern
duty.
Limit Involvement with Armed
Forces to Essential Humanitarian
Actions
In determining the relationship between Concern and
military forces, we should be guided by the Code of
Conduct. Engagement with military forces is a difficult
area to be entirely prescriptive on, with local
circumstances having a huge impact on the nature of
any such relationships, but humanitarian agencies
must maintain their independence of decision and
action, and can never operate under the command of
the military.
In those situations in which international peacekeeping forces have been deployed to a country, there
is an obvious need to share certain types of
information, particularly with regard to security,
conditions in shared space (transport, aid movements,
common use airfields), general estimates about the
scale of the emergency, etc. However, information
should not be shared if it could in any way endanger
communities or risk staff security, and must be guided
by the Red Cross Code of Conduct principle – ‘We shall
not endeavour to act as instruments of government
foreign policy’.
Plan and Prepare for Evacuation
based on Contractual Relationship
Concern has different evacuation policies for national
and international staff because of the different
contractual relationships that we have with them.
Concern has a contractual responsibility to return
Concern Worldwide -Security Policy: Approved by Council April 2003
Policy
Firearms should not be carried in Concern vehicles
unless the security situation demands this, and even
then may only occur if the Country Director has
sanctioned this action following consultation with the
Security
Permission to use or hire armed personnel (either
directly or indirectly) may only be granted by the
respective Regional Director in consultation with the
Overseas Director.
Planning and preparation for evacuation is an integral
part of any security plan. Preparation should also be
made for ‘hibernation’ – a situation when it is safer to
stay in a location than to attempt to move or when an
evacuation is not being considered. The Security
Management Plan should include an evacuation plan.
4
international staff to their place of domicile and to
evacuate them from their place of work should it
become insecure. National staff must be split into two
groups – those who have, as part of their contract,
been relocated by Concern to work in the affected
area, and those who originate from, and were hired in,
that area.
The country evacuation plan must indicate Concern’s
responsibility to each category of staff.
Concern is not obligated to evacuate those national
staff employed within their area of domicile. However,
Concern does have a responsibility to relocate national
staff who have been seconded to work in an area of
the country other than their home area, or who are
temporarily visiting a programme area. While having
no contractual obligation to do so, Concern will do all
it reasonably can, using national systems, to evacuate
members of minority groups who may be targeted by
military groups likely to take over the evacuated area.
It is the responsibility of the Country Director to ensure
that the parameters of Concern’s responsibilities to all
staff (both national and international) and their
dependants are made clear at the time of appointment
and are clarified and communicated on a regular basis
or as circumstances change.
Security
The evacuation plan should also include details of
previously defined arrangements for national staff to
assume responsibility for offices and programmes in
the event of international staff evacuation.
Arrangements must also be made for them to receive
salaries in such an event and to have agreed limits on
such arrangements. However, emergency hand-over to
national staff must only be done with their consent
and involvement. National staff must never be
pressurised to continue their work if to do so would
expose them to undue danger or pressure from local
government authorities.
Policy
The Order to withdraw
from a Programme Area
other staff visiting the area. If possible, the local
manager should consult the Country Director or
his/her line manager before ordering a withdrawal.
The Country Director may direct a team to withdraw
from a project area, may suspend or close an
office/programme, and may override a local manager’s
wish to remain in the programme area. However, a
Country Director may not override a local manager’s
decision to leave an area if he/she deems the current
situation to be too insecure to remain.
The decision to suspend or temporarily close a
programme may only be taken by the Country Director
and should be made in consultation with the Regional
Director.
In those situations in which there is a UN agency
responsible for security, and in the event that that
agency recommends an evacuation of NGO staff,
Concern staff are required to carry out that
recommendation unless it is otherwise directed by the
Country Director. In the event of a countermand of UN
recommendations, the Country Director is required to
inform his/her Regional Director in writing as to why
such a decision has been made.
The Order to withdraw
from a Country
Ultimately, the decision to withdraw international staff
from a country, or to suspend activities in a country,
may only be taken by the Overseas Director.
Authorisation to return
to a Programme Area
Authorisation to return to an area after evacuation or
suspension can only be given by the Country Director
in consultation with the Regional Director. A
systematic security review must be undertaken by the
relevant manager and a written report, including
recommendations, submitted to the Regional Director
and the Overseas Director before such a decision can
be made.5
The order to withdraw from an area can be given by
the local manager with immediate effect and is
binding on all staff reporting to him or her, and to
5 Details on the elements of a security review are contained in the Concern
Security Management Manual.
5
Concern Worldwide - S e c u r i t y
Po l i c y : Approved by Council April 2003
Authorisation to return
to a Country
Ultimately, the decision to return to a country
following an evacuation or withdrawal may only be
taken by the Overseas Director.
Prepare Plans for Medical
Emergencies
In all locations where Concern staff work, the manager
must formulate In-country Health Guidelines, which
include a procedure for medical emergencies and
evacuations. These plans must be reviewed whenever
there are changes that might affect access to
approved medical facilities and must be copied to the
Dublin-based Health and Safety Advisor for approval.
Full Participation of National Staff
in Security Planning
National staff should be involved in the formulation,
review and implementation of security policies and
plans. Each Concern country should analyse specific
risks faced by national staff as part of the ongoing
process of threat and vulnerability assessment.
National staff should be included in security
preparedness, training and human resource
management procedures.
Maximise Co-ordination and
Information Sharing
Concern should co-ordinate closely with other
humanitarian agencies in managing security. Security
incidents should always be reported to other agencies
and regular mechanisms for sharing information
should be established.
Even though the cause for the detailed application of
the principles is less likely to occur in some countries
In recognition of the fact that both internal and
external environments change, the scope and content
of this policy will be reviewed periodically to reflect
these changes. This review process will, in line with
Concern’s values, be consultative and participatory in
nature.
The responsibility for initiating the review process
rests with Concern Senior Management and Council.
6. People in Aid:
The Seven Principles
Principle 1
The people who work for us are integral to our
effectiveness and success.
Our approach to the people in our organisation is a
fundamental part of our work. We recognise that the
effectiveness and success of our organisation depend
on all the people who work for us. Human resource
issues are integral to our strategic plans.
Principle 2
Our human resource policies aim for best practice.
We recognise that our human resource policies should
aim constantly for best practice. We do not aim to
respond solely to minimum legal, professional or
donor requirements.
Principle 3
Policy
The security principles outlined above apply to all
Concern programmes. Even those countries currently
thought to be ‘secure’ must develop their own security
plans and adhere to these essential principles.
5. Policy Monitoring and
Review Process
Security
Universal Application of Principles
than in others, there has to be vigilance all the way
from Dublin, London or New York to minimise risk. For
example, the scheduled stops on airline tickets should
be frequently reviewed.
Our human resource policies aim to be effective,
efficient, fair and transparent.
Concern Worldwide -Security Policy: Approved by Council April 2003
6
We recognise that our policies must enable us to
achieve both effectiveness in our work and good
quality of working life for our staff. Our human
resource policies therefore aim to be effective,
efficient, fair and transparent, and to promote equality
of opportunity.
Principle 4
We consult our field staff when we develop human
resource policy.
We recognise that we must implement, monitor and
continuously develop our human resource policies in
consultation with the people who work for us. We aim
to include field personnel in this process, whether they
are full-time, part-time, temporary, short-term or longterm members of our staff.
Principle 5
Plans and budgets reflect our responsibilities towards
our field staff.
We recognise that the effectiveness and success of our
field operations depend on the contribution of all the
salaried, contract or volunteer staff involved in them.
Operational plans and budgets aim to reflect fully our
responsibilities for staff management, support,
development, security and well-being.
Principle 6
We provide appropriate training and support.
We recognise that we must provide relevant training
and support to help staff work effectively and
professionally. We aim to give them appropriate
personal and professional support and development
before, during and after their field assignments.
Security
Policy
7
Principle 7
We take all reasonable steps to ensure staff security
and well-being.
We recognise that the work of relief and development
agencies often places great demands on staff in
conditions of complexity and risk. We take all
reasonable steps to ensure the security and well-being
of staff and their families.
Concern Worldwide - S e c u r i t y
Po l i c y : Approved by Council April 2003
General Policies
Approved
• Structure and Policy of Concern
August 2001
• How Concern Targets Countries for Poverty Elimination
August 2000
• Concern’s Approach to Emergencies
March 2002
• Security
April 2003
Programme Approach Policies
• Capacity Building
• Human Rights
April 2001
March 2002
• HIV/AIDS
April 2003
• Advocacy
April 2003
• Equality (including gender equality)
Under preparation
Programme Sector Policies
• Microfinance
March 2004
• Health
March 2002
• Basic Education
June 2003
• Livelihood Security
June 2003
Resource Policies
• Finance
Various. Refer to Finance Director
• Human Resources
March 2003
Under preparation
• Marketing
Under preparation
• Project Cycle Management
• Programme Monitoring and Evaluation
December 2002
Under preparation
Concern Worldwide -Security Policy: Approved by Council April 2003
Policy
Programme/Project Management Policies
Security
• Logistics
First printed in 2004
Concern Worldwide Place of registration – Dublin, Ireland. Registered No 39647. Registered Charity number CHY5745
Dublin: +353 1 417 7700 • Belfast: +44 48 90 33 1100 • London: +44 207 73 81 033
Glasgow: +44 141 221 3610 • New York: +1 212 557 8000
Website: www.concern.net