Chapter 1 Security Framework Base Version

Chapter Security framework
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Security layers
The International Federation’s layered security framework recognizes that security
must be addressed in a multi-dimensional manner. It is not sufficient for the 6
International Federation to focus on security at a high level if security measures are
not implemented at a regional or country (operational) level; and, equally,
if individuals do not then take appropriate steps for their own security. Similarly,
security will be compromised if individuals implement effective security measures
at a lower level while not implementing them at a higher, country, or headquarters
7
level.
At a strategic level, the International Federation and its member National Soci-
eties are responsible for ensuring that effective procedures are in place to protect
8
and reinforce the image of the International Red Cross and Red Crescent Move-
ment. They achieve this by ensuring that they operate within the boundaries of
the Fundamental Principles1 and the Code of Conduct2, and that they have ef-
fective policies and procedures in place to guide field operations. As employers, 9
the International Federation and National Societies are also responsible for en-
1. The seven Fundamental Principles of the International Red Cross and Red Crescent Movement are: humanity, impartiality,
neutrality, independence, voluntary service, unity and universality.
2. The Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief can be
found at www.ifrc.org/publicat/conduct.
10
14 Stay safe: The International Federation’s guide to a safer mission
International Federation of Red Cross and Red Crescent Societies
Federation security framework
Strategic Operational level

fundamental principles sound security plan
code of conduct (organizational) adequate security management
security policy and strategy external relations/ information
active field support on institutional conduct/integrity

a 24-hour/7-day basis
recruitment/training
strategic
inter-agency cooperation
operational
individual
Individual level
personal conduct (personnel)
competence
basic security awareness
compliance with security regulations
suring that they have effective recruitment, training and management processes
in place to ensure that personnel are capable of undertaking the roles demanded
of them.
Effective security is also dependent on ensuring that the image and reputation of
the Movement is maintained at an operational level3. Senior regional, country
and sub-delegation management are responsible for ensuring that effective secur-
ity planning is conducted and that sound security management structures are es-
tablished. The successful implementation of these plans will also be dependent on
effective situational monitoring and maintaining working relations with other
organizations and key players present in the operational area.
3. All areas where Red Cross or Red Crescent personnel are present.
15 Chapter 1 | Security framework
Stay safe: The International Federation’s guide to a safer mission
1
It is expected that, as individuals, you will undertake your duties in a competent
manner and be respected for the work you do. You are responsible for ensuring
that you understand your responsibilities within the operation. You must also
have a clear understanding of security plans and comply with security procedures.
As field operators on the ground, you are also closest and should be most attuned
2
to the environment around you. Not only must you therefore maintain an aware-
ness of this environment, but you must also report any changes you observe to
allow plans to be amended if required. 3
With this model of security it is apparent that the layers are mutually supporting
and therefore, at each level, security responsibilities must be implemented. Over-
all security will be diminished if any of the layers are weak.
4
Minimum security requirements
In order to enable the International Federation’s security framework to be imple-
mented, a set of minimum security requirements (MSRs) has been established. 5
Minimum security requirements outline the minimum criteria and procedures re-
quired to ensure that the organization is fulfilling its responsibilities to create
a maximally safe operational environment, while at the same time enabling its
humanitarian mandate to be achieved. The International Federation’s MSRs cover
the following areas and are detailed in Annex A:
6
personal conduct
training and preparation
security management
regulations and contingency planning
7
security phases
critical incident management
field movement control
finance
8
The seven pillars of security
The International Federation’s security in the field – both at the institutional and 9
personal level – is underpinned by seven key principles known as the seven
pillars of security. The first two are especially relevant to the Red Cross and Red
Crescent as they deal with political and operational acceptance, the dissemination
of the fundamental principles of the Movement, and the emblem and noti-
fication of authorities. The rest are applicable to any organization or multina-
10
tional corporation aiming to protect its staff. How these seven pillars are used in
practice and how much weight we give each pillar depends on the prevailing se-
curity situation and the level of risk involved.
The seven pillars are:
The seven pillars of security
1. Acceptance 5. Behaviour
2. Identification 6. Communication
3. Information 7. Protection
4. Regulations
1. Acceptance
This pillar highlights the need to be politically, operationally and culturally
accepted as a neutral, impartial and humanitarian actor by all parties. Accept-
How this pillar applies to you personally

Accept that you are deployed to locations where the culture and working en-
vironment are different to your own or what you are used to.
Accept the new culture, learn to understand the local system of values, customs,
laws and dos and don’ts, and act in a manner consistent with them.
Accept the possibility of working in an insecure environment.
1
ance of the Movement’s presence within the area of operations is paramount in
order for it to be able to operate. The International Federation establishes a pres-
ence only with the agreement of the host National Society. Acceptance must also
be on an individual level, where Red Cross and Red Crescent personnel accept
that they will work according to our principles, the code of conduct, and our
2
rules and regulations.
2. Identification
The Red Cross and Red Crescent must be identifiable and relies mainly on its
3
emblems to achieve this. Therefore, all premises and vehicles must be clearly iden-
tified with the International Federation’s logo. The International Federation and
its members must also distinguish themselves from other humanitarian players
present in the area and have a clearly identifiable operational profile.
4
Identify yourself by wearing your Red Cross and Red Crescent badge and carry-
ing your identification card at all times.
5
Announce in advance all travel and movements – particularly into security-sensi-
tive areas – to all parties concerned.
Travel in vehicles marked with the red cross or red crescent.
Ensure that Red Cross and Red Crescent premises, including offices and ware-
houses, are clearly marked as such.
6
3. Information
Information must be up to date and effective mechanisms should be established
7
to pass on information, especially anything that could have an impact on secur-
ity. All staff should acquire the conditioned reflex of collecting and passing on as
much information as possible on security matters. Sensitive information about the
military, and political, religious or related issues should not be discussed openly 8
Inform yourself about the area you are working in and monitor political, social
and economic events and natural hazards in the country and wider region. 9
Remember you are responsible for updating yourself about the security situ-
ation.
Collect and share all available information about security within your team and
report any security incidents to your manager.
10
or transmitted over the radio, telephone or fax. Any security incidents must be re-
ported, mapped and analysed, with appropriate action taken to address any de-
ficiencies identified. Maintaining good relations with the media is important, but
any discussions with them – either formal or informal – should be limited to op-
erational issues.
4. Regulations
Regulations are mandatory and must be established to mitigate risks and threats,
and to establish a secure working and living environment. They must be specific
to each delegation and the area in which it is operating. Security regulations are
applicable to all delegates, local staff, dependants and visitors, while the country
or regional representative is responsible for ensuring compliance. A copy of each
delegation’s security rules should be sent to the security unit at the Federation
secretariat in Geneva and should be updated after a critical incident or any dete-
rioration in the security situation. Emergency contingency plans and procedures,
including medical evacuation and relocation plans, must also be developed and
be well understood by all staff. A deliberate breach or ignorance of the rules is con-
sidered gross misconduct and, depending on the circumstances, can result in an
early termination of mission. The security rules are also applicable to all staff
of National Societies working in the country bilaterally under the International
Federation’s security umbrella.

Follow the security rules and regulations established for your delegation.
Adhere to travel procedures, driving rules, movement restrictions and curfews.
Maintain awareness of contingency plans and procedures established for emer-
gency situations, medical evacuation and relocation.
5. Behaviour
Safety in the field depends to a large extent on the personal attributes of individ-
uals, particularly solidarity with team members and correct behaviour. Individu-
als should know their strengths and weaknesses and never provoke a situation
with offensive personal behaviour. They should always maintain integrity and
not become part of the problem in the community. Physical and psychological
well-being is also important. Correct, polite, impartial and neutral behaviour by
delegates and staff is the golden rule.
1
Behave honestly and show self-discipline and respect for the local culture in-
cluding its habits, dress code and other sensitivities.
Remember you are representing the Red Cross or Red Crescent 24 hours a day
2
and seven days a week, so your behaviour reflects the Movement as a whole and
may impact on the security of your colleagues.
Keep a low personal profile to make yourself a less attractive target of crime and
always be aware of your surroundings and neighbourhood.
Maintain your physical and psychological well-being and ask for assistance if you
3
need it.
Report all security-related observations to your manager.
4
6. Communication
Having a reliable and independent communications system is indispensable for
maintaining security. Effective communications networks must be established in
order to: monitor and check movements of staff; provide information on the situ- 5
ation in the area of operation; and, deal with any crisis that may arise. All person-
nel must be familiar with communications equipment and the established
procedures for its use. Radio and other equipment as such will not increase an
individual’s security: only the proper use of it will. 6
Observe security rules about communicating your whereabouts.
Know how to use your communications equipment and check that it is working
before any movements outside the base of operations.
7
Comply with radio procedures and respect the use of emergency and oper-
ational channels. Always speak slowly and clearly when transmitting information.
8
7. Protection
Measures should be taken to ensure that the protection of Red Cross and Red
Crescent personnel and facilities are appropriate to the situation. These may in-
clude anything from the selection of secure residences and delegation offices with 9
well-functioning communications possibilities, to the use of protective measures
such as physical barriers, alarm systems and guards. Fire-safety procedures should
be in place and emergency exits in residences and offices should be checked regu-
larly for clear passage. All residences must be cleared by the International Feder- 10
ation. Delegates should remember that they are responsible for all equipment
that has been entrusted to them and protect it against damage or theft.

Familiarize yourself with your delegation’s emergency and evacuation procedures.
Be aware of all the protective measures in your operational area.
Security strategies and plans

The International Federation’s overall approach to security is one of prevention,
relying on proactive rather than reactive measures. The aim of this approach is to
create the safest operational environment that allows the International Feder-
ation to fulfil its humanitarian mandate, while maintaining the safety and well-
being of its delegates, staff and volunteers. In order to succeed, this approach
requires:
a good security plan drawn up in accordance with the prevailing security
situation
high personal and institutional security awareness and active security
management
good external relations, networking and information gathering
dissemination of our fundamental principles, the emblem and humani-
tarian mandate
Security strategies
Three major ways to reduce risk
Acceptance
Protection Deterrence
1
correct and impartial personal and institutional conduct
operational planning and constant monitoring of the situation
Risk reduction is key to this preventative approach. There are three common
security strategies that are used to reduce the security risk: acceptance, protection
2
and deterrence. Once you understand these strategies you can determine how
each can be utilized to reduce risk in your particular situation and, therefore, how
they will be reflected in your overall security plan. 3
Acceptance
Reduces or removes the threat by gaining acceptance for our presence and work.
This strategy is the one most preferred by the Red Cross and Red Crescent Move-
ment.
4
Adopting this strategy means:
You must have an active dissemination policy – who you are, what you are
doing and plan to do in the future.
5
You must actively consult with the local community and adjust programmes
as needed to ensure acceptance within the community.
You must continually monitor the local situation and understand the issues
likely to cause problems with your acceptance. 6
In practice…
During the South Asia earthquake operation in 2005, many humanitarian organiza-
7
tions had difficulty conducting operations as they were accused of trying to subvert
local women by employing them and indoctrinating them with Western values. The
International Federation actively consulted local communities and developed pro-
grammes to target community-identified needs and ensured that all staff acted and
dressed appropriately in line with local cultural norms. The International Federation
8
experienced fewer difficulties and instances of harassment than a number of other
organizations who were less sensitive to local beliefs.
9
Protection
Reduces the risk by reducing vulnerability, not the threat, by using protective
procedures and equipment to ‘harden the target’.
10

You must clearly identify what the physical threats to the organization are
and where you are vulnerable.
Taking steps to introduce measures that will reduce the identified vulner-
ability: improving physical security by employing guards, constructing
perimeter walls and fences, installing bars on windows, better locks and
alarms, etc.
You must understand that if the action taken is disproportionate to the threat
it can have the reverse effect and negatively affect your image and security.
In practice…
A clearly identified risk in Nairobi, Kenya, is break-ins at residences, which often

result in violence, including rape. Houses, therefore, have an additional steel-bar
door that enables the living area to be sealed off from the rest of the house. This pro-
vides added protection against an identified threat.
In many areas, especially where there is a high crime rate – particularly for burglar-
ies and theft – the International Federation employs security guards to restrict access
as well as to guard its premises after work hours.
Deterrence
Counter threats with legal, political or economic sanctions and/or armed actions
that may have severe implications and impact on those presenting the threat.

You must understand that this strategy is very difficult for any humani-
tarian organization to implement as it may remove the humanitarian di-
mension and potentially reduce acceptance; the use of military escorts is
In practice…
During the tsunami operations in the former conflict area of Banda Aceh province in
Indonesia, two Participating National Societies were threatened by a small group of al-
leged rebels, demanding that a tax be paid to them to allow the societies to complete
their programmes. In response, the operations were stopped and the local com-
munity was advised that, unless the threats ceased, the humanitarian programmes
could not continue. The local community adopted an active policing role for these
groups and the programmes continued successfully.
1
one deterrent strategy. However, there is very little a humanitarian organi-
zation can do in terms of deterrence except threaten to withdraw.
You must have an active dissemination policy explaining who you are, what
you are doing and plan to do in the future, and what you need from the
community to support you in this.
2
Some of the basic principles of security based on the strategies outlined here will
be reinforced throughout this manual. 3
Security plans
Security strategies are expressed through each delegation’s individual security plan.
A security plan, therefore, will not normally be a single document but will instead 4
consist of a number of components, typically including:
security strategies
security regulations
contingency plans 5
operational security phases
security guidelines and advice
welcome pack
security briefings and debriefings
critical incident management plan
6
The security regulations that you will receive in the field and be required to
follow are specific to the context and working environment of your assigned
operation and location. They should be clear, functional and up to date.
7
The regulations will provide you with specific instructions about your behaviour
regarding security and the procedures for certain specific emergency situations
that your delegation may face. The topics covered in the regulations include, for 8
example: general conduct, field movement, vehicle safety, what to do in the event
of a medical emergency, communication procedures, contingency planning, inci-
dent reporting, office, residential and site security, as well as security when hand-
ling finances. 9
Compliance with security rules and regulations is mandatory for all personnel –
including dependants – and any breach will be considered misconduct or gross
misconduct. Disciplinary measures will be applied in cases where security rules
and procedures are not followed.
10
Contingency plans
Contingency planning is designed to ensure organizational readiness in antici-
pation of an emergency, and to enable the organization to react effectively in such
situations. This readiness includes plans for the management of human and finan-
cial resources, emergency supplies, communications, etc.
Effective security management aims to anticipate and avoid risks. Contingency

plans are components of the overall security planning process and outline pre-
established protocols and procedures in response to a specific hazard situation or
event.
The main types of contingency plan you will be involved in developing or imple-
menting are relocation or medical evacuation plans. The development of medical
evacuation plans is covered in Chapter 8, while more detailed guidance on con-
tingency planning in general is provided in Chapter 3 of the accompanying pub-
lication, Stay safe: The International Federation’s guide for security managers, entitled
Security planning.
Security phases
The International Federation operates a standard, four-phase security classifica-
tion system across all field operations.
The classification of phase levels will be established by the country representative
or manager in the field, and security planning will be undertaken in accordance
with this level.
Declaration of the highest security level, the red phase, will be decided by the
senior field manager following – if time permits – the authorization of the dir-
ector of the coordination and programmes division, in consultation with the man-
ager of the security unit in Geneva.
If orange and/or red phases have been implemented, the decision to return to a
lower phase will be taken following consultation with the manager of the secur-
ity unit in Geneva.
1
White phase Situation is normal No major security concerns
Yellow phase Situation of

heightened tension
Some security concerns.
Heightened security awareness
2
initiated
Orange phase Emergency situation Access to beneficiaries limited.

Risk to Red Cross and Red
3
Crescent personnel severe, and
tight security management
needed
Red phase Relocation or hibernation Conditions do not allow work.

4
Risk to Red Cross and Red
Crescent personnel extreme
5
Roles and responsibilities regarding security
The following list of roles and responsibilities is not exhaustive.
Roles and responsibilities of field managers (including FACT, ERU, RDRT)

6
identifying and defining how different strategies will be implemented
explicit responsibility for security management at the delegation; while they
may be assisted by a focal point or security delegate, overall responsibility
cannot be delegated
7
implementation of the minimum security requirements by ensuring that
all security regulations, emergency procedures and security management are
adequate for the current situation and are implemented
ensuring compliance with regulations
8
leading by example with their own conduct and compliance
Roles and responsibilities of delegates

full understanding of and compliance with all applicable security rules and
9
regulations, including emergency procedures
taking care of personal security and maintaining a high level of security
awareness
10
taking all possible measures to minimize potential risks to both individual

and collective security; always keeping your colleagues informed as to your
actions can affect the security of others – even in ways that may not be obvi-
ous at the time
ensuring the integrity of the International Federation 24 hours a day, seven
days a week, and behaving correctly at all times in accordance with the Code
of Conduct
maintaining external relations and information networks with other organ-
izations and institutional bodies on the ground
knowledge of communications tools available in the delegation and their
proper use
Remember! Although a manager has overall responsibility and decision-
! making authority regarding security, each team member – from the field to
Federation secretariat level – has certain roles and responsibilities that they
must adhere to. Unless everyone plays their part, the staff and delegation will
be at greater risk of security incidents and of coming to harm.
Information management
As information is one of the seven pillars identified earlier, it must always be up

to date and managers must establish effective mechanisms to ensure that key situ-
ational information is both gathered and passed on. All staff should acquire the
conditioned reflex of collecting and passing on as much information as possible
on security matters. Security incident reporting is a formal way of doing this, but
staff should also informally report any concerns, or where they note possible
changes to the normal situation. For example, a delegate reporting that when out
among the local community the people did not seem as friendly as they were
the previous week could indicate a possible shift in attitude and a lower level of
acceptance.
Briefings and debriefings
Briefings and debriefings are very relevant to your safety and assist your managers
in the field to manage information. On arrival at your post you should receive a
briefing from your line manager, not only about the work you will be doing as
part of the International Federation’s operation, but also about security. In the
event that you are involved in any incident, you should be debriefed immedi-
ately afterwards. You should also expect a debriefing session at the end of your
1
mission. It is important to be proactive about requesting a time if no arrange-
ments have been made within a week of your arrival – and especially after any
security incident.
2
The red cross and red crescent emblems
and the International Federation logo
The emblems are used in more than 190 countries in the world to protect med- 3
ical personnel, buildings and equipment in times of armed conflict, and to iden-
tify National Red Cross and Red Crescent Societies, the International Committee
of the Red Cross (ICRC) and the International Federation of Red Cross and Red
Crescent Societies. 4
Unfortunately, the emblems have sometimes been perceived as having religious,
cultural or political connotations. This has had an effect on respect for the
emblems, particularly in certain conflict situations, and has diminished the pro-
tection that the emblems offer to victims and to humanitarian and medical per-
5
sonnel.
The adoption of a third emblem in January 2007, the red crystal, was intended
to improve protection for all those who need it, be they beneficiaries of humani-
6
tarian aid or persons striving to deliver it.
Individual emblems
7
8
The red cross and red crescent emblems are universally recognized symbols
of assistance for the victims of armed conflict and natural disasters.
A single red cross or red crescent on a white background should be used as
9
a protective sign in case of armed conflict or internal disturbances.
Protective signs (flags) on vehicles may only be used with approval of the
country representative following consultations with the manager of the
security unit in Geneva, and the host National Red Cross or Red Crescent 10
Society. ICRC should be consulted if it is the lead agency in the area of op-
erations. Note: this process is in place to ensure that we do not undermine
or wrongly use the protective emblem and so that a correct, universal and
unified usage is maintained.
Red cross or red crescent flags may be used to identify Federation premises,
compounds, refugee camps and other official sites in cases of disturbances.
The Third Protocol
On 14 January 2007, the Third Protocol additional to the Geneva

Conventions of 1949 entered into force. The new protocol introduced a
protective emblem with equal status and relevance to the red cross and red
crescent emblems. It is also known as the red crystal.
It will appear as a red frame in the shape of a square on edge, on a white
background, and is free of any religious, political or other connotation.
By offering new possibilities for protection and identification to National
Societies and states that wish to use the additional emblem, the Third Proto-
col exemplifies the Movement’s commitment to neutral and independent
humanitarian action.
The adoption of an additional emblem will enable societies that find it dif-
ficult to use either the red cross or the red crescent to be recognized as com-
ponents of the Movement and members of the International Federation.
The International Federation logo
The International Federation uses as its logo two globally recognized

emblems – the red cross and the red crescent – set on a white background
within a red rectangle.
The International Federation can use both emblems indicatively because it
is neither a state nor a National Society.
1
The International Federation’s logo is to be displayed on vehicles of its dele-
gations and official premises as an indicative sign. The logo is displayed in
the form of stickers and not as a flag, since no Federation flag exists as such.
The International Federation’s logo has no legal protective value and is not
to be used as a sign of protection.
2
In exceptional cases, and following prior authorization from the director of
the International Federation’s coordination and programmes division
through the manager of the security unit in Geneva, the country represen-
tative may decide not to display the logo for security reasons.
3
International Federation, Participating National Society
and National Society interaction
Depending on the type and scope of an operation, individual Participating Na-
4
tional Societies (PNSs) will direct resources to establish and maintain a presence
in the country being assisted. This is often through direct or bilateral support
arrangements made with the host National Society. Sometimes, this involves the
deployment of bilateral delegates by the PNS who may or may not have their 5
own country representative on the ground. In either case, the question of secur-
ity management is an important one and needs to be clearly defined. There are
basically two options for the security management of PNSs and their delegates:
6
1.To have totally independent security management (i.e., they are entirely re-
sponsible for their own security).
For example, a National Society may choose to operate under a bilateral 7

arrangement with the host National Society and operate independently of
the International Federation operation. The PNS is then responsible for all
of its operational arrangements, including security. This occurred during
the tsunami operation in Indonesia. 8
2.To be fully integrated into the security management of the International
Federation’s delegation. In other words, the PNS agrees to subordinate
security management to the International Federation.
9
For example, a PNS may choose to operate under the International Feder-
ation’s umbrella and enter into a service or integration agreement with the
International Federation. The International Federation will then provide
administrative and operational support, including aspects of security such 10
as: the provision of radio support and inclusion in the International Feder-
ation’s radio network; the provision of security regulations; inclusion in the
International Federation’s contingency plans; briefing and debriefing staff;
crisis management support; the provision of situation updates and reports;
and incident management.
Regardless of the option adopted, the PNS always retains ultimate responsibility
for its personnel.
Chapter 1 of Stay safe: The International Federation’s guide for security managers dis-
cusses the procedures and issues that must be addressed when PNSs and their
delegates agree to integrate into the security management structure of the Inter-
national Federation.
Security and specialized disaster response teams

If disaster strikes, the International Federation may be requested to assist the local
National Society with specialized disaster response mechanisms that it has de-
veloped in the last decade together with particular member National Societies.
These tools are intended to be deployed within a few days of an emergency when
the situation on the ground is changing by the hour, and there is great confusion
coupled with poor communications capabilities. The security of Red Cross and
Red Crescent personnel becomes even more imperative in such situations, where
the country’s infrastructure may have been severely affected resulting in damage
to the transport infrastructure and communications networks. This section details
the purpose and function of the main first-response teams, and how they fit into
the International Federation’s security framework.
Field Assessment and Coordination Team (FACT)

A core group of experienced Red Cross and Red Crescent disaster managers from
within the International Federation with different areas of expertise in various
emergency response fields such as relief, logistics, health, nutrition, public health,
and water and sanitation, are trained to support National Red Cross and Red
Crescent Societies, particularly in the initial days of a major disaster response.
1
Emergency Response Unit (ERU)
Emergency Response Units are self-contained teams of specialist professionals
and pre-packed sets of standardized equipment – including food, beds, tents,
electricity generators, and mobile telephone and office equipment – which is 2
stored in light, easy-to-carry containers. ERU teams are all part of the Inter-
national Federation’s response mechanism and, as such, fall under its security
management in all areas where the International Federation is the lead agency.
Security considerations are the same for both FACT and ERU teams. 3
Regional Disaster Response Team (RDRT)
RDRT teams were initially intended to assist the host National Society in assess-
ment and initial coordination in medium-sized disasters. Since the Indian Ocean
tsunami and the South Asia earthquake in 2004 and 2005 respectively, RDRTs
4
have been used increasingly as a regional, cross-border partnership arrangement
for disaster preparedness and disaster response. RDRT team members integrate
into the International Federation’s security structure and have the same rights and
responsibilities as other Federation staff when it comes to security.
5
Security tools at the disposal of any of the specialized disaster response teams –
FACT, ERU and RDRT – include:
security unit support 24 hours a day, seven days a week
6
specific security template for emergency missions
various security documents and guidelines on FedNet
direct security unit support with security delegates when required
7
Field movement control is also an important part of the security of Red Cross and
Red Crescent personnel, especially during initial emergency response. The most
basic security requirement is that the team leader should at all times have an
overview of where all personnel are located. 8
FACT/ERU security management. If there is a delegation, then the teams
will integrate into the existing delegation security structure (modify the exist-
ing security structure if required). If there is no delegation, but a FACT mis-
9
! sion, then the FACT team leader is the overall security manager. If the ERU
is alone, then the ERU team leader is responsible for security and will create
ERU security plans/regulations (with support from the security unit). If there
are several ERU teams, then it is important that there is an agreement as to
who will have overall responsibility for security and this has to be made clear
to all ERU members. 10
Basic security dos and don’ts

Do
understand the seven pillars and how they relate to you
be aware of the security strategies and how they apply to your operation
ensure you have received a briefing
ensure you have received a copy of your delegation’s security regulations
and contingency plans and can understand them
maintain a high level of security awareness
report any changes or if anything out of the ordinary occurs
Don’t
ignore or break security regulations
act in an arrogant or superior way towards local staff or other people
become complacent

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Chapter Security framework

Federation security framework

Strategic Operational level

code of conduct (organizational) adequate security management

security policy and strategy external relations/ information

active field support on institutional conduct/integrity

basic security awareness

compliance with security regulations

The seven pillars are:

The seven pillars of security

How this pillar applies to you personally

How this pillar applies to you personally

How this pillar applies to you personally

Security strategies and plans

Three major ways to reduce risk

Adopting this strategy means:

A clearly identified risk in Nairobi, Kenya, is break-ins at residences, which often

Adopting this strategy means:

Effective security management aims to anticipate and avoid risks. Contingency

Yellow phase Situation of

Orange phase Emergency situation Access to beneficiaries limited.

Red phase Relocation or hibernation Conditions do not allow work.

Roles and responsibilities of field managers (including FACT, ERU, RDRT)

Roles and responsibilities of delegates

taking all possible measures to minimize potential risks to both individual

Remember! Although a manager has overall responsibility and decision-

As information is one of the seven pillars identified earlier, it must always be up

Briefings and debriefings

The Third Protocol

On 14 January 2007, the Third Protocol additional to the Geneva

The International Federation logo

The International Federation uses as its logo two globally recognized

For example, a National Society may choose to operate under a bilateral 7

Security and specialized disaster response teams

Field Assessment and Coordination Team (FACT)

Basic security dos and don’ts

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