Q&A: More than bunkers and barbed wire — why security jobs are fascinating

WASHINGTON — With the number of attacks against aid workers on the rise, the issue of security in the sector is more important than ever. But many humanitarians view the security professionals who are there to protect them as risk-averse, meddlesome ex-military workers who would rather keep them locked up in their compounds than get them out helping communities. But this is far from true, according to Lisa Reilly, director of the European Interagency Security Forum — a network of security representatives for European humanitarian NGOs. She paints a very different picture of what it’s like to be a security risk manager in the humanitarian sector and why security can be a rewarding, but often overlooked, career option. How to keep humanitarian workers safe while also allowing them to do their job is the subject of much discussion among aid bosses, especially in light of recent high-profile attacks, including the rape and assault of aid workers in South Sudan last year after soldiers stormed their compound. The latest data from the 2017 Aid Worker Security Report found that the previous year saw 288 workers either killed, kidnapped or severely injured. The majority were concentrated in a few countries, including South Sudan, Afghanistan, Syria, the Democratic Republic of the Congo, Somalia and Yemen. So far this year, 82 humanitarians have been killed and 64 have been wounded or kidnapped, according to information provided by the U.N. Office for the Coordination of Humanitarian Affairs ahead of World Humanitarian Day last week. Furthermore, while overall numbers of major attacks against aid workers have remained relatively steady over the past five years — apart from a spike in 2013 — humanitarians perceive themselves to be in more danger than ever before and are increasingly demanding better protection from their employers. In 2015, a landmark case against the Norwegian Refugee Council found the organization guilty of gross negligence and failing in its duty of care toward a former employee, Steve Dennis, who was kidnapped and shot in the leg while working at a refugee camp in Dadaab, Kenya. Against this backdrop of increasing need and demand for security within the humanitarian sector, security may turn out to be a smart career choice — and Reilly, who describes the work as “fascinating,” certainly believes so. Devex spoke to Reilly to find out more about what it’s like to work in the sector, how to get hired, and why it’s not just a “boy’s club” for former military and police professionals. The conversation here has been edited for length and clarity. How did you first start working in humanitarian security risk management? “I think what we do ought to be seen as integral to the work of the humanitarian sector, not separate or siloed.” --— I started my professional career as a mechanical engineer and rather fell into the humanitarian sector by accident when I was looking for a new challenge. A two year sabbatical turned into 13 years overseas, and when I eventually decided to return to the United Kingdom I answered a job advert for a humanitarian security trainer, and got the job. At this point I had no specific “security” credentials, but had been responsible for implementing programs in a number of high-risk environments — such as Mindanao in the Philippines, Sudan, Afghanistan and Pakistan — and that was what was important. The organization was looking for somebody who understood the practicalities and realities of program implementation and risk management. What do you like and dislike about the job? Having worked in humanitarian security risk management for eight years now, I continue to find it fascinating because of the breadth and depth of the work involved. Security risk managers support all aspects of organization and program decision-making — from policy design, staff recruitment and induction, proposal development, context analysis, program design and implementation, incident and crisis management, advocacy, as well as insurance, staff well-being and organizational resilience. What other kind of work in the humanitarian sector gives you an opportunity to engage in so many aspects of, and be critical for, effective humanitarian and development programing? However, there is a lingering perception that all security professionals are risk averse and do not care about the programs, and this can make the job tough. I think what we do ought to be seen as integral to the work of the humanitarian sector, not separate or siloed. I also don’t like it when security risk management is seen as a tickbox exercise rather than a tool to aid effective decision-making. How do you balance keeping aid workers safe while also allowing them to get close to communities and do their job? People often associate security risk management with high walls and barbed wire, but it’s about so much more than that. Similarly, while “bunkerization” and risk aversion is a genuine concern within the sector — and, if the wrong security staff are identified, may be linked with security management — this is not the norm. According to the International Organization for Standardization’s risk management guidelines and principles, a risk is defined as anything that may stop you reaching your objectives. Security risks should be considered the same way. So the job of the security risk manager is to improve the ability of the program teams to implement their projects without taking undue personal risks, in accordance with organizational policies and maintaining duty of care, both legal and moral. It is important to note that the security manager does not have the final say on what aid workers do or do not do. The job of the security representative is to understand the needs of the organization and the target population within the specific context, and then to provide the management team with the information they need to make informed decisions. What kinds of things do security risk managers do? The specific tasks differ depending on whether you are employed at the global, regional or country level. But, generally speaking, security risk managers at all levels work on a variety of different tasks, including: “...communication, leadership, listening and networking skills are really key.” --— Global risk management policies and strategies: Security staff working at headquarters are likely to be involved in working with senior management and board members to develop global security policies, including contingency and crisis management plans, and ensuring these are in line with the organization’s mission and mandate. They also advise senior managers about security risk management, including their duty of care responsibilities toward staff and what may or may not be acceptable levels of risk. For example, dual mandate organizations are likely to have a higher level of acceptable risk for life-saving humanitarian projects than they will for longer term development projects. Security managers are also responsible for making sure decisions about security risk management are taken in a transparent and accountable way. Program design: Security risk managers work with program teams and proposal writers to ensure security risk management is included as part of the project design and that appropriate resources are included in proposals. Monitoring incidents and keeping up to date: It is the job of security staff to understand, wherever possible, where the security hotspots are and keep abreast of any changes that might affect staff on the ground. This includes context analysis and actor mapping in order to understand the external environment in which the organization is working, as well as monitoring incidents to understand the various threats and how different staff are vulnerable to them. This then involves working with staff teams to identify effective and appropriate risk management and mitigation measures for developing country security and contingency plans. Preparing for an emergency: Making sure staff are prepared for the risks associated with humanitarian work is a big part of the job, including training staff in how to minimize risk and respond during a crisis. Security managers should also work with human resources in order to develop appropriate risk profiles for various jobs, help with staff selection and inductions, and play a role in designing policies for staff well-being and disciplinary procedures, all of which have an impact on security risk management at field level. Responding in an emergency: Security managers will normally keep a close eye on staff movements in the field and be the first line of response should problems arise. They will also take an active part in a crisis response when there is a serious incident. Networking: Security staff will spend time networking across their organization, as well as between organizations and with other stakeholders — such as United Nations agencies, community leaders, government, military, and non-state armed actors. Strong networks are needed to better understand the local context and, in particular, the drivers of change and conflict in the countries of operation. Networking at all levels is important for learning lessons and improving good practice. What kind of skills and background do security risk managers have? Organizations are starting to recognize the need for full-time security risk management staff, and while a lot of security professionals do come from the military or police, people with a background in humanitarian work are now being actively sought instead. Women are also increasingly being hired for global security risk management positions. While I think this trend will continue, we still need greater ethnic diversity. Humanitarian staff are very diverse and therefore our risk managers should reflect this. As well as recognizing the need for better context analysis, we are seeing the security sector move away from the idea of “hard” security measures and instead placing more emphasis on access and negotiation. Therefore communication, leadership, listening and networking skills are really key. How do you get a job as a security professional? There are lots of opportunities to transition into security risk management if you already work in the humanitarian sector. Make your interest known; security teams are nearly always looking for additional resources, so anybody showing an interest is likely to be welcomed with open arms. Furthermore, most organizations won’t have dedicated security staff at every location and will need operational staff to take the lead, which can be a good opportunity to learn more about the job. If starting out, experience of humanitarian work is essential for moving into security risk management. This can be through programing, project management, analysis or support services such as logistics. Anything that provides an understanding of the complexities and realities of the sector. The International Safety and Security Association will be launching a competency-based framework for humanitarian security professionals in September, offering an exam to become a certified humanitarian security risk management professional. Read more international development news online, and subscribe to The Development Newswire to receive the latest from the world’s leading donors and decision-makers — emailed to you free every business day.