12 People management

People Management
and Security Risk
Management

Governance
Why Should You Care?

Transition Recruitment

Employee Cycle

Performance and
Induction
Development

Health, Safety
and Security

Where to read
more

People management and security risk management

Good people management could be described as getting the best results
from an employee in a healthy and safe way. People are our most valuable
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resource and if we believe happy, secure and motivated employees are more
likely to be engaged, committed and productive, it makes good business
sense to support employees well and to provide them with a healthy and safe
working environment.
People management is a broad and complex subject that carries legal
and ethical responsibilities for an organisation to ensure the physical and
psychological health of an employee before, during and after the period
of employment. Organisations have many legal and ethical ‘duty of care’
obligations and are expected to go above and beyond the legal minimum
when working in high-risk environments.

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 Those in leadership positions – trustees, directors and managers – must
invest time and resources in people management practices, and ensure
technical specialists within human resources and security provide the
necessary advice at the right time and in the right way.

People and security risk management – why should you care?

People management has a direct impact on security risk management,
for example:
1. Recruitment – employing the wrong people can create security risks. A lack
of skills and competencies can lead to poor performance and decision-
making; poor behaviours can lead to personal and programme risks; and
failure to consider the implications of the ethnic mix in some regions can
create issues between staff and negative perceptions in the local community.
2. Induction – preparing people appropriately has a direct impact on
how well and quickly staff settle into their new role, team life and the
environment, thereby reducing the risk of security incidents.
3. Office closure and contract termination – a clear and transparent
process on office closure and when contracts come to an end should be
implemented some time before the notice period begins. Failure to do so
can have serious security implications.
4. Stress management – risky and high-pressured situations are more
likely to lead to a highly stressed workforce, which can impact behaviours,
relationships and the ability to make good security-related decisions.
5. Employment policy and practice – employees are more likely to feel valued
and protected when employment policies (e.g. reward, performance and
conduct) are clear and consistently applied. Disgruntled and dissatisfied staff
are a source of security threats to the organisation, staff and programmes.

Whilst reading this module, it is worth noting:

 The employee should have the competence and tools to do the
role well.
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 The working environment should be one where an employee feels

healthy and safe.
 Employees should know their health, safety and security
responsibilities, understand the risks, and accept any residual risk
they face when undertaking their role, knowing that there has been
appropriate analysis and care taken by the organisation.
 Employees should have the option to say no if they are concerned
about the risks they are being asked to take to carry out their role.

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 The employee cycle and good people management
Ensuring your people management standards remain high and meet your
duty of care obligations involves everybody in the organisation, starting with
the most senior, and including every level of staff.
The employee cycle is a good way to identify the practices in people management
which carry an obligation or risk. The best solution for good people management
integrates security risk management with all stages of the employee cycle.
Using the employee cycle can also assist in understanding who owns or is
responsible for the different practices in the organisation. In most cases, there is
more than one person involved or a body or group that is responsible e.g. a risk
management group (sometimes known as a health and safety committee).

• Handover and exit interviews • Mission, goals and values

• Termination of contracts • Organisational strategy and structure
• Grievance and disciplinary • Organisational risk threshold
procedures • Pay and benefits
• Learning reviews and knowledge • Legal contracts and employee handbook
management (employment policy)

Transition Governance
• Supervision, support
and instruction on • Clearly defined roles
performance
• Risk assessment
• Health and wellbeing of roles, tasks and
support Performance people
• Channels for employees and Recruitment • Competency-based
to raise concerns development recruitment
• Management of working • Verified references
hours and R&R and backgrounds
• Learning and
development Health,
Safety and Induction
Security
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• Clearly communicated risk management • Preparation for the role and environment
strategy • Travel health and safety
• Health and safety policies and practice • Contextual security briefings and training
• Local security plans and crisis response • Informed consent
policy
• Monitoring and evaluation of security
practices and incidents
• Security training, briefings and debriefings

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 Governance
The first stage of the employee cycle is governance, i.e. the structures and
policies that your organisation is built upon. An organisation’s health, safety and
security culture relies heavily on having robust systems and practices in place.
The key ones are often the basic ones. Employees are more likely to feel valued
when policy and practice are clear and applied consistently. If practice is poorly
aligned, or poorly implemented, this will adversely impact your employees
and increase the risk to their health, safety and security. Key practices and the
minimum levels of provision for each are outlined below.

Robust practices are ones which are value-centred, of a high

standard, sustainable, accessible, relevant, known, used,
monitored and evaluated.

Practice Minimum levels of provision

Mission, goals, values Clarity on the mission, goals and values provides vision and clear
expectations. The mission demonstrates why the organisation
exists and how it would like to change the world for the better.
The mission is needed to motivate staff. The goals ensure that
employees are working towards the same purpose. The values
show how the organisation will do its work and the kinds of
employees needed to do it. Everything should come back to this:
the big picture.

Organisational risk The risk threshold identifies what the board/senior management
threshold of an organisation considers to be an acceptable level of risk
for the organisation. The threshold may be different for different
types of activities (e.g. saving lives vs. development).
The risk threshold forms the basis for all security risk
management policies and plans throughout the organisation. It
also enables individual staff to check their own acceptable risk
threshold against that of the organisation.

Organisational A strategy gives direction by providing a picture of the work to be

strategy and structure done, by whom, where and by when.
The organisational structure outlines who is who in the
organisation. It is used for job descriptions, grading and job titles,
and shows the numbers for reporting lines. It aids recruitment,
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induction and general management and communication across

the organisation.

Contract of Legal, clear and accessible contracts and handbooks with

employment and consistent principles of employment practice are required for all
employee handbook defined categories of staff, including short-term contracts often
used during an early humanitarian response stage. For local
contracts, make sure to seek local legal advice.
The employee handbook is a reference tool for managers
and employees that contains useful information about the
organisation, the terms and conditions of employment, and
outlines the organisation’s policies.

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 Practice Minimum levels of provision
Pay and benefits Pay and benefits (including allowances) should be applied using
consistent principles, aligned with local practice and adaptable
for an early humanitarian response stage. Employees should
be consulted on changes to their pay and benefits. Variations
for different staff types – international, re-located, national,
volunteer, etc. – must be clearly defined.
Actions concerning benefits include:
Leave – monitor annual leave and carryover, national holidays,
rest and recuperation (R&R), sick leave and maternity/paternity
leave. Support sickness absences appropriately and conduct
‘return to work’ meetings.
Retirement – provide details of an optional retirement scheme.
Insurance – provide a summary of medical, travel and death in
service provision with annual reviews and records of cases.

Working hours Working hours and compensation for overtime, with adaptable
working patterns for when staff initially respond to a sudden
onset emergency.

Security implications

Humanitarian organisations should aim to link their values to the core

humanitarian principles. These principles, particularly those of neutrality
and impartiality, can help organisations gain local acceptance and safe
access to insecure environments. Employees who do not follow these
principles or their organisation’s values can place themselves and the
organisation at risk.
A weak organisational structure can result in a lack of clarity on where
security responsibility lies within the organisation, including what the
decision-making structure is during a critical incident, e.g. a staff abduction.
Transparency on grade, pay and allowances for all categories of staff
reduces concerns and complaints. A lack of clarity on contractual
stipulations, e.g. early termination, can lead to disgruntled employees
retaliating and compromising the security of other employees, the
organisation and programmes. Clear disciplinary procedures must be in
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place to deal with employees who pose a threat to their colleagues.

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 Recruitment
Risky environments require employees with specific skills and experience. An
organisation should never underestimate the importance of the recruitment
process and the risks associated with hiring the wrong person. Recruiting the
wrong person can be very costly and unproductive, and employees who do not
fit the role are likely to be unhappy and underperform, which will have a direct
impact on programme implementation, their manager’s time, team morale
and security. A risk assessment of the role should be completed before the
recruitment process starts, to understand the essential requirements of the role,
and to ensure that suitable candidates are encouraged to apply.

Managers should be fully immersed in the recruitment of their teams.

Identifying a candidate’s strengths and areas for development, and assessing

them against essential values, skills and competencies is a crucial part of the
process. The manager, in liaison with human resources and security, should
undertake risk assessments to determine the risks that need mitigating for the
particular applicant in the specific role. For high-risk roles or roles in high-risk
contexts, mandatory health and safety interventions should be identified. The
recruitment process should inform the content of an induction.
See Module 3 – Risk assessment tool

Practice Minimum levels of provision

Recruitment A clear job description and well-managed recruitment process
using competency-based techniques with diversity at the
heart. References and background checks are verified, and risk
assessments are undertaken both for the role and the applicant,
including health and resilience assessments. Managers are fully
trained in the recruitment process.
Where the manager does not speak the local language, steps
must be taken to ensure that job applicants are not ‘pre-
screened’ by local staff to avoid the risk that one section of the
local community is given an unfair advantage.

Equality and diversity An equality and diversity policy must be in place and employees
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should understand its principles and apply them in their work

and behaviour. Discrimination characteristics should be outlined
and strong sanctions set in place for any breach of policy.
While discrimination in recruitment based on ethnicity, gender
or sexuality is morally and legally unacceptable, in many
environments the ability of an organisation to operate may be
affected by the characteristics of an individual and these risks
must be considered as part of the role risk assessment.

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 Security implications
The manager, in liaison with security and human resources, must carry
out a robust risk assessment for all roles during the recruitment phase;
this is in order to understand the risks inherent in the role itself and to help
identify the type of candidates that should be recruited.
Once applicants have been identified, a risk assessment for the individual
in the specific role should be completed. This is to assess the impact
their skills, experience, age, gender, sexual identity, disability or ethnicity
could have on their personal safety and security, whilst at the same time
ensuring compliance with equal opportunity legislation.
Ethnicity, in particular, of both national and international staff, may have
serious implications for the perception of your organisation and the risks
both individuals and the organisation face.
The manager’s aim is to recruit the most qualified person and ensure
mitigating measures are in place to enable the individual to work in an
environment with the lowest security risk possible. Understanding the
diversity of your staff will help you develop better security systems and
confidential, accessible resources to support their safety.
It is extremely important to dedicate time to verifying background checks
and references for new recruits during the recruitment phase, especially
for organisations that work with vulnerable people, e.g. children, and
where a breach of the code of conduct can result in serious reputational
and security risks for the employee and the organisation.

Induction
Preparing an employee for their assignment is one of the single most
important things an organisation can do. It is not reasonable to send an
employee to a high-risk environment without substantial preparation. Leaving
an ill-equipped employee to make decisions that could jeopardise their
personal security (and the security of others) is an abdication of responsibility
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and duty of care. Three areas, in particular, require attention:

1. Employees should be informed of the organisational security policies
and procedures:
 They should understand the acceptable level of risk for the organisation,
and the policies which govern the security culture.
 They should have confidence in the organisation’s systems to manage
their safety, security and well-being.

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 2. Employees must be aware of the risks to their own personal security:
 They should fully understand the context in which they are working (how
the society around them functions and communicates) and how their own
behaviour can affect their vulnerability.
 They should know what is expected of them (e.g. mitigation measures)
during and outside normal working hours, and should behave
accordingly.
3. Staff should be aware of how stress affects their personal behaviour:
 People can often release stress in damaging ways, such as excessive
drinking and promiscuity.
 Organisations must provide the learning ground for managers and
employees to be aware of and to manage their stress, and consistently
enforce sanctions against employees who put themselves and others at risk.

Practice Minimum levels of provision

Induction An induction programme, led by the manager for each
employee, includes information and training on: the mission,
goals, behaviours, structure and reporting lines; strategy; team/
programme mandate; key relationships; the role; handover;
contextual health, safety and security; probation objectives; key
policy and practice.

Informed consent Informed consent means: the staff member has agreed and
signed a document which states that the security risks that
come with the role and context have been fully explained, and
the staff member has understood them; they understand the
provisions the organisation is making to manage the risks in
the context; they understand what is expected of them; and
they are comfortable with the residual risk that remains after the
organisation has put in place mitigating measures. The informed
consent process should also include discussion of individual
vulnerabilities.

Informed consent is a process to ensure staff engagement and

understanding – it is NOT a legal waiver.
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Security implications

An ill-prepared employee can make erroneous security decisions that are

based on a weak understanding of the local security context. Staff who
have accepted a posting without being aware of operational or personal
restrictions (such as an early evening curfew) are more likely to break
security procedures, put themselves and their programme at risk, and be
demotivated and dissatisfied with the organisation. This contributes to a
higher staff turnover.

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 Handover and a good induction, with appropriate support from line
management, is essential for all new employees, and even more so when the
role carries responsibility for making decisions about staff health and safety
in a high-risk environment. For example, one of the key areas of concern in a
legal case heard in Norway in 2015 (Dennis vs Norwegian Refugee Council)
was the newly appointed country director’s lack of knowledge about the local
security context.

Health, Safety and Security

The extent to which organisations see staff as central to their mission is often
reflected in the policies and practices that relate to staff health, safety and
wellbeing. The health and safety of employees is a prime responsibility of any
organisation and must be managed appropriately at all levels. Employers
must take all ‘reasonable steps’ to prevent ‘reasonably foreseeable’ physical
and psychiatric injury to their employees.
Preparation for the role, including training on self-care, psychological first aid,
hostile environment awareness, and security and stress management, goes
a long way towards keeping employees fit and healthy and able to respond
to a crisis or security incident. Training and capacity building should not be
overlooked – they are a priority.
The key questions below will help you test the robustness of your
organisation’s health, safety and security policies and practices.

Health
 Are employees physically and mentally resilient enough to carry out their
roles? Are they aware of their stress triggers?
 Does the organisation have critical incident procedures, along with a sexual
violence policy, and a team qualified to respond to such incidents?
 Does the organisation offer a confidential advice service, with referral to
appropriate counselling or treatment services?

Assumptions are often made about the mental resilience of employees.

Experienced international employees are often the first choice for high-risk
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postings. Do you continually assess their levels of resilience and know how to
support them appropriately? It is also important to remember that employees
from the local community are as likely to be traumatised by severe events as
any other members of the local population they are helping.

See Module 11 – Medical support and evacuation

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 Safety
 Has a health and safety assessment been carried out for each location and
reviewed regularly?
 Are accidents reported and is medical support available, including psycho-
social support?
 Are trained First Aiders present in the office, and are staff aware of how to
contact them?

An employer must make the place of work as safe as possible

and provide a safe system of work. If a place of work becomes
temporarily unsafe, the employer must consider taking further
reasonable steps to reduce the danger, including the possibility of
ceasing the work activity altogether.

See Module 9 – Travel safety: airports, vehicles and other means of transport
S ee EISF guide ‘Office Opening: A guide for non-governmental
organisations’
See EISF guide ‘Office Closure’

Security
 Does the organisation have a security risk management framework and
local security plan in place to identify, mitigate and manage security risks, as
well as respond to security incidents if they occur?
 Does your organisation have a positive culture of security, i.e. do all staff
understand and commit to following security guidance in order to keep
themselves, their colleagues and their operations safe?
See Module 1 – Security risk management planning process
See Module 6 – Security plan Module 12

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 Practice Minimum levels of provision
Health, safety and Policy and training on staying healthy, safe and secure should
security be in place for each location and closely aligned with stress
management, personal resilience, physical and psychological
health, and security risk management practices. Clear reporting
of accidents, illnesses or critical incidents is key.
Managers are trained to closely monitor the health of their team,
using supportive conversations, informal briefs and debriefs, and
spotting early signs of stress to prevent cumulative stress and
burnout within their team.
For senior managers who are remotely managed, a system for
peer support should be considered.
The organisation should continually review its health and
safety practices to ensure they are relevant and provide the
appropriate staff safety measures. Key stakeholders should learn
from situations that are a risk to staff, programming and the
organisation.

Security implications

An individual’s knowledge, behaviour and attitude impact their

vulnerability and exposure to risk. The more employees understand
why health, safety and security procedures are in place, the more likely
it is that they will follow them. For example, staff are less likely to obtain
recommended vaccinations if they do not know or understand the risks of
falling ill while travelling.
Road traffic accidents are one of the most serious threats to aid worker
safety in the field. Ensuring drivers are trained on how to drive safely and
that travellers are wearing seatbelts can significantly reduce the likelihood
and impact of road traffic accidents.
Staff responding to a humanitarian crisis, especially during a fast onset
emergency, are more susceptible to high levels of stress due to working
longer hours in a highly pressured environment. Putting in place measures
to prevent and deal with staff stress, as well as training staff on how to
identify and manage stress, improves the wellbeing of staff and their
decision-making. Overworked and highly stressed individuals are more
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likely to make poor security decisions.

Any stress reduction measures, such as R&R, must be applied consistently,
otherwise staff may feel peer pressure to ignore them, even when they
are needed.

See EISF guide ‘Security Audits’

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 Performance and Development
The ability to achieve the work set out in the organisation’s strategy is reliant
on the employee being able to do their role in a healthy, safe and secure way.
Adequate supervision and instruction must be provided to employees. Setting
clear expectations with a focus on impact and providing the necessary support
will help employees succeed. Through frequent two-way communication,
formal and informal, the manager can listen to staff concerns and determine if
performance is good and, if not, use relevant policy and practice in a consistent
way to manage poor performance, grievances and misconduct.

Can’t versus won’t: poor performance is managed in either of two

ways – a capability policy is used when the employee does not
have the skills or competencies to do the work; the disciplinary
policy is used when the employee will not do the work.

The frequent communication between the manager and employee should

include conversations about personal development for their current and future
roles. Actively supporting employees in their current activities and their career
goals is more likely to motivate and enhance performance and effectiveness.

Practice Minimum levels of provision

Performance Adequate supervision and instruction must be provided. Job
management descriptions and objectives must be clear. Frequent manager
communication and feedback should take place with good
performance rewarded and poor performance managed
through either capability or disciplinary policies.
Monitoring of security risk management should be specifically
included in the performance review process for all staff who have
any security responsibilities.

Grievance and A trusted channel to raise informal and formal concerns and
disciplinary complaints should be in place. Grievance and discipline policy
procedures outlines a fair and consistent way to manage, monitor and learn
from cases.
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Whistleblowing Whistleblowing is an anonymous way to raise a serious

complaint or concern and for legitimate cases to be investigated
in a confidential way.

Learning and Regular discussions on behaviours, development and career

development for the goals should take place.
employee

Security should be part of every employee’s performance

review process.

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 Security implications
One of the greatest threats organisations face is from disgruntled staff.
Employees who feel they have been unfairly treated can respond in a
number of ways: theft, physical and verbal abuse, death threats, and ‘bad-
mouthing’ individuals or the organisation to external stakeholders such
as beneficiaries, elders and government officials, and to the media. These
reactions can have serious security implications for staff, programmes and
the organisation.
Performance management relies on a good employee-manager
relationship. A poor relationship can erode trust and have serious
implications for security if, for example, a manager’s security
recommendations are ignored or if an employee makes decisions which
could place them and their colleagues at risk, without consulting their
manager.
Without a trusted channel for raising concerns, employees may feel
compelled to accept all decisions made by their managers, even if they
are uncomfortable with the risks involved. Frontline staff are likely to have
a better understanding of the security context but a lack of communication
channels can impede information-sharing up the management line and
increase the risk of a security incident occurring.

Transition
All employees leave an organisation at some point. The way an employee
leaves can have an impact on the wellbeing of the individual, their colleagues
and the reputation of the organisation. An employee who ‘leaves well’ can
become an ambassador for the organisation. The more time and information
an individual has to prepare for their departure, the better. Where possible,
managers should start the discussions about departure before the notice
period begins. It is also important to understand the reasons why staff choose
to leave of their own accord.
See EISF guide ‘Office Closure’
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 Practice Minimum levels of provision
Pre-departure actions Clear and transparent discussions with staff, particularly national
staff, on the future of the project or office can enable employees
to be better prepared for the transition and ensure that good
handovers take place.
Organisations should put in place measures to support staff
transition, especially when the organisation is obliged to let
staff go due to loss of funding or for other reasons outside of the
organisation’s control.

Exit interviews Collect information and knowledge from leavers. Include

questions on work-life balance, values, development, quality of
briefings/debriefings and reasons for leaving. Multiple leavers
from one team can indicate something more serious, and action
must be taken.

Organisational Learning from a leaver is a good way for an organisation to

learning develop and manage its institutional knowledge.

Security implications

Unhappy leavers carry a security risk. Dismissals through disciplinary

procedures, loss of funding, office closure and heightened security can all
lead to different kinds of risks.
Disgruntled employees can disrupt project performance and relationships,
and create a very unhealthy environment. In a high-risk environment,
managing an employee’s exit in difficult circumstances is one of the most
important and complicated things a manager may have to do.
Sharing information with other employers, allowing more flexible working
for job hunting and offering training opportunities (e.g. computer and
English language skills) can aid staff to transition well and thereby reduce
security risks.
If information is not collected from a departing employee (usually via a
handover and through exit interviews), it is likely the learning will not be
passed on and mistakes will be repeated. Without a good handover, there
is a greater risk that a new employee will fail in their tasks and be a risk to
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their own and others’ health, safety and security.

In order to learn and adapt, organisations need to carry out regular
security assessments and apply what they learn. Crisis management
exercises are also key for senior management.

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 When an unsuccessful programme was closing its office in Indonesia, it did
not let its employees know until two days before the end of their contracts.
Rumours had already circulated and employees were very upset. An office
robbery took place the night before the final pay day to steal cash from the
safe and take valuable items from the office. The managers believed it was
best not to let employees know the exact closure date in the interests of
security. However, the lack of transparency resulted in a more aggressive
retaliation and compromised the security of staff. A more honest and
supportive approach for the programme staff would have likely resulted in
fewer incidents and greater security.

Where to read more

The CHS Alliance website ([Link]) hosts resources which
support organisations with the health, safety and wellbeing of their
employees. Standard 8 of the ‘Core Humanitarian Standard’ outlines policies
that should be in place for the security and wellbeing of staff.
Duty of Care International ([Link] hosts several
resources including:
 The ‘Human Resource Management (Roots 12)’ guide published by
Tearfund. This is a useful people management tool for managers,
particularly where there is no human resource expertise in country.
 ‘The Importance of HR Management in Supporting Staff Working in
Hazardous Environments’ by Roger Darby and Christine Williamson.
 ‘Can you get sued? Legal liability of international humanitarian aid
organisations towards their staff’ by Edward Kemp and Maarten
Merkelbach.
International SOS Foundation ([Link]) provides
a number of useful resources, including ‘Managing the safety, health and
security of mobile workers: an occupational safety and health practitioner’s
guide’ produced jointly by International SOS Foundation and IOSH.
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The EISF website ([Link]) hosts a number of relevant EISF publications

that support organisations with staff care, as well as a library of further
resources on staff health, safety and security.

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 Contents
Introduction
Response
Modules Module 10
Hibernation, relocation
Planning and preparedness and evacuation
Module 1 Module 11
Security risk management Medical support and
planning process evacuation
Module 2
Actor mapping and context Support services
analysis
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Module 3
People management
Risk assessment tool
Module 4
Security strategies: Glossary
acceptance, protection
and deterrence Other EISF publications
Module 5
NGO security coordination
and other sources of support
Module 6
Security plan
Module 7
Security of facilities
Module 8
Communications and
information security
Module 9
Travel safety: airports,
vehicles and other means
of transport

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European Interagency Security Forum (EISF)
EISF is an independent network of Security Focal Points who currently represent 85 Europe-based
humanitarian NGOs operating internationally. EISF is committed to improving the security of
relief operations and staff. It aims to increase safe access by humanitarian agencies to people
affected by emergencies. Key to its work is the development of research and tools which
promote awareness, preparedness and good practice.
EISF was created to establish a more prominent role for security risk management in
international humanitarian operations. It facilitates exchange between member organisations
and other bodies such as the UN, institutional donors, academic and research institutions,
the private sector, and a broad range of international NGOs. EISF’s vision is to become a
global reference point for applied practice and collective knowledge, and key to its work is the
development of practical research for security risk management in the humanitarian sector.
EISF is an independent entity currently funded by the US Office of Foreign Disaster Assistance
(OFDA), the Swiss Agency for Development and Cooperation (SDC), the Department for
International Development (DFID) and member contributions.
[Link]

Acknowledgements
This module was developed by Christine Williamson. The project manager was Adelicia
Fairbanks, Research Advisor at EISF.
The European Interagency Security Forum (EISF) would like to thank Rebekka Meissner and
Christine Newton for sharing their expertise with us.

Suggested citation
Williamson, C. (2017) People Management. In Security to go: a risk management toolkit for
humanitarian aid agencies. European Interagency Security Forum (EISF).

Disclaimer
EISF is a member-led grouping and has no separate legal status under the laws of England and Wales or any other jurisdiction, and
references to ‘EISF’ in this disclaimer shall mean the member agencies, observers and secretariat of EISF.
While EISF endeavours to ensure that the information in this document is correct, EISF does not warrant its accuracy and completeness.
The information in this document is provided ‘as is’, without any conditions, warranties or other terms of any kind, and reliance upon any
material or other information contained in this document shall be entirely at your own risk. Accordingly, to the maximum extent permitted by
applicable law, EISF excludes all representations, warranties, conditions and other terms which, but for this legal notice, might have effect in
relation to the information in this document. EISF shall not be liable for any kind of loss or damage whatsoever to you or a third party arising
from reliance on the information contained in this document.
© 2017 European Interagency Security Forum

Design and artwork : [Link]

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