In the field: travel, respond, work and return

1Arrival: briefing and first days

As soon as you arrive, ask for the local office security briefing, even for a two-day visit. It covers the recent situation, no-go areas, curfew, movement rules, alert phases, assembly points, emergency contacts and expected behaviour (dress, photos, alcohol, relations with the population).

The first days are the riskiest: you know neither the places, nor the codes, nor the weak signals. A few reflexes:

• Save the emergency numbers and keep a paper copy on you.
• Locate the exits of your accommodation and the office, and the route to the assembly point.
• Introduce yourself to the authorities and counterparts designated by the office, with your mission order.
• Listen to national staff: they know the context better than anyone.

A visitor who ignores local rules endangers the whole team, not just themselves. The rules apply to the visiting director as much as to the driver.

2Planning and conducting a movement

Every movement outside town is authorised and tracked according to the office procedure. The movement plan states: passengers, vehicle and driver, route and alternatives, departure time, expected arrival and return times, check-in call times, means of communication, and the person tracking the movement at the office.

Calculating the timings. On a track, use a realistic average speed, often 25 to 40 km/h, not the maximum speed. For 120 km at 30 km/h: 4 hours of driving. Departure at 7 am, arrival at 11 am; 3 hours of work; return at 2 pm, arrival at 6 pm. If the office requires a return before 5 pm, the plan is not feasible: you must reduce the work on site, plan an overnight stay on site or split the mission.

Check-in calls and the no-contact procedure. The vehicle calls at agreed times or points. If a call is missed, the office follows a written procedure: call back on all means, then, after a set delay (often 30 minutes), alert the security manager, who decides on the next steps. Nobody goes off to "see what is happening" without a decision.

At checkpoints: slow down early, stay calm and polite, hands visible, show your documents, offer nothing, take no photos, do not argue or force your way through. If armed people demand something, life comes before equipment.

3Responding to and reporting an incident

An incident (accident, theft, assault, arrest, threat) is managed in three stages: survive and get to safety, raise the alarm, then report.

• Road accident: secure the scene, give assistance, alert the office; depending on the context, it may be dangerous to remain at the scene after an accident involving a third party: apply the instruction in the security plan.
• Theft or hijacking: do not resist, comply calmly, avoid sudden movements, do not stare; property can be replaced.
• Arrest or detention: stay calm, ask to contact your organisation, sign nothing you do not understand.
• Gunfire or explosion: take cover, move away as soon as possible, do not go closer to look.

The immediate alert message is short: who, what, where, when, condition of the people, immediate need. The written incident report follows within 24 hours: facts, timeline, consequences, measures taken, recommendations. Even a "near miss" (near accident, verbal threat) must be reported: this is how the organisation detects a trend before a tragedy.

Never hide an incident for fear of being sanctioned. An organisation that punishes those who report stops learning and puts everyone at risk.

4Working with communities and authorities

The security of a humanitarian mission rests first of all on acceptance: being known, understood and seen as useful. It is built through the behaviour of every person on mission:

• Explain who you are, why you are coming and what you cannot promise; never raise expectations of aid without a decision.
• Respect the principles of humanity, neutrality, impartiality and independence in words as well as in choices (whom to meet, where to stay, whom to travel with).
• Protect people and data: informed consent before any interview, no names or identifiable photos without agreement, sensitive data encrypted or left at the office.
• Apply the code of conduct and protection from sexual exploitation and abuse (PSEA): no sexual relations in exchange for aid, report any suspicion through the designated channels.
• Inform the authorities according to the rules of the country and the office, without passing on information that would expose people.

The choice of counterparts, interpreters and drivers also sends a message: an interpreter perceived as linked to one party can close doors and endanger the people interviewed.

5Returning: debriefing, report and recovery

A mission is only finished when its results can be used. On return:

• Debriefing within 48 hours with your manager: results, decisions to be taken, incidents and near misses, security information to share.
• A short, useful mission report: objective, what was done, main findings supported by data, dated recommendations with a person responsible, annexes (list of people met in line with data protection rules, authorised photos).
• Feedback to the teams and, where possible, to the communities met: what was taken on board and what will happen next.
• Administrative closure: accounting for the advance, returning equipment, updating contacts.

Recovery is part of the mission. Cumulative stress (fatigue, insecurity, exposure to suffering) is normal; it becomes dangerous when it sets in. The Antares Foundation guidelines recommend preparation before departure, monitoring during the mission, a debriefing and access to psychological support on return. Sleeping, taking a real break and talking to someone you trust are not weaknesses.