Contingency plan: trigger indicators, hibernation and relocation

Weaknesses: vague indicators ("deterioration", "very serious situation"); no decision-making authority; no information channel (phone tree, radio); phase 4 limited to international staff, with no measures for national staff; no distinction between relocation (to another area of the country) and evacuation (out of the country); plan not tested and not updated; no preparedness measures for each phase (stocks, documents, cash).

Proposal (example): Phase 2: at least one serious incident (killing, abduction, attack) less than 30 km away within 7 days, or a demonstration or "ville morte" in Beni, or a general threat against foreigners or NGOs. Phase 3: clashes or gunfire less than 5 km away, or a hostile crowd targeting an NGO in Beni, or the Beni-Butembo road cut for more than 48 h, or a named threat against the organisation or its staff. Phase 4: fighting in the town, an attack on or looting of an NGO in Beni, withdrawal of the UN or of most NGOs, inability to resupply the guesthouse, or a credible warning of an imminent attack.

Decision: move to phase 2 or 3 by the area security manager after consulting the head of base; phase 4 by the country director, with headquarters informed immediately; in an emergency, the head of base may trigger hibernation and reports on it. Information: coded radio and SMS messages, phone tree tested every month, acknowledgement of receipt by each employee. Plan revised every 6 months and simulation exercise.

Analysis: the threat is getting closer (28 km on 25/10, 12 km on 29/10, 7 km on 01/11); it is changing in nature (from violence against civilians to threats explicitly targeting foreigners and their employees, then a rumour and a crowd targeting NGOs); two threats are combined: the armed group and the hostility of part of the population. The incidents of 31/10 and 03/11 directly concern actors like us, even though our organisation is not named.

Phase: strictly under the plan, no phase 3 indicator is met (clashes at 7 km, not less than 5 km; road cut for 6 h, not 48 h; no named threat). But the trend is clearly unfavourable. Defensible recommendation: remain in phase 2 in reinforced mode ("hibernation alert"), ready to switch to phase 3 in less than an hour. Moving directly to phase 3 is also acceptable if justified (crowd against an NGO, rumour targeting NGOs). In both cases, the decision and its reasons are put in writing and sent to the country director.

Measures within 48 h: top up the hibernation stocks (question 3); suspend non-essential movements and all activities in areas less than 15 km to the north and west; vehicles fully fuelled, parked facing the exit; reduce visibility (logos, gatherings in front of the office); test the phone tree and radios; update the staff list and documents (passports, ID cards, emergency cash); reduce non-essential staff through preventive relocation while the road is open; liaise with the authorities, the UN and the NGO security network; respond to the rumour: community messages on our mandate, in coordination with local leaders.

Move to phase 3 if: gunfire or fighting less than 5 km away; a crowd or threat targeting our organisation or a neighbouring NGO; a new "ville morte" with violence; road cut for more than 48 h.

Needs for 26 people over 14 days:

Allow a margin (for example 10%) and stock rotation (expiry dates). For domestic water, add a reserve (bladder tank or jerrycans) or plan documented rationing. Also top up the medical kit, means of communication (charged satellite phone, airtime), cash and documents.

Relocation: 6 international + 16 national staff not from Beni = 22 passengers; 6 passenger seats per vehicle; 22 / 6 = 3.7, i.e. 4 vehicles, in other words the entire fleet, with no reserve vehicle and no room for the guards.

Problems: (1) no redundancy in case of breakdown; (2) the 4 drivers, who are from Beni, would have to return alone on a dangerous road, or leave their families: their voluntary choice is needed, as well as a plan for their return or their accommodation in Butembo; (3) the Beni-Butembo road has already been cut and a demonstration targeted a UN vehicle: an alternative option is needed (convoy with other organisations, humanitarian flight as soon as it resumes, waiting in hibernation); (4) the flight to Goma is suspended: relocation must include accommodation in Butembo; (5) reduce now the number of people to be relocated in an emergency, through preventive relocation of non-essential staff.

Sample answer: "To all Beni staff. Following the incidents of recent days, the base remains in reinforced phase 2 from tonight. (1) Curfew at 18:00; no travel outside the town without the head of base's authorisation. (2) Activities in the north and west on 4 and 5 November are suspended; the teams concerned will work from the office or from home. (3) Keep your phone charged and switched on; a call test will take place tomorrow at 08:00; reply to every message. (4) Do not share any information about our movements or vehicles on social media, and do not react to rumours. (5) Report any incident or threat immediately to the security focal point (usual number, reachable 24 hours a day). Next update tomorrow at 17:00. Your safety and that of your families is our priority. The Area Security Manager."

The message does not mention the hibernation site, the relocation routes or the list of people eligible for relocation.

National staff from Beni: acknowledge that the remark is well founded: the current plan offers nothing to these staff. The principle is equal treatment according to exposure to risk, not according to nationality: a local employee is often less exposed by staying in their community than by leaving, but may be targeted because of their job (the leaflets target "those who work for them"). Measures: individual assessment of those who feel threatened, with possible relocation if they are targeted; one month's salary advance; salary maintained while activities are suspended; working from home; phone tree including every employee; emergency number; medical care; support for transporting the family to a safer place chosen by the employee, in line with the policy. Revise the plan in consultation with national staff.

International employee: in phase 4, relocation decided by management is an instruction, not an option: a refusal endangers the employee and those who would have to rescue her, and may fall outside the scope of the insurance. Listen to her reasons (bond with the team, feeling of guilt), explain the decision and its reasons, and remind her that a refusal ends the organisation's responsibility towards her under its policy, with contractual consequences. Document the conversation and inform the country director.