Security assessment of a residence, guarding and hibernation plan

Not correctable through works: proximity to a military camp (a target for attacks, risk of being hit by an attack aimed at the camp) and to a bus station (a common site for bombings, easy covert surveillance), single entrance on a narrow street (impossible to leave quickly, risk of being blocked in), route to the airport through the market. The landlord's link with an elected official and the abnormally low rent also raise questions of perceived neutrality and conflict of interest.

Recommendation: do not take this residence as it stands. The location exposes staff to a risk that works do not reduce. Recommend looking for another house away from likely targets, with two access points. If no alternative exists in the short term, authorise occupation only after the priority works, for a limited period and with a reassessment in three months.

Water for domestic use must be stored even though there is a borehole on site: the pump depends on the generator and the borehole may break down. Fuel is stored more than 10 m from the house and the gas cylinders, in a ventilated, shaded area, with a containment tray and a powder extinguisher nearby; stock rotation (first in, first out) and monthly check. Add: first aid kit, PEP kit, personal medication, batteries, phone credit, emergency cash.

Hours to cover: 2 posts × 24 h × 7 d = 336 hours per week. At 48 hours per guard: 336 / 48 = 7 guards. Relief: 1 guard for every 7, i.e. 8 guards. Cost: 8 × 120,000 = NGN 960,000 per month. The two current guards cover a single post and 168 hours per week, i.e. 84 hours each: that is half the standard and dangerous working hours.

Clauses: (1) unarmed guards, in line with the organisation's policy; (2) background and reference checks, list of names provided and any change subject to approval; (3) initial training (access control, alerts, fire, code of conduct, protection from sexual exploitation and abuse); (4) hours, shift changes and working time in line with labour law, salaries paid directly to the guards; (5) equipment provided (radio, torch, uniform, logbook) and written instructions; (6) liability and workplace accident insurance paid by the company; (7) penalties and termination in case of breach, confidentiality.

Decision: the country director decides, on the advice of the security adviser and the crisis management team; in an emergency, the base manager can decide on immediate hibernation and reports without delay. Headquarters validates relocation and evacuation out of the country. Each change of phase is announced to all staff, and a phase is lifted only after a written analysis.

The plan is discriminatory and does not meet the organisation's duty of care towards all its staff. The five colleagues redeployed from other states have no home in Maiduguri: "remain at home" makes no sense for them. They may also be more exposed than international staff because of their origin or community affiliation.

Measures: (1) revise the plan so that every staff member, whatever their status, has an option assessed according to their risk profile; (2) for redeployed staff: return to their home state by road or air, or relocation with the international staff; (3) for locally recruited staff: individual consultation, salary advance and transport costs to move their family to safety if they wish, contact maintained through the phone tree; (4) inform staff of the content of the plan and its limits, without making promises that cannot be kept; (5) have the revision validated by the country director and headquarters.