Annual report

56
Annual Report 
2022

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insurable Federation risks with a view to protect-
ing the organization. It also leads the insurance 
support response to arising operational needs 
and emergencies. 
To achieve these goals, the IFRC works with 
national and international insurance companies 
and brokers. In 2022, the IFRC was able to renew 
all insurance policies with no rise in the cost of 
the premiums and in many cases was able to 
extend the benefits available.
Human Resources Management 
Strategic and operational advice and support 
are provided on human resources management 
issues through dedicated staff in Headquarters 
and the five Regional Offices. In 2022, the 
department began to operate under a new 
structure designed to encourage greater agility 
and targeted support in line with the Agenda 
for Renewal. 
Overall guidance and management and strategic 
advice is provided to IFRC leadership alongside 
departmental as well as organizational planning, 
coordination of activities, staff compliance and 
employee relations and related case manage-
ment work. 
The management of key issues is covered, 
including strategic planning, liaison with IFRC’s 
Staff Association Committee and other internal 
and external stakeholders. Lastly, it manages HR 
policy review and development, HR communica-
tions, assurance of data-driven decision making 
as well as job design and rewards to ensure a 
consistent and equitable job classification and 
grading system across the organization. 
During 2022, a Staff Parental Leave Policy was 
finalized before being approved and dissemi-
nated, and work was underway with partners to 
develop a Flexible Working Policy. The IFRC also 
worked on leadership development for women 
and deepening the pool of future women leaders 
within the Movement. A Pay Equity Review project 
was also developed in 2022, where an external 
and independent firm was selected to evaluate 
IFRC’s policies in relation to equal opportunities 
and inclusive practices in the workplace.
Human Resources advisory services
and communities of expertise
Relationship management, dispute resolu-
tion, conflict management, case management, 
support to safeguarding, strategic workforce 
planning, organizational design and support to 
policy development are managed in this area.
The IFRC Learning Platform provides free training 
and knowledge-building not only for staff and 
volunteers across the Movement, but also for 
external organizations and the public. In 2022, 
there were more than 700,000 users and learn-
ers registered, including personnel from all 192 
National Societies. 
Many of the courses offered through the plat-
form are mandatory for IFRC staff, including 
training on personal and operational security 
(Stay Safe 2.0), cybersecurity, the prevention of 
sexual misconduct and harassment, and corrup-
tion prevention.
Global mobility, emergencies, and National 
Society engagement (talent engagement)
Talent identification and acquisition, staff mobil-
ity, Human Resources in Emergencies, and 
engagement with National Societies ensures 
that the IFRC has the right and sufficient human 
resources to function. 
The IFRC achieves its goals through the design, 
management and monitoring of the global acqui-
sition, retention, and redeployment of critical 
talent within the organization, building the role of 
human resources in emergencies, and extensive 
meaningful engagement with National Societies.
In 2022, new initiatives were developed to 
improve IFRC recruitment and increase the value 
of National Society engagement through the-
matic funding and staff-on-loan or secondment 
arrangements. A new HR in Emergencies func-
tion was established to enhance the services 
provided to National Societies.
As emergency operations managers are always 
in high demand across the IFRC network, a 
Developing Heads of Emergency Operations 
programme provides training and certification 
for new leaders specializing in emergency