Annual report

26
Annual Report 
2022

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footprint of the network (as demonstrated in the 
IFRC’s 
Everyone Counts
reports).
Federation-wide standard plans
and reports
To better reflect the breadth of work across the 
network, the IFRC is working to achieve both 
more coordination and standardization. This 
will enable resource mobilization, and result in 
less earmarking and decreased pledge-based 
reporting through solid country-based unified 
plans and reports.
To achieve this, the IFRC is focused on inclusive 
engagement with member National Societies to 
drive a results-based management approach.
In 2022, the IFRC embarked on unified planning 
at country level, centered on National Societies’ 
priorities and needs, bringing together ongoing 
emergency operations and longer-term work, 
and based on a Federation-wide planning 
approach. This has allowed the organization 
to produce 85 Federation-wide external plans 
covering 130 countries for 2023. 
Efforts also focused on creating a collective own-
ership by the membership through the planning 
review week (senior leaders from 23 National 
Societies presented their plans to more than 400 
participants from across the IFRC network) and 
a writeshop for the preparation of zero drafts of 
the external plans. 
Security Management
Security management ensures that the IFRC has 
the security architecture in place to ensure the 
safety of its staff, volunteers and operations 
through training and the establishment of secu-
rity procedures. 
A strong security mindset not only protects 
the volunteers and staff who deliver the IFRC 
network’s programmes and activities at ground 
level, but also the communities they work within. 
The extensive planning and regulations created 
by the Security Unit give all IFRC personnel 
a consistent security environment wherever 
they may be deployed, and every staff mem-
ber undertakes personal security training that 
equips them with vital skills and advice in their 
daily lives.
The IFRC continually works to strengthen its secu-
rity risk management structure and approach 
to ensure that the organization remains ‘fit for 
purpose’ and meets both legal and moral ‘duty 
of care’ obligations to all personnel under its 
security management responsibility. 
The organization works to increase the aware-
ness, skills and capabilities of IFRC and National 
Society managers, deployed personnel, staff and 
volunteers while concurrently building security 
management capacities. Its goal is to allow the 
IFRC and National Societies to better fulfil their 
humanitarian mandate by enabling them to 
operate in a safe and secure manner, within 
any given security context, mitigating any risks 
associated with programmes and operations.
To achieve these goals, a culture of security is 
encouraged both within the IFRC and among 
member National Societies, who are supported 
to adopt security standards or to develop their 
own security frameworks. This contributes to the 
quality of support provided to at-risk commu-
nities by enabling Red Cross and Red Crescent 
personnel to engage with communities in either 
capacity building, resilience strengthening or 
emergency response, effectively and efficiently 
in the most secure manner possible. By doing so 
it supports the strategic imperatives identified in 
Strategy 2030
and the 
Agenda for Renewal
. 
In 2022, National Societies and the IFRC benefit-
ted from both an updated and expanded suite of 
security training materials – Stay Safe 2.0 – and 
a rewritten and overhauled Minimum Security 
Requirements policy. Both initiatives were 
produced to the highest standards, using state 
of the art analysis and the latest pedagogical 
approaches.
The Office of Internal Audit and 
Investigations
Internal audit and investigations is the corner-
stone of the IFRC’s assurance arrangements, 
allowing the organization to meet its obligations