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A compendium of concrete good practices to security and human rights challenges aimed at companies, security providers, civil society, national regulators and other practitioners
Conduct a needs analysis that includes an assessment of the capabilities of public security forces. Although not always feasible, this practice should be promoted whenever possible, since it is key to the design of an adequate training programme.
Seek to ensure that the host government understands and covers training needs
Support national training programmes
RECOMMENDATION OF THE COLOMBIAN MINING AND ENERGY COMMITTEE[6] In Colombia, it is recommended that companies do not provide training to public security forces on international humanitarian law, neither directly nor through contractors. Decisions on doctrine must be taken by national defence authorities. However, companies may review the training curricula and make recommendations to address identified gaps in the content. Companies may also provide logistical or financial support to ensure the appropriate tools and materials are available for the training. As for human rights training, companies may support the national training programme by providing direct training to public security forces. However, in order to ensure the coherence of the defence sector, it is highly recommended that the content is identified jointly by the company and the relevant authorities, and that public security management approves of the choice of trainers and methodology. |
Map existing training programmes and partner with other stakeholders
CASE STUDY: MONUSCO - TENKE FUNGURUME MINING (TFM) TRAINING OF PUBLIC SECURITY FORCES[7] In the DRC, national law requires the presence of public security around extractive sites. At the same time, although not all public security forces have been trained to perform their duties according to international standards for international human rights and humanitarian law, private companies are not allowed to provide this training themselves. In 2012, this issue was raised in the framework of the monthly Security and Human Rights meetings in Lubumbashi. The United Nations Organization Stabilisation Mission in the DRC (MONUSCO) was seen as one of the solutions to help address the issue. TFM approached MONUSCO, as one of the participants in the discussion group, and requested a partnership in order to help conduct additional human rights training for public security forces assigned to the TFM concession area. All the participants in the monthly security and human rights meetings have been invited to partner with MONUSCO to assist in the training of the public security used within their respective areas. Since training public security forces is part of MONUSCO’s mandate, this was a solution that complied with national law, addressed the challenge and was approved by all parties involved. The first training was held in December 2012. The training focuses on the rule of law, democracy, use of force, human rights, Voluntary Principles, sexual violence and self-defence. It includes practical role play exercises allowing participants to learn how to react in real-life situations, such as having to confront a violent group. Participants include the mining police, territorial police, representatives of the national intelligence services, the public prosecutor’s office, local NGO representatives, as well as TFM employees and contractors. The training, conducted on the basis of a partnership between MONUSCO and TFM, is an innovative and pragmatic solution to a genuine need. MONUSCO provides specialized trainers, while the company offers food, transportation for training attendants and training facilities on site. Beyond the direct benefits of the training, this approach helps to establish an effective working relationship between TFM and the public security forces assigned to their operations. Through dialogue-based training that introduces security providers to TFM, they become more familiar with the company policies and procedures that they are invited to follow. |
If the company feels compelled to provide training directly to public security forces consider the good practices under Challenge 2.5.b.
Conduct a needs analysis that includes an assessment of the capabilities of public security forces. Although not always feasible, this practice should be promoted whenever possible, since it is key to the design of an adequate training programme.
Consider alternatives to providing training directly to public security forces (See Challenge 2.5.a.)
If the company feels compelled to provide training directly to public security forces, reach an agreement with relevant authorities (e.g. ministries of defence and interior) regarding the content and regularity of the training
Use the right language
Complement the training with:
If necessary, cover the travel and per diem costs for trainees to attend the training. This is particularly important if the training takes place far from their home base.
Train the trainers
CASE STUDY: ENGAGEMENT WITH PUBLIC SECURITY FORCES IN IRAQ[8] Since 2009, BP has been working with the Government of Iraq to develop a comprehensive VPs programme for the Rumaila oilfield operations in Southern Iraq. One element of this programme is a Training Assistance Programme with the public security provider, the Iraqi Oil Police Force (OPF). “Once the agreement was signed, Safestainable (an independent consultancy specialised on sustainable security management) was requested to operationalize the training concept, develop the course schedule and prepare the curriculums for a 3-year Training Assistance Programme, under the guidance and with close support from the Rumaila Security Department. Collaboration was essential to ensure all trainings were relevant to tactical requirements and reflected the operational environment and its constraints. The Training Assistance Programme has been based on a Train the Trainers approach to promote OPF ownership and increase its sustainability. The programme follows a systematic training cycle and relies on a training model called the Systems Approach to Training to guide the formal curriculum development, validation and evaluation process. The programme aimed to develop a cadre of OPF trainers with the skills and knowledge to train their counterparts to effectively carry out all duties. It followed that over the 3 years the OPF trainers would deliver foundation, intermediate and advanced courses to all OPF policemen on the Rumaila field. Arabic speaking training consultants were engaged, all of which had professional backgrounds in senior positions in Middle East and North African public security forces and thereafter with human rights experience gained in the UN or ICRC. Training consultants initially delivered a pilot course to the OPF to introduce the curriculum, and then participated in the trainer selection process, before delivering a series of “Train the Trainer” courses. Thereafter they acted as mentors to the OPF trainers, providing continuous refresher training and monitoring the quality of training to ensure effective delivery. The Rumaila security training team oversaw all aspects of programme management and ensured continuity in the absence of the visiting training consultants. Each year the Training Assistance Programme is evaluated to measure its impact on OPF policemen performance and identify further training needs. At the end of the programme a final evaluation is scheduled to measure its impact as a component of the overall Rumaila VPs programme with its objective to maintain security in Rumaila operations carried out under a frame that guarantees the respect of the human rights.” |
Evaluate impact of training
Facilitate regular refresher trainings
Engage with the relevant ministry (e.g. ministry of interior or ministry of defence) in order to:
Support national training programmes to improve the capacity of public security forces
Support training programmes provided by other stakeholders at the national or regional levels to ensure all public security forces receive training.
Brief public security forces assigned to the project site area on company policies and VPs standards on a regular basis to ensure that new personnel are familiar with these policies and standards.
Communicate company’s adherence to the VPs and include this commitment in agreements with the host government to facilitate acceptance by national security actors
Meet regularly with the management of public security forces
Focus on common values
CASE STUDY: HUMAN RIGHTS TRAINING IN CAMEROON[9] In Cameroon, as in many countries, oil and gas operations are considered a national asset, with public security forces charged with the responsibility for the safety and security of extractive operations. However, when Kosmos Energy started their operations at the Sipo-1 well in February 2013, it was the first time for an oil project in Cameroon to be situated onshore. The human rights challenges commonly present at extractive operations were accordingly new to most of the actors involved. Firstly, Kosmos Energy could not rely on public security forces to be either trained or familiar with the human rights standards central to the company’s VPs commitment. Secondly, the military and company presence created an unfamiliar, unprecedented and possibly insecure situation for the nearby local communities. To avoid any local conflict or human rights violation, Kosmos Energy needed to reach all the different stakeholders and thus enable them to act in concert to ensure their compliance with applicable human rights standards. The challenge the company faced was to identify a shared discourse, which is consistent with universal human rights standards while resonating with the reality of the local context. In order to identify and design a suitable human rights training, Kosmos partnered with The Fund for Peace (FFP), a U.S.-based organisation that promotes sustainable security, to assist and build the training capacity of the special unit of Cameroon’s military in charge of the extractive operations security, known as the Battalion d’Intervention Rapide (BIR).
At the beginning of this joint process FFP interviewed members of the BIR from different ranks as well as representatives of local communities affected by the extractive operations. A meeting was convened with the village chief, the leadership council, and prominent members of the community. FFP briefed the community members on the intent of the programme and sought feedback on concerns related to the deployment. This feedback was factored into the design of the programme. Based on this scoping study a training programme was developedaround five key elements. Firstly, the training focused on practical situations the soldiers of the BIR have commonly encountered in the past. The programme was based on everyday situations such as local protests and road blocks rather than general principles of human rights (FFP, 2013: 2). Secondly, the joint process identified common values such as honour, respect and ensuring human security, which were used in the training to ‘translate’ the aim of human rights standards into the local discourse (ibid.). Thirdly, the training material was adapted to the local context. For instance, the programme approached concepts such as ‘human security’ from the perspective of the family, since the initial scoping study identified the deep importance of family to Cameroonians (ibid. 4). Fourthly, the joint process provided a platform for the BIR participants to present and discuss their own operational experience. BIR soldiers and commanders could review their peers’ challenges and share personal good practices. Lastly, the joint-process found a suitable medium through which all affected actors could best be reached that was designed to augment and support the actual training course, and provide a take-away resource for participants. It was decided that the best approach would be a series of comic books, which proved easy to disseminate. The comic series, entitled “Captain Cameroun”, reflected local and challenging situations highlighting both inappropriate and appropriate security responses focusing on the previously identified shared values: family, honour, respect and ensuring human security. The outlined training approach proved successful in numerous ways:
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Work with stakeholders at the national level to develop a discussion around the VPs (See Challenge 1.1.b.)