Health, Safety, Security, and Wellbeing

Downsizing must never mean downgrading health, safety, security and wellbeing. As the UN80 reforms aims at a 20% reduction in staffing levels, missions with significant operational footprints will face heightened risks. Uncertainty and weakened structures can compromise staff safety and morale. Security and health must be treated as core pillars, not as an adjustment variable. Burnout of staff cannot be treated as just a collateral damage.

The capability of medical facilities in our missions cannot be compromised and must be enhanced. The use of telehealth services needs to be applied in a wider scope. Medical evacuation policies need to be safeguarded and improved. Accommodation facilities need to be standardized to meet the requirements of safety and wellbeing.

We shall call for DSS to play a leadership role in all downsizing processes, with full participation in planning and decision-making. Security feasibility must be a prerequisite for any closure, supported by real-time coordination between DSS, HR, and management. Maintaining a visible security presence, providing psychological and moral support, and ensuring inter-mission solidarity will be essential to protect staff and preserve operational integrity during a critical transition.