A/HRC/31/55 to strengthen their capacities. It may also be a way to raise awareness of defenders about current and potential threats in their operational context and how they can respond to them. 56. For security management training to be effective, it should be regularly reviewed and updated to reflect the specific challenges that defenders face. Feedback from defenders suggests that the more tailored the training is to their own contexts and to the specific risks they face, the more they are able to apply what they have learned directly. 57. Building security awareness and habits can be a lengthy process, and requires longterm investment – by the defenders themselves, by trainers and by supporting donors. Effective follow-up and support increases the likelihood that defenders will internalize the practices they have learned. 58. Materials and training should be made easily accessible, including online, as defenders may not always be able to enter face-to-face programmes. Where possible, training should also be provided to persons close to defenders, such as their families, who may be crucial in supporting defenders in times of crisis and whose own security may be affected by the work of defenders. 59. Digital security is increasingly important for defenders, especially for those who rely on information and communications technology for their work. Many defenders do not realize the extent to which they may be exposed to breaches in their privacy and to digital surveillance. Digital security trainers have helped defenders to understand and use a number of tools, tactics and strategies to protect themselves from digital threats, surveillance and online violence.11 Defenders value opportunities to discuss their specific needs and problems one-on-one with digital security specialists. C. Building and supporting networks among defenders and their supporters 60. Formal and informal networks that connect defenders and supporters to each other are a key factor in protection, in a number of ways. It is through such networks that information is shared, responses are coordinated, solidarity is expressed, resources are pooled and psychosocial support is given to defenders. Strong relationships allow rapid mobilization in times of crisis. Robust networks can mitigate the risks of surveillance, threats and attacks. 61. National (such as in Colombia, Guatemala, Kenya and Mexico), regional and international networks of defenders and supporters collaborate to document and publicize violations of defenders’ rights.12 They coordinate emergency responses for defenders under attack, arrange meetings with potential allies, and conduct advocacy at multiple levels. 62. Defenders need resources and platforms to develop and sustain these networks, especially in regions where networks are yet to be established. In some cases, more established networks have supported the formation of new networks, including through the sharing of good practices and resources. 11 12 Such as the security in-a-box toolkit, developed by Tactical Technology Collective and Front Line Defenders (https://securityinabox.org). See for example the work of the East and Horn of Africa Human Rights Defenders Project (www.defenddefenders.org), Forum-Asia (www.forum-asia.org), the Middle East and North Africa Women Human Rights Defender Coalition and the Women Human Rights Defender International Coalition (www.defendingwomen-defendingrights.org). 11