Safety is one of the most frequently asked questions about working in international development. Whether involved in disaster relief or a long-term education project, staff face a variety of risks that organisations must take seriously. Thankfully, development agencies have a legal and moral duty to protect their people – whether salaried or voluntary. But what does that duty look like in practice?
Building relationships with communities
One of the best ways to stay safe is by building trust locally. Most international development organisations maintain relationships with local communities long before sending personnel into the field. Mutual understanding helps reduce the risk of cultural misunderstandings, which can escalate tensions.
Cultural briefings, inclusive recruitment of local staff, and respectful engagement are vital to building local support and ensuring safe operations. Many agencies now integrate local leadership into project design to increase cultural intelligence and reduce the risks of operating in unfamiliar environments.
Keeping staff informed
Effective communication is essential for safety. Risk assessments, safety briefings, and situational updates are all part of keeping staff informed and prepared. Whether it’s a political protest, a disease outbreak, or a transport strike, teams must be kept in the loop. Rapid changes in high-risk areas are common, and forewarned really is forearmed.
To support this, some organisations maintain internal dashboards or use digital platforms to issue real-time alerts to staff. These tools can help disseminate location-specific advice, contact information for local security leads, and updates on changing conditions.
Post-traumatic support
International development work can be emotionally demanding. Many organisations now offer post-deployment support to help staff process difficult experiences. This may include access to counselling, peer support groups, or trauma-informed care. Neglecting this area not only risks staff wellbeing but may leave organisations open to legal action.
Support should be available throughout deployment, not just after it ends. Some agencies offer mental health check-ins, employee assistance programmes, and 24-hour helplines to respond to issues as they arise.
Confidential reporting structures
Safe working environments depend on transparent and confidential reporting systems. Whether dealing with harassment, misconduct, or safety concerns, staff must know how to report problems and trust that those issues will be taken seriously. Anonymous hotlines, safeguarding officers, and whistleblowing policies are now standard across many organisations.
Organisations should also monitor and review the effectiveness of these systems. If reporting channels are perceived as inaccessible or unresponsive, staff may remain silent – increasing risk.
Leading by example
Culture starts at the top. Leaders within development organisations are expected to model safe, respectful, and inclusive behaviours. This includes adherence to safeguarding policies, anti-bullying practices, and proper conduct both in the office and on deployment. Staff who see leadership prioritising wellbeing are more likely to speak up and seek help when needed.
Regular training and leadership development can help managers recognise signs of distress, respond appropriately, and maintain a culture of care throughout the organisation.
Donor pressure and transparency
Donors play a critical role in promoting staff safety. Many now require organisations to report on how they manage risk and protect personnel. Transparency about staffing policies, health and safety procedures, and incident response is often written into funding agreements. This accountability helps raise standards across the sector.
Funders may also conduct audits, field visits, or compliance checks to ensure organisations are meeting the commitments laid out in grant agreements. Being transparent about safety procedures and their effectiveness is essential to maintaining trust and funding.
Security risk assessments
Conducting a security risk assessment from head office is a good start – but it’s not enough. Once staff are on the ground, conditions can be very different. Organisations must commit to ongoing, dynamic risk assessments with clear documentation to show they are meeting their duty of care.
This includes re-evaluating threats, checking staff well-being, and adapting strategies as local conditions evolve. Field-based input is critical – local staff and community leaders are often best placed to assess on-the-ground risks.
Collaboration with other organisations
In insecure settings, working together can improve safety for all. Aid agencies often share security information, coordinate field logistics, and jointly manage evacuations. Whether through official security networks or informal local partnerships, cooperation can reduce duplication and enhance protection.
For example, NGOs operating in a crisis region might form joint security committees, use shared communication platforms, or synchronise travel schedules to reduce risks on the road.
Enforcing rest and recuperation
Burnout is a serious risk in humanitarian work. Continuous deployment without rest can have long-term mental and physical consequences. Leading organisations build regular breaks into contracts, including rest and recuperation (R&R) leave, to help staff recover and perform sustainably.
R&R policies may also include limits on maximum days in high-risk environments, mandatory leave between deployments, and access to wellness resources. Recognising fatigue and taking steps to prevent it is not just kind – it’s essential to effective performance.
When outside help is needed
In some settings, in-house teams may not be enough. Hiring external security experts, medics, or mental health professionals can fill critical gaps. While this comes at a cost, prioritising safety over savings is essential. External support is especially important in complex emergencies or high-risk zones.
Many international development organisations contract global security firms to conduct threat analysis, provide personal safety training, or even offer on-call evacuation services. These partnerships should be reviewed regularly to ensure quality and responsiveness.
To conclude –
Keeping international development workers safe takes more than policies on paper. It requires proactive leadership, open communication, and a culture that puts people first. Whether it’s briefing staff before deployment, providing post-trauma support, or working with local communities, safety must be woven into every stage of a project.
All personnel, whether salaried or voluntary, deserve to know they are valued and protected. In the end, staff safety is not just about compliance – it’s about doing the right thing. Organisations that invest in staff safety not only reduce risk but also build stronger, more effective teams that can truly make a difference where it matters most.