When it comes to health and safety, there is no legal distinction between salaried international development workers and volunteers. Contrary to a common misconception, unpaid aid workers have the same protections under UK health and safety law as their paid counterparts.

This article explores how international development organisations can meet their legal obligations and protect workers effectively, whether they are in the UK or deployed abroad.

Equal protection under health and safety law

The health and safety of international development workers should be addressed internally so that everyone understands their responsibilities and protections. This includes not just those working overseas, but also back-office staff, marketing teams, and senior management.

There are two simple ways organisations can approach this:

1. Apply the health and safety standards from their home country (such as the UK), and add extra precautions where needed.
2. Adopt the highest safety standards available from any country they operate in, taking a ‘best practice’ approach.

The idea is straightforward: adopt the most robust measures possible so staff are as safe as they can be. In simple terms, the duty of care that applies at home should also apply abroad – regardless of where someone is working.

The Health and Safety at Work etc. Act 1974 is clear in setting out this duty. Employers must do everything “reasonably practicable” to protect people from harm. This includes providing safe systems of work, adequate training, suitable equipment, and clear guidance on managing risks, even in volatile or resource-limited environments.

Setting internal standards

International development bodies should develop internal health and safety standards that apply to all staff, including back-office teams, field workers, and contractors. Some organisations adopt the most robust policies from their home country and apply them globally. Others select the strictest applicable standards from the regions they operate in, taking a precautionary approach.

Either way, internal standards must be clearly communicated and consistently applied. Briefings should cover health and safety policies, emergency procedures, cultural awareness, and local risks.

The role of risk assessments

Risk assessments are a legal requirement and essential for protecting aid workers. Each deployment or assignment should be preceded by a detailed risk assessment that considers:

• Environmental conditions (climate, terrain, pollution)
• Security threats (conflict, crime, political instability)
• Health hazards (disease prevalence, sanitation, access to healthcare)
• Cultural or legal risks (e.g. for LGBTQ+ staff or women in certain regions)

These assessments help determine the suitability of sending personnel into particular locations. Crucially, risk assessments must also match workers with roles that align with their experience, resilience, and training.

Matching skills with assignments

Deploying an underqualified or inexperienced worker into a dangerous setting is not just bad practice – it may be legally negligent. Even if no physical harm occurs, the mental health impact can be serious and long-lasting.

Agencies must ensure:

• Personnel are briefed and trained for their environment
• Assignments align with the individual’s skill level
• Ongoing monitoring and support are in place throughout deployment

Assigning roles without regard for suitability may breach the duty of care and leave organisations exposed to personal injury or negligence claims.

Assessing working and living conditions

Aid workers require safe environments in which to live and work. Risk assessments must cover:

• Accommodation quality and security
• Access to clean water, power, and communications
• Local infrastructure and transport
• Medical access and evacuation plans

Supporting personnel means ensuring they have safe, stable bases from which to operate. This includes not just field staff but also support teams like IT personnel, medical staff, and drivers.

Agencies should also work with local officials and partners to avoid misunderstandings or conflict. Where appropriate, additional security measures may be required.

Cultural briefings and local context

Understanding local culture is vital for staff safety and programme success. Briefings should include:

• Local religious practices and holidays
• Dress codes and customs
• Laws around speech, behaviour, and relationships
• How to avoid causing offence unintentionally

Cultural briefings reduce the risk of conflict, build trust with local communities, and protect workers from inadvertently breaching local laws.

Learning from past deployments

Debriefing after projects is essential. Agencies should:

• Gather feedback from returning staff
• Analyse incidents or near misses
• Update policies based on lived experience

This cycle of learning and improvement ensures organisations remain agile and responsive to evolving risks.

Accountability and legal frameworks

If an aid worker is injured or suffers mental trauma due to an organisation’s negligence, they may be entitled to compensation. Risk assessments and safety procedures must be robust enough to stand up in court if needed.

UK development workers may still be protected by UK employment law even when working abroad, especially if they are employed by a UK-registered organisation under a UK contract. While not all UK laws apply internationally, employers still have a duty of care to safeguard their staff wherever they are placed.

Organisations that neglect safety obligations risk:

• Legal claims from injured workers
• Reputational damage
• Loss of funding or government contracts

The UK government spends billions annually on overseas aid. Accountability and transparency are now built into many funding agreements, making safety standards not only a moral obligation but a financial and operational necessity.

To conclude –

Protecting international development workers is both a legal duty and a fundamental part of ethical practice. From setting internal safety standards to carrying out risk assessments and ensuring culturally appropriate briefings, organisations must prioritise the wellbeing of their staff.

As the international development sector continues to grow, with increasing scrutiny from funders and the public, organisations must demonstrate that they are doing everything reasonably practicable to protect their people – whether salaried or voluntary, at home or overseas.