This chapter focuses on the importance of integrating physical and mental health considerations into security risk management, and supporting staff before, during and after critical incidents. It provides strategies that can be used by non-medical staff for promoting mental health and psychosocial wellbeing.
In the often high-stress environments of aid work, adequate support for the mental and physical wellbeing of staff enhances resilience and the ability to make sound decisions critical for effective security risk management. Addressing resilience involves supporting overall wellbeing to build both individual and team capacity to handle shocks effectively, while also providing immediate and long-term psychosocial support in response to incidents.
Stress can take various forms, including:
Trauma may be the result of an acute stressor, cumulative stress or exposure to others’ trauma, which overwhelms an individual and impairs their ability to cope. Trauma stays with an individual long-term and often results in serious psychological and physical challenges.
Recognising the mental health impacts associated with humanitarian aid work is part of an organisation’s duty of care. A mental health and psychosocial support (MHPSS) approach addresses both mental health needs and the social factors affecting the wellbeing of individuals and groups by integrating psychological care with social support systems.
Organisations can begin with an initial mapping of MHPSS needs and capacity in each organisational location, considering the common stressors of staff with different profiles, as well as existing mental health issues and needs. This can include a review of what services, providers, facilities and programmes are locally or remotely available (including insurance plans), and for whom (considering, for example, staff language and accessibility needs). The information gathered from this mapping can inform an organisation’s psychosocial support and wellbeing initiatives. These can include employee assistance programmes (EAPs), specialists brought in following incidents, stress management programmes and psychological first aid training.
Good practice in post-incident staff care and follow-up includes using a survivor-centred approach, ensuring that staff feel supported, and that response actions are trauma-informed. A survivor-centred approach prioritises the needs, rights and safety of the individuals affected, allowing survivors to make informed decisions while recognising their potential need for support through the recovery process.
Potential considerations for different stages include:
Because the medical and psychological impacts of an incident might not be immediately apparent, options for support should remain accessible long after an incident has taken place.
Insurance should be considered a component of a mitigation strategy and, like everything else, calls for a full appreciation of risks derived from a comprehensive assessment. Exclusion clauses require careful attention as organisations can inadvertently find themselves underinsured and forced to cover unexpected costs.
EISF (2017) Abduction and kidnap risk management.
EISF (2019) Managing sexual violence against aid workers: Prevention, preparedness, response and aftercare.
Linnell, H. (2017) Guide to selecting appropriate crisis management insurance. EISF.
Reilly, L. (2024) Is your mental health covered? Insurance for psychological injury. Bond.
WHO, War Trauma Foundation and World Vision International (2011) Psychological first aid: Guide for field workers.
