ON August !9 every year, we observe World Humanitarian Day, a date that commemorates the 2003 bombing of the United Nations headquarters in Baghdad. The attack claimed the lives of 22 humanitarian workers, including Sergio Vieira de Mello, the UN high commissioner for human rights. Established by the UN general assembly in 2008, this day honours those who have sacrificed their lives in humanitarian service and reminds us of the ongoing need to protect aid workers worldwide.

But why do we primarily remember this day when so many humanitarian workers were killed before de Mello? The 2003 bombing was indeed a tragedy, but it was not the first time humanitarian workers had been targeted. The focus on this particular event raises questions about the visibility and recognition of the countless other aid workers who have lost their lives in the line of duty. The narrative often centres around high-profile figures, overshadowing the sacrifices of many others who have faced similar dangers and paid the ultimate price. As we commemorate this day, it’s crucial to reflect on the often-overlooked struggles of those who dedicate their lives to helping others.

Today’s global humanitarian landscape is more challenging than ever. If these issues persist, the future looks bleak. The gap between needs and response will only widen, exacerbating the suffering of millions. According to the United Nations in its Global Humanitarian Overview 2024, one child in every five lived in, or fled from, conflict zones in 2023. Some 258 million people face acute hunger. One in 73 people worldwide is displaced – a doubling in 10 years. Disease outbreaks are causing preventable deaths in all corners of the world. If these trends continue, we can expect even more severe crises, with escalating conflicts, climate-induced disasters, and economic instability driving further displacement and need. The urgency is clear: without significant changes, the humanitarian sector will be overwhelmed and unable to meet the growing demands.

Humanitarian workers are too busy saving the world, and mental health issues have become a pressing concern. These individuals are frequently exposed to traumatic events and high-stress environments, leading to elevated rates of anxiety, depression, and post-traumatic stress disorder (PTSD). A systematic review and meta-analysis from UNICEF’s 2019 Annual Report found that psychological distress among humanitarian workers ranges from 6.5% to 52.8%, burnout from 8.5% to 32%, anxiety from 3.8% to 38.5%, depression from 10.4% to 39%, and PTSD from 0% to 25%. Despite the critical nature of their work, many humanitarian organisations lack adequate mental health support systems for their staff. Even I have found myself, after several high-risk missions, never receiving a single debriefing session with a psychologist.

Burnout is not unique to the humanitarian sector, but the rates are alarmingly high. In comparison, the hotel, food services, and hospitality industry has the highest burnout rate globally, with about 80% of employees feeling overwhelmed by their workload. The manufacturing and healthcare industries also report significant burnout rates, with more than 76% of employees affected. While these figures are concerning, the unique stressors faced by humanitarian workers, such as exposure to conflict and disaster zones, make their situation particularly dire. On a personal level, I have witnessed many women crying in front of their laptops in the office.

Compounding these challenges is the issue of inadequate compensation. While many humanitarian workers are too busy saving the world, they’re also underpaid, with salaries that do not reflect the risks and sacrifices they make. This financial strain not only affects their quality of life but also undermines their motivation and commitment to their work. The disparity between the high expectations placed on these workers and the financial rewards they receive is stark. In many cases, humanitarian workers are expected to perform under extreme conditions with minimal resources, all while receiving salaries that are often lower than those in comparable sectors. This inequity is not only unfair but also unsustainable in the long term. Can you imagine a raise of barely RM500 after working for eight years?

The increasing focus on administrative tasks has led many humanitarian workers to feel disconnected from the very people they are meant to help. The bureaucratic demands often overshadow the human aspect of their work, causing a loss of empathy and a sense of purpose. This shift from direct engagement with beneficiaries to a more desk-bound role can be demoralising. Humanitarian workers enter the field driven by a desire to make a tangible difference, but the reality of their day-to-day responsibilities often falls short of this ideal. The emphasis on metrics and outcomes can reduce complex human experiences to mere numbers, stripping away the emotional and relational aspects that are at the heart of humanitarian work. But they continue to work because they’re too busy saving the world.

While the primary mission of humanitarian organisations is to assist those in need, this focus often comes at the expense of their staff’s well-being. The relentless drive to meet the needs of beneficiaries can lead to the neglect of the workers’ own needs, creating a cycle of burnout and disengagement. Humanitarian organisations are often so focused on their external impact that they overlook the internal dynamics that sustain their operations. This imbalance can result in high turnover rates, decreased morale, and a loss of institutional knowledge. To create a truly effective and sustainable humanitarian response, organisations must prioritise the well-being of their staff alongside their mission to help others. You can’t imagine the number of Malaysians being detained, harassed, stranded, and more during their missions to help others abroad.

Security is another critical issue, with many humanitarian workers facing significant risks in conflict zones. However, there is often a disparity in the level of security provided to staff compared to volunteers. This imbalance can lead to increased vulnerability and a higher incidence of security incidents among staff. The lack of adequate security measures not only endangers the lives of humanitarian workers but also undermines the effectiveness of their efforts. Ensuring the safety and security of all personnel, regardless of their role, is essential for maintaining the integrity and impact of humanitarian operations. Organisations must invest in comprehensive security protocols and training to protect their staff and volunteers alike.

Finally, the recent controversies surrounding Aman Palestin and JomDonate have caught the attention of Malaysia’s humanitarian ecosystem. The manipulation of public funds shook the legal system and forced the government to review the outdated regulations regarding charity organisations. 

The public needs to be aware of the systemic issues within humanitarian organisations that allow misconduct and corruption to persist. Sexual misconduct cases in UN agencies and Oxfam have highlighted severe lapses in accountability and safeguarding. For instance, Oxfam faced a major scandal in 2018 when it was revealed that staff members had sexually exploited survivors of the Haiti earthquake. Similarly, the UN has been plagued by numerous allegations of sexual exploitation and abuse, with 70 new allegations reported in just three months in 2021. Corruption and mismanagement of funds are also rampant, with Unicef facing multiple allegations of fraud and mismanagement. These issues are not isolated incidents but indicative of deeper, systemic problems within these organisations. Alarmingly, some organisations have even used public donation money to settle lawsuits, further eroding public trust.

Greater transparency and accountability are essential to ensure that these organisations not only fulfil their mission to help those in need but also take care of their own workers. By addressing these internal challenges, it’s not just about exposing another graveyard in the closet; it’s about creating a more sustainable and effective response to global crises. The public’s support and scrutiny are crucial in holding these organisations accountable and ensuring that they operate with integrity and fairness. Only through a collective effort can we create a humanitarian sector that is both compassionate and just. – August 23, 2024.

* Muhammad Abdullah reads The Malaysian Insight.

* This is the opinion of the writer or publication and does not necessarily represent the views of The Malaysian Insight. Article may be edited for brevity and clarity.