Staff care: Case study The theme of the Latin American NSA regional seminar in Mexico 2012 was “Holistic Health and Human Rights. Psycho-social risks and risks of Human Rights Defenders”. In this context security measures, human rights defenders and care for care-givers were discussed. Centres shared their knowledge and experience in applying a care-forcare givers perspective in their work. Common risks identified by centres included two broad areas. One area includes risk of work-related stress (which can be related to volume and nature of work and the organisational processes by which “what happens to victims happens to us”). The latter can refer to the psychological dynamics of organisations where aspects of clients’ experiences (e.g. fear, suspiciousness, isolation, aggression) are experienced by staff and manifest in the social system of the organisation (e.g. in tense staff relations, behaviour which is secretive, punitive, blaming, extreme mistrust of others etc.). The second area of risk involved threats towards and security of staff and their families. Various recommendations were made to address such risks (included below). 6.2 Staff care and self-care The impact of working in highly stressful environments with torture survivors and their families can be far-reaching, regardless of the experience and seniority of the staff member. Potentially all staff in torture rehabilitation centres may be at risk of experiencing work-related stress. The effects have sometimes been referred to as burnout, vicarious trauma, or secondary traumatic stress. Additional risks to staff members and their families may also arise as result of working with torture survivors and human rights defenders. Addressing the risk of work-related stress To minimise and address the risk of work-related stress and work stress-related health problems, it is good practice to:          Ensure there are appropriate health and safety policies in your organisation. Ensure staff is familiar with the health and safety policy. Ensure management are alert to work-related stress or threats to staff. Staff and managers should be alert to symptoms of work-related stress as early as possible. Encourage staff to take regular breaks during the day, utilise their annual leave provision and minimise any out-of-hours work. Support and encourage staff to engage in relaxation activities, exercise/sports, creative activity, meditation, yoga, good nutrition and appropriate rest and sleep. Ensure regular meetings with each staff member to review any workrelated/personal factors hindering work progress and work satisfaction, and well-being. Ensure fair conditions for work including adequate holiday/annual leave entitlements, to make sure that staff well-being is addressed. Create a work environment and organisational culture where staff feel valued and supported, for example, by ensuring there are regular opportunities for sharing news, lunch, perhaps celebrating birthdays of colleagues, staff excursions/activities etc. 49