During the 2024 Israeli aggression on Lebanon, Refugee-Led Organizations (RLOs) like Basmeh & Zeitooneh played a critical role in emergency response efforts. Yet behind their vital humanitarian work lies the untold story of the refugee employees themselves, who balance their professional duties with the personal toll of crises. Addressing the mental health and well-being of these staff members is not just a moral imperative—it is essential to sustaining effective operations during emergencies.
The Double Burden of Crisis and Response
Refugee employees in RLOs often find themselves navigating the dual challenge of personal displacement and professional responsibilities. Many staff members of Basmeh & Zeitooneh were directly affected by the 2024 aggression. “Most of the Saida team members were personally impacted by the war, either directly or through their families,” shared Zahia the operation manager at Basmeh & Zeitooneh Organisation. Despite these hardships, they remained steadfast in their commitment to the community.
This dual role as responders and affected individuals creates unique stressors. Employees often relive traumatic experiences while assisting others in similar situations. “In the Arab world, mental health is not typically prioritized, and for some, it’s still considered a taboo topic,” noted Zahia. The ongoing violence, coupled with memories of past conflicts, exacerbates emotional strain. Recognizing this, the organization initiated open discussions about mental well-being and encouraged team members to support one another.
To address the psychological toll, Basmeh & Zeitooneh introduced tailored psychosocial support (PSS) measures. Employees were offered voluntary sessions with external professionals to ensure neutrality and comfort in discussing sensitive issues. “We collaborated with specialists in mental health to create a safe space for employees to share their experiences and challenges,” explained the operation manager.
Flexibility was a key aspect of the initiative. Attendance at PSS sessions was not mandatory but strongly encouraged, with department heads leading by example. Zahia emphasized the benefits of participation: “I openly shared my decision to attend sessions and explained how they could positively impact our well-being.” This approach normalized mental health support, making it more accessible to staff who might otherwise hesitate.
Moreover, the organization’s leadership implemented a work-from-home policy during peak conflict periods. This reduced commuting risks and provided employees with a sense of safety and stability. “Working from home offered an emotional reprieve,” Zahia noted, highlighting how the decision reinforced the organization’s commitment to employee well-being.
Financial Stability as Emotional Support
The financial crisis in Lebanon added another layer of stress for the Support system employees. Rising expenses, rent burdens, and the cost of essential goods created significant challenges. To alleviate this, Basmeh & Zeitooneh adopted a “Duty of Care” policy, which included early salary payments and additional compensation for those directly involved in emergency response efforts.
“Even during the financial crisis, management ensured that all employees, whether involved in the emergency response or not, received compensation,” explained Zahia. This proactive financial support not only addressed immediate needs but also demonstrated the organization’s dedication to its staff’s overall well-being.
Refugee employees often bring a unique perspective to their roles, rooted in their own experiences of displacement. This shared understanding fosters trust and solidarity within their teams and with the communities they serve. “Despite the damages and war, we remained active on the ground. All our employees deeply understand the humanitarian message we uphold.”
Basmeh & Zeitooneh also emphasized the importance of professional growth as part of employee well-being. Through its subsidiary, Pioneer, the organization provided opportunities for staff to expand their expertise and apply their skills beyond the immediate crisis. “This initiative allows us to maintain long-term relationships with employees, even after they leave the organization,” shared Zahia.
A Blueprint for Supporting Refugee Staff
The experiences of Basmeh & Zeitooneh during the 2024 aggression offer valuable lessons for the broader humanitarian sector. First, mental health and financial stability must be integral to organizational policies, especially for refugee employees who face compounded vulnerabilities. Second, fostering a culture of trust and openness is critical to addressing the stigma around mental health. Finally, providing opportunities for professional development not only enhances individual resilience but also strengthens the organization as a whole.
As crises become more complex and prolonged, RLOs must continue innovating to support their employees effectively. By prioritizing the well-being of their teams, organizations like Basmeh & Zeitooneh demonstrate that care for responders is not just an ethical responsibility—it is a cornerstone of sustainable humanitarian action. In doing so, they set a powerful example of how refugee-led organizations can lead with compassion and resilience.