This chapter examines how UNHCR’s stated duty of care often fails in practice, leaving staff vulnerable to neglect, trauma, and moral injury. Using personal experiences and documented cases, it demonstrates how operational pressures frequently take precedence over compassion, with staff well-being subordinated to discipline and control. Examples include dismissive managers in the Balkans and systemic failures during COVID-19, when “stay and deliver” directives left staff unprotected and separated from their families. Incidents of sexual violence, medical emergencies, and abandonment highlight how vulnerability is minimised and support is withheld. Organisational justice theory frames the disconnect between rhetoric and reality as a failure of both procedural and distributive fairness, while psychodynamic perspectives reveal collective defences—such as denial, repression, and hyper-responsibility—that conceal institutional anxiety. Emotional detachment, image management, and inconsistent leadership styles foster disillusionment, burnout, and disengagement. Ultimately, neglecting staff care erodes trust, diminishes resilience, and weakens UNHCR’s ability to uphold refugee protection.