2023-03-31-accounts

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Report and accounts

For the year ended 31 March 2023

Report and accounts

For the year ended 31 March 2023

SAFERWORLD

Report and accounts for year ended 31 March 2023

Directors’ report ................................................................................................................................ 4 Our vision .................................................................................................................................. 4 Our commitment ........................................................................................................................ 4 Peace conditions ....................................................................................................................... 4 Our culture and core values .......................................................................................................... 4 Long-term strategic objectives ....................................................................................................... 5 Strategic Objective 1: Inclusive peace and justice...................................................................... 5 Strategic Objective 2: People-centred security ........................................................................... 5 Strategic Objective 3: Gender equality ....................................................................................... 5 Strategic Objective 4: Redesigning international engagement ................................................... 5 Strategic Objective 5: Climate, conflict and the environment ...................................................... 5 A message from the Chair of the Board of Trustees ......................................................................... 6 Performance highlights of progress achievements ........................................................................ 6 Safeguarding ............................................................................................................................. 7 Regional and policy programme highlights .................................................................................... 8 EAST AFRICA ........................................................................................................................... 8 MIDDLE EAST AND NORTH AFRICA ..................................................................................... 10 CENTRAL ASIA ....................................................................................................................... 11 POLICY AND ADVOCACY ...................................................................................................... 11 Financial review of the year ......................................................................................................... 17 Risk management ....................................................................................................................... 18 Future plans ............................................................................................................................. 19 Reserves policy ....................................................................................................................... 20 Structure, governance and management ........................................................................................ 21 Organisation ............................................................................................................................ 21 Policy and regulations .............................................................................................................. 22 Governance ............................................................................................................................. 23 Fundraising .............................................................................................................................. 23 Public benefit ........................................................................................................................... 23 Statement of trustees’ responsibilities ....................................................................................... 24 Independent auditor’s report to the members and trustees of Saferworld .................................... 25 Opinion........................................................................................................................................ 25 Basis for opinion .......................................................................................................................... 25 Conclusions relating to going concern ......................................................................................... 25 Other Information ........................................................................................................................ 25 Opinions on other matters prescribed by the Companies Act 2006 ............................................. 26 Matters on which we are required to report by exception ............................................................. 26 Responsibilities of trustees .......................................................................................................... 26 Auditor’s responsibilities for the audit of the financial statements ................................................ 27

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Report and accounts for year ended 31 March 2023

Use of our report ......................................................................................................................... 28 Consolidated Statement of financial activities for year ended 31 March 2023 ................................. 29 Consolidated Statement of financial activities for year ended 31 March 2022 ................................. 30 Balance sheet as at 31 March 2023 ................................................................................................ 31 Consolidated Statement of cash flows for year ended 31 March 2023 ............................................ 32 Notes to the accounts for the year ended 31 March 2023 ............................................................... 33

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Report and accounts for year ended 31 March 2023

Directors’ report

Our vision

A just and peaceful world, in which everyone enjoys the rights and freedom to live and thrive with dignity, free from fear and insecurity

Our commitment

We work in solidarity with communities, civil society and partners to prevent and transform violent conflict, advocate for peace and social justice, and build safer lives.

Peace conditions

We believe there are essential conditions necessary for peace to become the norm. We work to create environments where the following three ‘peace conditions’ are in place:

• People have the freedom and resources to work together to transform conflict and hold authorities to account.

• People have access to fair and effective paths to address the grievances and inequalities that drive conflict.

• People and institutions with influence use their power and resources to promote justice, peace and equality for all.

Our culture and core values

Our integrity as an organisation comes from the values and principles that guide our work. These are: diversity, inclusion, solidarity, transparency, respect and safety.

Diversity : we listen to and learn from the perspectives of the diverse cultures and communities represented among our staff, our partners and others who we work with around the world. We embrace everyone’s unique background and identity without prejudice or bias.

Inclusion : Saferworld strives to be a place where everyone feels comfortable, included and valued, where difference is respected and where every person has an equal and full opportunity to make a difference through their work.

Solidarity: We act in solidarity with others working collaboratively for positive change. We commit to playing our part in confronting discriminatory attitudes, biases and ‘colonial’ mind-sets where they exist in the systems and processes we engage with.

Transparency: we believe that our actions must be transparent and consistent with our principles and mission both inside and outside of the workplace.

Respect : We are aware of the responsibility that comes with holding positions of power in relation to people we work or engage with, including colleagues and those we work with.

Safety : Providing a safe and trusted environment that safeguards our staff, partners and programme participants is a priority for Saferworld.

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Long-term strategic objectives

The actions we take are guided by five strategic objectives. Together these contribute to creating necessary conditions for social and political change. They allow us to work flexibly to ensure we remain relevant to specific conflict dynamics:

Strategic Objective 1: Inclusive peace and justice

Work for conflict transformation and political transitions rooted in equality and justice, and built on inclusive institutions and processes

Strategic Objective 2: People-centred security

Drive momentum to put people at the heart of ‘security’ everywhere.

Strategic Objective 3: Gender equality

Challenge and transform the gender norms that drive violent conflict and gender-based violence, and support the leadership of women and girls in peacebuilding.

Strategic Objective 4: Redesigning international engagement

Contribute to redesigning the way international institutions and systems engage in conflict-affected places and work with peacebuilders and decision-makers to create humanitarian, peace and development systems that prevent and transform violent conflict.

Strategic Objective 5: Climate, conflict and the environment

Provide conflict and peacebuilding expertise to support urgent solutions to the combined threats of the climate crisis, conflict and environmental degradation.

We work across countries and territories in Africa, Asia and the Middle East with our partners and a wide network of other associates, using evidence and experience from our programmes to influence decision makers – leading to real changes for those affected by conflict and violence.

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A message from the Chair of the Board of Trustees

Escalating violent conflict in the places where we work saw us operating in challenging circumstances in 2022–23. From Ukraine, Yemen and Myanmar to the violent outbreak of war in Sudan, there has been less focus on peacebuilding and more preoccupation on state threats and securitised responses. These shifts have impacted our staff and partners, and how we work – with our duty of care to our staff and partners working in places of conflict our absolute priority. This highlights the importance, as embodied in our strategy, of the investment we make in our relationships with partners. This means that in times of crisis, our mutual relationships enable us to maintain our presence and, alongside our partners, deliver on the commitments of the triple humanitarian-development-peacebuilding nexus. Yet due to shifts in funding and a focus on short-term projects that do not lead to lasting relationships, this approach is under-funded and underappreciated by donors.

After a challenging few years, it feels important to reflect upon the changes the board has made. We’re proud that our board is now more inclusive, with a more equal balance of women and men as well as more geographic, racial and professional diversity, including members with lived experience of conflict. Board members are based across four continents and have a range of professional backgrounds, including commercial, academic and government. This diversity reflects the board’s commitment to live Saferworld’s strategy for working in solidarity, as well as our commitment to Saferworld’s inclusion, diversity, equality, anti-racism and solidarity (IDEAS) strategy. We now have two IDEAS points of contact on the board, who meet with IDEAS coordinators quarterly to discuss strategy implementation and activities.

Much of the board’s time over the past few years was spent on crisis management relating to the COVID-19 pandemic, and it is refreshing to see how we have emerged from this with new ways of working – such as virtual office visits to our country programmes – that really root the board’s work in what’s going on within the organisation. We’re also improving our structure, systems and processes to maintain strong corporate governance. We have made efforts to ensure our Saferworld EU and Saferworld USA affiliates – which have their own boards – develop their own identities, while making sure they are part of the fabric and family of Saferworld.

We hope that these changes mean that Saferworld’s board is fit for purpose for the future, and that we can support Saferworld to fully deliver on the objectives of our ambitious ten-year strategy. I would like to take this opportunity to thank all our staff and partners for their resilience, commitment and hard work in often very challenging circumstances.

Stephanie Blair , Chair of the Board of Trustees

Performance highlights of progress achievements

In the period to 31 March 2023, Saferworld’s peacebuilding achievements included:

• the recovery and return of stolen cattle and increased trust and interaction between communities and county and state authorities in Lakes and Warrap States, South Sudan

• the provision of mental health and psychosocial support services in Kyrgyzstan, South Sudan and Uganda leading to improved relationships, better employment prospects, increased referrals and enhanced participation in public life

• the installation of CCTV in a marginalised and insecure neighbourhood of Taiz, Yemen, which led to improvements in safety and security

• improved access to medical services and education for communities in an inaccessible area of Taiz, Yemen, following a road improvement and maintenance project

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• a national television screening and theatre performances of a play on understanding societal issues and non-violent methods of solving them in Kyrgyzstan

• a reported reduction in revenge killings in Sool, Somalia, following the television screening of a social drama on the negative impacts of revenge killings and the importance of community safety and peaceful coexistence

• a County Commissioner in South Sudan making a formal statement proclaiming zero tolerance for revenge killings and calling for security in Eastern Equatoria State, leading to dialogue and a mutual agreement between the Buya and Didinga communities for shared access to common grazing land; since the agreement, there have been no reports of fighting, killings or livestock theft

• community-level action stopping the use of toxic chemicals in traditional mining processes in the Bakori community and preventing illegal deforestation in Al Rashad District, Sudan

• bringing young herders and peace committees together in Kenya to reduce tensions over stolen livestock and address conflicts

• the establishment of committees for the protection of people from domestic violence and genderbased violence in Osh city, Kyrgyzstan

• the establishment of a small grants facility to support partners, initially in Uganda and South Sudan, to run conflict- and gender-sensitive small arms and light weapons control programmes

• the inclusion of Northern Ireland for the first time in the UK’s National Action Plan on Women, Peace and Security

• three years of additional funding for the Resourcing Change programme, resulting in women’s rights organisations in Yemen, South Sudan and Nigeria enjoying greater financial and operational sustainability and independence

• the inclusion of our inputs on conflict sensitivity, meaningful engagement, and on consulting a diverse range of civil society organisations in a conflict- and gender-sensitive manner in the EU’s External Action Service’s new Civilian Common Security and Defence Policy Compact

Details of our work including regional and policy programme highlights can be found on our website https://www.saferworld.org.uk/.

Safeguarding

Saferworld has a zero-tolerance policy for any type of abuse, exploitation or harassment of staff members, associates (interns, trustees, consultants and subcontractors), partners and programme participants. Over the last year, we prioritised the integration of our safeguarding principles into our organisational culture. This included the delivery of in-depth safeguarding training for nearly all Saferworld teams. In the future, these training sessions will be conducted on a biennial basis, ensuring that our staff are equipped with the knowledge and skills to prevent and address safeguarding concerns effectively, using a survivor-centred approach. We also carry out safeguarding inductions for all new staff joining Saferworld.

We conducted further safeguarding ‘training of trainers’ events to enable colleagues to deliver safeguarding inductions to partners, ensuring we work together with partners to prevent and respond to safeguarding allegations. We continued to develop tools that support staff in their safeguarding responsibilities, including a managers’ safeguarding checklist to aid managers in ensuring that comprehensive safeguarding measures are implemented. We also provided training to teams on our safeguarding tools, which include: our risk assessment tool, safeguarding organisational assessment tool, safeguarding budgeting tool, and our gender-based violence and safeguarding services mapping tools. We developed a safeguarding communications plan, which identifies steps to take to update and engage staff in our safeguarding activities, policies, procedures and guidelines.

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Regional and policy programme highlights

EAST AFRICA

In East Africa, we work on issues that occur within and across communities, such as conflicts around natural resources, community security and governance. This calls for an approach involving diverse partnerships to support people to live peaceful and fulfilling lives wherever they are.

In Somalia and Somaliland we work on community security, enhancing people’s participation in peacebuilding processes and improving governance.

In Mogadishu, women activists and journalists are monitoring and managing data on violence against women activists, and are setting up early warning mechanisms to reduce violence in target locations. They are also referring women to available gender-based violence (GBV) services and protection mechanisms. In Kismayo, the organisations responsible for maintaining and operating GBV referral pathways reviewed and strengthened their systems based on an updated mapping of GBV services.

Authorities in Kismayo also agreed to work closely with activists to strengthen women’s meaningful participation in decision-making. The offices of Jubaland State – including the office of the president, deputy president, speaker and ministries – agreed to engage bimonthly with women activists. These forums have helped influence the Ministry of Justice to change its policy regarding gender equality and women's rights within the justice system. The forum discussions and insights have shed light on the issues faced by women activists, such as discrimination, access to justice and unequal treatment. As a result, the Ministry of Justice recognised the need for policy reforms and implemented changes to address the identified issues. This included creating specialised courts for handling GBV cases, establishing gender-sensitive training programmes for judicial personnel, and improving the overall accessibility and inclusivity of the justice system for women.

Saferworld’s peacebuilding project in Sool Region – an area contested by Somaliland and Puntland – is supporting inter-clan reconciliation and dispute resolution mechanisms to end cycles of revenge killings among pastoralist people living there.

Looking forward to 2023–24, Saferworld has been preparing for a project on participatory public policy and institution strengthening in Kismayo and Baidoa. We have carried out research in advance on how to apply Islamic-based programming to strengthen security and justice provision.

In Sudan , we work on strengthening the voices and participation of communities, women and young people in social and political change processes. Community initiatives are contributing to improved trust and collaboration among communities and their traditional leaders. There are also many examples of projects directly contributing to addressing conflict causes and drivers. Collaboration between Saferworld partners, communities and the local administration helped to address recurrent conflict between the Felata and Salamat tribes in South Kordofan. Exchange visits and peace conferences contributed to trust-building and to the re-opening of a road (enabling access to markets), the recovery and return of looted cattle, and the free movement of pastoralists to access water and pasture. In Lagawa town in West Kordofan State, returnees, internally displaced people and the host community formed a joint committee, agreeing to integrate returnees and internally displaced people within the host community and to promote peaceful co-existence.

The Sudan team has supported research into women-led coalitions and movement-building, and published a report, “We have been quiet for so long”: Sudanese women’s coalitions in post-revolution Sudan in September 2022, and a policy paper on the role of women’s coalitions within change processes in Darfur in March 2023. Out of 407 initiatives in Sudan in 2022–2023, 123 had an explicit gender focus. Local authorities appointed a woman chief for the first time, and they also agreed that head chiefs will be assisted by a woman in the areas of Boma, Missira Payam, Tolodi County, Nuba Mountains and South Kordofan.

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Saferworld’s Sudan programme and advocacy teams have been working together to ensure that civil society voices are central to the international response to the outbreak of conflict, coordinating meetings with the UK Labour Party, the US State Department, the US National Security Council, the US Agency for International Development and the UN, and influencing international media coverage.

In South Sudan , Saferworld has created inter- and intra-county and state spaces for learning between civil society, women’s rights organisations and authorities to address and mitigate common and shared conflict issues.

Our partner Women Initiative for Development Organization engaged county and state authorities from Cueibet County in Lakes State and authorities from Tonj East County in Warrap State to discuss a conflict that arose between communities over the theft of 23 cows. The authorities acted upon information from the partner, and a series of bilateral meetings took place which led to the recovery and return of the cattle. This outcome helped improve trust between the two counties and promote interaction between the two county governments, averting reverse cattle raiding or intercommunal violence in response to the theft.

In the Wunlit Triangle in South Sudan, a project – funded by the UN’s Peacebuilding Fund – on challenging harmful and patriarchal gender norms for better mental health and psychosocial support in peace and security has begun to demonstrate the value of a holistic approach to peacebuilding. Seven women and girl-friendly safe spaces have been strengthened or set up, with over 40 centre members trained in gender-sensitive conflict analysis and basic mental health support skills. The spaces are used as a networking platform for women to come together and discuss issues that affect women and girls. These groups have begun to address the mental health needs of women and girls and to strengthen intercommunal relations and dialogue, challenging harmful gender norms and advocating for the rights of women and girls within their communities. These peer groups and safe spaces are important because they bring people from feuding communities together to identify common challenges. The team in South Sudan has also witnessed individuals being inspired by one another and forming their own support groups.

In Uganda , Saferworld has been developing action plans with 56 community action groups to address conflict drivers in four regions of the country – Northern Uganda, Karamoja, Western Region and West Nile. Among the issues addressed are human-wildlife conflicts, cattle raiding, cross-border conflicts in areas bordering South Sudan, and tensions over land ownership (including between host and refugee communities). Related to this work, the Uganda programme supported 77 community-level dispute resolution mechanisms to implement action plans. This entailed working with local authorities with mandates to work on dispute resolution, including the police, area land committees, sub-county court committees, refugee welfare committees, local government, religious leaders and parish chiefs.

Saferworld and partner Transcultural Psychosocial Organisation (TPO Uganda) have been working to support refugees who often carry trauma from their past experiences. This trauma can feed into tensions between refugee groups and between refugees and host communities. As part of a project funded by the Swedish International Development Cooperation Agency, ‘Addressing drivers of conflict in Uganda’, Saferworld supports TPO to raise awareness of mental health issues. Saferworld and TPO conducted a community assessment to identify the conflict drivers that are affecting the mental well-being of both refugees and host communities.

Saferworld is also seeking to influence policymaking at the national level in Uganda. We are working with the National Land Coalition to contribute to the review of the National Land Policy, and with the Ministry of Internal Affairs and the International Women’s Peace Center on a draft Peace Policy. Saferworld facilitated two national-level technical reviews of the draft Peace Policy as well as consultations with the Working Group on Sustainable Development Goal 16. Following the passing of the National Transitional Justice Policy in Uganda, Saferworld and partners have also been promoting awareness of – and a conversation on – how transitional justice can help to foster peacebuilding and national reconciliation and resolve conflicts at different levels.

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In Kenya , Saferworld works with young people to build their skills in peacebuilding. We support communities to work together to prevent violence around elections and governance issues as well as conflicts stemming from the effects of climate change, and improve how security and justice services are provided and assessed.

We are working with partners to increase the resilience of vulnerable households to climate changerelated shocks in Kenya’s arid and semi-arid lands, through a partnership programme called IMARA. As part of this, Saferworld convened consultative forums to discuss practical ways of addressing intercommunal conflicts and achieving peace. We also supported communities in identifying people to participate in 45 ward community action groups in Pokot, Elgeyo Marakwet and Turkana counties, which identify community needs and engage with relevant authorities on behalf of the community to address them. We organised six advocacy forums where the group participants learnt about and discussed policy processes around natural resource management and peace and security. These policy dialogues have created much-needed momentum among the county governments to initiate processes towards managing climate-induced migration and displacement along the county borders including support of large pasture farms across the borders of West Pokot and Elgeyo Marakwet to boost communities’ adaptive capacities.

The programme has led to several outcomes. For example, in response to the increased militarisation of security responses during the government’s disarmament exercise and an increase in human rights violations in the drylands, Saferworld, Pokot Youth Bunge and the Catholic Justice and Peace Department supported national government administration structures in Turkana, West Pokot and Elgeyo Marakwet counties to spearhead and review security approaches to disarmament in the dryland areas. We supported them to review collaboration and coordination mechanisms with communities to mitigate the effects and impacts of militarised responses and to agree on a pathway to achieving peace, through initiatives aimed at addressing an ongoing vicious cycle of conflict in Kerio Valley and the neighbouring counties of Turkana, West Pokot and Baringo. Together with partners, Saferworld engaged communities to cultivate trust with national government community security structures at local levels, create safe spaces for airing grievances and agree on collaborative frameworks towards disarmament. This has led to an increased level of collaboration among the communities and security structures and strengthened early warning and early response networks thus reducing the frequency of inter-communal attacks and counter attacks.

MIDDLE EAST AND NORTH AFRICA

In Yemen , Saferworld supports women, youth, community groups and NGOs in their efforts to build peace and respond to the impact of the war. In 2022–23, we focused on enhancing community security, supporting four community centres and eight youth initiative groups in Taiz with micro-grants to implement action plans. Steps the communities have taken include installing security cameras and widening roads, both of which have improved people’s ability to access services safely.

Through the ‘Resourcing Change’ project, Saferworld in Yemen has provided women’s rights organisations with core and flexible funding so that they can respond to their own self-identified needs and priorities.

We have supported the establishment of two women’s hubs in Taiz and Aden. The hubs are forums for discussion, decision-making and coordinated action by Yemeni organisations. The women meet regularly to coordinate with each other, exchange resources and information, and work together on shared issues to influence peace processes and decision-making in Yemen. Coming together within the hubs has also helped women to communicate effectively with local authorities, including on the need to rehabilitate infrastructure destroyed by the war. This has won significant support from the Governor of Taiz and members of the presidential consul in Aden, leading to the appointment of one member from the Wahaj hub in Taiz from the marginalised muhamasheen community as the manager of one of Taiz’s largest parks – the first time a women from this community has been appointed to such a position. Hub members have also noted the benefits of providing direct support to this type of

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platform. Donors tend to support international and national NGOs and there is generally little support available for spaces such as these – which are closer to the community and where support can be provided in a way that directly promotes cooperative approaches. Saferworld provided the hubs with grants, as well as training on budgeting, communication, outreach and prioritisation, and facilitated learning between the two hubs.

CENTRAL ASIA

Saferworld in Kyrgyzstan works to improve cooperation and understanding between ethnic groups, communities, the police and local authorities. In 2022–23 we continued to support local crime prevention centres – platforms which bring together neighbourhood police inspectors and community members (including representatives from elders’ courts, women’s councils and youth committees) – to develop and implement action plans. We helped establish a further four centres, and worked closely with the Kyrgyz government to ensure its support for their work.

The prevention of domestic violence has been a strong focus of our work: we trained police inspectors and members of the Ministry of Internal Affairs on responding to gender-based violence, and supported women- and youth-led organisations financially to challenge gender norms among their communities.

Training on conflict and peacebuilding organised by Saferworld, which focused on understanding societal issues and methods of solving them, also resulted in an idea to develop a play, Curtain Call , which focuses on school bullying in Kyrgyzstan. The play explores the relationship between teenagers, young love, difficult home lives and the importance of parental support. The play had a significant impact on the young people that took part in its development and preparation as well as on young people who came to see the play. It was also screened on national television to amplify its impact and reach. Saferworld has been working with communities to address the links between mental health and conflict.

In Uzbekistan , we support communities to advocate for their own security needs. In 2022–23 Saferworld and partners Istiqlol Avlodi and Istiqbolli Avlod worked with women-led civil society organisations in three regions – Jizzakh, Namangan and Tashkent – to lead on preventing conflict and addressing drivers of insecurity. We supported them to establish collaborative platforms called community security working groups, through which they worked with communities (particularly women and young people), local authorities and law enforcement officials to address security concerns. Many people voluntarily joined these groups, including representatives of local government agencies, community activists (such as makhalla – community leaders), women, young people, religious leaders, minorities and the police. Through training, workshops and mentorship, Saferworld and partners built people’s skills, including on peacebuilding concepts, conflict analysis, community security, and gender- and conflict-sensitive approaches, and supported civil society representatives to accompany the groups in their work. We identified many issues related to gender equality and how conflict is affecting vulnerable community members, and Saferworld has received funding from the EU for a follow-on project with an explicit focus on gender equality and improving service delivery for survivors of gender-based violence.

POLICY AND ADVOCACY

We believe that transparent and effective regulation of the international arms trade is essential to prevent human suffering associated with the illicit trade in arms, and our Arms Unit works to strengthen national, regional and international arms controls. Our small grants programme supports partner organisations in places affected by conflict that are working on issues related to small arms and light weapons. In July 2022 we allocated our first grant to the Centre for Conflict Resolution, which works in the Karamoja region of Uganda to promote peaceful disarmament. The project raises awareness of the dangers of illegal possession and use of small arms and light weapons through community dialogues and media engagement. Since the project began, the community dialogue

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sessions have been fully subscribed and several of the radio talk shows were extended. Our second small grant was awarded in November 2022 to The Organization for Children’s Harmony (TOCH) in South Sudan. This project focused on increasing community awareness of the negative impact of firearms on the safety of communities – including their impact on livelihoods, culture and mental health. By providing a platform for communities to engage in dialogue, TOCH also worked to address conflict drivers by promoting a culture of non-violent dispute resolution.

The Arms Trade Treaty (ATT) continued to be a major focus. Over the past year we hosted three virtual meetings of the ATT Expert Group: the first focused on the situation in Ukraine (and the implications for arms transfer controls); the second looked at the potential reassessment of an arms export authorisation when new information emerges or there are changes in circumstances (and provided a basis for a briefing that was presented at the Eighth Conference of States Parties); and the third focused on the review of the ATT programme of work undertaken by the ATT Management Committee in the lead-up to the Ninth Conference of States Parties. In partnership with the Government of The Gambia, we also secured funds from the ATT Voluntary Trust Fund for a national assessment of The Gambia’s capacity to implement the ATT. During an in-country visit in February 2023, we supported the government to secure buy-in from national stakeholders and increase understanding of the key steps necessary to implement the ATT.

With partners the International Commission of Jurists and the Emergent Justice Collective, in 2023 we developed and launched the Arms Trade Litigation Monitor, a stand-alone interactive website that tracks and documents litigation and other legal interventions relating to arms exports. At the time of writing, the monitor has information on 19 different legal challenges across ten jurisdictions (in Europe, North America and South Africa), primarily in the context of the war in Yemen.

This year we launched our first organisational gender equality strategy, moving us from gendersensitive to gender-responsive and gender-transformative approaches. This resource aims to increase our staff and partners’ understanding of how to integrate gender in our work, as well as committing us to work in partnership with women’s rights organisations and to learn from what others are doing to advance gender equality through peacebuilding. We continued to work with others to challenge the gender norms that drive violent conflict, inequalities and gender-based violence, and to support the leadership of women and girls in peacebuilding. This included strengthening the capacity of communities, civil society and authorities to undertake gender analysis, incorporate gender transformation within their work and programming, and design and implement gender-focused initiatives.

We provided core, flexible and easily accessible funds to women-led organisations and women’s rights organisations in South Sudan and Yemen, enabling them to continue responding to selfidentified community needs and priorities to promote and advance the women, peace and security agenda. In Sudan, we provided micro-grants to fund community peacebuilding and security-building initiatives. As a result of these grants, local authorities demonstrated an increased recognition of the role of women in governance and peacebuilding. For example, local authorities appointed a woman chief for the first time, and they also agreed for head chiefs to be assisted by women in the areas of Boma, Missira Payam, Tolodi County, Nuba Mountains and South Kordofan. This is significant, as having women in decision-making positions encourages other women to participate in all aspects of the community, and helps shift longstanding mindsets. We also worked with partners in Somalia on initiatives to improve the safety and participation of women activists and women journalists.

Our women, peace and security advocacy in the UK, EU and US, and on-demand assignments delivered via the Women, Peace and Security Helpdesk – though which Saferworld provides analysis, evidence and support to the UK Government – contributed to shaping efforts to support gender transformation and equality. For example, Northern Ireland was included within the new UK National Action Plan on Women, Peace and Security for the first time, partly in response to research conducted through our helpdesk.

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Our Conflict Advisory Unit continued to advise international humanitarian, development and peacebuilding actors and donors on conflict sensitivity and effective peacebuilding in 2022–23. We carry out this work via conflict sensitivity facilities in Afghanistan, South Sudan and Sudan, and through helpdesks and other advisory arrangements for institutions such as the Swedish International Development Cooperation Agency, the UK government and the European Investment Bank.

Informed by earlier Saferworld advocacy that saw the US Agency for International Development (USAID) launch a Central America Conflict Integration Hub in Honduras – modelled after Saferworld’s long-standing Conflict Sensitivity Resource Facility in South Sudan – we secured a two-year, USD$1.7m grant from USAID to support the Conflict Sensitivity Facility in Sudan. This is the first US investment in one of Saferworld’s conflict sensitivity facilities, reflecting a new push to shape US responses to conflicts and crises. The Conflict Sensitivity Facility has also seen an increase in requests from the aid community for technical support.

The demand-led Afghanistan Conflict Sensitivity Mechanism (ACSM) – led by Saferworld, swisspeace and Afghan NGO partners, and funded by the UK’s Foreign, Commonwealth & Development Office

FCDO – met with the British & Irish Agencies Afghanistan Group to push for dedicated dialogue with Afghan women as part of an FCDO-NGO collaboration. The ASCM also assisted the FCDO’s Afghanistan Policy and Programmes Department in briefing UK ministers. The department integrated ACSM’s insights on international engagement with the Taliban in the 1990s in an internal paper on FCDO policy engagement with the Taliban, which was shared with senior officials.

Through our helpdesk on human security and humanitarian assistance for the Swedish International Development Cooperation Agency, we carried out a review of the World Bank’s overall integration of a conflict perspective, providing recommendations for how to increase the peacebuilding expertise of the Bank’s technical committee (which determines what projects the bank supports). As part of a helpdesk on conflict for the European Investment Bank (EIB), Saferworld and consortium partner swisspeace had regularly recommended that the EIB adopt a more strategic approach to working in fragile and conflict-affected contexts. In the summer of 2022, the EIB launched its first-ever strategic framework on conflict and fragility, which reflects this input.

In South Sudan, the Conflict Sensitivity Resource Facility’s outreach and capacity support to humanitarian clusters helped their members adopt more conflict-sensitive approaches in their emergency responses. For example, the water, sanitation and hygiene cluster developed and disseminated a conflict sensitivity checklist for all partners to adopt, while the Emergency Rapid Response Mechanism consortium adopted new guidance and minimum standards for conflict sensitivity in emergency response across South Sudan.

Saferworld Europe built upon last year’s efforts to engage EU and Member State policymakers on the Sahel, by working with partners from the Security Policy Alternatives Network (SPAN) to highlight the shortcomings of securitised policies in the Sahel and to support the inclusion of civil society voices in relevant processes. The People’s Coalition for the Sahel – a group of Sahelian and West African civil society organisations supported by international partners – integrated our recommendation on accountability for international security missions into its progress report, which was presented at the UN Security Council in July 2022 and which received worldwide media coverage. Our April 2022 briefing, Insecurity in the Sahel: Rethinking Europe’s response , was also cited in the media and in various studies and debates, and referenced in German parliamentary discussions. This work also opened doors for further cooperation on the Sahel with the German Agency for International Cooperation, and led to invitations from three major German foundations to input on this topic: the German Institute for International and Security Affairs, Friedrich-Ebert-Stiftung and the Rosa Luxembourg Foundation.

In October 2022, on the sidelines of the annual SPAN conference in Berlin, we organised an advocacy event on the German National Security Strategy. The strategy will have implications on contexts

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around the world and it is essential that its drafters listen to people from conflict-affected countries. This event brought together SPAN members and the deputy head of the drafting team at the German Federal Foreign Office to discuss issues including feminist foreign policy, increased securitisation, and how Germany will monitor the impact of the strategy on other countries.

Our technical expertise and advocacy also helped shape global policy development. We provided input to the European External Action Service on the development of the Civilian Planning and Conduct Capability guidelines on civil society engagement for Common Security and Defence Policy (CSDP) missions. Many of our inputs were integrated into the guidelines, including on strengthening language on conflict sensitivity and on consulting a diverse range of civil society in a conflict- and gender-sensitive manner. We continued our collaboration with the European Peacebuilding Liaison Office (EPLO), resulting in EPLO integrating our recommendation to include civil society experts from conflict-affected countries in policy meetings, as well as including our recommendations into ELPO’s submission for the 2024 Civilian CSDP Compact, which will provide strategic guidelines for the EU’s civilian CSDP missions.

Saferworld USA continued to promote people-centred and accountable approaches to security. As part of the Human Rights and Security Coalition, we met with National Security Council directors to discuss the continued use of drone strikes in Somalia and the lack of transparency around the US lethal strikes policy. This advocacy coincided with the publication of a Just Security article by members of Saferworld’s USA and Somalia teams on how the US could pivot from militarised engagement towards a peacebuilding and reconciliation approach. We also organised several presentations of Saferworld’s latest counter-terrorism research – on lessons from armed conflicts involving proscribed groups and successful integrated stabilisation – with US Government officials and congressional offices. The research was also the focus of a public event hosted by the Carnegie Endowment for International Peace.

In May 2022, Saferworld USA joined the Alliance for Peacebuilding’s re-launch of its Conflict Sensitivity and Integration Working Group to advocate for the integration of conflict sensitivity and peacebuilding across all relevant facets of US law, strategy, policy and programming. Co-led by Saferworld USA, the working group brings together practitioners from dozens of NGOs and US Government implementing partners. As part of this work, we provided framing remarks on conflict sensitivity and decolonised approaches to over 80 US Government officials tasked with developing ten-year country strategies under the Global Fragility Act – the US Government’s new conflict prevention initiative.

Following a series of diplomatic briefings hosted by the Sudan team in Khartoum in October 2021, Saferworld USA organised a meeting on Sudan for officials from the State Department and the US Agency for International Development (USAID), as well as a visit by a delegation of Sudanese civil society to Washington DC and New York for meetings with US civil society, USAID, the US Department of State, the National Security Council and the UN.

Looking towards the United Nations , in March 2023, Saferworld – together with Interpeace and the Life & Peace Institute – hosted a consultation event in Nairobi for civil society peacebuilding organisations to input their experiences and perspectives into the UN’s ‘New Agenda for Peace’ process. The New Agenda for Peace – a commitment from UN Secretary-General António Guterres from his ‘Common Agenda’ – updates the 30-year-old ‘An Agenda for Peace’, written by the former Secretary-General Boutros Boutros-Ghali. The event aimed to feed local and national perspectives into deliberations at the UN level, and featured peacebuilders from Burundi, the Democratic Republic of the Congo, Ethiopia, Guinea-Bissau, Kyrgyzstan, Nigeria, Somalia, South Sudan, Sudan, Uganda, Yemen and Zimbabwe, and included Saferworld partners Foundation for Tolerance International (Kyrgyzstan), Youth without Borders Organization for Development (Yemen), and the Organization for Nonviolence and Development (South Sudan). During the consultation, participants highlighted similar core challenges faced within each context, such as the issue of shrinking civic and operating space for peacebuilders and peacebuilding organisations. They worked together to produce an

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outcome report which they submitted to the UN interdepartmental team for the New Agenda for Peace. In the submission they called on the UN to:

• include strategies to safeguard and expand civic space in local, national and global spheres

• push back against the securitisation of multilateral structures and frameworks for peacebuilding

• massively upscale not just the quantity but also the quality of its support for local peacebuilding organisations

• dedicate resources for both climate-sensitive peacebuilding and conflict-sensitive environmental programming, to mitigate insecurity and violence

• direct all UN funds, agencies and programmes to review their partnership strategies to assess where and how these relationships can be made more equal

Throughout 2022–23, Saferworld responded to several decisions that threaten the UK ’s historic leadership as a supporter of overseas peacebuilding work. These responses – including our parliamentary submissions, our March 2023 infographic briefing Time to turn around? The decline of UK peacebuilding (published with Mercy Corps), and meetings with members of parliament – informed written questions and challenges in parliamentary committees regarding the decline in funding for peacebuilding and conflict prevention.

Members of the UK Parliament’s Joint Committee on the National Security Strategy drew on our evidence to challenge the increasingly narrow ‘national interest’ framing of the Conflict, Stability and Security Fund at the expense of sustainable conflict reduction, while the Foreign Policy Centre published our criticism of the extent of securitisation manifested in the International Development Strategy. We also sought to continue our work on security policy change, building on the programme inherited from the Oxford Research Group. We secured new funding for the coming years and pressed the UK Government for an increase in parliamentary oversight of special forces operations.

We also worked to support positive UK policy developments. We ensured that draft policy documents focusing on the Foreign, Commonwealth & Development Office’s approach to conflict prevention included a more comprehensive mainstreaming of gender sensitivity and a greater acknowledgement of the value of locally led responses. Discussions of these documents also included experts from one of our Yemeni partners, alongside a Congolese NGO – rather than only INGOs.

We continued to host Rethinking Security, a network of UK-based organisations, academics and activists with a shared concern that the current approach to national security in the UK and beyond hampers efforts for peace, justice and ecological sustainability. As a member of both the council and steering committee we offer oversight and support at strategic, governance and operational levels to the network secretariat.

In China , Saferworld continues to establish relationships with the private sector to build their awareness of conflict sensitivity principles and contribute to shaping their approaches. In December 2022, the China Chamber of Commerce of Metals, Minerals & Chemicals Importers & Exporters (CCCMC) invited Saferworld to participate in a public consultation on the draft procedures of their complaint and consultation mechanism, following Saferworld’s regular contact with the CCCMC. This demonstrates acknowledgement by the mining sector of the importance of considering conflict sensitivity in relation to business practices, particularly dispute resolution mechanisms.

While much of our work with Chinese companies and officials on climate, conflict and environmental degradation is at the exploratory stage, we had several positive interactions that demonstrate a growing potential for longer-term engagement. We continued our partnership with the Peace Research Institute of Frankfurt (PRIF) and the Shanghai Institutes of International Studies (SIIS) to understand the conflict awareness and environmental, social and governance capacity of Chinese businesses with overseas operations. In October 2022, together with SIIS and PRIF, we jointly

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organised a webinar, ‘Environmental security and investment sustainability in the Belt and Road Initiative’. This was the latest event in a series of international workshops jointly organised by the three partners since 2021, which aim to promote responsible and sustainable investment and business practices in the Belt and Road Initiative context.

The China Overseas Development Association reached out to Saferworld with a potential opportunity to work with the China Machinery Engineering Corporation (CMEC), a construction and engineering company that is contracted to build a waste-to-power plant outside Dhaka, Bangladesh. We offered to conduct a conflict assessment and conflict sensitivity training for CMEC and we are exploring the potential for collaboration on community engagement when the pilot project starts.

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Financial review of the year

Income in the year was £22.4m, a substantial increase from the £14m of the prior year. This increase mainly stems from an increase in successful funding for activities in Sudan and South Sudan but also shows a reversal of some decrease in activities experienced in the previous financial year immediately following the Covid pandemic.

Saferworld’s main sources of funding come from a range of government and institutional donors, the largest being the European Commission, FCDO and Sida along with multiple other donations mostly in the form of grants. Saferworld did benefit from some contracts for work that was undertaken.

Total expenditure in the year was £18.9m (2022: £14.8m). The increased expenditure is in line with the increased income for the year although not all funds received were spent within the period and this has resulted in the restricted reserves increasing from £1.8m in the previous financial year to £5.8m in this financial year. It is expected that in line with overall growth of income in the charity the restricted reserves balance will increase, but that in the next financial year the current level will not be maintained.

Unrestricted income in the year was £2.53m (2022: £2.7m) against unrestricted expenditure of £3m (2022: £2.3m) with a deficit of (£0.47m) (2022: surplus of £0.3m), thus resulting in a reduction in unrestricted reserves from £1.6m to £1.2m.

The balance sheet remains very healthy with almost all assets held in cash and far exceeding liabilities.

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Risk management

The trustees have identified the main risks facing the charity as follows:

1. Reliance on restricted and sole funding sources : We recognise the vulnerability of relying on limited funding streams. Efforts are underway to diversify funding sources and explore alternative revenue avenues to mitigate financial volatility.

2. Operating in conflict zones exposes us to significant risks. The impact of war and civil unrest can be severe, leading to programme interruptions, evacuation of staff and partners, destruction of infrastructure, financial losses due to halted operations, and limited access to affected regions. To mitigate these risks, we develop and implement early warning systems to monitor and detect signs of potential conflict or civil unrest. We also prioritise staff safety by implementing robust safety protocols and providing continuous security training. This ensures our ability to adapt to volatile environments.

3. staff safety and security: Ensuring the well-being of our staff remains a top priority. Our Safety and Security policy is regularly reviewed and reinforced, encompassing comprehensive training and support mechanisms to minimise risks to our staff.

4. Cyber and data security: With the threat of deliberate cyber attacks increasing, we continuously strengthen our cybersecurity measures. Regular assessments, updated protocols, and staff training are key to our defence against potential breaches.

5. Staff retention: Staff turnover rates impact organisational stability. We are committed to fostering a supportive work culture, enhancing professional development opportunities, and providing competitive benefits to retain our talented workforce.

6. Staff, partner staff and programme participants at risk from harm : We are committed to safeguarding all individuals in our organisation and have established rigorous risk assessments and safety protocols to mitigate potential harm, especially in high-risk environments. Our measures are designed to protect the safety and well-being of our staff, partner staff and programme participants, ensuring their security in every aspect of our operations. We have established clear guidelines, streamlined reporting procedures and implemented reporting mechanisms to encourage and facilitate reporting any concerns or incidents. We also conduct regular training and awareness programmes to emphasise the importance of reporting.

7. Worsening economic climate increases costs without adequate funding: Economic fluctuations continue to challenge our financial stability. We actively monitor economic trends, adapt budgets and explore cost-saving measures to align with available funding.

8. Increasing trend of donors shifting burden of programme finance to NGOs: Adapting to changes in donor preferences requires strategic planning. We prioritise strengthening relationships with donors, advocating for fair funding practices and diversifying funding sources.

9. Fraud and corruption: We have established a robust framework encompassing strict internal controls and routine audits. Staff training focuses on identifying fraud indicators and fortifying transaction controls. We maintain heightened supervision and monitoring, regularly update our finance policies, and adopt a risk-based approach to internal audits. Our whistleblowing policy undergoes continual review, fostering a culture of reporting misconduct. With a zero-tolerance stance communicated organisation-wide, all staff engage in prevention efforts. External auditors and strengthened internal audit functions provide additional oversight.

The trustees update the risk register yearly. Mitigation work undertaken to address the risks cannot alleviate risk altogether and, by nature of the work undertaken, the charity does operate in areas of exceptional risk.

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Future plans

In the following year Saferworld will continue to deliver activities in line with the five Strategic Objectives detailed earlier in this report. Aligned to this, and on a practical level there remains a continuing need for Saferworld to adapt to changes in the external political and economic environment and to mitigate risk as far as possible. Saferworld will seek to achieve this through:

• adaptation of programmes, developing innovative ways of delivering Saferworld’s work, achieving greater impact and re-investing in the quality and effectiveness of partnerships at all levels

• further roll-out of organisational enhancements in terms of systems, structures and decisionmaking processes, and actively developing leadership capacities in all staff teams

• Further improving finance and risk management processes, including measures to achieve better cost recovery across all activity areas

• ensuring that Saferworld continues to have a viable business model which will seek to ensure that the long-term funding mix offers the best balance of funds to maintain coherent and complementary policy/advocacy and country programme portfolios

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Reserves policy

Free reserves are held by Saferworld to ensure the long-term viability of the charity and to sustain long-term commitments to communities, partners and other stakeholders that Saferworld serves. The total fund balance at 31 March 2023 was £7m, of which £1.17m is unrestricted reserves. Saferworld’s reserves policy:

• a) ensures that reserves are sufficient to cover costs that would be incurred in the orderly winding down of the company’s activities. This amounts to £1m and comprises: three months’ salaries of non-programme staff; contractual obligations for all staff; payments for rental notice periods; lease obligations; and all other liabilities.

• b) is reviewed at least annually to reflect the current level of programmes being undertaken, the average longevity of service of relevant employees in service and changes in legal obligations relevant to the company’s activities and overall risk factors.

The current free reserves are £1.17m (2022:£1.6m). This is higher than the stated reserves policy of £1m. In the next financial year the reserves policy will be reviewed to ensure that the policy position adequately meets the needs of Saferworld.

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Structure, governance and management

The Charity is constituted as a company limited by guarantee governed by a Memorandum and Articles of Association.

Organisation

The trustees govern Saferworld by working through the Executive Director and Senior Management Team (SMT) who report on performance against the strategic and operational plans approved by the trustees. SMT meets regularly to review performance against plan. The organisation structure is reviewed periodically to ensure it is appropriate to deliver on its programmes.

We have staff based in Austria, Belgium, China, Kenya, Myanmar, Nepal, Kyrgyzstan, Tajikistan, Somalia, Somaliland, South Sudan, Sudan, Uganda, the UK, the US and Yemen, with remote workers based in a number of other countries.

Along with necessary programme country registrations Saferworld has a subsidiary - Consulting (Beijing) Co. Ltd, based in China

Within the Saferworld Global family Saferworld partners with:

• Saferworld Europe (ASBL) an independent Belgian registered charity (whose financial numbers are consolidated in these accounts)

• Saferworld USA (501c3) registered in the USA. Saferworld USA financial numbers do not form part of these consolidated accounts

Trustees

Godfrey Allen (Completed their term October 2022) Fabienne Arminjon (Treasurer) (Appointed July 2023) Toby Arul-Pragasam (Appointed November 2022) Stephanie Blair (Chair) Izzat-Begum B.Rajan (Appointed November 2022) Victoria Egbetayo (Appointed November 2022) Owen Greene Teresa Hanley (Completed their term October 2022) Anna Henry (Resigned December 2022) Christian Leffler Golam Morshed (Treasurer) (Completed their term January 2023) Imogen Parsons (Appointed November 2022) Jazz Rowa Ola Saleh Ismayil Tahmazov (Completed their term March 2023) Nana Toure (Appointed November 2022) Monique Van Es (Treasurer from November 2022) Melanie Ward (Resigned December 2022) Secretary Mathew Van Lierop (Appointed October 2022)

Executive Director Paul Murphy

Registered office Brick Yard 28 Charles Square London, N1 6HT

Company Number 03015948

Charity number 1043843

Bankers Barclays Plc

Solicitors Bates Wells

Auditors Sayer Vincent LLP

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Policy and regulations

• Continuing our response to changing policies and regulations around reporting, data protection, safeguarding and terrorism:

• We continue ensure we are compliant with general data protection regulation (GDPR), and we update our privacy and transparency policies, including our reporting in line with the International Aid Transparency Initiative requirements and the US Specially Designated Nationals and Blocked Persons List.

• We continue to be vigilant to matters of cybersecurity. Initially this involves a systematic approach to raising awareness among staff with regular monthly updates. We are working toward UK cyber essentials certification.

Saferworld has a zero-tolerance policy for any type of abuse, exploitation or harassment. We maintain our efforts to strengthen our safeguarding policies and practice.

• Our Safeguarding policy and procedures apply to all staff and partners. All partner memorandums of understanding with updated policy requirements apply likewise to all our partners.

• Three trustees report to the board periodically on all matters of safeguarding.

• A Safeguarding Working Group, composed of senior management and country representatives, ensures we are embedding strong safeguarding standards in all areas of the organisation. The group is developing a training pack for Saferworld staff and partners on safeguarding to include: a strong reflection on organisational culture and how power and gender dynamics can prevent safeguarding incidents; an overview of the types of abuse covered in our policy; Saferworld’s reporting mechanisms; and our survivor-centred approach to safeguarding.

• We also have a safeguarding focal point with at least one representative in all offices, to support staff, partner organisation staff and programme participants with safeguarding concerns.

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Governance

The Board meets at least four times a year. It functions with three primary sub-committees (Finance and Audit, Security and Risk, Governance and Nominations) as well as trustees with special responsibility (including safeguarding and whistleblowing).

Trustees provide ongoing expertise on their particular skill areas, which include finance, policy research, advocacy and communications, charitable law, and governance.

Trustees undertake a skills audit with the aim of attracting members with relevant experience and skills to the Board. In appointing new trustees, consideration is given to gender balance as well as the international nature of our work. Nominees meet with the Chair and Executive Director, who recommend appointments to the Board. In recent cases an external recruitment agency supported the search for new trustees.

On appointment, trustees agree to adhere by our code of conduct and sign a declaration of eligibility form. Each trustee receives a handbook, which includes the Memorandum and Articles of Association, policies and procedures – including on conflicts of interest – and other guidance. Trustees are required to complete a declaration of interests each year. Trustees are eligible for reappointment every three years at the Annual General Meeting.

One trustee is charged with the responsibility of ensuring any potential conflict of interest is dealt with according to the policy. In the event of any collaborative work between a trustee and Saferworld, this has to be approved by the Board of Trustees prior to the project, with the interested trustee not present for the discussion and decision.

Auditors

After a number of years being supported by the audit firm Haysmacintyre Saferworld re-tendered for audit services and appointed Sayer Vincent to act on behalf of the charity from January 2023.

Fundraising

Saferworld does not employ third-party fundraisers and suitable measures are in place to protect vulnerable people. The organisation has a process in place for complaints to be made and this is publicised on the organisation’s website. Saferworld did not receive any complaints in relation to fundraising in the current or prior year.

Public benefit

In reference to Charity Commissions Guidance on Public Benefit, the trustees are confident that our activities, working with individuals, communities and states to reduce and prevent violent conflict, meet the public benefit requirement.

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Statement of trustees’ responsibilities

The trustees (who are also directors of Saferworld for the purposes of company law) are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently

• observe the methods and principles in the Charities SORP

• make judgements and estimates that are reasonable and prudent

• state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as we are aware:

• there is no relevant audit information of which the charitable company's auditor is unaware

• • the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information

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Independent auditor’s report to the members and trustees of Saferworld

Opinion

We have audited the financial statements of Saferworld (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2023 which comprise the consolidated statement of financial activities, the group and parent charitable company balance sheets, the consolidated statement of cash flows and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

• Give a true and fair view of the state of the group’s and of the parent charitable company’s affairs as at 31 March 2023 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended

• Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice

• Have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities Act 2011

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the group financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on Saferworld’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other Information

The other information comprises the information included in the trustees’ annual report, other than the group financial statements and our auditor’s report thereon. The trustees are responsible for the

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other information contained within the annual report. Our opinion on the group financial statements does not cover the other information, and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the group financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the group financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• The information given in the trustees’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements

• The trustees’ annual report has been prepared in accordance with applicable legal requirements

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and the parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and Charities Act 2011 requires us to report to you if, in our opinion:

• Adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or

• The parent charitable company financial statements are not in agreement with the accounting records and returns; or

• Certain disclosures of trustees’ remuneration specified by law are not made; or

• We have not received all the information and explanations we require for our audit; or

• The directors were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ annual report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees (who are also the directors of the parent charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group’s and the parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

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Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and section 151 of the Charites Act 2011 and report in accordance with those Acts.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

• We enquired of management, which included obtaining and reviewing supporting documentation, concerning the group’s policies and procedures relating to:

• Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;

• Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;

• The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.

• We inspected the minutes of meetings of those charged with governance.

• We obtained an understanding of the legal and regulatory framework that the group operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the group from our professional and sector experience.

• We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit.

• We reviewed any reports made to regulators.

• We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.

• We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.

• In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware

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of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities . This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company's members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Jonathan Orchard FCA (Senior statutory auditor)

Date: 22 December 2023

for and on behalf of Sayer Vincent LLP, Statutory Auditor

Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006

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Consolidated Statement of financial activities for year ended 31 March 2023

023
Notes Income from: Donations & Legacies 2 Charitable activities 2 Total Expenditure on Raising funds 3 Charitable activities 4 Total Net income/(expenditure) Transfer between funds Net movement in funds Fund balances brought forward at 1 April 2022 Fund balances at 31 March 2023 11	Unrestricted Restricted Total Total funds funds 2023 2022 £ ‘000 £ ‘000 £ ‘000 £ ‘000 30 - 30 14 2,500 19,918 22,418 14,052
	2,530 19,918 22,448 14,066
	111 - 111 138 2,888 15,886 18,774 14,700
	2,999 15,886 18,885 14,838
	(469) 4,032 3,563 (772) - - - -
	(469) 4,032 3,563 (772) 1,639 1,833 3,472 4,244
	1,170 5,865 7,035 3,472

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Consolidated Statement of financial activities for year ended 31 March 2022

for year ended 31 March 2022
Notes Income from: Donations & Legacies 2 Charitable activities 2 Total Expenditure on Raising funds 3 Charitable activities 4 Total Net income/(expenditure) Transfer between funds Net movement in funds Fund balances brought forward at 1 April 2021 Fund balances at 31 March 2022 11	Unrestricted Restricted Total Total funds funds 2022 2021 £ ‘000 £ ‘000 £ ‘000 £ ‘000 14 - 14 93 2,643 11,409 14,052 18,728
	2,657 11,409 14,066 18,821
	138 - 138 336 2,207 12,493 14,700 17,964
	2,345 12,493 14,838 18,300
	312 (1,084) (772) 521 244 (244) - -
	556 (1,328) (772) 521 1,083 3,161 4,244 3,723
	1,639 1,833 3,472 4,244

The financial statements were approved by the Trustees and authorised for issue on and signed on their behalf by:

......................................…..

......................................…..

Fabienne Arminjon Stephanie Blair

Director and Trustee (Treasurer from July 2023) Director and Trustee (Chair)

The notes on pages 24 to 35 form part of these accounts.

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Report and accounts for year ended 31 March 2023

Balance sheet as at 31 March 2023

Notes CURRENT ASSETS Debtors (incl. intercompany balances) and prepayments 8 Cash at bank and in hand CREDITORS: Amounts falling due within one year 9 NET CURRENT ASSETS TOTAL ASSETS LESS CURRENT LIABILITIES FUNDS Restricted funds 11 Unrestricted funds – other funds 11	2023 Consolidated £ ‘000 2,236 5,779 8,015 (980) 7,035 7,035 5,865 1,170 7,035	2022 Consolidated £ ‘000 3,162 3,610 6,772 (3,300) 3,472 3,472 1,833 1,639 3,472	2023 Charity £ ‘000 2,200 5,052 7,252 (217) 7,035 7,035 5,865 1,170 7,035	2022 Charity £ ‘000 3,944 2,615
				6,559 (3,087)
				3,472
				3,472
				1,833 1,639
				3,472

The financial statements were approved by the Trustees and authorised for issue on and signed on their behalf by:

......................................…..

......................................…..

Fabienne Arminjon

Stephanie Blair

Director and Trustee (Treasurer from July 2023)

Director and Trustee (Chair)

The notes on pages 33 to 49 form part of these accounts.

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Report and accounts for year ended 31 March 2023

Consolidated Statement of cash flows for year ended 31 March 2023

2023
Net (expenditure)/ income for the year (as per the statement of financial activities) Adjustments to exclude non-cash items: (Increase) / Decrease debtors Increase / (Decrease) in creditors Increase / (decrease) in cash and cash equivalents in the year Cash and cash equivalents at the beginning of the year Total cash and cash equivalents at the end of the year	2023 £'000 3,563 926 (2,320) 2,169 3,610 5,779	2022 £'000 (772) (919) 1,778
		87 3,523
		3,610

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Report and accounts for year ended 31 March 2023

Notes to the accounts for the year ended 31 March 2023

1 ACCOUNTING POLICIES

a. Basis of Accounting

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable to the UK and Republic of Ireland (FRS 102) (Second Edition, effective 1 January 2019 – (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Saferworld meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

b. Basis of consolidation

The group financial statements consolidate those of the charity and its subsidiary entities (see note 12) to 31 March 2023.

c. Preparation of the accounts on a going concern basis

The trustees have considered future budgets and cash flows in the context of the overall organisation’s business plan. Three different scenarios have been modelled using different assumptions in relation to future income. Under each scenario, the case for the going concern basis could be supported. This analysis, combined with a strong balance sheet position mean that the trustees have no material uncertainties about the entity’s ability to continue as a going concern for the foreseeable future (defined as next 12 months).

d. Funds

Restricted funds are funds used in accordance with specific instructions imposed by the donor or trust deed.

Unrestricted funds are funds available to the charity for its general purposes. These include funds designated by the trustees for particular purposes where their use remains at the discretion of the trustees

It is the policy of the trustees to retain in unrestricted funds amounts which in their judgement can help to mitigate the short-term effects of income volatility and retain funds to generate sufficient income to meet current and future operational activities of the charity.

e. Income recognition

This comprises fees receivable from the various activities and investment income. All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of income can be measured reliably.

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Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period.

Income from government and other grants is recognised when: the charity has entitlement to the funds; any performance conditions attached to the grant have been met; it is probable that the income will be received; and, the amount can be measured reliably and is not deferred.

f. Expenditure

Liabilities are recognised as expenditure as soon as there is legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of obligation can be measured reliably.

Expenditure is recognised on an accruals basis as a liability is incurred, inclusive of VAT, which cannot be recovered.

Charitable activities comprise the costs of running the charity’s activities in line with the charity’s objectives.

Support costs have been allocated to charitable activities. Governance activities comprise organisational administration and compliance with constitutional and statutory requirements. Costs include direct costs of external audit, legal fees and other professional advice.

g. Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid, net of any trade discounts due.

h. Cash at bank and in hand

Cash at bank and in hand includes bank accounts, cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

j. VAT

The charity is registered for VAT. Irrecoverable VAT is charged to the expenditure heading for which it was incurred.

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k. Pension scheme

All permanent UK staff employed by the charity are eligible to join the UK-based defined contribution pension scheme operated by Aviva. The employer contributes 9% of salary provided the employee member 3%.

l. Critical accounting estimates and assumptions

The Charity makes estimates and assumptions concerning the future. The resulting accounting estimates and assumptions will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below.

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

In the view of the trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.

m. Foreign currency

Assets and liabilities of overseas entities are included in the group balance sheet after converting to sterling at the year-end exchange rate. Income and expenditure transactions are included in the Statement of Financial Activities after converting to sterling at the average exchange rate for the year. Any foreign exchange gain/loss shown in the Statement of Financial Activities represents the gain/loss arising on converting the opening balance sheets of overseas branches at the year-end exchange rate.

n. Grants payable

Saferworld works with a large number of local civil society organisations to implement its work. These local CSOs are provided with grant funding from Saferworld. Grants are accounted for as expenditure when the local CSO accounts for how the funds have been applied. Any funds advanced by Saferworld and still to be accounted for by the local CSO are carried forward as a prepayment. Given the volume of local CSOs worked with and the nature of some of the work undertaken it is not considered appropriate to disclose the grant recipients in these financial statements.

o. Remuneration policy

Saferworld strives to develop and implement its Remuneration Policy as a fair, consistent, competitive programme of financial compensation for all employees to be balanced with the responsibilities that have been undertaken. Salaries are benchmarked annually and a blended model using international pay scales and local pay grades is used.

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2 INCOME Restricted Funds The State of the Netherlands (Netherlands Embassy, Juba) FCDO, UK European Commission UNPBF US Department of State USAID Other European governments United States Institute for Peace Open Society Institute RETHINKING GAPS Sida French Embassy Joseph Rowntree Charitable Trust Vitol Foundation Pax Christ Other smaller grants < £100,000 Unrestricted Funds Sida Other income Donations Total Income	2023 £'000 250 5,054 3,578 2,444 412 103 574 127 - 167 304 5,400 435 197 246 559 68 19,918 2023 2,466 34 30 2,530 22,448	2022 £'000 1,535 3,773 1,725 186 413 408 454 173 179 223 - 1,650 - 212 - - 478
		11,409
		2022 2,381 262 14
		2,657
		14,066

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3 FUNDRAISING COSTS Staff costs Direct costs Support and governance costs 4 COSTS OF CHARITABLE ACTIVITIES Staff costs Direct costs Support costs	2023 £ ‘000 93 5 13 111 2023 £ ‘000 5,417 11,090 2,267 18,774	2022 £ ‘000 114 1 23
		138
		2022 £ ‘000 4,976 7,503 2,221
		14,700

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5 SUPPORT COSTS

Note Support and Governance costs allocated to: Charitable activities 4 Cost of generating funds 3 Support costs consist of: Staff costs Office costs Other charitable expenses	2023 £ ‘000 2,267 13 2,280 2023 £ ‘000 1,729 440 - 2,169	2022 £ ‘000 2,221 23
		2,244
		2022 £ ‘000 1,709 176 273
		2,158

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GOVERNANCE COSTS

Staff costs Audit	2023 £ ‘000 61 50 111	2022 £ ‘000 45 41
		86

Net income for the year is stated after charging: Auditors' remuneration - statutory audit 34 6 STAFF COSTS 2023 £ ‘000 Wages and salaries 5,694 Social security 466 Pension costs 545 Other staff costs 595 7,300
	29
	2022 £ ‘000 5,451 469 418 504
	6,842

The average number of employees employed by the group and charity was:

Programmes Fundraising Governance and support	2023 Number 172 7 30 209	2022 Number 127 9 10
		146

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The following number of employees received employee benefits (excluding employer pension cost and employer’s national insurance) during the year between:

£60,000 - £69,999 £70,000 – £79,000 £80,000 - £89,999 £90,000 - £99,999	2023 Number 3 1 - 1 5	2022 Number 6 - 1 - 8

The total employee benefits (including pension contributions and employer’s national insurance) of key management personnel were £400k (2022: £316k)

7 TRUSTEES REMUNERATION AND EXPENSES

The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2022: £nil). No charity trustee received payment for professional or other services supplied to the charity (2022: £nil)

Trustees’ expenses represent the payment or reimbursement of travel and subsistence cost totalling £668 (2022: £nil) incurred by 3 (2022: £nil) members relating to attendance at meetings of the trustees.

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8 DEBTORS

DEBTORS
Prepayments Amounts due from donors Inter-group balances Other debtors CREDITORS: amounts falling Creditors Other taxes and social security Accruals Deferred income	GROUP 2023 2022 £’000 £’000 273 161 1352 1,602 - - 611 1,399 2,236 3,162 due within one year GROUP 2023 2022 £’000 £’000 129 526 432 29 419 319 - 2,426 980 3,300	CHARITY 2023 2022 £’000 £’000 99 101 1,352 1,186 727 895 22 1,762 2,200 3,944 CHARITY 2023 2022 £’000 £’000 104 310 31 - 82 133 - 2,644 217 3,087
			3,087

9 CREDITORS: amounts falling due within one year

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10 FUNDS

				31 March
	1 April 2022	Income	Expenditure	2023
	£'000	£'000	£'000	£'000
Restricted funds
UN Peace Building Fund: South Sudan 22-23	-	819	(686)	133
UNITAMS: Support Sudan women, youth, civil
society-22	-	403	(403)	-
UNDP: NUNO South Sudan 2023	-	580	(56)	524
DFID - Better Aid in Conflict 19-23	(4)	1,375	(1,334)	37
FCDO Afghanistan Conflict Sensitivity Mechanism 21	-	302	(289)	13
CSSF/FCDO: Supporting WRO & FCAS:21-22	-	623	(627)	(4)
CSSF/FCDO: Methodologies 4 YEM Peace Process
22-23	-	450	(450)	-
FCDO: Peacebuilding & Conflict Sensitivity, Sudan
22-23	-	386	(626)	(240)
FCDO: SSD, Resourcing Change Phase II, WRO &
FCAS, 22-25	-	1,475	(1,475)	-
EC: Strengthening Community Security Myanmar 21-
22	-	314	(320)	(6)
EC:CSRF Strength Civil Society & Democratic SSD
22-24	-	614	(145)	469
EC: Takamol: EU-Yemen CSO Solidarity Project 23-
26	-	620	(9)	611
EC: Citizen Initiatives peace in East Sudan 23-24	-	1,349	(75)	1,274
EU-Africa-China Dialogue	59	252	(314)	(3)
EC Stabilization and Peace South Sudan 20-21	-	-	-	-
Sida Core Support (Sudan) -2019-20	88	-	(88)	-
Sida Core Support (Sudan) -2020-21	-	1,796	(1,630)	166
SIDA SOM Building Found. to Progress Peace 19-20	133	-	(133)	-

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SIDA Addressing Drivers of Conflict Uganda 2020- 2024 SIDA: SUDAN Youth Empowerment Project:22-24 SIDA: AIDI Afghanistan 2022-2024 ARC Sudan 16-21 Vitol foundation:InclusivePeacebuildingYemen:22-24 French Embassy: CSO in Darfur Sudan 22-23 USAID Kenya Building Bridges 19-21 GAPS JRCT CORE JRCT-UK and European arms transfer controls: 22- 25 JRCT: Peacebuilding Responses Crises & Threats 22-23 JRCT-Programme for Security Policy Change 20-21 JRCT-Charting UK/EU arms control 19-2021 Deutsche Welthungerhilfe Yemen Civil Society:22-23 British Council - My Justice Myanmar 21-22 Agents of Change – Eastern Sudan 2022 Other smaller projects Total restricted funds Total unrestricted funds (Note 11) Total reserves

619 1,301 (979) 941 - 604 (105) 499 - 368 (75) 293 212 250 (463) (1) - 246 (26) 220 - 435 (99) 336 (14) - - (14) - 48 (48) - - 56 (59) (3) - 50 (50) - 20 33 (54) (1) - 58 (1) 57 - 258 (261) (3) - 206 (234) (28) - 805 (826) (21) 722 3,841 (3,946) 617 1,833 19,917 (15,886) 5,865 1,639 2,530 (2,999) 1,170 3,472 22,447 (18,885) 7,035

Within closing unrestricted funds is a balance of £727k which relates to the closing funds at country subsidiary level. These funds are not all realisable to the UK charity.

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PREVIOUS FINANCIAL YEAR

REVIOUS FINANCIAL YEAR
					31
	1 April				March
	2021	Transfers	Income	Expenditure	2022
	£'000	£'000	£'000	£'000	£’000
Restricted funds
US INL Tajikistan CP 16-17	(73)	286	39	(252)	-
Aid direct S. Sudan Comm.
Security 2018-21	3	-	477	(480)	-
DFID - Better Aid in Conflict 19-
23	64	-	1,006	(1,074)	(4)
CSSF Myanmar - Strengthening
Comm. Security 19-22	25	-	(25)	-	-
EC YEMEN REBUILDING GOV.
IN YEMEN 2018-2020	(23)	8	478	(464)	(1)
EU-Africa-China Dialogue	-	(1)	322	(262)	59
EC Stabilization and Peace South
Sudan 20-21	95	-	403	(498)	-
Sida Core Support (Sudan) -
2019-20	100	-	-	(12)	88
SIDA SOM Building Foundation
to Progress Peace 19-20	(136)	-	441	(172)	133
SIDA Addressing Drivers of
Conflict Uganda 2020-2024	1,839	-	4	(1,224)	619
ARC Sudan 16-21	708	(162)	1,069	(1,403)	212
ARC Somalia 16-21	677	(258)	804	(1,223)	-
Irish Aid: Strengthening Inclusive
Develop. 18-19	(10)	-	-	10	-
USAID Kenya Building Bridges
19-21	(92)	-	408	(331)	(15)
JRCT Peace & Right Based
Response 2018-20	29	(29)	55	(55)	-

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JRCT-Charting UK/EU arms control 19-2021 JRCT-Programme for Security Policy Change 20-21 Other smaller projects Total restricted funds Total unrestricted funds (Note 11) Total reserves	14 (14) 64 (64) - 14 (14) 93 (73) 20 (73) (60) 5,771 (4,916) 722
	3,161 (244) 11,409 (12,493) 1,833 1,083 244 2,657 (2,345) 1,639
	4,244 - 14,066 (14,838) 3,472

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11 MOVEMENT OF FUNDS – GROUP AND CHARITY

At 1 April 2022	Income	Expenditure	Transfers	At	31 March 2023
£ '000	£ '000	£ '000	£ '000		£ '000
RESTRICTED
All restricted funds 1,833	19,918	(15,886)	-		5,865
Total restricted funds 1,833	19,918	(15,886)	-		5,865
UNRESTRICTED
Sida	2,466	(2,466)	-		-
Other unrestricted income 1,639	64	(533)	-		1,170
Total unrestricted funds 1,639	2,530	(2,999)	-		1,170
TOTAL FUNDS 3,472	22,448	(18,885)	-		7,035
MOVEMENT OF FUNDS – GROUP AND	CHARITY	2022
At 1 April 2021	Income	Expenditure	Funds transfer	At 31 March 2022
£ '000	£ '000	£ '000	£ '000		£ '000
RESTRICTED
All restricted funds 3,161	11,409	(12,493)	(244)		1,833
Total restricted funds 3,161	11,409	(12,493)	(244)		1,833
UNRESTRICTED
Sida -	2,381	(2,207)	-		174
Other Unrestricted Income 1,083	276	(138)	244		1,465
Total Unrestricted funds 1,083	2,657	(2,345)	244		1,639
TOTAL FUNDS 4,244	14,066	(14,838)	-		3,472

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12 ENTITIES INCLUDED IN GROUP CONSOLIDATED RESULT

All grants / contracts are held by the UK charity, which provides funds to overseas group entities. These entities have limited reserves in their own right with income largely equal to expenditure, subject to timing differences. The entities are listed below, together with their expenditure for the year. Saferworld USA is an independent entity registered as a 501(c)3, shares the objectives of Saferworld and has an independent board with some overlapping trustees. As Saferworld UK does not meet all the criteria for exercising control over Saferworld US these numbers are not included in the Saferworld consolidated accounts.

Where appropriate, a number of entities are subject to independent local examination by external auditors in country.

Saferworld entity	2023	2022
	£'000	£'000
Saferworld Kenya	306	422
Saferworld Somalia	1,289	1,643
Saferworld Uganda	1,204	1,515
Saferworld South Sudan	3,924	3,051
Saferworld Sudan	2,817	1,329
Saferworld Europe	218	204
Saferworld Tajikistan (closed May 21)	-	349
Saferworld Kyrgyzstan	722	495
Saferworld Nepal	-	14
Saferworld Myanmar	495	157
Saferworld Yemen	1,288	764

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13 OPERATING LEASE COMMITMENTS

At the end of the year, the charity had commitments under an operating lease on buildings as follows:

buildings as follows:
	2023	2022
	£'000	£'000
Expiry date :
Under one year	119	60
Between 1 to 5 years	238	-

14 SHARE CAPITAL

Saferworld is a company limited by guarantee and has no share capital. Each member is liable to contribute a sum not exceeding £1 in the event of the charity being wound up.

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