## **Report and Accounts**
For the year ended 31 March 2024
Company number: 03015948 Charity number: 1043843
## SAFERWORLD
Report and accounts for year ended 31 March 2024
Directors’ report ................................................................................................................................ 4 Saferworld’s vision ..................................................................................................................... 4 Saferworld’s commitment ........................................................................................................... 4 Peace conditions ....................................................................................................................... 4 Saferworld culture and core values ............................................................................................... 4 Strategic report .............................................................................................................................. 5 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 1) Progress on strategic objectives ................................................................................................ 6 SO1: Inclusive peace and justice ............................................................................................... 6 SO2: People-centred security .................................................................................................... 7 SO3: Gender equality ................................................................................................................ 7 SO4: Redesigning international engagement ............................................................................. 8 SO5: Climate, conflict and the environment ............................................................................... 9 2) Progress on the quality and effectiveness of partnerships ....................................................... 10 3) Progress on systems improvements, leadership and organisational effectiveness .................. 11 Systems improvements ........................................................................................................... 11 Refreshing Saferworld’s leadership and management systems ............................................... 12 IDEAS (Inclusion, Diversity, Equality, Anti-Racism and Solidarity) ........................................... 12 4) Progress on finances and risk management processes .......................................................... 13 5) Progress on sustainability and fundraising .............................................................................. 13 Safeguarding ........................................................................................................................... 14 Financial review of the year ......................................................................................................... 16 Risk management ....................................................................................................................... 17 Future plans ............................................................................................................................. 18 Reserves policy ....................................................................................................................... 19 Structure, governance and management ..................................................................................... 20 Organisation ............................................................................................................................ 20 Policy and regulations .............................................................................................................. 21 Fundraising .............................................................................................................................. 22 Public benefit ........................................................................................................................... 22 Statement of trustees’ responsibilities ....................................................................................... 23 Independent auditor’s report to the members and trustees of Saferworld .................................... 24 Opinion........................................................................................................................................ 24 Basis for opinion .......................................................................................................................... 24
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Conclusions relating to going concern ......................................................................................... 24 Other Information ........................................................................................................................ 24 Opinions on other matters prescribed by the Companies Act 2006 ............................................. 25 Matters on which we are required to report by exception ............................................................. 25 Responsibilities of trustees .......................................................................................................... 25 Auditor’s responsibilities for the audit of the financial statements ................................................ 26 Use of our report ......................................................................................................................... 27 Consolidated Statement of financial activities for year ended 31 March 2024 ................................. 28 Consolidated Statement of financial activities for year ended 31 March 2023 ................................. 29 Balance sheet as at 31 March 2024 ................................................................................................ 30 Consolidated Statement of cash flows for year ended 31 March 2024 ............................................ 31 Notes to the accounts for the year ended 31 March 2024 ............................................................... 32
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## Directors’ report
## **Saferworld’s 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.
## **Saferworld’s commitment**
Saferworld works 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**
Saferworld believes that there are essential conditions necessary for peace to become the norm. We work to enable environments where the following three ‘peace conditions’ are achieved:
- 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.
## **Saferworld culture and core values**
Saferworld’s values underpin our approach, interventions, ways of working, relations with others, our practice, how we organise ourselves and our internal culture. Our values are:
**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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## **Strategic report**
## **Long-term strategic objectives**
Saferworld aims to achieve our mission guided by five strategic objectives which together create necessary conditions for social and political change to build peace and prevent conflict.
## **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.
Saferworld is an independent, not-for-profit international organisation working to prevent violent conflict and build safer lives in countries and territories across Africa, Asia and the Middle East. We work in solidarity with people affected by conflict to improve their safety and sense of security, and conduct wider research and analysis. We use this evidence and learning to improve local, national and international policies and practices that can help build lasting peace. Our priority is people – we believe in a world where everyone can lead peaceful, fulfilling lives, free from fear and insecurity.
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Performance highlights against strategic objectives and organisational plans
## **1) Progress on strategic objectives**
## **SO1: Inclusive peace and justice**
_Work for conflict transformation and political transitions rooted in equality and justice, and built on inclusive institutions and processes._
This year, Saferworld continued to strive to create conditions for peace, equality and justice in the countries where we work. This has meant supporting inclusive decision-making, bringing together vulnerable or marginalised communities with authorities to jointly address concerns and priorities, and providing opportunities for people in conflict-affected contexts to share their solutions for more equal and inclusive policies. In the reporting period, this entailed trainings, accompaniment and provision of small and micro-grants to a wider spectrum of civil society actors, community-based groups and networks (including those led by women and young people) to ensure that people affected by conflict have greater decision-making power and the resources to support their aims.
From support to community legal volunteers in Myanmar and inclusive community-led initiatives in Sudan, to providing mental health and psychosocial support in Uganda, South Sudan and Kyrgyzstan, Saferworld’s work on promoting inclusive peace and justice at the community level varied greatly across contexts. It involved activities focusing on community empowerment and capacitystrengthening of civil society organisations, as well as legal capacity-strengthening, conflict- and gender-sensitive action, and flexible support to coalitions and networks to pursue their objectives. In addition to community-level initiatives, we also provided methodological guidance on inclusive, gender- and conflict-sensitive resolution mechanisms.
A strong example of Saferworld’s work on peace and justice has been in Myanmar where, as part of an EU-funded MyJustice project, we continued supporting the community legal volunteer (CLV) model to provide justice for communities. This involved working with the volunteers in four Karen National Union-administered districts to strengthen access to justice. We provided stipends to 41 CLVs, who conducted a total of 146 community legal awareness sessions. Support also helped reduce costs for legal cases, and it provided transportation to their court cases on 54 occasions. We also conducted three CLV refresher sessions for volunteers and partner staff, which focused on a range of topics relating to the provision of legal aid in conflict-affected environments. Our six legal capacitystrengthening training sessions for community leaders and for local justice actors helped raise legal capacity to address a range of community disputes and concerns. To capture the learning from some of these experiences, we published a learning paper highlighting the successes and challenges relating to the community legal volunteer model.
Saferworld’s peacebuilding work in Sool, Eastern Somaliland supported communities to integrate conflict and gender sensitivity into their dispute resolution mechanisms, drawing from existing peace committees, civil society organisations (CSOs) and women and youth peace ambassadors. This involved ensuring that diverse perspectives were represented in peace processes, including those of women and young people. Many of those attending training were encouraged to become peace ambassadors in their communities, using their acquired knowledge to mediate conflicts, promote dialogue and bring about peaceful resolutions to disputes in a gender-sensitive way.
Despite the ongoing violent conflict and widespread displacement in Sudan, Saferworld provided small grants and targeted support for conflict mediation and justice. These included grants for peace ambassadors to hold trust-building exercises, and to conduct training workshops issues they identified. In the context of a breakdown of formal judicial institutions in Darfur, for example, we supported and equipped traditional courts, which resolved over 30 cases. In the east of the country, we supported eight initiatives which contributed to peace processes, community dialogues,
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psychosocial support, arts and cultural events for peace, peacebuilding methodologies and trustbuilding activities.
Progress toward SO1 highlights Saferworld’s commitment from the last annual report to adapt our programmes and develop innovative ways of delivering our work. This is demonstrated through our constantly evolving work in Sudan, where we have faced myriad challenges in delivering peace and justice work in a context of ongoing conflict. We have also expanded our outlook on how to deliver inclusive peace and justice, including through mental health and psychosocial support (MHPSS) as a starting point for peace at the individual level.
## **SO2: People-centred security**
_Drive momentum to put people at the heart of ‘security’ everywhere._
At the core of SO2 is finding the best fit between supply and demand in the provision of security services to citizens. Saferworld has actively sought to provide support to communities and civil society across the countries and contexts it works in to demand services from authorities and security providers at all levels – national, sub-national and local. Equally, Saferworld has supported authorities and security providers to respond to the needs and priorities of citizens in open, transparent and accountable ways.
Amid the ongoing civil strife in Sudan that has resulted in the breakdown of formal public institutions in many parts of the country, traditional leaders in south Nyala stepped in to address the rise in criminality and unresolved community grievances. Trained in legal procedures and equipped with necessary resources, the traditional leaders reinstated local order and justice, demonstrating the effectiveness of traditional justice mechanisms in maintaining and resolving disputes during crisis.
Under the INL-funded project in Central Asia, we implemented a community policing project in Kyrgyzstan where, alongside many other activities, we supported and funded action plans for 11 local crime prevention centres (LCPCs); engaged with a local TV station to showcase the efforts of LCPCs and women police officers in crime prevention; organised a youth festival with the Ministry of Interior for at-risk youth; facilitated two district-level exchange experience for LCPCs affected by border clashes in Batken province; supported and funded 12 outreach campaigns by juvenile police inspectors; conducted eight exchange experience workshops for 11 LCPC members covering topics such as community security, the psychological aspects of crime and issues related to children of labour migrants; and facilitated a study tour to Vienna for LCPC members and juvenile police inspectors.
In South Sudan, building on the learning from the community security programme, Saferworld has introduced a conflict cluster approach to our programming and operational set-up, better enabling response strategies that target conflict systems and cut across administrative boundaries. The emphasis on conflict systems enables us and our partners to maintain important peacebuilding and community security work at community and sub-national levels, while ensuring programming response strategies address a wide range of multi-faceted, interlinked and shared conflict root causes and triggers over wider geographical regions in a holistic manner. At present, Saferworld is working in six of the 12 prioritised conflict clusters in South Sudan.
## **SO3: 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._
Saferworld continued to work on supporting inclusive peace through advancing gender equality in all programmes, and at all levels of engagement. The roll-out of Saferworld’s gender equality strategy
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this year helped teams across the organisation to identify where they are on the gender equality continuum, and it provides examples of how initiatives can move from gender-sensitive to gendertransformative programming.
Through the ‘Resourcing Change’ project, which provides women’s rights organisations (WROs) in South Sudan, Yemen and Nigeria with core and flexible funding, Saferworld demonstrated – through a learning paper and video series – the benefits that come when WROs are able to respond to their own self-identified needs and priorities. This funding allowed them to strengthen their organisational structures, fostering greater sustainability flexibility in the face of changes in the context. A similar project was implemented in South Sudan with UNPBF funding.
Saferworld continued to lead the UK-funded Women, Peace and Security (WPS) helpdesk to support the UK Government to integrate gender, peace and security into its programmes, policies and strategies. In this project, Saferworld worked with a diverse pool of experts bringing their deep knowledge of the contexts and issues to each helpdesk request, generating a gender-responsive and intersectional contribution to the UK Government’s work. In this period, the helpdesk provided strategic analysis and technical advice through both call-down and proactive tasks, enabling the Government to deliver on the recently developed UK National Action Plan on WPS (2023–2027), the fifth of its kind.
Gender equality is an important pillar in all programming: in Uzbekistan, Saferworld continued to promote peacebuilding by supporting women-led CSOs in Jizzakh, Samarkand and Namangan regions to improve responses to gender-based violence (GBV) while working on transforming the gender norms that contribute to it. Together with partners Istiqlol Avlodi and Dialog, Saferworld assessed rehabilitation centres and shelters, identifying gaps and barriers to service delivery and addressing these through targeted training, regional learning exchanges, small grants for communityled initiatives, and advocacy with decision makers at the national level.
In Yemen, Saferworld established women’s hubs in Taiz and Aden, where women-led organisations and women activists from different spheres challenge harmful norms arising from the war and the power of the religious extremists in the absence of law and security. Through Resourcing Change and other projects, we continued to fund women-led organisations and support the development of women’s movements, ensuring that Yemeni-led activism is recognised and challenging the notion that gender equality is a Western agenda.
In Somalia, Saferworld, the Somali Women’s Study Centre (SWSC), and the Somali Women Development Centre (SWDC) continued to implement the UNPBF-funded project ‘Making Space for Peacebuilding’, addressing a critical data gap by developing locally led ‘violence observatory systems’ to monitor and track incidents of insecurity and trends in violence faced by women activists. This initiative enhanced the safety of more than 150 women activists and journalists and 20 women’s organisations, including those from marginalised groups and selected local women’s organisations and networks, in Jubaland and Southwest states of Somalia.
Saferworld also supported dialogue platforms for women in Afghanistan and Pakistan to raise demands to decision-makers, and supported initiatives challenging harmful gender norms driving conflict in South Sudan. Finally, Saferworld began to adapt the ‘Resourcing Change’ model to WROs in Myanmar.
## **SO4: 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._
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This year saw progress in widening the range of international aid actors that Saferworld influences. Through our work on China, Saferworld was involved in convening the Shanghai Institutes for International Studies (SIIS), CMI – Martti Ahtisaari Peace Foundation, the European Institute for Asian Studies (EIAS), China Chamber of Commerce to the EU (CCCEU), and the Chinese Mission together in Brussels to introduce joint research on the public perceptions of the Belt and Road Initiative and discuss prospects of EU-China cooperation on security, peacebuilding and climate action. Saferworld conducted its first advisory work for the Asian Development Bank (ADB) – delivering training on leadership in fragile contexts, and German Development Bank (KFW) – analysis of gendertransformative approaches to peace, security and fragility (building on previous experience with the European Investment Bank (EIB)). Saferworld was also active in responding to conflict developments in the Middle East, particularly in relation to risks of arms trade fuelling potential war crimes in the Israel-Palestine conflict, and in both advocacy and programming to influence international engagement on the war in Sudan. Saferworld continues to communicate lessons widely on how ‘shifting the power’ can be practically achieved, including through direct granting models, such as the support to women’s rights organisations through the Resourcing Change project (see under SO3).
Saferworld teams are adapting and innovating in this area of work. Through its arms work, Saferworld is keeping pace with the evolving use of new technologies in arms trade and in arms control; for example, drone technology and open-source intelligence, and will publish research into these areas next year. Saferworld collaborated on a financial analysis of the aid system with Development Initiatives, highlighting the drop in peace funding in comparison with humanitarian and development funding. The Warpod podcast series continues to highlight important trends in and for international engagement, including rising military build-up in Europe and Central Asia, and has hosted influential guests, such as US Congresswoman Sara Jacobs. Saferworld USA continues to convene the CSO Coalition on Human Rights and Counter-Terrorism.
Funding for important initiatives to redesign international engagement – for example, for the next generation of conflict sensitivity facilities in South Sudan and Sudan – was secured this year (including USAID funding for the first time, in Sudan). Saferworld USA also joined a consortium for an innovative US-funded programme, Powered by the People, which powers social movements with non-traditional partners from historically excluded communities, with up to USD$45m funding over five years.
Key outcomes recorded this year include the meaningful participation of Sudan’s emergency response room local structures within international coordination mechanisms – including an important decision _not_ to attend a politicised event hosted by Egypt that may have affected their ability to function credibly. Many actors in the arms control community have also begun to incorporate the information in the Arms Trade Litigation Monitor, a Saferworld collaboration with the Emergent Justice Collective and the International Commission of Jurists. The information was in use at the Forum on the Arms Trade event. At the UN, Saferworld influencing helped improve a Security Council draft resolution on human fraternity into a stronger final version.
## **SO5: 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._
This year, Saferworld continued to develop the Knowledge and Learning Hub to build on existing areas of expertise and steadily grow Saferworld’s contribution to this thematic area. We appointed a lead on climate change and environmental degradation (CCED), who commits half of their time to facilitating a cross-organisational process to develop a strategy for SO5. This included convening a regular cross-organisational community of practice on CCED, organising internal policy workshops, and supporting geographic and thematic teams to increase their understanding of and programming on CCED.
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Saferworld has been actively participating in and contributing to a global community of practice on Environment, Climate, Conflict and Peace (EECP), including as a signatory to Peace@COP28 messaging on the importance of focusing on conflict and peace at COP28 and engaging with a South Sudanese partner as they prepared for a panel discussion. We have also been increasingly finding our voice to bring our expertise on conflict and peace to other policy spaces. This includes engaging with the UK’s climate security strategy; increasingly integrating environment and climate considerations into arms, security and gender policies; and bringing conflict sensitivity expertise into discussions with groups such as the Anticipatory Action in Conflict working group and the UK East Africa humanitarian working group. The Conflict Sensitivity Resource Facility in South Sudan published a research report on climate change, conflict and conflict-sensitive aid in South Sudan (building on a similar analysis by the Conflict Sensitivity Facility in Sudan), and it has been building relationships with conservation organisations and organising events to facilitate greater awareness and discussion across silos. Saferworld also published two relevant research reports based on Uganda and Kenya country programme experience. Climate is now more prominent in Saferworld’s advisory work, including through consultancies. For example, we carried out research on Chinese development projects in Central Asia and their impact on the environment for a Beijing-based independent environmental think tank, Greenovation Hub; this information was used to inform their advocacy at COP28. We also worked on a consultancy in Kenya – an EU-funded conflict sensitivity assessment of the Northern Rangelands Trust, a membership organisation led by community conservancies – and on helpdesk tasks for the Women, Peace and Security and Sida helpdesks.
Saferworld secured funding for three new climate-related programmes, which start in FY 2024–2025, focusing on borderland areas in East Africa and Central Asia. The two separate (but linked) borderlands projects, funded by the Austrian Development Agency and the EU and spanning Kenya, Uganda, South Sudan and Ethiopia, will focus on strengthening locally led solutions to intersecting issues of peace, gender and climate change. These projects will build on the extensive experience gained from working on the seven-year Integrated Management of Natural Resources for Resilience in the Arid and Semi-Arid Lands of Kenya (IMARA) partnership programme (2018–2025). Through IMARA, Saferworld has worked with consortium partners to make an important contribution towards strengthening governance and conflict-sensitive, sustainable natural resource management. The new EU-funded project in the Fergana Valley in Central Asia (spanning Kyrgyzstan, Uzbekistan and Tajikistan) will involve working closely with civil society in a context where there are strong intersections between water resource management, climate change and conflict.
## **2) Progress on the quality and effectiveness of partnerships**
This year, Saferworld continued deepening our partnership approach and exploring complementary efforts to achieve our organisational commitments to working in solidarity with civil society organisations (CSOs), networks, and platforms and community groups across all programme and policy contexts. We also strengthened our partnerships with youth-led organisations and women’s rights organisations: over the last year Saferworld worked with 83 CSOs, of which 36 were led by women.
We made a systematic effort to advocate for the importance of providing flexible and accessible funding through small and micro grants for community and CSO initiatives. This is now a central feature of many of Saferworld’s current projects (for example, in South Sudan and Yemen) and will expand to all programming in the countries where Saferworld works. This approach has allowed Saferworld to support smaller, more ‘remote’ organisations and groups (many led by women) that rarely have access to funding and are leading peacebuilding responses to community priorities. Saferworld also finalised a new section on small grants in the Partnership in Practice Guide – an online resource, based on programming experiences and lessons learnt, that guides staff through the process of building, strengthening and transforming the way Saferworld works with CSOs. This is
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important for designing small and micro granting approaches that support locally led responses to conflict and crises and start to shift the power in how civil society is funded.
Complementary efforts include connecting our partners across country programmes and facilitating cross-country learning and experience-sharing events. For example, partners in Afghanistan, Pakistan and Uzbekistan came together to jointly share experiences on a series of regional Track II peace dialogues that Saferworld supported. This has given space for our partners to network with civil society in different countries and learn from different approaches to peacebuilding, which they have incorporated into their own practice. It has been a very valuable experience, and partners have asked Saferworld to facilitate more of these opportunities. In August 2023, Saferworld conducted a crossorganisational mid-term review of existing programmes on resourcing community and civil society initiatives in Sudan and Yemen, to assess their relevance, effectiveness and emerging impacts. The review found that Saferworld’s approach to working with locally based partners is a key strategy for conflict and gender sensitivity integration and a core element of supporting peacebuilding. Experience from Sudan and Yemen shows that targeted financial and organisational development support is needed to successfully link community- and civil society-led initiatives with each other and to support collective efforts for greater impact. In scaling up such impacts, engaging with community leaders and local and sub-national authorities is crucial for sustainable change.
## **3) Progress on systems improvements, leadership and organisational effectiveness**
## **Systems improvements**
In 2023–24 Saferworld continued to roll out improved systems, structures and decision-making processes, and actively developed leadership capacities across the organisation.
We undertook a comprehensive review of global operational policies which resulted in updates to core policies, including those on consultant procurement, health and safety, and environmental practices. We also developed new guidelines on asset disposal, consulting programme teams to ensure broad input and alignment. To optimise travel arrangements and reduce costs, the Operations team worked with a travel service provider to minimise last-minute, expensive ticket bookings.
A full-time IT Manager was recruited and joined the global Operations team, playing a pivotal role in advancing our IT and digitisation efforts. We finalised updates to IT policies and Standard Operating Procedures, encompassing cybersecurity, password management, ‘bring your own device’, SharePoint usage and mobile devices. To enhance cybersecurity awareness, we launched a comprehensive 12-month training campaign for staff, including regular phishing simulations via the MetaCompliance platform. The IT team also achieved the Cyber Security Essentials Plus certification, underscoring our commitment to robust cybersecurity practices. We conducted a cybersecurity audit to further evaluate and strengthen our cybersecurity measures and ensure alignment with best practices.
The IT team, in collaboration with the Communications team, worked to improve SharePoint functionality and user experience. We developed a new intranet homepage to simplify navigation and ensure easy access to essential information. This transition was a crucial part of our digitisation strategy, providing quicker and easier access to asset information. We have successfully integrated new tools and platforms to facilitate better information sharing and engagement among staff.
In December 2023, Saferworld successfully downsized our UK office space in response to the shift towards hybrid working practices. This reduction halved the office space and led to a significant
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decrease in monthly rent and rates, reflecting our strategic move towards cost efficiency, adapting to modern work environments and relocating several key roles from the London office to our regional offices.
This year Saferworld restructured the People team, enhancing internal HR services. The Reward project entered its third and final phase, focusing on implementing a contribution-based pay system, integrating pay progression with the existing performance management system, and creating userfriendly tools. Saferworld also successfully rolled out the HR information system's employee selfservice and workflow component. This milestone enabled organisation-wide staff tracking, secure digital storage of HR records, and other significant benefits _,_ such as automated workflow for leavers, anniversary notices, and contract expiry alerts. We also introduced a recruitment module integrated with our HR system to streamline and optimise the recruitment process.
## **Refreshing Saferworld’s leadership and management systems**
Saferworld has embedded various processes to deepen our commitment and alignment to the global strategy. As part of this we recognised the importance of aligning our management, leadership and collaboration systems with our preferred ways of working and the values central to our strategy through the Leadership and Management Review.
The Terms of Reference for the Senior Management Team (SMT) were formalised in 2023–24 to ensure effective oversight, coordination and accountability in implementing strategic and business plans. By focusing on key areas such as organisational risk management, review implementation and annual business planning, the SMT aims to provide a robust framework for navigating current challenges and setting the stage for future management structures.
Saferworld strengthened its governance framework by revising our Memorandum and Articles of Association to align with evolving priorities and UK regulatory standards. We formalised a new Memorandum of Understanding with Saferworld Europe to clearly define roles, responsibilities and operational procedures. Additionally, we supported registration renewals and updates with our global branch offices to enhance our operational effectiveness and maintain consistency in governance across our international network.
This year Saferworld achieved significant milestones in strengthening our leadership team, including recruiting a Head of Funding, and beginning the recruitment process for Head of Programmes and a Director of Policy and Programmes. Our Executive Director, Paul Murphy, announced his planned departure in September 2023, and we initiated the search for our next CEO.
We piloted a bespoke online Leadership and Management Development Programme for senior managers and collected feedback from the online programme to inform subsequent sessions. Following this pilot, we ran two courses for middle managers (in person, in Uganda and Kyrgyzstan), with staff from across our country offices participating.
We embarked on a deliberate initiative to cultivate and support our employees as effective leaders committed to advancing equality and dismantling systemic barriers that impact marginalised communities. This effort aimed to challenge conventional leadership paradigms and foster inclusive, intersectional perspectives within decision-making processes, aligning with IDEAS principles.
## **IDEAS (Inclusion, Diversity, Equality, Anti-Racism and Solidarity)**
During this period, Saferworld facilitated an information and ideas exchange between staff and Saferworld’s Board of Trustees Safeguarding Focal Point. This provided a forum for staff to highlight areas they wanted the board to focus on. Saferworld also held a workshop with IDEAS committee members to review the IDEAS work during the year and conduct outcome harvesting to identify
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changes that came about as a result of IDEAS initiatives and to explore priorities for the next year, which the leadership team also contributed to.
This period also saw key engagements with leadership, such as presenting the IDEAS strategy and implementation updates to the Saferworld board and meeting with both the outgoing Executive Director and incoming Chief Executive Officer, who lead on IDEAS. Quarterly meetings with the country leadership, ISMT and board members were also held to provide updates and seek feedback.
Strategy implementation continues with regional staff workshops aimed at reintroducing the scope of IDEAS, sharing achievements and MEL data, and determining future plans. This opportunity to promote The IDEAS Champions, who serve as a bridge between the committee's work and countrylevel staff and priorities.
## **4) Progress on finances and risk management processes**
Over the course of the year the Finance team implemented a range of activities to further strengthen the finance systems and risk management processes, including measures to achieve better cost recovery. This was aided by the internal audit function, which provided complementary insights into the systems and how well they were working.
We reviewed and refined a Cost Recovery Manual – synthesising various related documents – which sets out clear targets and rationale for cost recovery and how this is approached. Looking ahead, Saferworld is committed to embedding a robust cost recovery model to enhance both financial sustainability and operational efficiency. This will involve fortifying our cost recovery processes, training staff to manage these systems effectively and refining our financial practices. Additionally, we will update our internal audit schedule to strengthen oversight and accountability.
A significant policy revision was made to the reserves policy, which set out to move beyond a fixed figure to a more justified and nuanced ‘target band’. While the policy itself has been agreed by the Board, it will take several years for the charity to build up the required reserves. In line with advancements in governance, management will continue to ensure that the Saferworld Europe entity is appropriately reflected in the Saferworld accounts
Over the year the newly created Risk and Security sub-committee of the Board of Trustees made active strides to support ongoing improvements in risk and security, resulting in a refreshed risk register, expanded training including an in-person training of all security focal points, and a new crisis management plan. We also reviewed our collaboration with partners on security risk management – including for the first time providing HEAT training for partner staff as well as for Saferworld staff. Sessions conducted in Uganda, which coincided with scheduled security training for all security focal points, aimed to enhance the skills of operational leads from various country offices. These in-person sessions fostered greater global team cohesion.
## **5) Progress on sustainability and fundraising**
Saferworld continued to intensify fundraising efforts aiming for long-term sustainable income growth, in addition to recovering from the 2021 and 2022 shortfall. Key donors, such as Canada, the European Commission, the Dutch Ministry of Foreign Affairs, the French Ministry of Foreign Affairs, the Swiss Development Agency for Development and Cooperation, the US, the UK and Sida, were targeted, resulting in an increase in committed funding for the end of 2022 and the beginning of 2023. This led to a more promising pipeline compared to the previous two years.
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Despite these efforts, notable funding gaps were identified in the China, Kenya, Kyrgyzstan/Central Asia, Somalia, South Sudan, and Uganda programmes, as well as in wider policy/thematic programming areas, including arms and climate. These were prioritised in the fiscal year 2023/24, and Saferworld intensified its focus on securing funding in these areas.
Saferworld experienced some positive developments as anticipated, with negotiations with new donors such as the Austrian Development Agency (ADA) and a new contract agreed with Vitol Foundation, leading to a slight improvement in the financial situation. However, external factors such as the conflict outbreak in Sudan posed both challenges and opportunities. Some donors paused grants and redirected their funds towards humanitarian aid, while new donor opportunities emerged like the Sudan Humanitarian Fund via the UN Office for the Coordination of Humanitarian Affairs.
Saferworld initiated the development of a commercial contract funding strategy, including a ‘fee for service’ model to guide this income stream, as part of efforts to diversify funding sources. Notable successes were achieved in the year. Under the Partners Global-led consortium, Saferworld was invited by USAID to submit a full proposal for a commercial contract worth $45 million over five years; although the income for the organisation was unclear, this was still considered strategic as it would potentially offer entry points for influencing the donor, especially on partnership and localisation. Additionally, Saferworld secured a place as a supplier for the preventing, managing and reducing violence thematic area, alongside approximately 11 other suppliers, under the new Conflict, Stability and Security Fund (CSSF) Framework Agreement. As a result, Saferworld will be invited to submit proposals for call-down tenders in this area for individual contracts, each worth up to £1.65 million with an initial term for two years, with options for extension for two further 12-month periods.
Saferworld globally registered huge success with the European Union: a proposal was approved in a consortium led by Dan Church Aid (DCA) for a cross-border programme in Ethiopia, Kenya and South Sudan. Additionally, in Central Asia three concept notes were accepted (regional, Uzbekistan and Kyrgyzstan). This demonstrated Saferworld’s deepening expertise in successfully applying for and winning grants from this donor.
Saferworld invested in a new position for a Head of Funding, who began in January 2024, to deepen our expertise and diversify income sources. Under their leadership the Fundraising team is being reconfigured to provide optimal support to the organisation going forward, in the pursuit of organisational sustainability by enhancing our fundraising efforts.
Part of our strategy includes diversifying our funding sources to ensure sustainable support for our initiatives. In parallel, work on clearly articulating the business model and how Saferworld needs to operate financially was further refined. This has become particularly important in the context of a reduction in expected unrestricted funding in the near future.
## **Safeguarding**
Over the last year, Saferworld prioritised the integration of safeguarding principles into our organisational culture. We worked hard to raise awareness, strengthen preventative practices and procedures, and embed safeguarding into our organisation. This work was carried out by the Safeguarding Coordinator, Board of Trustee safeguarding focal points, the Safeguarding Working Group, and safeguarding and gender-based violence focal points across the organisation.
This included the continued delivery of in-depth, full-day safeguarding trainings to teams in South Sudan, Somalia/Somaliland, the US and Yemen, as well as to core, central support, and policy, advocacy and communications teams. Saferworld also delivered safeguarding inductions twice a quarter for all new staff. This training is now available on the organisation’s online training portal, available for all new starters to complete.
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To collaborate with and engage partners on Saferworld’s safeguarding policies and procedures, the organisation continued to conduct safeguarding training and discussions with partners throughout project cycles. In-depth safeguarding workshops were also conducted when needed to create spaces for co-learning and collaboration. For example, the Safeguarding team supported the Nabadgelinta Soomaaliya programme on developing community reporting mechanisms in Baidoa and Kismayo, and focused on developing a partnership plan to address barriers in safeguarding collaboration. With input from the partnership advisor, safeguarding focal points, and the working group, the plan includes organising a ‘training of trainers’ session, reviewing the safeguarding section on the partnership microsite, and forming a future steering group with interested partners.
These activities aim to ensure that we work together with partners to prevent and respond to safeguarding allegations and to help them to take safeguarding forward in their own organisations.
Saferworld reviewed and updated its global safeguarding policy, to reflect best practice and the needs of the organisation, based on the outcomes of staff consultations. The policy was then translated into Arabic, Burmese and Russian, and has also been distributed to staff and partners. The organisation is also in the process of reviewing its code of conduct and its child protection and vulnerable adult policy.
Saferworld also continued to implement a communications plan for safeguarding. This plan identifies steps to update and engage staff in safeguarding activities, policies, procedures and guidelines. These communications included updates in the internal newsletter, developing a SharePoint site for safeguarding, and giving progress briefings to the leadership.
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## **Financial review of the year**
Income in the financial year was £18.4m, a reduction from the £22.4m of the prior year. This reduction mainly stems from the escalating conflict in Sudan which meant a delay in some areas of programmatic work and an overall reduction in activities for the first half of the financial year and a decrease in funding from Sida. In addition, significant income was received and recognised on large grants in the latter part of 2023.
Saferworld’s main funding sources come from a range of government and institutional donors, the largest being FCDO, the European Commission, UNPBF and Sida, along with multiple other donations, mostly in the form of grants. Saferworld benefited from some work contracts undertaken.
Total expenditure in the year was £20.7m (2023: £18.9m). The increased expenditure is in line with the income carried forward from the previous year and expenditure against 2024 income resulting in restricted reserves reducing from £5.8m in the previous financial year to £4.3m in this financial year. It is expected that in line with the anticipated reduced income in the charity, the restricted reserves balance is unlikely to increase in the next financial year significantly.
Unrestricted income in the year was £1.9m (2023: £2.5m) against unrestricted expenditure of £2.6m (2023: £3m) with a deficit of (£0.68m) (2023: deficit of £0.47m), thus resulting in a reduction in unrestricted reserves from £1.2m to £0.49m.
The free reserves currently stand at £486k (2023: £1.17m). This is lower than the current stated reserves policy of £1.4m. The board has set a target for next financial year to achieve a free reserves level of £700k which management will achieve through cuts in operational/ support costs, efforts to refine the organisation’s operational model and by improving cost recovery across the organisation Scenarios planning has confirmed the organisation’s ability to continue as a going concern for the foreseeable future. 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 principal risks facing the charity as follows:
1. **Financial strategy adjustment risks amid reduced funding:** Cost-cutting measures, misjudged income sources and unrealistic targets could impact programme quality and strain operations. To mitigate these risks, Saferworld will enhance financial data accuracy, diversify income streams, maintain quality donor relationships and ensure adequate reserves. We will optimise cost recovery, ensure transparency, explore strategic partnerships and conduct scenario planning while engaging stakeholders to address challenges proactively.
2. **Worsening economic climate across all operational areas increases costs without adequate funding:** Rising global costs and inflation strain resources, leading to budget shortfalls, reduced programme quality and staff retention issues. To mitigate these, Saferworld will keep contingency reserves, seek inflation-adjusted funding, review salaries regularly, diversify income sources and monitor economic trends. We will also advocate for fair pay and budget for higher-than-inflation increases where feasible.
**3. Insufficient operational continuity planning and organisational resilience:** Poor continuity planning risks disruptions from power outages or communication failures, impacting Saferworld’s functionality and reputation. To mitigate this, we will update our Business Continuity Plan, set up backup communication systems and build local partnerships. Strict oversight, staff training and clear accountability protocols will ensure resilience and operational integrity.
4. **Operating in conflict zones:** Conflict and unrest pose significant risks, including programme interruptions, staff evacuations and infrastructure damage. To mitigate these, we use early warning systems, enforce robust safety protocols and provide ongoing security training to adapt effectively to volatile conditions.
5. **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.
6. **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.
**7. Adverse government restrictions/closing civic space:** Government restrictions on NGOs can disrupt programmes, limit advocacy and endanger staff safety, leading to delays and reputational damage. Simultaneous restrictions in multiple countries amplify these risks. To address these, Saferworld will strengthen local and international networks, enhance partnerships with civil society and donor embassies, and adopt flexible working methods. We will maintain risk registers, consult legal advisers, conduct country assessments and develop safety protocols. Additionally, we will reduce reliance on government funding, ensure open communication with donors and implement artificial intelligence and cybersecurity measures.
8. **Ineffective financial management:** Poor oversight and management may lead to budget issues and improper expenditures, causing financial instability and reputational damage. Incomplete data can impair decision-making and governance. To mitigate these risks, Saferworld will enhance compliance, improve supervisory controls, upgrade financial systems and train staff. We will also refine financial reporting, involve budget holders in reviews and update contracting policies.
The trustees collectively further review and update the risk register at each Board meeting. While mitigation measures are actively pursued, they cannot entirely eliminate risk. Due to the nature of our work, the charity operates in areas with inherently high levels of risk.
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## **Future plans**
In the coming year, Saferworld will continue to advance the five strategic objectives outlined earlier. Our focus will be on continuing to refine core functions, working towards more integrated programming and policy work – informed by the lessons and recommendations from our mid-term review and other learning processes – and reinforcing our commitments to safeguarding and IDEAS. We will pursue these goals with agility, collaboration and a commitment to continuous learning and improvement.
1. **Adapt our partnerships and accompaniment to the complex peacebuilding landscape anticipated for 2024/25.** Saferworld will expand our partnerships to better support and empower the people and organisations we work with. We will advocate for core funding to support our partners, and push for more flexible grant-making practices to accommodate smaller, more agile projects and respond swiftly to communities’ needs and priorities. Additionally, we will learn from experiences in restrictive environments, address the intersection of climate, the environment and conflict, and advocate for sustained international attention on protracted conflicts, such as those in Myanmar, Sudan and Yemen. We will also ensure that conflict analysis and conflict sensitivity remain central to policymaking and decision-making in the humanitarian, development and peacebuilding aid system.
2. **Adapt our core functions and systems and refine an operational model that enables Saferworld to achieve its vision.** Key actions will include enhancing financial systems and cost recovery (including through revised guidance, training and modelling), diversifying our fundraising efforts and developing strategies for different income streams, finalising our pay and reward policy, improving security and risk management through refresher training, close monitoring of the organisation risk assessment, a reconstituted security management team, and a review of our collaboration with partners on security risk management. We also plan to launch a comprehensive internal communications strategy that will unify our approach across the organisation. Finally, our commitment to sustainability will be reflected in the ongoing development and implementation of carbon-friendly policies.
3. **Strengthen leadership, management and governance.** We will implement modifications to our management and leadership structures to reflect our evolving organisation, and we will develop an operational business model to achieve the vision set in the global strategy. We will equip managers with tools and insights to lead with a feminist leadership approach. This will include deepening our understanding of feminist leadership principles and their practical application, reflecting on our commitment to fostering leadership that champions gender equality and addresses broader social inequalities, and strengthening our organisational culture and operational effectiveness aligned with our mission and values.
4. **Advance the IDEAS strategy and safeguarding commitments.** The CEO will lead the implementation of the IDEAS strategy, with oversight from the Board of Trustees. We will organise periodic staff exchange sessions to build a shared understanding of challenges and power dynamics within the organisation. Our commitment to safeguarding will be reinforced through inductions, training, support and guidance on handling incidents, systems for tracking safeguarding issues, and ensuring that all new staff adhere to the revised Code of Conduct.
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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 on 31 March 2024 was £4.7m, of which £486k is unrestricted reserves. Saferworld's current reserves policy was approved in January 2024:
- a) aims to ensure that the free reserves set at £1.4m are sufficient to cover the costs of closure, risks associated with heavy reliance on a single donor, disallowed costs, foreign exchange fluctuations and short-term cash flow issues.
- 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 free reserves currently stand at £486k (2023: £1.17m). This is lower than the stated reserves policy of £1.4m. The board has set a target for next financial year to achieve a free reserve of £700k, which management will achieve through reductions in operational/ support costs, increased and diverse fundraising and implementing a strengthened and consistent cost recovery across the organisation.
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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, China, Kenya, Myanmar, Nepal, Kyrgyzstan, Thailand, 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.**
Saferworld operates through a global network of four distinct entities: Saferworld (UK), Saferworld USA, Saferworld Europe, and Saferworld Africa. This network supports our international operations and aligns with our strategic goals, with each entity playing a crucial role in advancing our mission.
Saferworld Africa and Saferworld Europe are integrated into this global framework and operate under central management. In contrast, Saferworld USA maintains its own financial independence. Saferworld Global, while not a formal organisation, represents the collaborative effort of these entities working together under a unified strategic vision.
For this report, the consolidated accounts include only the entities directly under Saferworld’s central governance during the reporting period, which includes Saferworld Africa and Saferworld Europe (ASBL), an independent Belgian registered charity. Saferworld USA, a 501c3 registered in the US, is not included in these consolidated accounts due to their financial independence.
**Trustees** Fabienne Arminjon (Treasurer) Toby Arul-Pragasam Stephanie Blair (Chair) Izzat-Begum B. Rajan Victoria Egbetayo Owen Greene (completed term October 2023) Christian Leffler Medinat Malefakis (appointed January 2024) Imogen Parsons Jazz Rowa (resigned August 2023) Ola Saleh Sheelagh Stewart (appointed July 2023, resigned October 2023) Nana Toure Monique Van Es (completed term November 2023) **Secretary** Mathew Van Lierop **Executive Director** Paul Murphy* **Registered office** Brick Yard, 28 Charles Square, London, N1 6HT **Company number** 03015948 **Charity number** 1043843 **Bankers** Barclays Plc **Solicitors** Latham & Watkins **Auditors** Sayer Vincent LLP *Until May 2024, when Susana Klien assumed the post.
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## **Policy and regulations**
In response to evolving policies and regulations around reporting, data protection, safeguarding, risk management, environmental sustainability and terrorism, we have taken several measures to ensure compliance and maintain high standards across our operations:
- We remain vigilant in complying with the General Data Protection Regulation (GDPR). Our privacy and transparency policies are regularly updated to reflect these standards.
- We align our reporting with the International Aid Transparency Initiative (IATI) requirements and ensure compliance with the US Specially Designated Nationals and Blocked Persons List.
- • We prioritise cybersecurity by systematically raising awareness among staff through regular training and updates.
- We achieved the UK Cyber Essentials certification, reflecting our commitment to robust cybersecurity practices.
- Saferworld upholds a zero-tolerance policy for any form of abuse, exploitation, or harassment. Our safeguarding policies and practices are continuously strengthened to protect all individuals involved with our organisation.
- Our safeguarding policy and procedures are mandatory for all staff and partners. Updated policy requirements are incorporated into all partner memorandums of understanding.
- Two trustees provide periodic reports to the Board on all safeguarding matters, ensuring continuous oversight and accountability.
- A dedicated Safeguarding Working Group, composed of senior management and country representatives, is tasked with embedding strong safeguarding standards across the organisation. This group developed a comprehensive training pack for Saferworld staff and partners, which includes:
- reflection on organisational culture and the impact of power and gender dynamics on safeguarding
- an overview of the types of abuse covered by our policy
- details of Saferworld’s reporting mechanisms
- a survivor-centred approach to safeguarding
- Each office has a designated safeguarding focal point to support staff, partner organisation staff and programme participants with any safeguarding concerns.
- Ongoing training sessions are held to ensure all staff and partners are up to date with safeguarding procedures and best practices.
- We have integrated environmental sustainability into our operational practices, aiming to reduce our carbon footprint through energy-efficient measures and sustainable resource use where possible.
- We conduct regular internal and external audits to ensure compliance with all relevant regulations and to identify areas for improvement.
- Comprehensive risk assessments are performed regularly to identify potential risks and implement appropriate mitigation strategies.
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## **Governance**
The Board meets at least four times a year, functioning through three primary sub-committees: Finance and Audit, Security and Risk, and Governance and Nominations. Additionally, trustees have special responsibilities in key areas such as safeguarding and whistleblowing.
Trustees bring a wealth of expertise in areas including finance, policy research, advocacy and communications, charitable law and governance. A skills audit is regularly conducted to ensure the Board comprises members with relevant experience and skills, aiding in effective governance.
In appointing new trustees, we prioritise gender balance and the international nature of our work. Nominees undergo a rigorous selection process, meeting with the Chair and Executive Director, who then recommend appointments to the Board. An external recruitment agency was engaged to support this process.
Upon appointment, trustees agree to adhere to our code of conduct and sign a declaration of eligibility form. Each trustee is provided with a comprehensive induction pack that includes the Memorandum and Articles of Association, policies and procedures (including those on conflicts of interest), and other essential guidance. Trustees are required to declare any interests via the declarations of interests form which is regularly reviewed, and are eligible for reappointment every three years at the Annual General Meeting.
One trustee is designated to ensure potential conflicts of interest are managed according to policy. Any collaborative work between a trustee and Saferworld requires prior approval from the Board of Trustees, with the interested trustee abstaining from the discussion and decision.
## **Auditors**
Our appointed auditors, Sayer Vincent, continue to act on behalf of the charity. Their role is crucial in upholding our commitment to financial transparency and accountability. Sayer Vincent's expertise ensures the integrity and accuracy of our financial reporting, providing stakeholders with confidence in our financial stewardship.
## **Fundraising**
Saferworld does not employ third-party fundraisers, ensuring direct oversight and control over all fundraising activities. To protect vulnerable individuals, we have implemented robust measures and safeguards throughout our operations.
We have established a clear and accessible process for lodging complaints, which is publicised on our website. This transparency ensures any concerns can be raised and that these will be addressed promptly and appropriately. Notably, Saferworld did not receive any complaints related to fundraising activities in the current or prior year.
## **Public benefit**
In reference to the Charity Commission’s 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 of Saferworld, who also serve as directors for the purposes of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and UK Accounting Standards (UK Generally Accepted Accounting Practice).
Under company law, the trustees must ensure that the financial statements for each financial year provide a true and fair view of the charitable company’s financial position, including the incoming resources, application of resources, income and expenditure for that period. In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and apply them consistently
- observe the methods and principles set out in the Charities SORP (Statement of Recommended Practice)
- make judgments and estimates that are reasonable and prudent
- state whether applicable UK accounting standards have been followed, subject to any material departures that are disclosed and explained in the financial statements
- prepare the financial statements on a going concern basis unless it is inappropriate to presume that the charitable company will continue in business
The trustees are also responsible for maintaining proper accounting records that accurately reflect the financial position of the charitable company and ensure compliance with the Companies Act 2006. They must safeguard the assets of the charitable company and take reasonable steps to prevent and detect fraud and other irregularities.
To the best of our knowledge:
- There is no relevant audit information of which the charitable company's auditor is unaware.
- • The trustees have taken all necessary steps to make themselves aware of any relevant audit information and to ensure that the auditor is aware of this information.
The trustees’ annual report which includes the strategic report has been approved by the trustees on November 6[th] , 2024 and signed on their behalf by:
......................................…..
......................................…..
Fabienne Arminjon
Stephanie Blair
Director and Trustee (Treasurer)
Director and Trustee (Chair)
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Report and accounts for year ended 31 March 2024
## **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 2024 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 2024 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, including the strategic report, other than the group financial statements and our auditor’s report thereon. The
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trustees are responsible for the 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, including the strategic report, for the financial year for which the financial statements are prepared is consistent with the financial statements
- • The trustees’ annual report, including the strategic 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, including the strategic 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
## 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)
## 7 November 2024
for and on behalf of Sayer Vincent LLP, Statutory Auditor
110 Golden Lane, LONDON, EC1Y 0TG
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 2024
|024||
|---|---|
|Notes
Income from:
Donations & Legacies
2
Charitable activities
-
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 2023
-
Fund balances at 31 March 2024
11|**Unrestricted**
**Restricted**
**Total**
**Total**
**funds**
**funds**
**2024**
**2023**
£ ‘000
£ ‘000
£ ‘000
£ ‘000
13
-
13
30
1,886
16,507
18,393
22,418|
||1,899
16,507
18,406
22,448|
||410
-
410
111
2,173
18,088
20,261
18,774|
||2,583
18,088
20,671
18,885|
||(684)
(1,581)
(2,265)
3,563
-
-
-
-|
||(684)
(1,581)
(2,265)
3,563
1,170
5,866
7,035
3,472|
||486
4,285
4,771
7,035|
28
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## Consolidated Statement of financial activities for year ended 31 March 2023
|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**
**2022**
**2021**
£ ‘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|
29
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## Balance sheet as at 31 March 2024
|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|**2024**
**Consolidated**
**£ ‘000**
2,763
3,741
6,504
(1,733)
4,771
4,771
4,285
486
4,771|**2023**
**Consolidated**
**£ ‘000**
2,236
5,779
8,015
(980)
7,035
7,035
5,865
1,170
7,035|**2024**
**Charity**
**£ ‘000**
3.998
1,333
5,331
(560)
4,771
4,771
4,285
486
4,771|**2023**
**Charity**
**£ ‘000**
2,200
5,052|
|---|---|---|---|---|
|||||7,252
(217)|
|||||7,035|
|||||7,035|
|||||5,865
1,170|
|||||7,035|
The financial statements were approved by the Trustees and authorised for issue on November 6th 2024 and signed on their behalf by:
......................................…..
......................................…..
Fabienne Arminjon
Stephanie Blair
Director and Trustee (Treasurer)
Director and Trustee (Chair)
The notes on pages 32 to 47 form part of these accounts.
Company number: 03015948
30
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## Consolidated Statement of cash flows for year ended 31 March 2024
|2024|||
|---|---|---|
|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|**2024**
**£'000**
(2,265)
(527)
753
(2,039)
5,779
3,740|**2023**
**£'000**
3,563
926
(2,320)|
|||2,169
3,610|
|||5,779|
31
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## Notes to the accounts for the year ended 31 March 2024
## **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 2024.
## 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.
32
## SAFERWORLD
Report and accounts for year ended 31 March 2024
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.
## i. **Creditors and provisions**
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.
33
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## 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.
34
## SAFERWORLD
Report and accounts for year ended 31 March 2024
|**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
Allan & Nesta Furgeson Foundation
RTHINKING
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|**2024**
£'000
-
4,958
2,362
3,993
424
771
415
-
100
148
130
1,845
-
182
480
359
340|**2023**
£'000
250
5,054
3,578
2,444
412
103
574
127
-
167
304
5,400
435
197
246
559
68|
|---|---|---|
||16,507
**2024**
1,827
59
13
1,899
18,406|19,918|
|||**2023**
2,466
34
30|
|||2,500|
|||22,448|
35
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## **3 FUNDRAISING COSTS**
|Staff costs
Direct costs
Support and governance
costs|**2024**
£ ‘000
306
80
24
410|**2023**
£ ‘000
93
5
13|
|---|---|---|
|||111|
## **4 COSTS OF CHARITABLE ACTIVITIES**
|Staff costs
Direct costs
Support costs|**2024**
£ ‘000
6,033
13,032
1,196
20,261|**2023**
£ ‘000
5,417
11,090
2,267|
|---|---|---|
|||18,774|
36
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## **5 SUPPORT COSTS**
|**Note**
Support and Governance
costs allocated to:
Charitable activities
4
Cost of generating funds
3|**2024**
£ ‘000
1,196
24
1,220|**2023**
£ ‘000
2,267
13|
|---|---|---|
|||2,280|
## **GOVERNANCE COSTS**
|Staff costs
Audit
Other expenditure|**2024**
£ ‘000
65
60
-
125|**2023**
£ ‘000
61
50
-|
|---|---|---|
|||111|
Net income for the year is stated after charging: Auditors' remuneration - statutory audit 28 34
37
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## **6 STAFF COSTS**
|Wages and salaries
Social security
Pension costs
Other staff costs|**2024**
£ ‘000
6,543
468
651
1,025
8,597|**2023**
£ ‘000
5,694
466
545
595|
|---|---|---|
|||7,300|
The average number of employees employed by the group and charity was:
|Programmes
Fundraising
Governance and support|**2024**
Number
201
7
31
239|**2023**
Number
172
7
30|
|---|---|---|
|||209|
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|**2024**
Number
4
-
3
1
8|**2023**
Number
3
2
-
1
5|
|---|---|---|
38
## SAFERWORLD
Report and accounts for year ended 31 March 2024
The total employee benefits (including pension contributions and employer’s national insurance) of key management personnel were £713k (2023: £400k)
## **7 TRUSTEES REMUNERATION AND EXPENSES**
The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2023: £nil). No charity trustee received payment for professional or other services supplied to the charity (2023: £nil)
Trustees’ expenses represent the payment or reimbursement of travel and subsistence cost totalling £5,000 (2023: £668) incurred by 2 (2023: 3) members relating to attendance at meetings of the trustees.
39
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## **8 DEBTORS**
|Prepayments
Amounts due from donors
Inter-group balances
Other debtors
**9**
**CREDITORS: amounts falling**
Creditors
Other taxes and social security
Accruals
Deferred income|GROUP
**2024**
**2023**
£’000
£’000
193
273
2,214
1,352
-
-
356
611
2,763
2,236
**due within one year**
GROUP
**2024**
**2023**
£’000
£’000
152
129
495
423
1,051
419
35
-
1,733
980|CHARITY
**2024**
£’000
49
2,214
1,675
60
3,998
CHARITY
**2024**
£’000
194
28
338
-
560|**2023**
£’000
99
1,322
727
22|
|---|---|---|---|
||||2,200|
||||**2023**
£’000
104
31
82
-|
||||217|
40
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## **10 Funds**
||**1 April**|||**31 March**|
|---|---|---|---|---|
||**2023**|**Income**|**Expenditure**|**2024**|
||**£'000**|**£'000**|**£'000**|**£'000**|
|**Restricted funds**|||||
|UN Peace Building Fund: South Sudan 22-23|133|763|
(897)|(1)|
|UNITAMS: Support Sudan women, youth, civil society-|||||
|22|-|235|
(227)|8|
|UNDP: NUNO South Sudan 2023|524|-|
(613)|(89)|
|UN: Sudan Humanitarian Fund 23/24||1,889|
(1,497)|402|
|DFID - Better Aid in Conflict 19-23|37|1,492|
(1,594)|(65)|
|FCDO Afghanistan Conflict Sensitivity Mechanism 21|13|331|
(343)|1|
|CSSF/FCDO: Supporting WRO & FCAS:21-22|(4)|-|
3|(1)|
|FCDO: Peace in Yemen Project Phase 3 23/24|-|182|
(450)|(268)|
|FCDO: Peacebuilding & Conflict Sensitivity, Sudan 22-|||||
|23|(240)|583|
(339)|4|
|FCDO: SSD, Resourcing Change Phase II, WRO &|||||
|FCAS, 22-25|-|1,854|
(1,854)|-|
|EC: Strengthening Community Security Myanmar 21-22|(6)|(2)|
8|-|
|EC: CSR**F**Strength Civil Society & Democratic SSD 22-|||||
|24|469|-|
(447)|22|
|EC: Takamol: EU-Yemen CSO Solidarity Project 23-26|611|-|
(376)|235|
|EC: Citizen Initiatives Peace in East Sudan 23-24|1,274|-|
(859)|415|
|EU-Africa-China Dialogue|(2)|-|
1|(1)|
|EC Peaceful Resilient Borderland 24-26|-|1,086|
(40)|1,046|
|EC: Sustaining & Advancing Security, Justice MYA|||||
|23/24|||(7)|(7)|
|EC: Somalia Establishing a EWER Mechanism 23/24||768|
(61)|707|
|EC Ferghana Valley Central Asia 24-26||324||324|
41
## SAFERWORLD
Report and accounts for year ended 31 March 2024
|Sida Core Support (Sudan) -2019-20
Sida Core Support (Sudan) -2021-22
SIDA SOM Building Found. to Progress Peace 19-20
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: Inclusive Peacebuilding Yemen: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|-
-
-
-
166
725
(793)
98
-
-
-
-
941
369
(1,174)
136
499
261
(368)
374
293
(15)
(278)
-
(1)
1
-
-
220
158
(192)
186
336
-
(327)
9
(14)
-
14
-
-
45
(45)
-
(3)
67
(65)
(1)
-
-
-
-
(1)
-
-
(1)
57
-
-
57
(3)
-
3
-
(28)
148
(120)
-
(21)
-
24
3
616
5,231
(5,155)
692|
|---|---|
||5,865
16,607
18,088
4,285
1,170
1,899
(2,583)
486|
||7,035
18,406 (20,671)
4,771|
42
## SAFERWORLD
Report and accounts for year ended 31 March 2024
Within closing restricted funds is a balance of £1,675k which relates to the closing funds at country subsidiary level. These funds are not all realisable to the UK charity.
## PREVIOUS FINANCIAL YEAR
|PREVIOUS FINANCIAL YEAR||||||
|---|---|---|---|---|---|
||**1 April**||||**31 March**|
||**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)|-|
|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|
43
## SAFERWORLD
Report and accounts for year ended 31 March 2024
|SIDA SOM Building Found. to Progress Peace 19-20
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: Inclusive Peacebuilding Yemen: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|
133
-
(133)
-
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
2,350
(2,999)
1,170|
||3,472
22,447 (18,885)
7,035|
44
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## **11 MOVEMENT OF FUNDS – GROUP AND CHARITY**
|RESTRICTED
All restricted funds
Total restricted funds
UNRESTRICTED
Sida
Other unrestricted income
Total unrestricted funds
TOTAL FUNDS
MOVEMENT OF FUNDS –
RESTRICTED
All restricted funds
Total restricted funds
UNRESTRICTED
Sida
Other Unrestricted Income
Total Unrestricted funds
TOTAL FUNDS|**At 1**
**April**
**2023**
**Income**
**Expenditure**
**Transfers**
**At 31 March**
**2024**
£ '000
£ '000
£ '000
£ '000
£ '000
5,865
16,507
(18,088)
-
4,285|
|---|---|
||5,865
16,507
(18,088)
-
4,285|
||-
1,827
(1,827)
-
-
1,170
72
(756)
-
486|
||1,170
1,899
(2,583)
486|
||7,035
18,088
(20,671)
-
4,771|
||GROUP AND CHARITY 2023
**At 1**
**April**
**2022**
**Income**
**Expenditure**
**Funds**
**transfer**
**At 31 March**
**2023**
£ '000
£ '000
£ '000
£ '000
£ '000
1,833
19,918
(15,886)
-
5,865|
||1,833
19,918
(15,886)
-
5,865|
||-
2,466
(2,466)
-
-
1,639
64
(533)
-
1,170|
||1,639
2,530
(2,999)
-
1,170|
|||
||3,472
22,448
(18,885)
-
7,035|
45
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## **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**|**2024**|**2023**|
|---|---|---|
||£'000|£'000|
|Saferworld Kenya|737|302|
|Saferworld Somalia|1,022|1,289|
|Saferworld Uganda|1,440|1,204|
|Saferworld South Sudan|4,565|3,924|
|Saferworld Sudan|3,912|2,817|
|Saferworld Europe|131|218|
|Saferworld Kyrgyzstan|420|722|
|Saferworld Myanmar|93|495|
|Saferworld Yemen|1,215|1,288|
46
## SAFERWORLD
Report and accounts for year ended 31 March 2024
## **13 OPERATING LEASE COMMITMENTS**
At the end of the year, the charity had commitments under an operating lease on buildings as follows:
||**2024**|**2023**|
|---|---|---|
||£'000|£'000|
|Expiry date:|||
|Under one year|74|119|
|Between 1 to 5 years|295|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.
47