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← Saferworld

2025-03-31-accounts

Report and Accounts

For the year ended 31 March 2025

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Contents

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Directors’ report .......................................................................................................................................... 4
Saferworld’s vision ............................................................................................................................... 4
Saferworld’s commitment..................................................................................................................... 4
Peace conditions ................................................................................................................................. 4
Saferworld culture and core values ......................................................................................................... 4
Saferworld 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
Performance highlights against strategic objectives and organisational plans ......................................... 6
1. Progress on strategic objectives ...................................................................................................... 6
SO1: Inclusive peace and justice ......................................................................................................... 6
SO2: People-centred security .............................................................................................................. 7
SO3: Gender equality .......................................................................................................................... 8
SO4: Redesigning international engagement ....................................................................................... 9
SO5: Climate, conflict and the environment ....................................................................................... 10
2. Progress on the quality and effectiveness of partnerships ............................................................. 11
3. Progress on systems improvements, leadership and organisational effectiveness ........................ 13
4. Progress on finances and risk management processes ................................................................. 14
5. Progress on sustainability and fundraising ..................................................................................... 15
Safeguarding ......................................................................................................................................... 15
Financial review of the year ................................................................................................................... 16
Risk management ................................................................................................................................. 17
Future plans .......................................................................................................................................... 18
Reserves policy ..................................................................................................................................... 20
Structure, governance and management ............................................................................................... 21
Organisation ...................................................................................................................................... 21
Trustees ............................................................................................................................................ 22
Governance ....................................................................................................................................... 23
Policy and regulations ........................................................................................................................ 23
Auditors ............................................................................................................................................. 24
Fundraising ........................................................................................................................................ 24
Public benefit ..................................................................................................................................... 24

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SAFERWORLD Report and accounts for year ended 31 March 2025 Statement of trustees’ responsibilities ................................................................................................... 25 Consolidated Statement of financial activities for year ended 31 March 2025 ........................................... 27 Consolidated Statement of financial activities for year ended 31 March 2024 ............................................... 28 Balance sheet as of 31 March 2025 .......................................................................................................... 29 Consolidated Statement of cash flows for year ended 31 March 2025 ...................................................... 30 Notes to the accounts for the year ended 31 March 2025 ......................................................................... 31

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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:

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

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 we 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.

We have now concluded the fourth year of our ten-year organisational strategy. This report outlines Saferworld’s achievements over the last year and provides an overview of progress from April 2024 to March 2025 against our strategic objectives.

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

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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.

We work alongside people affected by conflict, supporting them to improve relationships within and between communities. We also advocate for meaningful participation in decision-making and peacebuilding processes that affect them, as well as addressing other causes of marginalisation or insecurity. With our partners, we continued to provide training, accompaniment, and small and microgrants to a wide spectrum of community groups and organisations. This ensures that people affected by conflict have increased capacities, agency, decision-making power and resources to collectively address their needs and develop joint peacebuilding visions.

This ranged from conducting trainings with partners in Kyrgyzstan to responding to the needs of youth groups – equipping participants with the skills and knowledge necessary to engage in social projects and to contribute to positive change in their communities – to supporting a youth-focussed partner organisation delivering citizen journalist training in Myanmar, to providing residents with foundational knowledge and skills in news writing, helping to amplify the voices of communities that are often underrepresented in mainstream media.

In Sudan, we worked with partners to deliver technical guidance, coaching and monitoring support to community-based initiatives that were identified, designed and fully led by Mutual Aid Groups. A total of 549 micro-grants were awarded to the Mutual Aid Groups, including Emergency Response Rooms that supported initiatives across five humanitarian areas: food security and livelihoods; protection; health; water, sanitation and hygiene; and emergency shelter and non-food items.

We continue to provide varied and increasingly flexible support to CSOs and coalitions to strengthen their organisational and technical capacities to design contextually relevant programmes in their communities, to respond and adjust programmes during emergencies, and to assist them in undertaking a range of peacebuilding roles. For example, we brought together nine CSOs from Sudan, Syria and Yemen into a network that convenes regularly online to explore responses to challenges in the region. We also supported the network to engage with a potential donor and prepare a funding application, with the aim of supporting the independence and sustainability of this initiative.

In Syria, Saferworld brought together a group of four Syrian civil society organisations to form a consortium and vision focused on sustainable peace through working at the grassroots level, with a focus on women, youth and people with disabilities, and connecting communities across divides.

In Yemen, we worked together with our CSO partners and women’s hubs on many initiatives in Taiz and Aden Governorates. In Taiz, the Civic Voices Hub supported the Juvenile Care and Rehabilitation Centre to improve the juvenile justice system through workshops and vocational training for juveniles, advocacy activities, and by rehabilitating and equipping juvenile justice facilities. This work strengthened the system of juvenile justice and also saw improved protection and care mechanisms for juveniles in conflict with the law.

We continued to implement our Early Warning, Early Response (EWER) project with partners in Somalia, which focused on establishing community- and CSO-led EWER centres to monitor early signs of conflict to address them, engaging with over 50 government officials from various institutions

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– including the police, district administrators, and relevant ministries such as the Ministries of Women, Security and Interior. Our partners, the Somali Women’s Studies Centre and the Bay Women’s Association Network, implemented several joint advocacy and communications initiatives aimed at strengthening community engagement, increasing the visibility of partner contributions, and promoting inclusive EWER systems across Jubaland and South West States to mitigate potential conflicts and address problems and grievances.

We continued to support peaceful dispute resolution and collaboration across conflict divides. For example, in Uganda (along with Kenya and South Sudan), we are working with community-based organisations in border areas to support locally led solutions to intersecting peace, gender and climate challenges. Together with our partners, we developed an actor mapping tool to identify, select and train private sector actors to engage in climate adaptation initiatives, including the establishment of a transboundary trade forum to support peaceful cross-border trade.

SO2: People-centred security

At its core, Saferworld’s people-centred security approach focuses on strengthening community structures to enhance the safety and security of communities. A critical element of this work has been advocacy to centre community needs and priorities – particularly those of women, young people, and other marginalised or minority groups – in policy development and the provision of security and justice services. For example, in Kyrgyzstan, the community policing project resulted in 11 outreach campaigns across the country led by juvenile police inspectors, addressing critical issues such as youth crime, domestic violence and community engagement in security matters. Collaboration and joint implementation of activities between police officers, local authorities and educational institutions is a new approach in the country that has strengthened community security.

In Yemen, Saferworld provided small grants to four community groups, referred to as Local Peace Councils, in four districts in Aden, and to eight community groups in four districts in Taiz. Saferworld also worked with four hubs – two CSO-led hubs and two women-led hubs – in both Taiz and Aden. They conducted numerous initiatives, including renovating and equipping official offices, rehabilitating water points and sewage systems, delivering training, conducting advocacy campaigns, and installing solar lights and CCTV cameras in unsafe areas of high-crime streets.

In Kenya, we continued to increase the resilience of vulnerable households to climate change-related shocks and reduce conflict arising from competition over natural resources. In Turkana County, Kraal elders spearheaded the recovery of stolen livestock, which has helped improve community relations and reduce intra-community conflicts. We also facilitated dialogue between pastoralists and agropastoralists to reduce farm invasions and conflicts over resources.

In Uganda, Saferworld provided sub-grants to three local organisations – the Centre for Conflict Resolution, Karamoja Women’s Trust and Karamoja Herders of the Horn – which help organisations work with local authorities and each other across conflict divides. The main objective of their work is to build inclusive institutions and processes that transform relationships within communities, enhance advocacy for inclusive participation and hold powerholders accountable.

We continue to influence international actors to ensure security approaches are community-centred and gender sensitive. The recent recognition of the Resourcing Change project by the UK Attorney General, Baron Richard Simon Hermer, is a significant endorsement of gender-responsive conflict prevention. Highlighted as a model approach, Resourcing Change – which is led by Saferworld, in partnership with Women’s International League for Peace and Freedom and Women for Women International – emphasises flexible funding that empowers women’s rights organisations to lead in

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conflict-affected areas, addressing the unique justice and security needs and priorities of women on the ground.

In a number of places where we work, we saw changes in behaviour arising from local-level initiatives on community security. In Kenya, we continued to increase the resilience of vulnerable households to climate change-related shocks and reduce conflict arising from competition over natural resources. In Turkana County, Kraal elders spearheaded the recovery of stolen livestock, which has helped improve community relations and reduce intra-community conflicts in Eoyakole, Lokichar, Kotaruk, Naipa and Kalamngorok. Through Saferworld’s Integrated Management of Natural Resources for Resilience in the Arid and Semi-Arid Lands of Kenya (IMARA) project, we facilitated dialogue between pastoralists and agro-pastoralists to reduce farm invasions and conflicts over resources. Local administrators (from county and national government) have been active in enhancing collaboration and coordination through the EWER system, which has significantly reduced intra-community conflicts. This can be seen in the increased cross-boundary collaboration by chiefs from West Pokot, Baringo and Elgeyo Marakwet counties, which has resulted in better security surveillance and improved coordination of responses.

Saferworld’s focus on engaging with multiple stakeholders at different levels means we are also able to contribute to systemic changes in security-related policy and practice. For example, in Kismayo, Somalia, community volunteer champions are monitoring security and conflict trends in their areas. They are pivotal for the smooth running and operationalisation of the newly introduced EWER systems, which monitor and track conflict and violence, in Jubaland and South West States. They gather data from local communities and record it to analyse and engage with authorities, such as the police, clan, and religious leaders. This helps inform and shape response plans to the community safety and security-related concerns identified through the EWER reporting system.

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.

In 2024–2025, Saferworld continued to support diverse actors across conflict-affected and fragile settings to challenge harmful gender norms and patriarchal power structures, strengthen women and girls’ leadership, and advance gender-transformative peacebuilding.

The Resourcing Change project has supported 23 organisations and two hubs in Yemen, South Sudan and Nigeria. By investing in organisational resilience, local leadership and sustained programming, Resourcing Change helped shift power and resources closer to the frontlines of feminist peacebuilding and community protection.

In Sudan, together with our partners, we supported civic and women’s groups to establish women-led emergency response rooms (WERRs) in Kassala and Gedaref. These WERRs have become a critical support structure in communities, acting as a safe space for networks. Twenty-four Sudanese organisations, including four women-led organisations, were supported to promote grassroots, locally led peace initiatives to catalyse broader societal change. This included 88 micro-grants that were provided to support women-led initiatives and WERRs.

We continued to support local-level action and outcomes on gender transformation and gender equity. For example, in Uzbekistan, our partner Istiqlol Avlodi led a two-day training for NGOs, government and law enforcement agencies on improving services for survivors of domestic violence and genderbased violence. An important policy outcome followed: Uzbekistan’s National Agency for Social

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Protection approved a new staffing order, adding legal and social work roles to women’s rehabilitation centres nationwide.

In Somalia, two public policy participation networks successfully brought together diverse CSOs to engage in structured dialogue and joint advocacy on pressing community issues. These spaces promoted a shift from passive consultation to active civic engagement, with women playing increasingly central roles in defining policy priorities and influencing public discourse.

In South Sudan, through the advocacy initiatives of one partner – the Akobo Women Association – five women were appointed to formal leadership positions in Akobo East, Jonglei State: three as Boma Heads and two as traditional leaders (‘headwomen’), challenging longstanding cultural barriers and harmful gender norms that excluded women from publicly holding leadership roles in the region.

Saferworld continued to lead the UK-funded Women, Peace and Security (WPS) Helpdesk to support the UK Government to integrate gender, peace and security in its programmes, policies and strategies. We also secured leadership of the next WPS Helpdesk iteration, extending our ability to influence the UK’s and global approaches to gender and peace.

We participated in the 69[th ] session of the Commission on the Status of Women (CSW69), a global forum where we supported women’s rights organisations from Nigeria, South Sudan, Sudan and Yemen to present their learnings from working in crisis contexts at two side events in New York. We produced a briefing paper following the Sudan-focused side event.

In the US, we took part in a high-level WPS roundtable organised by the International Republican Institute, featuring Kosovo President Vjosa Osmani. This invitation signalled recognition of Saferworld’s thought leadership on WPS and provided a rare opportunity to engage conservative policymakers and influencers on WPS and gender equality. It also strengthened Saferworld’s positioning in US policy circles and contributed to efforts to broaden bipartisan support for genderresponsive peace and security programming.

SO4: Redesigning international engagement

During 2024-25, Saferworld has been a voice for the value of peacebuilding and conflict prevention in a time of intense competing political narratives and weakening of the international systems to protect human rights and sustain peace. We were the only peacebuilding organisation to be invited to a highlevel meeting with the UK Development Minister Anneliese Dodds, and one of only two invited to the People Power conference, a gathering of grassroots social justice activists held in April 2025. Connecting local and global political actors is one of Saferworld’s key strengths. We published an analysis with Mercy Corps on rebuilding the UK conflict prevention capability, and analysed whether the UN Office on Drugs and Crime's Terrorism Prevention branch prevents terrorism. Our analysis on women’s participation and conflict prevention was quoted in the speech of the UK's representative at WPS week. At the UN, we engaged with high-level representatives from the UK Government on the UN Peacebuilding Architecture Review, hosted an event with the Global Public Policy Institute, attended a UN Member State roundtable event on funding transparency for UN counter-terrorism, and drafted two new publications (on peacekeeping/peace enforcement and UN counter-terrorism).

Saferworld continued our advocacy work around Israel’s war on Gaza, joining the Ceasefire Now coalition (and supporting joint statements, as well as issuing our own statements), advocating for compliance with the International Criminal Court’s efforts to prosecute all those responsible for war crimes on 7 October 2023 and after, and the opinions and proceedings of the International Court of Justice. The Arms Team maintained its focus on stopping arms exports to Israel through bilateral

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advocacy, networking and statements, as well as supporting broader coalitions with technical expertise.

At the same time, we accelerated work on the ATT national implementation in Gambia and Malawi. For the first time, we provided training to China’s Arms Control and Disarmament Association on arms export control compliance. Throughout 2024-25, Saferworld continued to produce episodes of the Warpod podcast series. Warpod critically examines developments in security policies and military interventions – engaging policymakers, civil society and other stakeholders in pragmatic debates to challenge narratives around securitisation.

Despite limited capacity to engage directly with EU and Member State officials as extensively as in previous years when we had a presence in Brussels, we have continued to maximise our involvement with EPLO as a member. We have also had regular engagement with the EU WPS task force (chaired by the European External Action Service – EEAS), providing suggestions to the new EU Action Plan on WPS. Our arms control work continued to engage with the EU and member states and institutions, including the EU Working Group on Conventional Arms Exports (COARM), NGO Forum and Arms Trade Litigation Monitor (ATLM).

Saferworld continued to advance conflict sensitivity as a systematic practice, a mindset, and a principle in international engagement, particularly through our conflict sensitivity facilities in Afghanistan, South Sudan and Sudan. The Conflict Advisory Unit continues to advise a range of actors on demand. The team started its first piece of work via an advisory framework contract with the German Development Bank this year. The study focuses on mapping potential community conflicts connected with Wildlife Management Areas in Tanzania. Previously, the team trained senior staff from the Asian Development Bank on approaches in fragile and conflict-affected and small island developing states. We also supported the closure and handover of the Dutch Knowledge Platform Rule of Law.

SO5: Climate, conflict and the environment

In 2024-25, Saferworld continued to develop our Knowledge and Learning Hub to build on existing areas of expertise and grow Saferworld’s contribution to this thematic area. We held regular crossorganisational learning spaces on climate change and environmental degradation, including a series of workshops with policy and programme colleagues, cross-organisational brown bag discussions, the launch of a dedicated SharePoint site, community of practice exchanges, and increased active outreach and prominence in external networks. The focus on this strategic objective has also enabled Saferworld’s support for and engagement with community-level action to increase over the year.

Saferworld began two separate (but linked) climate-related projects (funded by the Austrian Development Agency and the European Union) during the reporting period. The projects are focused on strengthening locally-led solutions to the intersecting issues of peace, gender and climate change in the East African borderlands areas across Uganda, South Sudan, Kenya and Ethiopia. We are currently supporting a variety of community-led efforts that address the interconnected challenges of climate resilience, conflict and gender-based violence in the North Pokot and Turkana border regions. These initiatives are expected to enhance community resilience against environmental shocks while also reducing competition for limited natural resources. To sustain and scale these efforts, we are also focusing on supporting further development of the capacities of local institutions – such as communitybased organisations, civil society organisations (CSOs), peace groups and women's networks – to take the lead in implementing projects that focus on the intersection of climate resilience, gender equity and peacebuilding. With partners, we facilitated dialogues across borders to enhance cooperation among local governments, leading to the alignment of environmental policies and regulations. The Kenya programme also continued to build on the experience of the Integrated Management of Natural Resources for Resilience in the Arid and Semi-Arid Lands of Kenya (IMARA) project. In Somalia, in an EWER data analysis report, climate change was identified as playing a role

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in driving conflict. This led to us working closely with the Daryeel Nature Conservancy Organisation in Dhobley district to promote environmental practice, revitalise community-led conflict resolution mechanisms and foster inclusive decision-making structures, especially involving women and youth. Saferworld was also successful in our fundraising to increase our work with partners on this thematic area in Central Asia, Somalia, South Sudan, and Sudan. For example, in South Sudan, we have engaged with Root of Generations as it has sought to advocate for communities to be placed at the centre of donor and global policy engagement.

Saferworld has sought to bring our experience and technical understanding to spaces and forums focusing on climate change and the environment, while at the same time highlighting the critical importance of the environment in conflict, security and peacebuilding spaces. Part of this has involved bringing our strengths and expertise on conflict sensitivity into environmental policy and practice via our advisory work. For example, a conflict sensitivity assessment of the EU-funded Kenya Northern Rangelands Trust led to a longer and deeper process of relationship-building and shared learning, which has resulted in increased interest from the EU in integrating conflict sensitivity into biodiversity conservation and livelihoods work. The conflict sensitivity facilities we manage in Sudan and South Sudan have published several reports and blogs which seek to deepen understanding among existing and new stakeholders on the importance of these interlinkages. Both facilities have strategically increased engagement in this area.

Saferworld has also brought this expertise through advocacy and policy engagement into influential global forums, for example, the UN COPs on climate change and biodiversity. We have been a very active participant in the global Environment, Climate, Conflict and Peace (ECCP) Community of Practice, which has a membership base of over 900 organisations. Saferworld played an integral (behind the scenes) role in the launch of the ‘Common Principles for Effective Climate Finance and Action for Relief, Recovery, and Peace’, offering a practical vision for delivering climate action that is inclusive, conflict-sensitive, and tailored to the needs of vulnerable and marginalised populations around the world. To complement the Principles, we also led a paper, Conflict-sensitive climate action in practice , which was published on the same day, providing further detailed guidance and examples to demonstrate how conflict sensitivity is relevant and essential to ensure that climate action is designed, adapted and applied in ways that can achieve maximum positive impacts for both climate and peace. We signed on to help draft joint policy messaging aimed at COP16 and COP29, and various resulting events/webinars/media engagement via the ECCP Community of Practice. We also supported other collective advocacy, for example, signing on to a joint civil society statement on the Protection of the Environment during Armed Conflicts at the UN General Assembly First Committee on Disarmament and International Security, as well as other work towards the UK Government on integrating environment, climate, conflict and peace, and engagement on humanitarian/development, security and conflict/peace policy.

2. Progress on the quality and effectiveness of partnerships

A core Saferworld value and a central element to our theory of change continues to be working in solidarity with civil society and people affected by conflict, and supporting locally led peacebuilding. We value the range of expertise, experience, and perspectives that different organisations, groups and individuals bring – especially those living in conflict-affected contexts. We are committed to shifting power and resources, learning with our partners, and challenging unequal systems that marginalise civil society. By working in this way, we strengthen relationships, broaden our collective knowledge, and ensure that our approaches are grounded in the lived realities of conflict affected communities.

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The past year has been marked by significant shifts in the global aid and civil society landscape. One of the most pressing changes we are witnessing is the growing trend of larger funding pots being channelled through multilateral institutions. While this may streamline donor coordination, it is resulting in reduced opportunities for local CSOs, networks and movements to access direct funding. This consolidation is not only diminishing the diversity of actors in peacebuilding and humanitarian response but is also restricting the agility and contextual responsiveness that local organisations provide. In parallel, civil society continues to face increasing constraints in several of the countries where Saferworld works. Nevertheless, some developments offer potential new opportunities. The liberation of Syria in December 2024, for example, may provide a critical opening for CSOs and civic actors to shape the rebuilding of the country. While the context remains highly fragile, the emergence of a new civic movement presents a chance for strategic partnership and accompaniment, grounded in solidarity and long-term vision. We initiated a scoping process for potential new partnerships in Syria, with the aim of responsibly supporting the emerging civic infrastructure in the country, while remaining attuned to the risks and sensitivities of the context.

In response to these global and local dynamics, we have continued to adapt our systems and approaches to better support civil society actors. Between April and June 2024, we completed a significant update to our Partnerships in Practice (PiP) Guide , finalising and rolling out new guidance on small granting. We also made important progress in integrating small granting mechanisms into new proposals. These efforts reflect our growing commitment to embed flexible, partner-led funding models in our institutional fundraising strategies. We finalised our Informal Money Transfer Policy, a critical step in ensuring our financial systems are both accountable and flexible and can support small granting in highly constrained environments. We also began working closely with the Global Finance Team to ensure all staff are equipped to implement small granting and partner transfer policies effectively. This work is essential to building a partner-centred, responsive and risk-aware funding model.

At the start of this year, we completed a full review and update of partnership commitments across all our country programmes. This was accompanied by a targeted consultation with a select group of partners; their feedback has been central in shaping our future priorities and ensuring that our next phase of work is grounded and led by partner perspectives.

During the July to September period, we launched our partnerships podcast mini-series, which offers a new platform to communicate our values and partnership approaches. The first episode featured Susana Klien, our CEO, talking about what working in solidarity means in practice and what changes are needed in the aid sector to support truly partner-led approaches. We also released the second episode, in Arabic, spotlighting partners from Sudan and Yemen and focusing on community security programming. These episodes form part of our wider commitment to multilingual communications and elevating the voices of our partners to broader audiences.

We joined the inaugural Community of Practice for Due Diligence Reform, an initiative led by international NGOs seeking to streamline and simplify compliance processes for CSOs. This work is closely aligned with our broader goals to reduce the administrative burden on partners while maintaining accountability and transparency. Saferworld also presented our partnership approach at the Forus Global Conference, an important platform for sharing lessons on equitable partnerships with other international actors. We participated in the Berlin Solidarity Hub, an initiative convened by Bread for the World and organised by Act Ubumbano and the Act Alliance. As the first of its kind in Europe, the Hub provided space for collective reflection on building solidarity-based approaches within the international aid system.

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We also published a blog summarising findings from our Mid-Term Review, with a particular focus on the importance of supporting community-led peacebuilding. This was accompanied by the internal rollout of our ‘Global Influencing Strategy on Shifting Power, Locally Led Approaches and Decolonising Aid’, which aims to influence broader systems and donor practices towards a more equitable model of aid. Alongside this, we developed an internal vision paper outlining what it would mean for Saferworld to become a truly partner-led organisation. This included an in-depth review of our current partnership portfolio and internal systems and identified changes needed to support longterm, diverse and equitable relationships with CSOs and movements.

Throughout the reporting period, we have participated in several high-level convenings to contribute to sector-wide thinking on partnerships and power-shifting. These included the People Power Conference in Copenhagen, a workshop in The Hague to develop an international NGO selfassessment tool for locally-led peacebuilding, and a UK-based event on locally-led humanitarian action.

3. Progress on systems improvements, leadership and organisational effectiveness

Systems improvements

In 2024–25, Saferworld continued to strengthen its core operational, administrative, and support systems to ensure they are responsive, resilient, and aligned with our global strategic priorities. These functions play a vital role in enabling effective programme delivery, safeguarding resources, and ensuring compliance, accountability, and sustainability across the organisation.

We enhanced global operational support through updates to key policies and procedures, including procurement, consultancy agreements, and our Global Health and Safety Policy. We digitised several processes, such as our asset register and travel authorisation system, to improve efficiency, compliance, and cost monitoring. Our digital transformation and cybersecurity initiatives progressed significantly this year. A full IT audit was completed, and cybersecurity standards were reinforced across all organisation-issued devices. Staff continued to engage with cybersecurity training through the MetaCompliance platform, improving awareness and compliance rates. We also automated several administrative functions and successfully migrated to the saferworld-global.org domain, enhancing data security and system integrity. Upgrades to our CiviCRM platform have further supported data protection and improved fundraising capabilities.

We developed a formal Carbon Reduction Plan, building on baseline environmental data collected in previous years. A comparative assessment of emissions was conducted to track progress and identify new reduction opportunities. This work reflects our commitment to integrating environmental sustainability into our operational strategy.

Saferworld’s leadership and management systems

In 2024–25, Saferworld undertook wide-ranging improvements to our leadership, governance, and management systems to ensure they are fit for purpose and aligned with our global strategy and values. These efforts reflect our commitment to principled, inclusive ways of working and our ambition to build a resilient, effective organisation capable of responding to a changing external environment.

Building on the previous year’s Leadership and Management Review, we embedded new systems and practices that reinforce collaboration, clear decision-making, and organisational accountability. A key structural change was the establishment of the Senior Operational Team (SOT), which replaced

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the former Senior Management Team (SMT). The SOT provides coordinated oversight of strategic and operational planning, performance management, and risk, and has played a vital role in guiding the organisation through a period of transition and reflection.

To further support effective leadership, we maintained and strengthened our broader Leadership Group, which continues to provide cross-organisational guidance and drive alignment with our strategic direction.

In response to our evolving needs and to better integrate our programming and policy work, we merged two roles (Director of Policy, Advocacy, and Communications and Direction of International Programmes) and created a new Director of Policy and Programmes role, appointed a Head of Programmes, a Head of International Policy, and welcomed a new Director of Finance and Operations to enhance organisational effectiveness and financial stewardship.

In May 2024, we saw a significant leadership transition as Paul Murphy stepped down as Executive Director and Susana Klien joined Saferworld as our new Chief Executive Officer, bringing renewed energy and strategic direction at a critical time.

A key development this year was the launch of a participatory organisational remodelling process, designed to explore and define a sustainable, future-fit business model for Saferworld. Facilitated by external consultants with deep experience in the sector, the process is rooted in our strategic priorities and commitment to long-term financial and operational resilience.

The remodelling includes widespread engagement across teams, partners, and trustees, through document reviews, team discussions, and collaborative workshops, and will result in a set of financially modelled options for Saferworld’s future ways of working. This inclusive, forward-looking process reflects our values of adaptive leadership, shared ownership, and partnership-based practice.

4. Progress on finances and risk management processes

We improved systems and processes, which resulted in the 2024-25 audit progressing smoothly, with fewer challenges and ahead of schedule compared to the previous years.

The Finance Business Partner role has been enhanced to deliver deeper financial insights, analysis and strategic guidance. This ensures that resources are allocated effectively to support Saferworld's strategic objectives. Finance Business Partners work closely with operational teams to align financial planning with programmatic goals, promoting transparency, accountability and long-term sustainability.

In August 2024, the roles of Director of Business Performance and Head of Finance were merged into a single position: Director of Finance and Operations. An interim Director was appointed in late August on a consultancy basis (four days per week) and served until the permanent Director of Finance and Operations joined in January 2025.

To strengthen internal controls, risk management and governance, the Internal Auditor introduced an audit-finding register and initiated monthly follow-up meetings. These sessions support and hold accountable the responsible staff, such as Finance Managers, ensuring the timely implementation of audit recommendations.

The Internal Auditor conducted internal audits in Sudan, South Sudan, and Somalia, identifying issues that have been addressed throughout the year.

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5. Progress on sustainability and fundraising

Institutional funding supports the majority of our work, with a small proportion made possible by charitable trusts and foundations and by individual donors.

In response to the emerging trend of a reduction in the availability of institutional funding, particularly for peacebuilding, and to contribute to the sustainability of the organisation, we developed and began implementing an income diversification strategy. The Funding and Communications teams began joint work on improvements to the website to demonstrate our impact better, and scoping out options for a new donation platform to enable an increase in unrestricted income from individual donors. With support from the Funding Team, staff across the organisation continued to invest in building strategic relationships with charitable trusts and foundations whose strategic objectives overlap with our own, especially those with a commitment to supporting locally led peacebuilding and equitable partnerships models.

We continued to make improvements to ways of working, especially the integration of processes with the grant management and finance functions. With sustainability in mind, we have improved our Go/No-Go decision-making process, particularly for institutional grants, which may not cover the full organisational costs of delivering programmes or require matched funding, which, if not secured, becomes a liability. We continued to strengthen our position as a commercial partner and competitive service provider in areas where Saferworld staff have strong expertise, such as conflict sensitivity, technical advice and accompaniment, Outcome Harvesting facilitation, training on the survivor and community-led response (SCLR) approach, organisational systems strengthening, gender transformative programming, and strategic trade control standards and compliance.

Following the departure of the Head of Funding, we introduced a co-leadership model to leverage complementary skills and knowledge, thereby delivering the income diversification strategy and enhancing collaboration across the team and organisation. The Funding Team Co-Leaders share overall responsibility for the funding function and for strengthening systems and processes, while each leads on different income streams. They co-chair the Funding Leadership Team, which comprises representatives from across Saferworld to improve collaboration and coordination on sustainability and fundraising.

The start of 2025 brought significant challenges for the aid sector – challenges that have also directly impacted Saferworld. The Trump administration suspended or terminated almost all US-funded programming, the UK reduced its aid budget to fund defence increases, the Swedish government announced further cuts to peacebuilding, and the Dutch government halted funding for all projects related to women’s rights and gender equality. Alongside our focus on income diversification, we continued to maintain strong relationships with institutional funders wherever possible and signed two contracts with Global Affairs Canada, which had not funded Saferworld for some years. In addition, the remodelling process initiated this year has as a priority not only to work towards a model that is more financially sustainable, but also one that enables us to work with partners more cost-effectively, adapting ways of working and accelerating our commitments towards locally-led responses to conflict prevention and peacebuilding.

Safeguarding

During the reporting period, the Safeguarding Working Group engaged in the review and dissemination of safeguarding-related policies, including the development of a Child Protection and Vulnerable Adult policy and the beginning of the process to review the Code of Conduct. The Safeguarding Working Group was set up to support the Safeguarding Coordinator in implementing safeguarding activities within the organisation, and it has membership across Saferworld's country programmes, including those in Africa, Central Asia, and the Middle East and North Africa (MENA).

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We continued to train staff on safeguarding, including in-depth training and inductions as standard for all new staff. We also launched an e-training on Safeguarding in Programming. The Safeguarding Coordinator supported the further integration of safeguarding in programming, including the development of community reporting mechanisms in Somalia, the incorporation of safeguarding questions in partner Organisational Capacity Assessments, and training for partners on the foundations of safeguarding.

To enhance safeguarding reporting mechanisms, information on reporting channels is now available on Saferworld’s website in Russian, Arabic and Burmese.

Financial review of the year

Overall income for the financial year was £19.4m, up from £18.4m in the prior year 2023-24. This increase of 6% compared to 2024 was primarily driven by the escalating conflict in Sudan, which has attracted additional donor funding and led to significant growth in the Sudan programme.

Saferworld’s funding continues to come mainly from government and institutional donors, including the European Union, FCDO, Sida and UNOCHA, alongside a number of other donors, mostly through restricted project grants. The organisation also benefited from commercial contracts from FCDO delivered during the year.

Total expenditure for the year was £19.6m (2024: £20.7m), a decrease of 5% compared to 2024, which reflects the alignment of expenditure with carried-forward income and new 2025 funding, resulting in restricted reserves decreasing slightly from £4.3m to £3.8m. Given anticipated income growth, restricted reserves are not expected to increase significantly in the next financial year.

Unrestricted income was £1.5m (2024: £1.9m), against unrestricted expenditure of £1.1m (2024: £3.0m). After a deficit in 2024, there is a generation of £0.35m surplus in 2025 (2024: deficit of £0.68m). Unrestricted reserves increased from £486k to £838k.

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Risk management

The Board of Trustees maintains a robust approach to risk management, with updates to the risk register which is reviewed quarterly by the Risk and Security Subcommittee to ensure emerging and ongoing risks are effectively identified and mitigated. While mitigation efforts reduce risk exposure, the nature of our work, often in complex and high-risk environments, means some level of risk remains unavoidable.

The Trustees have identified the principal risks facing the charity asfollows:

1. Strategic and financial risks due to reducedfunding

The decision from Sida to discontinue providing core funding from 2026 onwards has significantly increased reliance on restricted or short-term income, constraining financial flexibility. Rapid financial strategy adjustments, including cost-cutting and income diversification, carry risks of operational disruption and diminished programme quality. There is a risk that new income streams may underperform or misalign with Saferworld’s mission, while unrealistic financial targets could threaten organisational sustainability. Mitigations: Enhancing financial oversight, diversifying income sources, maintaining strong donor relationships, optimising cost recovery, and finalising a remodelling exercise to implement a financially sustainable model and planned reduction of costs.

2. Worsening economic climate

Global inflation, rising operational costs, and local economic pressures, such as tax and national insurance increases, pose significant financial strain. Staff salaries are not keeping pace with inflation, especially in key regions like Sudan, which poses risks to programme continuity and retention. Mitigations: Maintaining contingency reserves, seeking inflation-adjusted funding, reviewing compensation and benefits regularly, and closely monitoring economic trends.

3. Operational continuity and organisational resilience

Insufficient business continuity planning risks operational disruptions from incidents like power outages or communication failures, threatening programme delivery and reputation. Weak oversight across Saferworld’s international entities could also harm financial health and credibility. Mitigations: Updating Business Continuity Plans, establishing backup systems, strengthening local partnerships, enforcing clear accountability, and enhancing staff training.

4. Staff safety and security

Staff well-being is paramount, with risks ranging from physical harm to legal liabilities if safety measures fail. Such incidents could reduce programme effectiveness and damage organisational reputation.

Mitigations: Regularly reviewing and reinforcing Safety and Security policies, delivering comprehensive training, and providing robust support and monitoring systems.

5. Cyber and data security

Increasing cyber threats, including attacks from state and criminal actors, present risks of data breaches, operational disruption, and General Data Protection Regulation (GDPR) non-compliance. Vulnerabilities such as inconsistent digitisation practices increase exposure. Mitigations: Conducting regular security assessments, updating protocols, providing ongoing staff training, and advancing digital infrastructure improvements.

6. Adverse government restrictions and closing civic space

Restrictive regulations and governmental interference in some countries of operation threaten programme delivery, advocacy efforts, and staff safety. Simultaneous restrictions across multiple countries amplify these challenges.

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Mitigations: Strengthening partnerships with civil society and donor networks, maintaining flexible working arrangements, conducting regular legal and risk assessments, and enhancing cybersecurity.

7. Ineffective financial management

Poor oversight may result in budget mismanagement, underspending, or inadmissible costs, undermining financial stability and stakeholder confidence. Incomplete financial data can hinder informed decision-making and timely intervention.

Mitigations: Strengthen financial systems and compliance controls, conduct internal audits to improve processes, maintain oversight of the audit register, and act on recommendations. Involve leadership and budget-holders in reviews and refine reporting processes to ensure timely and accurate information.

8. Fraud and corruption

Weak oversight and controls may lead to fraud or corruption, resulting in financial loss, reputational damage, and reduced donor confidence. Non-compliance with procedures or inadequate supervision can lead to the misuse of funds or falsified records, while online transactions and partner involvement increase exposure to risks.

Mitigations: Promote ethical behaviour and policy compliance, train staff to detect fraud, and strengthen controls, supervision, and internal audits. Maintain up-to-date finance and whistleblowing policies, communicate zero tolerance for fraud, and ensure robust due diligence and accountability with partners.

Future plans

In the coming year, Saferworld will continue to advance the five strategic objectives outlined above. Our focus will be on finalising a remodelling process to assess how best to deliver the commitments made in our organisational strategy; reflecting on what it means to be a peacebuilding organisation at this critical moment; and creating a sustainable financial model that responds to the rapid changes in the funding and political landscape and their long-term impact. Key actions will include pursuing more integrated programming and policy work, reviewing and strengthening our operating model, reorganising our ways of working to enhance financial resilience, and accelerating our partnership agenda. We will also continue to reinforce and implement our commitments to decolonisation and IDEAS. These goals will be pursued with agility, collaboration and a commitment to continuous learning and improvement.

In response to a changing funding and political landscape, we are adapting our operational model to ensure Saferworld continues to achieve its vision. Key initiatives include a crossorganisational business mapping exercise to optimise how core functions are resourced and connected, alongside a comprehensive reorganisation and review of ways of working to ensure we are in the best position to deliver our strategy and our organisational commitments, considering the reductions in funding. This review focuses on enhancing efficiency and strengthening our financial and grant management systems, including updated guidance, training, and modelling to improve cost recovery. We are implementing measures to reduce costs, diversify fundraising efforts, and develop strategies for multiple income streams.

In addition, we are finalising our pay and rewards policy, enhancing security and risk management through refresher training, and closely monitoring organisational risk. We are also reviewing our partnerships on security risk management to ensure safe and effective collaboration. Together, these actions position Saferworld to deliver its strategy and organisational commitments sustainably, despite funding pressures.

Accelerate our partnerships and accompaniment model in view of the complex peacebuilding landscape anticipated for 2025/26. Saferworld will accelerate our partnership and decolonisation

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agenda to better support and empower the people and organisations we work with, cementing our vision of Saferworld as a connector and facilitator with unique peacebuilding and conflict sensitivity expertise. We will advocate for core funding to support our partners, and push for more flexible grantmaking 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 despite the increasingly turbulent international landscape.

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 embed 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, strengthening models of distributed leadership (like co-leadership models) and maintaining our organisational culture and operational effectiveness aligned with our mission and values.

Advance the Inclusion, Diversity, Equality, Anti-racism and Solidarity (IDEAS[1] ) strategy and safeguarding commitments. The CEO will continue to 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 and in relation to the people we are aiming to serve, sharing experiences from our diverse staff. 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.

1 IDEAS stands for Inclusion, Diversity, Equality, Anti-Racism, and Solidarity – a strategy and commitment by Saferworld, an organisation working to prevent violent conflict and build peaceful societies. These principles guide Saferworld in addressing structural inequalities, fostering a diverse and inclusive workforce, and promoting justice and equity in both its internal culture and its external programming and partnerships.

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Reserves policy

Saferworld’s Reserves Policy, developed in line with the Charities SORP (FRS 102, 2019) and Charity Commission guidance CC19, ensures that adequate unrestricted reserves are maintained to safeguard financial stability and sustainability.

Unrestricted reserves provide a buffer against funding volatility, safeguard the long-term viability of the charity to ensure we can continue meeting our commitments to communities, partners, and stakeholders, support short-term liquidity, and enable the organisation to meet its obligations in the event of closure. Following an assessment of key risks including reduced unrestricted income, exchange rate volatility, and potential donor disallowances, the trustees have set a target reserves level of £1.5 million (±£100k), sufficient to cover closure, contingency, and operational risks while maintaining flexibility to respond to strategic priorities.

As of 31 March 2025, total funds stood at £4.6m, of which £838k represented unrestricted reserves.

Our reserves policy, approved in October 2025, sets a target level of unrestricted reserves at £1.5m . This level is designed to:

The policy is reviewed at least annually to ensure it reflects the scale of our programmes, staffing obligations, legal requirements, and changes in the external environment.

At £838k, Unrestricted reserves are currently below the target level (2024: £486k). The Board is reassessing the reserves target for the next financial year to ensure it remains appropriate given the changing funding landscape, improved cost recovery, and planned reductions in support costs.

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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

Saferworld is governed by its trustees through the Chief Executive Officer (CEO) and Senior Operational Team (SOT), who report on performance against approved strategic and operational plans. The SOT meets regularly to review progress, and the organisation’s structure is periodically reviewed to ensure it supports programme delivery.

We have staff in Austria, China, Kenya, Myanmar, Kyrgyzstan, Thailand, Somalia, Somaliland, South Sudan, Sudan, Uganda, the UK, the US, and Yemen, with additional remote workers in othercountries.

Saferworld also maintains necessary programme country registrations and a subsidiary in China, Consulting (Beijing) Co. Ltd.

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 (ASBL) are part of Saferworld’s global network, collaborating closely within a shared strategic framework. While Saferworld Europe (ASBL) is a separate entity with its own governance structure, it aligns strategically and operationally with Saferworld Global to ensure coherence and shared impact. Saferworld USA, a 501(c)(3) organisation registered in the US, maintains financial and governance independence. Saferworld Global is not a formal organisation but represents the collective collaboration of these entities working towards a unified vision and mission.

For this report, the consolidated accounts include Saferworld Africa and Saferworld Europe (ASBL), which are currently consolidated for reporting purposes. Saferworld USA, a 501(c)(3) registered in the US, is not included in these consolidated accounts.

Efforts continue to strengthen alignment, collaboration, and operational effectiveness across our international affiliates in the US, Belgium, Kenya, and China.

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Trustees

Fabienne Arminjon (Treasurer)

Toby Arul-Pragasam

Stephanie Blair (Chair)

Izzat-Begum B.Rajan (Resigned 18 October 2024)

Julie Brethfeld (Appointed 19 July 2024)

Soheila Comninos (Appointed 19 July 2024)

Victoria Egbetayo

Ashika Gunasena (Appointed 14 November 2024)

Alison Harley (Appointed 14 November 2024)

Roger Hearn (Appointed 12 November 2024) Christian Leffler (Ended their term 25 April 2024)

Medinat Malefakis

lmogen Parsons

Ola Saleh (Ended their term 25 April 2024)

Nana Toure

Secretary

Mathew Van Lierop (Resigned 31 July 2024) Lauren Luscombe (Appointed 31 July 2024)

Chief Executive Officer

Paul Murphy (Resigned 7 May 2024) Susana Klien (Appointed 7 May 2024)

Registered office

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

Company number

03015948

Charity number 1043843

Bankers

Barclays Plc

Solicitors

Bates Wells

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Governance

Saferworld’s Board of Trustees provides strategic leadership, ensuring the organisation is wellgoverned, accountable, and aligned with our mission and values. The Board meets at least four times a year and oversees three core committees: Finance and Audit, Security and Risk, and Governance and Nominations. Trustees also hold designated responsibilities in areas such as safeguarding and whistleblowing, reinforcing our commitment to integrity and duty of care.

Trustees bring broad expertise in finance, law, international policy, advocacy, communications, and charitable governance. To ensure effective oversight, we carry out regular skills audits, which guide succession planning and recruitment. In line with our commitment to diversity and global representation, we prioritise gender and racial diversity and seek to appoint trustees with lived experience of the issues we aim to address.

New trustees undergo a rigorous recruitment process and, upon appointment, sign a code of conduct and declaration of eligibility. They also receive a full induction pack, including Saferworld’s governing documents, policies, and guidance. All trustees declare personal or professional interests, which are reviewed regularly. A designated trustee oversees conflict of interest management to ensure decisions are handled transparently.

Trustees are appointed for three-year terms, with eligibility for reappointment at the Annual General Meeting. This ensures a balance of continuity and renewal in Saferworld’s governance.

During the year, we strengthened governance across the organisation:

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:

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continuous oversight and accountability.

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 are members of the Fundraising Regulator and follow the Code of Fundraising Practice. We have established a clear and accessible process for lodging complaints, which is publicised on our website. This transparency ensures that 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:

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:

The Trustees’ annual report, which includes the strategic report, has been approved by the Trustees on 17 October 2025 and signed on their behalf by:

Fabienne Arminjon

Stephanie Blair

Director and Trustee (Treasurer)

Director and Trustee (Chair)

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Opinion

We have audited the financial statements of Saferworld (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2025 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:

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 trustees

are responsible for the other information contained within the annual report. Our opinion on the group

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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:

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:

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:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities,

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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 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 (Senior statutory auditor)

12 November 2025

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 200

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Consolidated Statement of financial activities for year ended 31 March 2025


025
Notes
2
2
3
4
Income from:
Donations & Legacies
Charitable activities
Total
Expenditure on
Raising funds
Charitable activities
Total
Net income/(expenditure) and
movement in funds
Fund balances brought forward
at 1 April 2024
Fund balances on 31 March 2025
11		 Unrestricted
Restricted
Total
Total
funds
funds
2025
2024
£ ‘000
£ ‘000
£ ‘000
£ ‘000
16
-
16
13
1,470
17,948
19,417
18,393
1,486
17,948
19,433
18,406
432
-
432
410
701
18,448
19,149
20,261
1,134
18,448
19,582
20,671
352
(500)
(2,265)
(148)
486
4,285
4,771
7,035
838
3,785
4,622
4,771

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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 on 31 March 2023
Fund balances on 31 March
2024		 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
1,173
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

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Balance sheet as of 31 March 2025

eport and accounts for year ended
Balance sheet as of 31		 31 March 2025
March 2025
CREDITORS:
Amounts falling due
within one year
10
NET CURRENT
ASSETS
TOTAL ASSETS
LESS CURRENT
LIABILITIES
FUNDS
Restricted funds
11
Unrestricted funds –
other funds
11
Notes
CURRENT ASSETS
Debtors (incl.
intercompany
balances) and
prepayments
9
Cash at the bank and
in hand		 2025
Consolidated
£ ‘000
2,773
5,056
7,829
(3,207)
4,622
4,622
3,785
838
4,622		 2024
Consolidated
(1,773)
4,771
4,771
4,285
486
4,771
£ ‘000
2,763
3,741
6,504		 2025
Charity
(2,352)
4,622
4,622
3,785
838
4,622
£ ‘000
3,483
3,491
6,974		 2024
Charity
£ ‘000
3,998
1,333
(560)
5,331
4,771
4,771
4,285
486
4,771

The financial statements were approved by the Trustees and authorised for issue on 17 October 2025 and signed on their behalf by:

Fabienne Arminjon

Director and Trustee (Treasurer)

Stephanie Blair

Director and Trustee (Chair)

The notes on pages 31 to 46 form part of these accounts.

Company number: 03015948

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Report and accounts for year ended 31 March 2025

Consolidated Statement of cash flows for year ended 31 March 2025


2025
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		 2025
£'000
(148)
(10)
1,474
1,316
3,740
5,056		 2024
£'000
(2,265)
(527)
753
(2,039)
5,779
3,740

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Report and accounts for year ended 31 March 2025

Notes to the accounts for the year ended 31 March 2025

1 ACCOUNTING POLICIES

a. Accounting basis

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 2025

c. Preparation of the accounts on a going concern basis

The trustees have assessed Saferworld’s ability to continue as a going concern by reviewing future budgets, cash flow forecasts, and the organisation’s overall business plan. Financial scenarios were modelled, reflecting varying assumptions on income levels, cost savings, and potential risks. In all cases, the analysis supports the continued preparation of the accounts on a going concern basis. The trustees are satisfied that, given the organisation’s current financial position, reserves, and cash flow projections, there are no material uncertainties regarding Saferworld’s ability to continue operating for at least the next 12 months from the date of approval of these accounts.

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 judgment, 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.

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

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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 a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required, and the amount of the 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 for external audit, legal fees and other professional advice.

g. Debtors

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

h. Cash at bank and in hand

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

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

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.

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 the salary, provided the employee contribute 3%. Employees based outside the UK are also offered the

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same pension contribution arrangement (9% employer and 3% employee), unless local legislation requires a different approach.

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 judgments 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 yearend exchange rate.

n. Grants' payable

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

o. Remuneration policy

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

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Report and accounts for year ended 31 March 2025

2 INCOME

Restricted Funds
Global Affairs Canada
FCDO, UK
European Commission
UNPBF
US Department of State
USAID
Other European governments
Allan & Nesta Ferguson Charitable Trust
RTHINKING
GAPS
Sida
Joseph Rowntree Charitable Trust
Vitol Foundation
Pax Christ
Other smaller grants < £100,000
Unrestricted Funds
Sida
Other income
Donations
Total Income		 2025
£'000
132
3,683
6,167
3,924
310
591
897
-
119
323
979
172
227
10
415
17,948
2025
1,401
68
16
1,486
19,433		 2024
£'000
-
4,958
2,362
3,993
424
771
415
100
148
130
1,845
182
480
359
340
16,507
2024
1,827
59
13
1,899
18,406

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3 FUNDRAISING COSTS

Staff costs
Direct costs
Support and governance
costs
COSTS OF CHARITABLE ACTIVITIES
Staff costs
Direct costs
Support costs		 2025
£ ‘000
338
85
9
432
2025
£ ‘000
5,908
12,822
419
19,149		 2024
£ ‘000
306
80
24
410
2024
£ ‘000
6,033
13,032
1,196
20,261

4 COSTS OF CHARITABLE ACTIVITIES

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5 SUPPORT COSTS

SUPPORT COSTS
Note
Support and Governance
costs allocated to:
Charitable activities
4
Cost of generating funds
3
GOVERNANCE COSTS
Staff costs
Audit
Other expenditure		 2025
419
9
428
2025
£ ‘000
62
59
-
122		 2024
1,196
24
1,220
2024
£ ‘000
65
60
-
125

6 GOVERNANCE COSTS

Net income for the year is stated after charging: Auditors' remuneration - statutory audit 36 28

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7 STAFF COSTS

STAFF COSTS
Wages and salaries
Social security
Pension costs
Other staff costs		 2025
£ ‘000
6,026
436
557
603
7,622		 2024
£ ‘000
6,543
468
651
1,025
8,597

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

Programmes
Fundraising
Governance and support		 2025
Number
185
7
31
223		 2024
Number
201
7
31
239

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		 2025
Number
2
1
2
1
6		 2024
Number
4
-
3
1
8

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Report and accounts for year ended 31 March 2025

The total employee benefits (including pension contributions and the employer’s national insurance) of key management personnel were £517k (2024: £713k)

8 TRUSTEES' REMUNERATION AND EXPENSES

The charity trustees neither paid nor received any other benefits from employment with the charity in the year (2024: £nil). No charity trustee received payment for professional or other services supplied to the charity (2024: £nil)

Trustees’ expenses represent the payment or reimbursement of travel and subsistence costs totalling £2,000 (2024: £5,000) incurred by 3 (2024: 2) members relating to attendance at meetings of the trustees.

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Report and accounts for year ended 31 March 2025

9
DEBTORS
Prepayments
Amounts due from donors
Inter-group balances
Other debtors		 GROUP
2025
£’000
180
1,435
-
1,159
2,773		 2024
£’000
193
2,214
-
356
2,763		 CHARITY
2025
£’000
66
1,435
1,851
131
3,483		 2024
£’000
49
2,214
1,675
60
3,998

10 CREDITORS: amounts falling due within one year

GROUP
2025
£’000
58
and social
792
297
Creditors
Other taxes
security
Accruals
Deferred income
2,059
3,207		 2024
£’000
152
495
1,051
35
1,733		 CHARITY
2025
£’000
72
21
232
2,027
2,352		 2024
£’000
194
28
338
-
560

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Report and accounts for year ended 31 March 2025

11 FUNDS

1-Apr Income Expenditure 31-Mar
Restricted funds 2024 2025
£'000 £'000 £'000 £'000
DFID - Better Aid in Conflict 19-23 (64) - 64 -
FCDO Afghanistan Conflict Sensitivity
Mechanism 21 - 277 (277) -
CSSF/FCDO: Women, Peace &Security
Capability:21-22 6 499 (505) -
FCDO: Peacebuilding & Conflict Sensitivity,
Sudan22-23 4 131 (135) -
FCDO: SSD, Resourcing Change Phase II, WRO
& FCAS,22-25 - 1,137 (1,137) -
FCDO: Peace in Yemen Project (Phase III) 23/24 (268) 322 (54) -
FCDO: Better Aid in Conflict (Phase 2) CSRF
SSD 2024 - 813 (813) -
FCDO: YEM, Resourcing Change Phase II, WRO
& FCAS,22-25 - 504 (504) -
Dutch Knowledge Platform: Phase 3 2021-24 - 19 (3) 16
EC: CSRF Strength Civil Society & Democratic
SSD 22-24 23 631 (654) -
EC: Takamol: EU-Yemen CSO Solidarity Project
23-26 235 674 (574) 335
EC: Citizen Initiatives peace in East Sudan 23-24 415 1,367 (1,301) 481
EC Uzbekistan 2023-2025 34 143 (208) (31)
EC: Somalia Establishing a EWER mechanism
23/24 707 475 (729) 453
EC: Sustaining & advancing security, justice,
MYA 24-27 (7) 822 (632) 183
EC Ferghana Valley Central Asia 24-26 324 - (240) 84
EC Peaceful Resilient Borderland 24-26 1,045 1 (1,019) 27
EU Commercial contract/CSRF triple nexus SSD
2024 - 175 (229) (54)
EC Uzbekistan 24-26, SWEU/CA - 155 (35) 120
EC: Community Cohesion, Conflict Resolution
Afghan - 835 (68) 767
EC: Restoring effective Kidepo Game Reserve
SSD - 871 (54) 817
SIDA Addressing Driv of Conflict Uganda 2020-
2024 136 29 (165) -
Sida Core Support (Sudan) -2021-22 98 94 (109) 83
Agents of Change – Eastern Sudan 2022 2 - (2) -
SIDA: SUDAN Youth Empowerment Project:22-
24 373 122 (321) 174
SIDA Afghanistan AIDI 2: 2024 - 498 (242) 256
ADA: Strengthening peace,gender,climate 23/24 - 727 (524) 203

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USAID: Support Conflict Sensitivity Facility Sudan
USAID: Civil Society Capacity & Network Sudan
SWUS 22
USAID: IFDA, Cadmus group Myanmar
2024/2025
UNITAMS: Support Sudan women, youth,
civil sociaty-22
UNDP: NUNO South Sudan 2023
UN: Sudan Humanitarian Fund (SHF) 23/24
UN: Sudan Humanitarian Fund Phase 2 (SHF)
24/25
UNPBF: Kyrgyzstan GYPI 2024/2026
Vitol Foundation: Inclusive Peacebuilding
Yemen:22-24
JRCT GAPS CORE
JRCT-UK and European arms transfer controls:
22-25
JRCT: Security Policy Change 2023–2026
JRCT: Peacebuilding responses crises &
threats:23-26
JRCT Rethinking Security CORE
French Embassy: CSO in Darfur Sudan 22-23
Other smaller projects
Total restricted funds
Total unrestricted funds (Note 12)
Total reserves		 12
458
(471)
(1)
(6)
-
6
-
-
133
(124)
9
7
-
(7)
-
(89)
1,030
(941)
-
402
475
(877)
-
-
2,033
(2,265)
(232)
-
249
(149)
100
186
-
(186)
-
-
60
(60)
-
12
62
(58)
16
3
55
(52)
6
2
55
(52)
5
32
44
(44)
32
10
-
(10)
-
651
1,973
(2,688)
(65)
4,285
17,948
(18,448)
3,784
486
1,486
(1,134)
838
4,771
19,434
(19,582)
4,622

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PREVIOUS FINANCIAL YEAR – 31 March 2024

1-Apr Income Expenditure 31-Mar
Restricted funds 2023 2024
£'000 £'000 £'000 £'000
United Nations Peace Building Fund: South
Sudan 22-23 133 763 (897) (1)
UNITAMS: Support Sudan women,youth,civil
sociaty-22 - 235 (227) 8
UNDP: NUNO South Sudan 2023 524 - (613) (89)
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: Peacebuilding & Conflict Sensitivity,
Sudan22-23 (240) 583 (339) 4
FCDO: SSD, Resourcing Change Phase II,
WRO & FCAS,22-25 - 1,856 (1,856) -
EC: Strengthening Community Security
Myanmar 21-22 (6) (2) 8 -
EC: CSRF 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)
Sida Core Support (Sudan) -2021-22 166 725 (793) 98
SIDA SOM Building Found. to Progress Peace
19-20 - - - -
SIDA Addressing Driv of Conflict Uganda 2020-
2024 941 369 (1,174) 136
SIDA: SUDAN Youth Empowerment Project:22-
24 499 261 (386) 374
SIDA: AIDI Afghanistan 2022-2024 293 (15) (278) -
ARC Sudan 16-21 (1) 1 - -
Vitol Foundation: Inclusive Peacebuilding
Yemen:22-24 220 158 (192) 186
French Embassy: CSO in Darfur Sudan 22-23 336 - (327) 9
USAID Kenya Building Bridges 19-21 (14) - 14 -
GAPS JRCT CORE - 45 (45) -
JRCT-UK and European arms transfer controls:
22-25 (3) 67 (65) (1)
JRCT: Peacebuilding Responses Crises
&Threats 22-23 - - - -
JRCT-Programme for Security Policy Change
20-21 (1) - - (1)

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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
EC Peaceful Resilient Borderland 24-26
FCDO: Peace in Yemen Project (Phase III)
23/24
EC: Somalia Establishing a EWER mechanism
23/24
EC: Sustaining & advancing security, justice,
MYA 24-27
EC Ferghana Valley Central Asia 24-26
UN: Sudan Humanitarian Fund (SHF) 23/24
Other smaller projects
Total restricted funds
Total unrestricted funds (Note 12)
Total reserves		 57
-
-
57
(3)
-
3
-
(28)
148
(120)
-
(21)
-
24
3
-
1,086
(40)
1,046
-
182
(450)
(268)
-
768
(61)
707
-
-
(7)
(7)
-
324
-
324
-
1,899
(1,497)
402
616
5,231
(5,155)
692
5,866
16,507
(18,088)
4,285
1,170
1,899
(2,583)
486
7,036
18,406
(20,671)
4,771

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11 MOVEMENT OF FUNDS – GROUP AND CHARITY

MOVEMENT OF FUNDS –
RESTRICTED
All restricted funds
Total restricted funds
UNRESTRICTED
Sida
Other Unrestricted Income
Total Unrestricted funds
TOTAL FUNDS
RESTRICTED
All restricted funds
Total restricted funds
UNRESTRICTED
Sida
Other unrestricted income
Total unrestricted funds
TOTAL FUNDS		 1 April
31 March
GROUP AND CHARITY 2024
1-Apr
Income
Expenditure
Funds
31-Mar
2023
transfer
2024
£'000
£'000
£'000
£'000
£'000
5,865
16,507
18,088
-
4,285
2024
£ '000
Income
£ '000
Expenditure
£ '000
Transfers
£ '000
2025
£ '000
4,285
17,948
18,448
-
3,785
4,285
17,948
18,448
-
3,785
-
1,401
(1,401)
-
-
486
84
268
-
838
486
1,486
(1,134)
838
4,771
19,433
(19,582)
-
4,622
5,865
16,507
18,088
-
4,285
-
1827
(1,827)
-
-
1,170
72
(756)
-
486
1,170
1,899
(2,583)
-
486
7,035
18,088
(20,671)
-
4,771

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12 ENTITIES INCLUDED IN GROUP CONSOLIDATED RESULT

Grants/contracts are held by both UK charity and Saferworld Europe, 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 2025 2024
£'000 £'000
Saferworld Kenya 1,469 737
Saferworld Somalia 940 1,022
Saferworld Uganda 525 1,440
Saferworld South Sudan 4,257 4,565
Saferworld Sudan 4,410 3,912
Saferworld Europe 124 131
Saferworld Kyrgyzstan 616 420
Saferworld Central Asia 163 0
Saferworld Myanmar 615 93
Saferworld Yemen 1,380 1,215

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13 OPERATING LEASE COMMITMENTS

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


buildings as follows:
2025 2024
£'000 £'000
Expiry date:
Under two years 147 74
Between 3 to 5 years 221 295

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.

46