Over 30 years of peacebuilding experience has taught us much about where our specific contribution can best effect change and transform outcomes. Under the inspiration of our 2021–31 strategy, and as this annual review illustrates, that learning and advancement in our ways of working carries on.

2022–23 marked a major step away from the unique challenges of the ‘Covid era’, and towards the advancement of priorities captured in our global strategy: enhancing our approach to effective partnerships (and sharing our experiences with others) with a particular emphasis on women-led organisations; emphasising a transformative approach to our focus on gender in conflict contexts and strategies for peace; further investment in community-based peace initiatives at the very local level (including the strategic use of micro-grants, such as in Yemen, Sudan and Uganda); and building an approach to the conflict-climate nexus from the bottom up. Another stand-out area was the further integration of mental health and psychosocial support in peacebuilding (in Kyrgyzstan, South Sudan and Uganda).

Our programming is built around the actions of those striving for peace in the contexts where we work. The peacebuilding potential of community-based leadership is powerful – especially among youth and women leaders – including their capacity to mobilise wider community action. The review narrates many different ways our work prioritises agency within the community, and the strengthening of conflict prevention and peacebuilding capacities.

This review also serves as a reminder that peace is never a singular endeavour – rather it involves a multidimensional approach, at different levels, over time. Based on a solid understanding of root causes, our work typically pursues holistic but tailored strategies in the contexts we engage in. The case studies provide examples of what a wide-ranging approach looks like: you will see partner engagement using either modern technologies (in Yemen), media and cultural mediums (in Kyrgyzstan and Somalia), or community actions around cattle or natural resource management (in South Sudan and Sudan).

All this means the work of peacebuilders can be hectic at the best of times – not just supporting a diverse range of initiatives but also working to make sure there is collaboration across people and institutions to network beyond their immediate sphere of influence. And in doing so, to generate coalitions and strategic platforms for wider political change. This is critical, and explains why you will see frequent references to supporting the local peace architecture. A recurring theme across our work with partners is the creation and protection of ‘spaces’ where people can safely address challenges in a supportive environment (such as the ‘hubs’ in Yemen, the Violence Observatory Systems in Somalia, or peace committees in South Sudan).

Our work at the local level was matched by significant investment at the international level. Frustratingly, we continue to witness governments and international organisations prioritising geopolitical considerations over people’s needs and aspirations. Looking to counter this, we tackled many complex and sensitive issues, whether confronting illicit arms transfers (for example, through the Africa-China-Europe project); harmful counter-terrorism strategies (including at the UN); or seeking to shape how international organisations respond in conflict contexts.

Throughout, our work is guided by our values and vision of change, honed and enhanced by our partnerships and strategic collaborations. Across our global programming, our expanding partnership network continues to deepen what value we bring to the realisation of security, justice and peace. We remain inspired and humbled by the courage and commitment of those we work in solidarity with – who sometimes find themselves in very difficult situations but who never seem to give up.

Saferworld staff have steadfastly adapted their ways of working; explored new ways of supporting communities, partners and change processes; and have continued to align our internal processes and systems with our strategic goals and new ways of working.

Each year we are deeply grateful to our donors who resource our annual programme. There is increasing awareness that we are operating in a changing and imperfect system, subject to increasing political constraint – amid this turbulence, donors are beginning to explore new approaches, putting local agency at the centre. Across our funding partnerships we will continue to share our experiences and learning, and welcome open and ongoing exchange on how funding instruments can evolve to better respond to the unique challenges of those experiencing marginalisation, injustices and violent conflict.

Finally, while this annual review marks significant progress over the year in sometimes very challenging circumstances, it also tells a familiar story that addressing deep grievances and traumas in societies takes time, and demonstrates the necessity of adopting a patient, long-term perspective. It is impossible to do this alone: Saferworld stands ready to accompany our partners and work with allies to face that challenging journey ahead.