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

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

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

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

Stephanie Blair, Chair of the Board of Trustees