MSF is an international, independent, private and non-profit organisation. It comprises 21 main national offices and 11 specialised organisations, which take charge of specific activities such as humanitarian relief supplies. As these organisations are controlled by MSF, they are included in the scope of the MSF Financial report and the figures presented here. These figures describe MSF’s finances on a combined international level. They are for the 2015 calendar year. All amounts are presented in millions of euros.
Figures in these tables are rounded, which may result in apparent inconsistencies in totals.
2015 ACTIVITY HIGHLIGHTS
MSF PROGRAMMES AROUND THE WORLD
MSF has 446 projects in 69 countries. Click on the map to find out more.
LARGEST COUNTRY PROGRAMMES BASED ON EXPENDITURE
- Democratic Republic of Congo
- South Sudan
- Central African Republic
The total expenditure for our programmes in these 10 countries is 445.7 million euros, 51 per cent of MSF´s operational expenses.
FIND OUT MORE ABOUT MSF FINANCIAL REPORT HERE
CONTEXT OF INTERVENTIONS
Number of projects
Staff figures represent total full-time equivalent positions.
INTERNATIONAL STAFF DEPARTURES
Departure figures represent the number of times international staff left on field missions.
WHERE DID THE MONEY GO?
WHERE DID THE MONEY COME FROM?
YEAR-END FINANCIAL POSITION
In millions of euros
The 2015 combined international figures have been prepared in accordance with MSF international accounting standards, which comply with most of the requirements of the International Financial Reporting Standards (IFRS). The figures have been jointly audited by the accounting firms of KPMG and Ernst & Young, in accordance with International Auditing Standards. A copy of the full 2015 Financial Report may be obtained at www.msf.org. In addition, each national office of MSF publishes annual, audited Financial Statements according to its national accounting policies, legislation and auditing rules. Copies of these reports may be requested from the national offices.
Programme expenses represent expenses incurred in the field or by headquarters on behalf of the field.
Social mission includes all costs related to operations in the field as well as all the medical and operational support from the headquarters directly allocated to the field and “témoignage/awareness-raising” activities. Social mission costs represent 82 per cent of the total costs for 2015.
Other expenses comprises costs associated with raising funds from all possible sources, the expenditures incurred in the management and administration of the organisation, as well as income tax paid on commercial activities.
Permanently restricted funds may be capital funds, where donors require the assets to be invested or retained for long-term use rather than expended; or the minimum compulsory level of retained earnings to be maintained in some countries.
Unrestricted funds are unspent, non-designated donor funds expendable at the discretion of MSF’s trustees in furtherance of our social mission.
Other retained earnings are foundations’ capital and translation adjustments arising from the translation of entities’ financial statements into euros. Unspent donor-designated/restricted funds are not included as retained earnings, but are treated as deferred income.
MSF’s retained earnings have been built up over the years by surpluses of income over expenses. At the end of 2015, the available portion (excluding permanently restricted funds and capital for foundations) represented 10.2 months of the preceding year’s activity. The purpose of maintaining retained earnings is to meet the following needs: working capital needs over the course of the year, as fundraising traditionally has seasonal peaks while expenditure is relatively constant; swift operational response to humanitarian needs that will be funded by forthcoming public fundraising campaigns and/or by public institutional funding; future major humanitarian emergencies for which sufficient funding cannot be obtained; the sustainability of long-term programmes (e.g. antiretroviral treatment programmes); and a sudden drop in private and/or public institutional funding that cannot be matched in the short term by a reduction in expenditure.