2021-12-31-accounts

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Annual Report 2021

THE MINES ADVISORY GROUP 3

2 Cover Image

Displaced by drought: Deka Aaden, Buroa, Somaliland

In a region that has been torn apart by many conflicts over many decades, displaced families have to navigate through former battle zones that can be dangerous because of minefields and explosive remnants of war.

“We have travelled from Ethiopia, we have been travelling for a month. We stayed at different camps (IDP camps) on the way but we couldn’t keep the animals with us there and we had to keep moving until we came to this place - where we should survive. We have been here for two weeks with no food and we go hungry. Three goats died on the journey but most of them have survived. I left two goats with my daughter Qaden. She stayed at home with her baby. I am a widow and have three sons, one of them is mentally ill. He needs help.”

All photos by Sean Sutton or MAG, unless otherwise stated.

(A company limited by guarantee and not having a share capital)

TRUSTEES’ ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021.

42People & Accountability: Our Commitment to Safeguarding

Message from the Chair and Chief Executive

Who We Are and Our Values

46People & Accountability: Upholding Ethical and

46People & Accountability: Upholding Ethical and Environmental Standards

Our Strategic Direction

Principal Risks and Uncertainties

Our goals and approaches

Our Plans for 2022 and Organisational Priorities

Our impact: Overview of our programmes

Structure, Governance & Management

Our impact: Our scale and reach

Financial 66Review

Our impact:

Middle East

Our impact: East

Statement of Trustees’ Responsibilities

& Southern Africa

Our impact: South & South-East Asia

Our impact: West Africa

Our impact: Latin America & Rest of World

Our impact: Championing Change

Our impact: Public Engagement

Our Progress Against Our Aims

People & Accountability: The MAG Family

71 Reference & Administrative Details of the Charity, its Trustees and Advisers

Independent Auditor’s Report

Statement of Financial Activities

77 Balance Sheet 78

Statement of Cash Flows

Notes to the financial statements

91Glossary

People & Accountability: Thank Our Culture 92 You

Company No. 04016409 Registered Charity No. 1083008

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MAG Annual Report 2020-2021

We benefited 1.5m people and reached so many more

Message from the Chair & Chief Executive

Landmines and unexploded bombs continue to blight lives across the world and an average of 19 people were killed or injured every day in 2021 by these indiscriminate weapons, with at least half of reported civilian casualties being children.

More than 60 million people still live in fear of landmines and unexploded bombs – some left over from decades ago in what are now regarded as historic conflicts; many resulting from more recent conflict, in the Middle East and Africa, with increasing numbers of people being killed and injured by landmines of an improvised nature.

Small arms and light weapons, meanwhile, continue to be used to inflict armed violence, fear and instability on communities across the world.

It is against this backdrop of clear humanitarian need that the achievements of MAG – and, by extension, the achievements of our donors – should be judged. We are proud to report, therefore, that the commitment of our dedicated staff, operating in 27 countries across the world, benefitted the lives of 1,560,768 people in 2021, an increase of some 27% on the number of people whose lives we impacted in the calendar year of 2020.

In addition, our innovative digital risk education programmes reached more than 13 million people – helping them to stay safe during and following conflict.

In 2021, much of the world remained significantly impacted by the COVID-19 pandemic, which continued to affect our programming and our staff in diverse ways. We continued to respond to these challenging circumstances by innovating and changing our ways of working so that we could work safely to protect and serve the communities where we operate.

In 2021, MAG made safe more than 85 million m² of land and our teams found and destroyed more than 67,000 landmines,

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Julia Palca
Chair of Trustees
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Darren Cormack
Chief Executive
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internal consultation with staff from across the world.

unexploded bombs and other explosive remnants of war. Our work in weapons and ammunition management (WAM) has also continued to be important, with MAG constructing or refurbishing 46 armouries and munitions stores and destroying almost three million rounds of ammunition.

In 2021, we were sorry to lose eight valued colleagues, three of whom died in activity relating to their MAG work. Our thoughts remain with their families, colleagues and friends following their tragic loss.

We also continued to engage in MAG continues to face a campaigning and policy leadership, challenging security environment engaging with national authorities, in several countries. Over the donors and others to influence 12-month reporting period, there funding, policy and programmatic were 14 major or critical securitypractice. related incidents in eight countries. None of our achievements There were 21 major health and would have been possible safety incidents and 10 major or without the generous support of critical health and welfare incidents. our institutional, corporate and In October 2021, MAG said individual donors. Total income for farewell to its Chair, Karen Brown, the 2021 period was £76.3m which who was succeeded by Julia Palca. represents a 4.5% decrease in We also took on new trustees who income compared to the previous bring with them particular expertise period. and experience to aid MAG in its MAG derives its strength from mission. Our thanks go to Karen its staff, who are the lifeblood of and other departing trustees for our organisation, and the MAG their extraordinary commitment and contribution.

MAG derives its strength from its staff, who are the lifeblood of our organisation, and the MAG family now consists of well over 5,700 people originating from 68 countries. We rely on a diverse combination of skills, experience and perspectives to deliver our work to the greatest effect and for the maximum benefit of those who need it.

At the time of writing this report, events in Ukraine remind us – as they do in Syria, Myanmar, Yemen and many other parts of the world – of the human and other impacts of conflict. By the time this report is published, we expect to have significantly advanced our preparations in the expectation of commencing work in Ukraine. Our purpose is to mitigate these impacts through the application of our expertise, with compassion and determination.

In 2021, MAG continued to progress its commitment to diversity and inclusion and we remain committed to doing everything in our power to improve equality in our organisation.

The year also saw MAG begin to implement its revised Strategic Direction, incorporating four aims and with refined objectives better aligned to our core work.

And we unveiled our new values following a lengthy and robust

Julia Palca Darren Cormack Chair of Trustees Chief Executive

maginternational.org

MAG Annual Report 2020-2021

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Our Values

Report of the Trustees for the year ended 31 December 2021

Who We Are

The Trustees of The Mines Advisory countries rebuild their lives and Group present their annual report livelihoods after war. (incorporating the Strategic Report) But still, every day, about 19 and the audited financial statements people are killed or injured by for the year ended 31 December landmines and unexploded bombs 2021. somewhere in the world.

Tragically, over half of the civilian casualties are children.

The Mines Advisory Group (MAG) is a global humanitarian organisation that changes and saves lives every single day. We have been operating for 33 years, delivering transformational change for some of the most vulnerable people in the world and in some of the most fragile places in the world.

Landmines and unexploded bombs don’t just threaten lives. They also blight communities by hampering normal life. They prevent people from travelling safely to school, to the market, to health centres and to water sources. Landmines mean impoverished communities that are recovering from conflict cannot access their land to grow crops and generate income.

We find and destroy landmines, communities that are recovering cluster munitions and unexploded from conflict cannot access their bombs in places affected by land to grow crops and generate conflict. Since 1989, we have helped income. over 20 million people in some 70 Landmines deny already

traumatised people who have been displaced by war the chance to return home safely.

Our staff and the communities where they work and from which they come are at the heart of everything we do. We are determined to deliver a safe future for the women, men and children affected by violence, conflict and insecurity.

We believe in a world where people can exist with dignity and choice, where their human rights are upheld and where they can live free from the fear from landmines, explosive remnants of war and the impact of small arms and light weapons and ammunition.

We believe this is a world worth fighting for.

h Through compassion and empathy we build respect and connections, working for wider benefit not our own gain.

placed in us by others.

2021 saw us complete the review placed in us by others. h Through compassion and and renewal of our organisational empathy we build respect and values. They were formally INTEGRITY – We strive to connections, working for wider launched in early 2022. do the right thing benefit not our own gain. h Determined: We work with h We behave with integrity for h As humanitarians we show purpose the communities we work with compassion to others and to h Expert: Through excellence and for each other. ourselves. and expertise we build trust h Doing the right thing in difficult h Integrity: We strive to do the situations takes courage. INCLUSIVE – We are inclusive right thing Courage allows us to be and we value diversity h Compassion: People come first transparent and do what we h Our voice is only one of many in everything we do do well. Courage allows us and we continue to learn from h Inclusive: We are inclusive and to speak out and to discuss each other. we value diversity difficult issues. We use our h We draw on the differences voice to influence change and in who we are, what we have DETERMINED – We work amplify the voices of others experienced, and how we with purpose to benefit the people in the think. h We only exist to deliver communities we serve. h We listen actively and positive change for people h We focus on the communities attentively and include voices affected by and recovering from we serve, acting with humility, from a wide perspective, conflict and insecurity and we humanity and honesty. It is not ensuring that we are will pursue this with relentless about us. We work for change. accountable to people in the determination. communities we serve, to one h Our determination means COMPASSION – People come another and to our partners in we find ways to succeed. We first in everything we do the international community. adapt and challenge ourselves; h Compassion means we care h We seek to create an we are open to change, and we and that we are determined to environment where staff feel encourage innovation to achieve fight injustice, effecting change valued, are supported and can the most impact. to help those in need. We achieve their full potential. Our h We are sensitive to community listen. We act. We success is built on tolerance needs; we are accountable to care. and respect for diversity the people we serve and to our and inclusion, donors as we work to deliver our creating a safe mission most effectively. environment to work in. EXPERT – Through excellence and expertise we build trust h We strive for excellence in everything we do. h We listen to community experience, learn from our own and others’ work and are driven by evidence and outcomes. Values h We are focussed, bringing specialist knowledge in our chosen area and not seeking to do what others can do better. h We have high standards for what we deliver, how we treat each other, and how we respect the trust

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MAG Annual Report 2020-2021

8 Our Strategic Direction

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AIM
AIM
AIM
1
MAG will deliver a
2
global programme of MAG will be
action to reduce the
sensitive, responsive,
impacts of Explosive and inclusive in the
Ordnance and ways that we work
SALW-A. with each other, our
partners, and
the communities
we support.
AIM
2021 represented the first full year of delivery of MAG’s revised
3
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3
distinctive competence to save MAG will maximise
lives through the removal of mines
the reach and
and ERW, and reduce the impact
impact of its work
of small arms, light weapons
and ammunition on people and through
communities. external
How we do this is as important as engagement and
what we do – we work primarily with partnership.
and for communities, for us ‘it’s all
about people’.
MAG’s ambition is to have the
maximum positive impact on the
maximum number of people by
delivering the highest quality AIM
programmes and being the
most influential mine action
organisation. 4
We will grow the scale of our
own operations responsibly MAG will be a
and sustainably and we will well-managed,
transform the impact of what
accountable, and
we do by linking our work to
that of others in related fields sustainable
and influencing key decision- organisation.
makers.
We will be able to assess
and measure the impact we are
having.
Mission Save Lives, Build Safer Futures
What
We Do
Cross-cutting
Priorities
External
Engagement
Organisational
Effectiveness
Values
Vision: A safe future for women, men and children affected by violence, conflict and insecurity
AIM 1.1 1.2
DELIVERY QUALITY
AND AND
1
STANDARDS PERFORMANCE
AIM 2.1 2.2 2.3 2.4
CONFLICT GENDER DIVERSITY ENVIRONMENT
2 SENSITIVITY EQUALITY AND
INCLUSION
3.1 3.2 3.3
AIM
PARTNERSHIPS INSTITUTIONAL CAMPAIGNING
AND PUBLIC AND
3 ENGAGEMENT ADVOCACY
AIM 4.1 4.2 4.3 4.4 4.5 4.6
PEOPLE DUTY OF LOGISTICS FINANCIAL DIGITAL GOOD
AND CARE AND RESILIENCE TECHNOLOGY GOVERNANCE
4 CULTURE PROCUREMENT AND ETHICS
Determined Expert Inclusive Integrity Compassion
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2021 represented the first full year of delivery of MAG’s revised Strategic Direction which reduced our Aims from five to four

Our mid-term review has resulted in a more clearly defined set of four strategic aims which focus on: what we do; our cross-cutting priorities; external engagement; and organisational effectiveness.

These strategic aims represent inter-dependent building blocks of the overall MAG strategy and reflect our over-arching aspirations.

Delivering on these Aims will enable us to fulfil our vision, mission and ambition:

MAG’s vision is a safe future for women, men and children affected by violence, conflict and insecurity.

People will live in communities where their rights are upheld, with dignity and choice and free from fear from mines, explosive remnants of war (ERW) and the impact of small arms and light weapons and ammunition.

MAG’s mission is to save lives and build safer futures.

We will use our core skills and

MAG Annual Report 2020-2021

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MAG Annual Report 2020-2021

Our Goals and Approaches

Our charitable purposes

The organisation’s goals and approaches are guided by its charitable purposes. The purposes for which MAG was established for the public benefit are: a) the relief of suffering and distress throughout the world, particularly in areas where conflict results in human fatality or injury, due to the presence of the debris of war, such as land mines, unexploded ordnance, stockpiles of weapons and ordnance, and other residual contamination; and to deliver such relief by (but not limited to):

h the provision of training and assistance in clearance and reconstruction; h undertaking any preventative measures that improve human security including (but not limited to) safely managing, storing, destroying or reducing the availability of stockpiles of ammunition, arms and weapons; h the provision of explosive ordnance risk education to communities at risk;

h advocating and campaigning in order to mitigate the impacts of explosive ordnance, arms and weapons on communities; h providing necessary medical support; and

b) to carry out research into solving the problems faced by those whose lives have been affected by conflict and to disseminate any useful results of such research for the public benefit.

The public benefit we deliver

We review our aims, objectives and activities each year and ensure they

remain focused on our charitable purposes, as set out above.

This Trustees’ Annual Report sets out in detail the significant activities carried out to further the aims in MAG’s 2018-2023 Strategic Direction, the types of programmes funded and the benefits they have brought to the people we are here to serve. We have had due regard to public benefit guidance published by the Charity Commission when reviewing our aims and objectives and in planning our future activities. Throughout

the body of this report, MAG seeks to report on public benefit by providing: h a review of the significant activities undertaken by MAG to carry out its charitable purposes for the public benefit h details of our purposes and objectives h details of strategies adopted, and activities undertaken to achieve our purposes and objectives h details of the achievements by reference to the purposes and objectives set.

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MAG Annual Report 2020-2021

Note EORE (Explosive Ordnance Risk Education)

Our Impact in 2021

Beneficiaries of All MAG Activities

Our global programmes continued to deliver significant life-saving impacts over the reporting period with activities implemented in 29 countries over the period.

	2020	2019-20	2021
Direct Benefciaries Women	(calendar year) 471,949 118,154	(FY 18m) 937,589 227,212	584,756 154,557
Girls	119,781	247,910	142,500
Boys	128,657	266,661	154,006
Men	105,357	195,806	133,693
Indirect Benefciaries Women	757,248 188,112	1,294,919 321,894	976,012 255,345
Girls	184,200	308,056	223,089
Boys	191,793	327,825	223,299
Men	193,143	337,144	274,279

The range and scope of these interventions varied over the reporting period from large-scale and long-term programmes with over 1,000 staff to much smaller and timebound interventions.

The data therefore represents the key headlines of MAG’s consolidated outputs but does not attempt to capture every operational activity being undertaken across all programmes.

Digital Risk Education reached an audience of 13,441,295 people (not considered direct beneficiaries)

When considering comparisons to previous reporting periods we have provided a calendar year comparison and also a comparison with the previous extended 18-month reporting period.

benefited more than 1.5 million people, with millions more reached through innovative digital explosive ordnance risk education programmes.

programmes, often in the face of continued challenges brought about by the COVID-19 pandemic or by fragile security contexts. During 2020/21, our activities

What is clear is that we continued to deliver effective and impactful

Humanitarian Mine Action In 2021, MAG removed or destroyed 67,796 explosive devices (anti-personnel and anti-vehicle landmines, UXO, cluster munitions and improvised landmines). We released c. 85 million m² of land in 2021 compared to c. 60 million m² in the previous 12-month period. HMA Key Indicators 2020 2019-20 2021 (calendar year) (FY 18m) Land Release (m²) 60,742,650 110,472,525 85,232,344 Land Cancelled (through Non-Technical Survey) 2,873,958 9,965,044 8,295,266 Land Reduced (through Technical Survey) 3,919,917 7,635,095 10,159,215 Land Cleared 53,948,775 92,872,386 66,777,863 Items Removed/Destroyed 115,627 174,055 67,796 Landmines (Anti-Personnel) 24,094 41,357 16,241 Landmines (Anti-Vehicle) 1,034 1,221 118 Improvised Landmines 344 2,642 1,582 Cluster Munitions 29,081 49,236 27,890 Unexploded or 20,386 37,630 21,296 Abandoned Ordnance All Other Types of 40,688 41,969 669 Explosive Ordnance No. of EORE Sessions 23,722 43,910 31,083

WAM Key Indicators

	2020	2019-20	2021
(calendar year)		(FY 18m)
WAM Activities/Interventions
Armoury/Munitions Store Risk Assessments	107	200	103
Armoury/Munitions Stores Constructed	22	61	35
Armoury/Munitions Stores Refurbished	35	90	11
Weapons Marked	8,083	8,083	4,570
Destruction of Ammunition & Weapons
Small Arms Ammunition Destroyed	255,602	1,036,429	2,941,558
Small Arms & Light Weapons Destroyed	846	2,092	732
Ammunition & Weapons Training
WAM Training courses conducted	45	79	85

Weapons and Ammunition Management In 2021, 103 armoury assessments were undertaken, 46 armouries and munitions stores were constructed or refurbished, and 4,570 weapons were marked.

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MAG Annual Report 2020-2021

OUR IMPACT IN 2021

WHAT 1.6 MILLION PEOPLE WE DID BENEFITED

85 MILLION M² 67,000 EXPLOSIVE 3 MILLION ROUNDS MADE SAFE ITEMS FOUND OF AMMUNITION DESTROYED

Our Impact

The Middle East

Political instability remains critical in the Middle East region almost a decade after the Arab Spring. Post revolution turmoil and repeated military interventions have unleashed an on-going humanitarian crisis in Iraq, Syria and Lebanon.

A sustained fragmentation of North-East Syria (NES), the ongoing violence and instability in Iraq and the unprecedent socio-economic and political unrest in Lebanon have exposed these countries to further instability and economic impoverishment.

importance of our work.

Nationally, the commitment of the National Mine Action Authority (NMAA) was acknowledged and the country was granted a five year extension under the Convention on Cluster Munitions (CCM). With 8.7km² of cluster munition contamination remaining, and May 2026 as the new deadline, the end is in sight.

Despite security and access challenges, MAG has continued to destroy explosive ordnance and return land allowing internally displaced people (IDPs) and returnees to return to their home location to resume productive livelihood activities. Alongside face-to-face EORE sessions, the digitalisation of EORE has also been an innovative way to reinforce awareness of the impact of contamination.

At a programme level, despite the impact of the decisions made by the UK's Foreign, Commonwealth and Development Office and the European Union (EU) to end their respective HMA funding to Lebanon, MAG invested in operational efficiency with the use of new technologies, new marking systems and greater use of mechanical assets which led to remarkable achievements, namely 8,000 items destroyed, and 760,000m² of land released directly, benefiting 9,417 people.

In 2021, Lebanon remained at the forefront of one of the worst humanitarian crises of our time and continued to host the highest number of displaced people per capita in the world, showing tremendous commitment to displaced Syrians and vulnerable populations within its borders. The country is also going through an unprecedent economic crisis.

Thirty victims of landmine incidents were reported in 2021, three times as many as in 2020. Victims were in most cases farmers using contaminated land for agricultural purposes or people collecting scrap metal for resale. In this unprecedent economic crisis, those in search of livelihoods are particularly exposed, reinforcing the

The digitalisation of EORE using Facebook has also been an innovative way to reinforce MAG's impact in the country and has reached 2.9 million people. MAG remains the only operator in Lebanon supporting the Lebanese Armed Forces’ strategy to improve the storage and management of

ammunition across the country. After the successful handover of four new magazines at the Hamat arms depot, MAG began a new phase of interventions encompassing assessment, further rehabilitation and construction of ammunition storages country-wide.

MAG also took greater steps towards gender, diversity and inclusion, including the promotion of the first female Field Operations Manager, the first Lebanese Technical Field Manager and the creation of the Gender, Diversity and Inclusion (GDI) Steering Committee.

By December 2020, MAG had reestablished its presence in NorthEast Syria (NES) by deploying an integrated, manual clearance and community liaison (CL) capacity. During 2021, MAG has rapidly grown the programme, though impeded by several internal and external factors.

While implementation of projects coincided with the prolonged effects of COVID-19, resulting in movement restrictions and suspension of activities in IDP camps from April to June and October 2021, MAG’s teams followed COVID-19 safety protocols and continued conducting EORE

sessions, in small groups, in IDP camps and at community household level. During the year, MAG Syria’s CL teams delivered 8,023 risk education sessions to 75,248 beneficiaries directly. CL teams also identified 28 Hazardous Areas and 105 Explosive Ordnance Disposal (EOD) Spot Tasks. Additionally, clearance teams released over 2,900,000m² of land back to communities through clearance and technical survey and removed 400 explosive remnants of war.

In March 2021, the Humanitarian Affairs Office (HAO) established a local authority for mine action, North and East Syria Mine Action Office (NESMAO). The objective of the NESMAO is to better coordinate mine action activities in NES, facilitate any local obstacles, as well as ensure sustainability to locally-led mine action in NES. Accordingly, MAG included a new strategic outcome in its projects to progressively support the capacity building of this office.

Overall, the security situation in NES remains volatile with a risk of resurgence of ISIS, partly due to the continuously deteriorating economic situation, together with lack of efficiency of the Autonomous Administration of North and East

a new base north-east of Mosul, which will be used to conduct clearance activities in and around Mosul city in the years ahead.

Syria (AANES) governance at local level in the areas predominantly populated by Arab tribes. Conflict sensitivity issues around the sharing of natural resources, essentially water, in the south of the NES remain a critical source of concerns. The year 2021 was productive for MAG Iraq, following a number of COVID-19-related challenges the previous year.

With regard to human resources, MAG hired a full time Safeguarding Manager for the first time in 2021, who is now rolling out a Safeguarding Framework for the programme.

With respect to donors and funding, MAG was able to successfully secure a 24 month grant from the German Federal Foreign Office (GFFO), which was halted in 2020 due to COVID-19. MAG also maintained or increased its funding allocations with the US government, Canada, Norway, Sweden, Finland, and the Netherlands.

In terms of operations, MAG’s HMA teams continued to conduct clearance and risk education activities in Federal Iraq (Sinjar, Telafar, Telkeif, Hamdaniyah subdistricts in Ninewa governorate, Diyala governorate) and the Kurdish Region of Iraq (Dohuk, Sulaymaniyah governorate). These included a total of 84 mine action teams consisting of manual, mechanical, search dog and community liaison. MAG also continued its partnership with its local non-govermental organisation (NGO) – Work for Peace – which continued to conduct risk education in Diyala.

MAG showcased its work through a number of media and news articles with the Guardian, BBC, and Independent, and produced a short film about one of MAG’s female deminers who had formerly been held captive by ISIS.

Finally, humanitarian access improved markedly from 2020, but the programme still faced delays in securing movement permissions within and into Federal Iraq.

MAG’s teams found and safely destroyed a total of 12,480 items of explosive ordnance and released a total of 17.7 million square metres of land, allowing IDPs and returnees to return to their home location and restart/continue productive livelihoods activities.

land, allowing IDPs and returnees COVID-19 hindered operations to return to their home location to a lesser extent due to strict and restart/continue productive mitigation guidelines and the livelihoods activities. programme was able to achieve a As well as clearance, MAG also 72% vaccination rate by December made connections with other 2021. humanitarian/development actors including Nadia’s Initiative and UNHABITAT, to enable social Turkey Iraq Iran services (clinics, shops) and housing projects to restart in cleared land. In terms of risk education, MAG’s CL teams reached a total of 41,000 people with life-saving Cyprus messages, delivered both in person and through digital platforms. This also included Lebanon training over 1,100 community focal points, who were then Syria able to continue raising Israel awareness of the risks of Jordan contamination in the futureIn terms of operational Egypt structure, MAG established Saudi Arabia maginternational.org

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MAG Annual Report 2020-2021

Our Impact

East & Southern Africa

Convention (APMBC).

resulting in a reduction in teams to six.

A new MAG region was created in September 2021 from the previous East & Central Africa region to East & Southern Africa region.

Funding was a major issue for the new region in 2021 (more so than in 2020). The FCDO reduced funding to South Sudan in February 2021 and then to Zimbabwe and Angola later in the year, resulting in significant advocacy but great uncertainty for the remainder of the year.

Capacity strengthening of the NMAA was prioritized through secondment of NMAA staff into the MAG MTTs and a capacity building adviser seconded in Juba. MAG partnered with a local organization, SPEAK, to increase our coverage of EORE for South Sudanese refugees in Uganda returning to their homes of origin.

This region comprises Angola, Somalia, South Sudan, and Zimbabwe, and watching briefs on Ethiopia, Sudan and the border areas of Northern Uganda, Kenya/ Somalia, Ethiopia/Somaliland and Mozambique.

In South Sudan, MAG’s HMA programme continued to focus on the Equatorial States, creating safe routes for refugee returns and releasing land for farming in the predominantly agricultural region of the country.

This portfolio shift brings greater coherence to the programmes as the majority of donors and stakeholders divide their Africa regions between West and Central Africa and East and Southern Africa.

FCDO and Swedish International Development Cooperation Agency (SIDA) funding allowed three Mine Action Teams (MATs) and two Community Liaison Teams (CLTs)

to be deployed in Zimbabwe. A total of 326,482m² of contaminated land was safely released back to the community with 328 anti-personnel mines safely destroyed.

Three of the four existing programmes in the new region are also working on their Article 5 plans to be landmine free by 2025 under the Anti-Personnel Mine Ban

The programme cleared delivered There have not 2,112 EORE sessions to 17,962 been any human women, men, girls mine accidents and boys in 2021. for many years

As a result of insecurity, Libya Egypt the Multi-Task Sudan Chad South Sudan Ethiopia Central African Republic Cameroon Gabon Congo Angola Uganda Kenya Somalia Democratic Rwanda Burundi Republic of the Congo Tanzania Zimbabwe

A total of 6,162 people received EORE training in the year during household level visits and in schools when such sessions were approved to go ahead.

Teams (MTTs) moved camps several times during the year, incurring extended downtimes.

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A longer, approved to go ahead. unpredictable and The continuing success of the more intense EORE work is reflected in the rainy season fact that there have not been any put pressure human mine accidents in our area on clearance of operation for many years and outputs in that MAG is called out to assist an already when cattle accidents occur and to constrained respond when explosive remnants operating of war (ERW) are found in the environment. communities.

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Nigeria
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The programme continues to work under good coordination from the NMAA and in partnership with other mine action operators. The climate shocks coupled

FCDO

reduced

funding to South Sudan from April 2021

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Mozambique
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with ongoing conflict between government forces and nonstate actors are causing frequent movement of people within Somalia. IDPs and refugees are at particular risk of violence caused by explosive ordnance (EO) due to their lack of familiarity with the area and local networks to avoid dangerous areas.

To ensure that the life-saving explosive ordnance and small arms risk education messages reach the greatest possible audience, MAG employs a set of approaches proven to work in the Somalia and Somaliland context, including radio campaigns, in-person drama sessions featuring locally relevant stories, and in-person risk education sessions for women, men, girls and boys.

MAG created a tailored imagebased small arms and explosive ordnance (SAEO) training, which

is adapted for the specific needs of a community, based on initial assessments and consultations with leaders.

Over 57% of listeners to Somaliland radio programmes reported that they had discussed the messages with their families, and 69% reported acquiring new knowledge about gun safety. In central Somalia, a social media campaign reached 1.6 million people, and 74% of those surveyed reported that they had acquired new knowledge related to explosive risks.

In 2021, the weapons registration team saw a 300% increase in registrations during the first month of the airing of the radio show. MAG Angola’s clearance operations are being delivered in several Confirmed Hazardous Areas (CHAs) at the same time, in a max. 234 km radius around Luena, to the

north and east. Working in several CHAs allows fast operational adjustment to weather and machine conditions.

During 2021 MAG Angola has been able to expand through the securing of new funds from the US State Department's Office of Weapons Removal and Abatement (WRA) and the continued support of the Japanese government, as well as continuing work with UK and Swedish support. Staff numbers have grown to 268, with six MATs, four mechanical teams and another three mechanical assets supporting operations, two CL and two Rapid Response Teams (RRTs) and EOD teams – capacity that is all in place as a result of this expanded funding. An all-female Weapons and Ammunition Management (WAM) team was trained and a coordinator hired to deliver the WAM work.

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MAG Annual Report 2020-2021

Our Impact

South & South-East Asia

implementing activities under the staff transition strategy, mainly upskilling and reskilling MAG staff through financial literacy training and individual financial and credit counselling, language training (spoken Sinhala, Tamil literacy) and commencing activities for orientation and referrals to market driven agriculture and fast track training courses to transition into the construction sector. MAG provided input to develop the new national mine action strategy, which is planned to be finalized in the first half of 2022. MAG’s safeguarding team started rolling out a community reporting mechanism among the communities MAG works in and started providing MAG staff with mental health awareness training and follow-up individual counselling. MAG’s first WAM project in Sri Lanka, which supports the armed forces to better secure and account for their stocks of firearms and small arms and light weapons, continued to progress successfully through new partnerships, especially with the Sri Lanka Police and Ministry of Public Security. MAG completed the construction and rehabilitation of eight armouries and trained 57 personnel in storekeeper and store management training in 2021.

Across South and South-East Asia the ongoing COVID-19 pandemic continued to create challenges. Nevertheless, the programmes in Cambodia, Lao PDR, Sri Lanka and Vietnam were able to deliver large-scale and efficient mine action operations throughout the year.

The coup in February 2021 and then the significant challenges related to COVID in the summer meant the programme in Myanmar had to adapt to a particularly challenging set of circumstances for most of the year.

In Sri Lanka, MAG released 2,192,752 m2 of land to support livelihood development and refugee return, destroying 5,639 landmines and explosive remnants of war. MAG continues to make gender equality a priority at all operational levels. As an example, one female staff member who

High levels of joined MAG in 2014 as a deminer was promoted ordnance still to Deputy Team Leader and Team Leader have significant within the same year. impact In 2021, she was again promoted as MAG’s first female Field Operations Manager.

As the country approaches personnel in storekeeper and store completion of all known management training in 2021. contaminated minefields, MAG In Vietnam , MAG deployed developed materials to conduct a 730 staff across two of the most resurvey as a part of the completion contaminated provinces; Quang survey process, which was adapted Binh and Quang Tri, working by all operators in country under closely with local authorities to the guidance of the National Mine release 36,401,324m2 of prioritised Action Centre (NMAC), with the land back to local communities support of the Geneva International for agricultural and community Centre for Humanitarian Demining development, whilst 18,783 (GICHD). MAG also commenced dangerous items were removed.

MAG also tailored EORE to ensure continuity in reaching the most at risk, and expanding EORE activities online, using social networks and online conference tools.

Partnerships continued to be at the forefront of our approach. In 2021 MAG signed its first Memorandum of Understanding (MoU) with the NMAC. MAG is recognised as a strong technical expert in Vietnam and has been co-chairing the Landmine Working Group. MAG worked with Catholic Relief Services and the Youth Union to deliver life-saving education sessions, which have benefitted 3,744 people. In consortia, MAG works with PeaceTrees Vietnam and Norwegian People’s Aid to provide land release activities and support improved mine action coordination. The partners have successfully established a provincial database and coordination unit in Quang Binh.

High levels of explosive ordnance contamination in Lao PDR still have a significant impact nearly 50 years after the end of the conflict. Since clearance began in the mid-1990s, more than 700km² of land has been cleared, however, current data shows that over 1,300km² of land still requires clearance. To respond to this continued need, in 2021 MAG deployed 68 clearance and survey teams across Xieng Khouang and Khammouane provinces, as well as five roving teams and five community liaison teams. This included 17 new clearance teams in Xieng Khouang province. Through all activities, 20,342 items of explosive ordnance were safely destroyed, and 10,361,034m² of land was released back to the community directly benefiting 37,252 people. In 2021, MAG reached a milestone of destroying 300,000 items of explosive ordnance since starting work in Lao PDR and 2021 was also a record year for land clearance.

In Cambodia, MAG released over 17 million m² of land back to local communities this year to

support livelihood development activities, resettlements, and public infrastructure buildings; whilst 8,063 landmines and explosive remnants of war were safely destroyed. The land released benefited a total of 67,553 people in rural and marginalized communities across Battambang and Ratanak Kiri provinces.

Mr Ly Neourn, a Phnom Kok commune chief, Veun Sai district of Ratanak Kiri province, told MAG that the cleared land made it possible for the local authority to build a health centre for the vulnerable people in his community: “On behalf of people living in this community, I wish to thank MAG for such an amazing work on clearing the cluster munition contaminated area in our community so that the health centre can be built. We are extremely happy and we understand this helps improving our community wellbeing. We are very grateful to donors for the continuing support to MAG in this lifesaving

works and making Cambodia free organisations. The survey gathered of mine in the future. Thank you!” data on conflict developments, new The military coup in February explosive ordnance contamination, 2021 drastically changed the and population movements in context in Myanmar. The MAG MAG’s operational programme has adapted its EORE areas. and survey tools to enable remote delivery of activities - which has been a key approach in reaching China communities. The escalation of conflict in Chin, Kachin, Kayah, and Kayin States has led to new displacements Nepal and increasing humanitarian Bhutan Myanmar needs. In May Bangladesh 2021 MAG and Lao PDR its partners completed India a survey to gain a better understanding of the Sri Lanka Thailand post-coup operational environment for HMA Cambodia maginternational Vietnam .org Malaysia

maginternational.org

MAG Annual Report 2020-2021

Our Impact

West Africa

for 10,410 small arms and light weapons (SALW) to be secured. Across the region 694 people were trained in 55 courses in SALW marking, destruction, storage and management. Over 5,700 SALW were marked in the region.

In 2021 the region continued to witness political and security unrest, including coups in three countries in the portfolio. Nevertheless, despite short term suspensions and reassessment of individual forces, WAM activities continue to be delivered with interim authorities recognising the benefits of MAG’s work.

New areas of work across the Sahel and West Africa region included increased engagement in gender and diversity, with baseline assessments taking place in Nigeria, Mali and Burkina Faso.

A regional restructure started in 2020 continued into 2021 with additional senior capacity to lead programme delivery unit and Mali

Outwardly the region has sought to identify new ways to engage with gender and inclusion in its WAM work, including a GDI module to be standardised in all WAM course and increasingly is developing Armed Violence Reduction (AVR) and Community Risk Reduction (CRR) partnerships.

and Chad bought into the Work included regional structure. Nigeria also joined the portfolio increased although maintains much engagement of its individual capacity. The WAM work continues in diversity to make strides and successes, including 2.7 million small arms

The context in which we work

ammunition (SAA) destroyed and 389 ammunition and armoury storage units built or rehabilitated

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ammunition (SAA) destroyed and in this region, and the articulation
389 ammunition and armoury of the impact of SALW on people’s
storage units built or rehabilitated lives, has become a bigger
part of our work with surveys at
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Nigeria, Mauritania and The Gambia
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Burkina Faso and Senegal.
In Burkina Faso, the CAVR
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Sahara Mali
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to seek to include
Niger
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Congo
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Togo
Bissau
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MAG conducted the review and planning for two SALW National Action Plans (NAPs) in the region on behalf of SALW National Commissions, further strengthening our role as a strategic partner.

In Chad, the "Demining and Economic Development Project" (PRODECO) funded by the EU continued. In 2021, MAG’s teams cleared 735,288m² of land in Northern Chad and the CLT provided risk education to 2,181 people.

MAG also implemented WAM activities: MAG built and rehabilitated 22 weapons and ammunition storage facilities and more than five tons of obsolete ammunition and 15,000 SAA destroyed. Sixty armed forces personnel have been trained on securing weapons and ammunition.

A weapons marking programme was also launched, which enabled the training of a marking team that has already been able to mark 365 weapons. In Mali, CLTs engaged with 19,593 people on mine and ERW risks and SALW risks.

The WAM activities continued, with 23 people trained as armoury storekeepers and 15 people in weapons marking and three armouries built. MAG delivered gender mainstreaming training for 58 members of civil society organisations and trained two gender champions.

In 2021, MAG continued to

support with the destruction of unstable and obsolete ammunition by providing specialized training and logistical support. In Guinea, Mauritania and Senegal , a total of 167 tons of ammunition were destroyed, reducing the risk of unplanned explosions. In the sub-region, MAG also improved the physical security of weapons and ammunition storage facilities and provided related training to security and defense forces staff. In The Gambia, we also provided a Training of Trainers course. Working closely with the National Commission on SALW, we

ensured that our activities fit within national, regional and international frameworks, and that our field experiences also feed strategic plans. In Sierra Leone, MAG worked with the Sierra Leonean Commission on Small Arms and Light Weapons (SLeNCSA) to develop a publication showcasing effective arms control and the importance of partnership and national ownership and supported a review of the SALW National Action Plan (NAP) ready to fulfil the need for an updated NAP in 2022. At the request of national mine action centres, MAG conducted scoping missions in Mauritania and Senegal to determine needs and best approaches to support humanitarian mine action efforts.

Across 2020/21 and into 2022, MAG through SAS is supporting the evaluation of the SALW NAP in Burkina Faso, focusing on the roadmap to the next NAP. MAG expanded its operations to include SALW Risk Education (SALW-RE). In Leo, 396 SALW-RE sessions were carried in during the pilot phase, benefiting 12,473 individuals.

In Niger, MAG engaged the national commission (CNCCAI) and the national Physical Security and Stockpile Management (PSSM) Technical Committee, composed of senior PSSM-trained personnel from the security and defence forces, to deliberate on Niger’s 2021-2022 PSSM priority needs and developed a mutually acceptable workplan of activities. Identified PSSM priorities include: improving the ability and capacity of the national defence and security forces to deal with the challenges associated with safe storage; gender and inclusion; physical intervention; weapons marking and destruction.

In Burkina Faso, SALW marking and SAA/SALW destruction were prioritised during the year in response to expressed needs. MAG trained 111 personnel, who were able to get 2,314 SALW marked and destroyed and 52,107 rounds of unstable and decommissioned ammunition (SAA) burnt. MAG supported the installation of the CAVR Armstracker software to improve the state’s ability to track their weapons through registration of marked weapons, which contributed to meeting the country’s commitments under the International Tracing Instrument (ITI) and Article 19 of the ECOWAS Convention on Small Arms.

In 2021, MAG Nigeria supported community members affected by the ongoing humanitarian crisis in and around Borno state through 6,594 gender and age-appropriate EORE sessions to 105,605 women, men, boys and girls and undertook 185 contamination survey assessments.

The programme worked alongside WAM stakeholders and relevant authorities in Abuja

and beyond to conduct five armoury assessments, construct/ refurbish five armouries, destroy 286 weapons, and deliver training courses to 95 members of various Nigerian security forces. The programme conducted a SALW Impact Survey and piloted its SALW risk education in Katsina and Benue state, delivering 251 gender and age-appropriate SALW risk education sessions to 8,379 people. In Ghana, Togo and Benin MAG has forged fruitful relationship with National Commissions on SALW, which has resulted in the signing of Memorandum of Understanding in Togo and Benin. MAG’s work focused on weapons and ammunition management activities. Outputs across these three countries under one project include: four fully containerized armouries provided; 34 personnel trained (incl. six women) in weapons marking; 10 personnel trained (incl. two women) in weapons cutting; 41 trained (incl. one woman) in SAA destruction by burning; and over 2.3 million rounds of small arms ammunition were destroyed. MAG plans to continue its WAM activities in the framework of the OCWAR-T with a focus on boarder areas and WRA projects, with the disposal of unstable munitions. A further 19 people were trained in ammunition disposal in Benin.

In 2021 in Guinea-Bissau, MAG, along with ECOWAS Small Arms Division and Bonn International Centre for Conflict Studies (BICC), participated in a scoping mission. The team conducted a range of activities nationwide including assessment of weapons and ammunition storage facilities, collection of data about the nature, scope and location of the contamination by explosive hazards and information gathering with regards to practical programme implementation, all of which have informed. MAG stepped in to support Guinea-Bissau’s new Article 5 extension request in 2021 and carried out scoping missions.

maginternational.org

MAG Annual Report 2020-2021

Our Impact

crisis since the international armed conflict in the country ended in 1995 In 2021 MAG had the opportunity to start up a programme in the Nagorno Karabakh region of Azerbaijan. The conflict between Azerbaijan and Armenia stretched back from the most recent fighting in 2020 to the 1980s and resulted in widespread landmine and explosive ordnance contamination in the Nagorno Karabakh region, as well December. In 2022, we will as other areas of Azerbaijan. The continue to look to build on this 44-day conflict in 2020, known as platform in Azerbaijan as well as the second Karabakh war, changed further expansion through targeted the situation on the ground assessments across the Latin significantly - not only in terms of America region. the areas now under Azerbaijan’s In Bosnia-Herzegovina (BiH), our control but also increasing the operations capacity was maintained extent of the explosive ordnance with seven manual clearance teams, contamination.

Latin America & Rest of World

LAROW is not a singular geographical region; as a result of the invitation in 2021 to assess the potential for a programme set-up in Azerbaijan there was a reconfiguration of portfolio responsibilities and this now composes MAG’s WAM programmes in Peru and Ecuador, as well as the mine clearance programme in Bosnia-Herzegovina and the new training project startup in Azerbaijan.

In Bosnia-Herzegovina (BiH), our operations capacity was maintained with seven manual clearance teams, two mine detection dog teams and a community liaison team.

two mine detection dog teams and MAG conducted a 10-day a community liaison team. assessment at the invitation of The programme was reANAMA (the national mine action accredited to conduct Technical authority) in April 2021 and based Survey, Clearance as well as on the findings of this assessment, Explosive Ordnance Risk Education WRA and Canada's Peace and activities for a period of another two Stabilization Operations Program years. (PSOP) agreed to support a pilot The programme worked across project with three international staff eight municipalities, releasing over that aims to enhance Azerbaijan’s two million square metres of land national capacity through supervisor through clearance and technical training to be able to safely manage survey, and enabled the Bosniaall and any future risks as it scales Herzegovina Mine Action Centre to up its mine action response, with release a further five million square the longer-term goal of reducing metres back to communities. the threat of mine and UXO A total of 493 landmines, contamination for IDPs in at-risk four anti-vehicle mines and 138 areas of the country.

MAG’s Latin American programmes are both supported by WRA and continue to receive positive donor feedback and increased multi-year commitment to our work with the armed forces in the 2021 saw ‘the areas of stockpile worst political destruction, safe munition storage and crisis since conflict associated training. ended in 1995' MAG’s work in

A total of 493 landmines, four anti-vehicle mines and 138 other explosive remnants of war were removed. The programme expanded to new locations including the Brčko District, a selfgoverning administrative unit in north-eastern BiH.

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Bosnia-Herzegovina
continues to move
forward despite a challenging
political environment and our start-
up in Azerbaijan was able to go
from initial assessment in
April to fully funded
Belarus Russia training project
Poland by the
beginning
Czechia Ukraine of
Slovakia
Austria
Hungary
Slovenia Romania
Croatia
Georgia
Serbia Moldova
Montenegro Bulgaria
Armenia
Italy N. Macedonia
Albania
Greece Turkey
Azerbaijan Iran
Bosnia-
Lebanon Syria
Herzegovina maginternational.org Israel Iraq
Jordan
Saudi
Libya Egypt Arabia
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2021 was a key year for MAG Ecuador, in terms of expanding our outreach across the country. Two grants were awarded, providing additional funding of $1,550,000 until February 2023, including a cost extension awarded by the Department of State and a task order from the American NGO Shoulder 2 Shoulder (S2S). It should be noted that all the outputs would not have been possible without the development of strong and sustainable relations with all the national stakeholders.

The Community Liaison team piloted rapid-clearance impact assessments on two tasks previously cleared by MAG. This has strengthened the programme in enabling to measure and learn lessons from the changes observed in affected communities resulting from the land release process.

We were able to support six military bases to increase their safety and security levels

2021 saw a sharp increase in political tensions, which some have qualified as the worst political

SUCAMEC focused on disposal of weapons and ammunition; marking of weapons; destruction of pyrotechnic material and explosives for civil use; technical training and capacity building; and ammunition, weapons and pyrotechnics stores upgrades and management. Finally, MAG also developed the first multi-year project proposal for WRA which was met with positive feedback and signed in 2021

MAG has an ongoing award with WRA for the provision of WAM activities in Mexico, with the army and air force (SEDENA), specifically the delivery of, and training on, hydraulic shears to a number of locations across the country to destroy seized weapons.

Unfortunately, this has been on hold for the last year due to a political gridlock between the donor and host government but it is hoped a resolution will be in place in 2022.

(CWD) initiatives combined with PSSM in Peru. More than 400 US tons of obsolete and unserviceable ammunitions were safely destroyed in cooperation with Peruvian Armed Forces and the Ministry of Defence. Besides this effort, the organization focused on providing capacity building to the Peruvian Army with the overarching aim of increasing national and regional stability and security.

through physical upgrades and ten interventions in total were conducted. Additionally, circa 200 personnel from all the military branches received bespoke WAM training within the year.

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USA
Belize
Honduras
Guatemala Nicaragua
Mexico El Salvador
Costa Rica Venezuela
Panama
Colombia
Ecuador
Brazil
Peru maginternational.org
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MAG Ecuador was also able to support 12 destruction exercises, including the disposal of 61 Manportable air-defense systems (MANPADs) from the Ecuadorian Navy, the neutralization of 19 tons of incendiary gel from the Ecuadorian Air Force in an environmentally friendly way, and the burning of seized SAA.

MAG also developed a new partnership with a crucial stakeholder, the National Superintendence for the Control of Security Services, Arms, Ammunition and Explosives for Civilian Use (SUCAMEC) in order to enlarge our footprint and to achieve increased results. MAG signed an MOU with

Despite the significant socioeconomic impact of COVID-19 and other disruptions caused by the presidential election and the subsequent political crisis, MAG continued delivering effective Conventional Weapons Destruction

MAG Annual Report 2020-2021

Our Impact

Championing Change

Our vision of a safe future for women, men and children affected by violence, conflict and insecurity is the force that drives us to champion positive change.

Guided by our first-hand experience in countries affected by conflict, MAG works to engage and influence issues from the local to the international level.

Throughout 2021, despite some continuing disruption due to travel restrictions related to the COVID-19 pandemic, MAG continued to engage with international forums relevant to our work held under the auspices of the United Nations. These included the 19th Meeting of States Parties to the Anti-Personnel Mine Ban Convention, and the Second Review Conference of the Convention on Cluster Munitions which – after multiple delays due to the pandemic – concluded in September with the adoption of the Lausanne Action Plan, into which MAG provided input.

We maximise MAG continued to actively engage with the international our impact political process being led by working by Ireland to address the humanitarian harm arising with others from the use of explosive weapons in populated areas. We attended the consultation meetings which resumed virtually in March, advocating for stronger action to protect civilians.

Drawing on our extensive global expertise in weapons and ammunition management, we published a report to mark the 7th Conference of States Parties of the Arms Trade Treaty, which highlighted the success of Sierra

Leone’s community-focused and partnership-centred approach to conventional arms control and called for concerted and decisive action to tackle armed violence and the proliferation of small arms and light weapons.

together international organisations in Greater Manchester, as well as the region’s political figures, businesses, and media, to strengthen our networks and raise the profile of this city’s humanitarian work.

To inform and influence debate around the issue of small arms and light weapons, MAG also actively engaged with the 7th Biennial Meeting of States to the UN Programme of Action on Small Arms and Light Weapons.

Against a backdrop of changing government priorities and reductions to the official development assistance budget, MAG continued to build support among UK parliamentarians for mine action and broader humanitarian disarmament issues, and contribute to relevant parliamentary inquiries to influence government policy debate.

We continued to place emphasis on working in partnership, recognising that we can maximise the reach and impact of our work by collaborating with others. Last year, we strengthened existing partnerships and formalised new partnerships with International Alert and the University of Manchester’s Humanitarian and Conflict Response Institute.

In the US, working closely with our sister organisation MAG America, we continued to engage with representatives of Congress and the Senate. We launched a public campaign in conjunction with HALO Trust, Legacies of War, and the United Nations Mine Action Service (UNMAS) to mobilise supporters to write to their Congress representatives calling for continued US support for mine action.

While our operations extend to more than 25 countries around the world, our presence in the city of Manchester is also an important part of our identity. In September 2021, we convened an event bringing

Working in Partnership

work we do, including with International Alert, the Centre for Armed Violence Reduction, Small Arms Survey and the Humanitarian and Conflict Research Institute at the University of Manchester. Our partnerships with other humanitarian mine action organisations such as Norwegian People’s Aid and the HALO Trust have been strengthened. Other key partners include the Global Interagency Security Forum (GISF).

Partnerships are at the heart of everything we do and we are committed to forging new partnerships to help us serve communities at risk of or impacted by the deadly legacy of conflict. Within our refreshed Strategic Direction, MAG has placed specific emphasis on working in partnership to increase our reach and relevance.

Throughout 2021, we’ve made significant investments to strengthen our growing portfolio of national and international partners, building on the appointment of a Global Partnerships Advisor. We have established partnerships with specialist organisations and institutions to compliment the

We have also invested in supporting national capacities to address the impacts of explosive ordnance and armed violence, recognising that this represents the most sustainable way to save lives and build safer futures in

the long-term. We work with local and national NGOs in Myanmar, Nigeria, Somalia and elsewhere to deliver vital work reaching communities with risk education. We continue to support countries to continue to take ownership of mine action and armed violence reduction, working in partnership to provide technical and organisational training and accompaniment to government institutions in countries like South Sudan, Iraq and Cambodia. Our partnerships with national authorities cover a wide range of activities, from strategic planning and quality management through to mentoring national demining teams.

maginternational.org

MAG Annual Report 2020-2021

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Our Global Impact

Public Engagement

Engaging our supporters and the general public helps us increase awareness of the issues and challenges faced by conflictaffected communities . By working together we can ensure that these issues remain in the spotlight and we can leverage public support to influence government policy.

Fundraising

We fundraise in a range of different ways, aiming to build long-term support and personal connections with our donors in line with our Supporter Promise and our MAG values. Supporters give in many ways, from one off donations to regular gifts, sponsorship and legacies. We greatly appreciate the incredible and generous support we receive.

Our programme includes targeted appeals; volunteer-led fundraising through individuals who take on challenges such as treks or cycles or hold their own events; regular givers who contribute every month and our generous major donors who make high-level donations. MAG strives to uphold high standards in all our fundraising activity, and we are committed to complying with the Code of Fundraising Practice. We are registered with the Fundraising Regulator and are Organisational Members of the Institute of Fundraising.

We regularly participate in training and development around fundraising standards and compliance to make sure our knowledge and practice are up to date.

MAG’s senior fundraisers meet regularly with the Board Fundraising Focal Point. The purpose of the role is to provide assurance to the Board that the MAG executive is

managing fundraising to a high standard and that the Board’s duty of care is being fulfilled in relation to regulations (the Board’s duty of care defined as “trustees are assured that the management of MAG has exercised such care and skill as is reasonable in the circumstances”). Sometimes things do go wrong, and we received two complaints regarding our fundraising activity in 2021, both of which related to our direct mail communications. This compares with 14 complaints received in the previous 18 month business year 2020 which was unusually high as a result of a data breach by one of our suppliers. In 2020 MAG, along with many other organisations, was affected by a data breach incurred by our fundraising database provider, Blackbaud. After this incident we made a commitment to review our relationship with Blackbaud and in 2021 begun a tender process to appoint a new supplier. This was completed in Q2.

Fundraising Highlights

We would like to thank all our supporters and volunteer fundraisers who ran, cycled, sung, collected funds, made personal donations or gave their valuable time to support MAG’s work towards a safer future for people affected by conflict. In 2021 we raised £673k of voluntary income. Of this, we are very grateful to have received a number of legacies in 2021, totalling £182k.

Over the summer, 51 people who all work across the UK Wholesale & Convenience retail sector came together to organise and take part in Bikes Against Bombs 2021 – seven challenging bike rides across seven cities in the UK – Newcastle, Bristol, Cardiff, Banbury,

London, York and MAG’s hometown, Manchester. This incredible group of people, who would normally do an overseas cycle challenge for MAG, refused to let COVID-19 stop them from raising vital funds. So far, over £730,000 has been raised for MAG across all these rides.

We were also delighted to announce Rosamund Pike continued her support of MAG and our fight to rid the world of the deadly legacy of landmines by becoming our first-ever official Ambassador as the world marked the United Nations International Mine Awareness Day on 4 April.

At the end of the year we learned Communications & that our application for our third Media Relations UK Aid Match appeal had been successful. The three-month appeal – whereby donations from UK residents will be matched by the UK government – is set to run between 25 April and 25 July 2022.

The reporting period saw significant audience growth across MAG’s owned channels with the number of Twitter followers rising by c. 17% from c. 9,000 in December 2020 to more than 10,500 by December 2021. The number of Instagram followers grew from c. 4,600 to 5,300 in the same period.

MAG would also like to pass on thanks to those new and existing Trust and Foundation partners who have provided restricted funds, not reflected in the figures above, for key programmatic needs, deployed strategically to make a real difference.

MAG also achieved high-value media coverage which shone a light not just on our work but on the plights of those we seek to support in communities where we work. Germany’s biggest quality

newspaper, Frankfurter Allgemeine Zeitung, devoted an entire page to our programme in South Sudan, while The Times newspaper highlighted the challenges facing mine action as a result of proposed UK government cuts.

Coverage was also achieved in global and UK platforms including the Guardian, Manchester Evening News, BBC, Daily Mirror, New Arab, New Lines Magazine, Tortoise Media and Independent newspaper. A BBC Our World documentary also focused on the work of one of MAG’s Yazidi women deminers in Iraq.

maginternational.org

MAG Annual Report 2020-2021

Our Progress Against Our Aims

Over the last 12 months, progress has been as follows:

Advocacy

h We not only spoke out on the UK government’s decision to double down on aid cuts but also engaged (virtually and in-person) in several mine action sector events including the Seventh Biennial Meetings of States (BMS7) where we used the opportunity to highlight our SALW (small arms and light weapons) work.

h We also sent country representatives to many of these events where they contributed to discussions on issues relevant to MAG’s work such as racial equality in the mine action sector and the longterm impact of explosive weapons in populated areas (EWIPA) and the implications for survey and clearance.

Performance Indicators

h We developed a new suite of Key Performance Indicators (KPIs) enabling us to track MAG’s performance against our short-term delivery, as well as our medium-long term impact.

Staff Engagement

h We continued to monitor and support our staff as part of our ongoing monitoring and response to the different restrictions due to the COVID-19 pandemic. We also engaged staff in a review of our values, to ensure that they are authentic and relevant for MAG, as well as conducted a Future of Work (FoW) consultation for our UK based staff. Our FoW consultation informed the creation of a Framework and Principles for Agile Working.

Business Processes and Digitisation

h We invested in a successful migration to Microsoft 365, Teams and SharePoint, as part of our move from our Manchester office service to being cloud-based. We also equipped staff with skills to exploit the advantages of this more digital way of working.

Diversity and Inclusion

h Aided by our internal Steering Group, we developed our Equality, Diversion and Inclusion (EDI) plan of action. We developed case studies of EDI activities in country programmes and delivered webinars for staff to explain what EDI means at MAG. We also developed our EDI data monitoring arrangements and appointed a Diversity & Inclusion Manager to drive this work forward.

Governance

h We strengthened our risk management arrangements by finalising and commencing the rollout of our new Risk Management Framework. We also strengthened our internal audit function, through a multi-year arrangement with BDO to support our systematic review of key internal processes and controls across MAG’s operations and Manchester office.

MAG Annual Report 2020-2021

maginternational.org

MAG Annual Report 2020-2021

People & Accountability

The MAG Family: Our Employees

MAG’s work relies on the commitment and hard work of its global workforce: a diverse, highly skilled and exceptionally motivated team of around 5,500 people. On 31 December 2021, MAG employed 5,571 staff globally, 5,297 of whom (95 per cent) were nationals from the countries our programmes are based in, who were contracted on terms and conditions in line with local legislative requirements and customs. Consequently, MAG currently complies with 27 different labour codes worldwide, all coordinated by MAG UK.

Total Employees

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6,000
5,000
4,000
3,000
2,000
1,000
0
31/12/17 31/12/18 31/12/19 31/12/20 31/12/21
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Employee Relations issues

Employee Relations issues
Allegation Allegations	Disciplinary	Dismissals
Type	Actions Short of Dismissal
Employee Relations – Minor 2	0	0
Employee Relations – Major 10 Confict of Interest 5	3 1	0 1

MAG employed 160 ‘programme international’ staff as at 31 December 2021, who are deployed to our country programmes to provide technical and management oversight to operations and activities.

A total of 114 staff were employed to support MAG’s central office in the UK, or as ‘roving’ specialists, the majority of whom provide direct support to their in-country counterparts. This includes our operations development team, a group of senior specialists who provide roving and global support between MAG’s programmes. However, eight of these 114 staff were employees of the Global Interagency Security Forum (GISF), an independent, NGO-led peer

support network that provides a platform for global security focal points to share experiences, knowledge, and learning, following a formal partnership agreement for MAG to become the host for GISF.

and procedures are in place to ensure the organisation responds appropriately, manages any associated risks and supports staff through times of uncertainty. Where change leads to redundancies, these are managed in line with UK best practice and the applicable local legal framework. MAG also seeks to minimise the use of non-statutory severance payments wherever possible. In the course of the year the following payments, excluding payments

This means that, over the course of the last 24 months, MAG has remained relatively stable in terms of overall staff numbers. MAG works in dynamic

contexts, so change is inevitable, whether strategically planned or unexpected. Change processes

Locations of Staff

Severance Payments 2020-2021

Contract Statutory Non-statutory Type Payments Payments UK, Remote and Roving £6,130 N/A Programme International £14,358.11 N/A

Category Percentage Prog. National 95.08% Prog. International 2.87% UK, Remote and Roving 3.29%

Diversity: Nationalities of UK Contracted Staff

for untaken accrued annual leave or payment in lieu of notice, were made to exiting HQ and internationally contracted staff Africa In total, there were five of our programme international staff Europe made redundant, and three of our UK, remote and roving staff. MAG Asia will always seek to redeploy staff in-country where possible and Middle East redundancy is the last resort. For national staff, where North America redundancy payments are required due to a reduction in funding for a South America programme or other appropriate reasons, payments are calculated Oceania and made in line with the local legal requirements present in the country of operation.

In addition to the safeguarding cases highlighted on Page 44, our UK based HR team also supported a large number of other employee relations issues (see Page 32). Providing support to investigations and disciplinary proceedings, where necessary, for both safeguarding and other general employee relations cases is a core part of the responsibilities of the UK HR team.

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Diversity: Gender
Programme Programme UK, Remote
National International and Roving Total
Male 3,850 125 55 4,030
Female 1,447 35 59 1,541
Total 5,297 160 114 5,571
Board National
UK,
Remote
International
& Roving
Female Male
----- End of picture text -----

The UK HR team also

supports managers with regard to performance management. Performance management issues are dealt with informally wherever possible, aiming to provide support to an individual who is underperforming. However, where necessary and appropriate, formal performance management processes are instigated. In 2021, MAG developed a new Performance and Capability Policy and Framework, which was implemented in 2022.

MAG is a diverse organisation. On 31 December 2021, our UK contracted workforce (which consists of programme international and UK, remote and roving employees) originated from 55 different countries. In addition to this, MAG employed individuals as programme national employees in 27 different countries.

policies are in place, which ensure that decisions around recruitment, career progression, training opportunities and terms

backgrounds and we rely on this combination of skills, experience and perspectives to deliver our work to greatest effect and for the maximum benefit of those who need it. Relevant and appropriate

People are drawn to work for us from a diverse range of

Continued on Page 34

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MAG Annual Report 2020-2021

Continued from Page 33

with MAG, or some other substantial reason, for example meeting the ‘desirable’ requirements of the role. This therefore limits the possibility of bias, whether conscious or unconscious in salary decisions. Individuals doing the same job are paid at the same grade, with differentials only appearing due to length of service, based on MAG’s incremental ‘time-served’ annual increment system. Where MAG is recruiting to a new role, the salary grade is set prior to recruitment taking place, and therefore prior to knowing the gender of the individual being appointed.

and conditions are made based on merit. This includes for example our Equal Opportunities Policy, Dignity at Work Policy, Reward Framework and Recruitment Policy.

Gender diversity remains an area of importance for MAG. Though our UK, remote and roving staff are 52% female, our programme international and programme national staff do not demonstrate such balance. This is in part due to a preponderance of our technical teams being male, but MAG has continued to proactively seek to recruit and train female deminers as part of a long term and developing strategy to address gender imbalance.

MAG does not operate performance related pay, or a bonus scheme, and instead focuses on a reward system that is transparent and fair and provides value for money for our donors.

Due to the number of UK citizens employed by MAG, we are not required to publish our gender pay gap in line with The Equality Act 2010 (Gender Pay Gap Information) Regulations 2017. However due to the importance of this area, MAG’s gender pay gap for staff contracted through the UK is reported to the Board of Trustees on a quarterly basis, focusing on median salary. For UK based staff, we note a gap currently at 24.7%. For our non-UK staff, we note a gap of

We are proud to be a Real Living Wage employer in the UK, with the lowest hourly rate currently being paid to our UK based staff of £9.90 per hour, matching the current UK-wide real living wage1. For our locally recruited staff, reliable local benchmarking data is used to ensure that salaries are competitive

https://www.livingwage.org.uk

MAG Reward Policies 29.21%. A key component in the Fair Ensure that all staff are equitably and appropriately and fair within the relevant local gender pay gap for non-UK staff paid for the work they completeemployment market. MAG always is our cadre of technical experts, Competitive Enable MAG to attract and retain appropriately exceeds the minimum wage in which make up around 50 per cent every location that we employ skilled and experienced staff of our non-UK staff and are almost Accountable Ensure that decisions made with regards toprogramme national staff. exclusively male. When removing remuneration are transparent and justifiable these technical experts from the Responsible MAG will adhere to any statutory requirements How we set the remuneration calculation, the gender pay gap is or other binding rules in place relating to of the charity’s key 7.17 percent. management personnel salaries and benefits However, MAG maintains a robust All salaries of UK contracted Affordable Ensure that MAG’s financial resources are used job evaluation methodology which in the most responsible way to ensure that MAGstaff, including key management evaluates the role and not the represents value for money to our donorspersonnel, are reviewed and person doing it, based on factors Flexible Ensure that flexibility exists to meet the dynamicbenchmarked periodically against such as knowledge, accountability contexts in which MAG works comparable organisations and and problem solving. Salary Simple Salary scales, tools and methodologies to be asroles with expert support and input bands are therefore assigned to simple as possible to ensure ease of interpretation by independent consultants to the job and not the person, with and implementation ensure that they are reasonable appointments made at point one Supportive Salary scales allow for progression and encourageand appropriate, and in line with of the relevant scale unless the the charity’s overall reward strategy. staff to develop their careers with MAG individual has previous experience Our reward framework, as well as

our reputation, ensure that MAG remains an employer of choice within the sector and that quality candidates are attracted to work for us. MAG’s reward policies, which were reviewed, updated and relaunched in July 2018, have been developed with the key principles in the table, below left.

A review of MAG’s reward policy and wider framework for UK contracted employees is scheduled to take place during 2022, anticipating that new salary scales will be implemented from 1 January 2023. This will again use independent external specialist consultants to ensure that it remains fair and appropriate, taking into account the needs of the organisation, and the need to offer value for money to our donors.

The overall remuneration strategy for MAG is reviewed by the Governance, Nominations and Renumeration (GNRC) Board subcommittee, which then makes a recommendation to the Board. The GNRC also reviews remuneration for the Chief Executive and Leadership Team, with the overall approach approved by the Board. Cost of living type increases for our HQ and Programme International staff are also approved by the Board.

For our UK based and remote employees, including our Leadership Team, information from a professional UK based and charityfocused benchmarking survey was used.

This is supplemented, where appropriate, by the global international NGO-focused data we use for our international staff. For our specialist technical staff, MAG commissioned a bespoke benchmarking survey in 2018, which gathered relevant reward data from other commercial and charitable organisations also operating in our sector.

This bespoke survey was designed and delivered by independent consultants, who also supported the wider review of

MAG’s global reward framework and ‘UK’ (UK based and remote employees) the analysis of the benchmarking data generated. Grade Band width

----- Start of picture text -----
Grade Band width Female Male
CEO £97,776-£110,628 0 1
UK 9 £78,528-£88,860 0 1
UK 8 £71,184-£80,544 2 3
UK 7 £61,380-£69,444 3 2
Technical
Grade Band width Female Male
Technical 7 £84,000-£95,028 0 1
Technical 6 £79,500-£89,952 0 2
----- End of picture text -----

MAG aims to conduct data-driven benchmarking and reward reviews in all business areas every three years, although the frequency of this may change based on the overall context of the location.

For MAG’s UK contracted staff, a review in 2021 was postponed by 12 months due to uncertainties caused by the COVID pandemic and other

Continued on Page 36

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Continued from Page 35

operational priorities.

The table, right, shows the number of senior managers at MAG within key senior salary grades, based on job family. This is based on contractual basic salary alone, excluding allowances (eg cost of living allowance or hardship allowance for some programme international staff).

Modern Slavery

Modern Slavery is the term commonly used to refer to illegal exploitation of people for personal or commercial gain.

Victims often find themselves trapped, against their will, in situations of domestic servitude, sexual exploitation, forced marriage, forced criminality, and forced labour often as the result of coercion, bribery, deceit or human trafficking.

At MAG, we value not only our own people, but those whom we serve and work with; our beneficiaries and their communities, and so must be vigilant in our recruitment, partnership arrangements and supply chains.

Our response to modern-day slavery embodies our values. We will:

h raise awareness and understanding across our programmes and teams to support and encourage the reporting of any concerns about our supply chain activities;

h understand our exposure to modern slavery risk and put in place appropriate controls;

h ensure our employment and remuneration practices are fair and transparent across all territories; and

h promote and enforce ethical standards with our suppliers and be vigilant that suppliers don’t engage in any practice that could undermine any aspect of human dignity.

Some of the key initiatives that MAG has in progress that contribute

towards addressing modern slavery within its risk management are: framework. Working across a wide h enhancing supplier due range of geographical locations diligence; and using a mixture of local and h supplier management training; international supply chains there and is a level of complexity that MAG h embedding safeguarding needs to consider ensuring that we practices across the organisation are compliant with the principles of A summary of progress against the Modern Slavery Act 2015. To actions planned for 2021 are navigate through this complexity described opposite. MAG has a range of control and MAG systematically considers mitigation measures in place to its exposure to the risks of modern minimise any possible occurrences slavery across the organization of modern slavery.

MAG systematically considers its exposure to the risks of modern slavery across the organization

Planned actions to 31 December 2021 Actions taken: Planned actions to 31 December 2022: h Enhanced due diligence process for MAG h Due diligence process for international h No planned actions international suppliers: any new international supplier is strengthened and all suppliers provide supplier will go through full-enhanced on-boarding contractual engagement to key MAG policies. process, including engagement on ethical and business practices h Develop and deliver training on suppliers' h Due to incapacity to deploy to Programmes h By December 2022 the objective is to have top 10 management (ethics/safeguarding, etc.). throughout 2021 there has been no roll-out at MAG Programmes in terms of procurement volume to Target: First pilot finalised and second pilot Programmes level. The project has been reviewed adopt new global minimum standards and use new arranged for Procurement & inventory roll-out, and the priority in the short term is to set minimum contract templates. this contains the practical procedural and process standards across all Programmes, including changes within suppliers mgmt. area. The roll-out enhanced suppliers due diligence and new will continue progressively into 2022 across all standard contract templates. priority programmes (high-volume procurement). h Assess Suppliers Management Process in MAG h Gap is identified, but strategy to fix the issue h By December 2022, the objective is to have top and identify gaps. is divided in several steps to allow programmes 10 MAG Programmes in procurement volume adopting Target: First pilot finalised and second pilot adoption in a combined approach of remote-field standard supplier database and contracts follow up tool, arranged for Procurement & inventory roll-out, deployed support. increasing visibility on Programme-contracted Suppliers this contains the practical procedural and process and allowing enhanced verifications and analysis. changes within suppliers mgmt. area. The roll-out will continue progressively into 2022 across all priority programmes (high volume procurement). h Further embed, and continue to develop, h Work continued throughout 2021 to embed h MAG’s current safeguarding workplan is in place for our Safeguarding Strategy and work plan, taking best practice on safeguarding throughout the 2022 and will continue to embed safeguarding policies into consideration the recommendations of the organisation. and best practice across the organisation to ensure we recent independent, expert external review. reach the highest of standards. Our safeguarding work will Continued focus on lessons learnt, and continual be alongside our work on Equity, Diversity and Inclusion improvement within our Safeguarding framework. and embedding our new set of values that will work h Review complaints mechanisms, to ensure h This included implementing improvements towards creating safe work environment. anyone who comes into contact with our work can to our incident reporting register and reporting h This year we also intend to review our recruitment raise a complaint, and it’s dealt with appropriately. mechanisms, a review of policies, continuous procedure and practice, alongside our induction process. Ensure we have appropriate systems for training and revision of our safeguarding standards. monitoring complaints at an appropriate level, generating useful management information. h Continue to develop in-country Safeguarding h We have robust systems in place for dealing units where possible, creating a network of and reporting of concerns or complaints and we experts within the organisation. continuously review our practice. h Ensure that MAG remains up-to-date on h MAG continues to participate in sector-wide h See above. safeguarding best practice, through attendance at initiatives such as the Disclosure of Misconduct training, networking etc. Scheme and the sharing of best practice across the section.
h Continue to train staff on areas related to h Our induction and refresher training refers to modern slavery, including safeguarding, reporting the areas that relate to modern slavery; all new and safe recruitment, either through induction or staff receive an induction session and all existing ongoing annual training. staff are expected to attend refresher training once a year.
h Further embed our background checks h MAG has implemented a thorough background policy, ensuring that it is included in national staff checks process including references, anti terrorism handbooks and in-country HR processes. Provide and, criminal records checks, as part of its support and training to in-country teams on its recruitment process. implementation.

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MAG Annual Report 2020-2021

Equal is better: an update on MAG’s work on Equity, Diversity and Inclusion

diversity, to have at least one trustee with lived experience of the community in which we are working and representatives who could reflect the voices of different generations.

In 2021, we embarked on a longdiversity, to have at least one term project to shape a new, trustee with lived experience of sustainable, and effective strategy the community in which we are on equity, diversity and inclusion working and representatives who (EDI). could reflect the voices of different As part of this strategy, MAG generations. committed to integrating the With the help of an executive promotion of EDI into all aspects search company, we made of our work and continues to great progress and now have pursue and support efforts a membership of eight females towards achieving this goal. The and six males, of whom three are foundations of our work from 2020 people of colour. have continued throughout 2021 The executive search company and include the initiatives below. also helped us reach a diverse In 2020, as a statement of pool of applicants for a new MAG’s commitment to reflection leadership team position too. and action, we signed up to a The EDI Steering Group diversity charter established by the continued to meet during 2021, Association of Chief Executives of chaired by the Chief Executive, with Voluntary Organisations (ACEVO), membership of the group coming signalling our intention to do what from all parts of our organisation we can to address the diversity and from multiple countries and deficit in charity leadership. We programmes. The group has will continue to work towards this played a key role in shaping our charter, building step by step the strategy and the work plan moving work that we do and demonstrating forward. our commitment to its principles. In August 2021, a Global Equity, Throughout 2021, MAG’s Board Diversity and Inclusion Manager of Trustees engaged in discussion was appointed to focus on driving and received regular updates on our EDI workplan and to ensure the EDI work. They devoted time that the high-level goals within the at a Board meeting in July 2021 strategy are implemented across to hear from an EDI expert on the organisation. The EDI Manager current thinking and who facilitated supports increased awareness, a further discussion on how MAG understanding, perceptions and can progress its work in this area. approaches to EDI across MAG; EDI remains a standing item on identifies the key EDI issues committee and Board meeting that exist; and establishes the agendas and we now also have data sets that can inform MAG’s an EDI focal point on the Board current position and monitor future of Trustees who provides regular progress. They also advise on how guidance on the direction of work. MAG can build a culture which One area of specific focus sets and adheres to the highest in 2021 has been the trustee standards of EDI awareness and recruitment process. We set out behaviour. to recruit trustees who would give MAG acknowledges the us a gender-balanced Board, importance of establishing and representative of ethnic and racial facilitating conversation spaces, to

The executive search company also helped us reach a diverse pool of applicants for a new leadership team position too. The EDI Steering Group continued to meet during 2021, chaired by the Chief Executive, with membership of the group coming from all parts of our organisation and from multiple countries and programmes. The group has played a key role in shaping our strategy and the work plan moving forward.

In August 2021, a Global Equity, Diversity and Inclusion Manager was appointed to focus on driving our EDI workplan and to ensure that the high-level goals within the strategy are implemented across the organisation. The EDI Manager supports increased awareness, understanding, perceptions and approaches to EDI across MAG; identifies the key EDI issues that exist; and establishes the data sets that can inform MAG’s current position and monitor future progress. They also advise on how MAG can build a culture which sets and adheres to the highest standards of EDI awareness and behaviour.

allow for those voices not usually heard across the organisation. The model of the conversation space is designed to offer ‘safe enough’ spaces for people to share their experiences of their employment and work at MAG, whether positive or problematic, their insight and wisdom about the core issues under discussion and their ideas about how to progress the cause of greater equality, diversity, and inclusion at all levels and in all functions within the life of the organisation. MAG has so far conducted conversation spaces in some of our programmes and we

will continue this work further in 2022.

MAG recognises that it has an important role to play across the wider sector by acknowledging stark inequalities and the pressing need to eliminate discrimination. Our Gender and Inclusion Adviser and Equity, Diversity and Inclusion Manager along with other MAG staff continued to take part in a BOND forum for People of Colour (POC) working in International Development. In addition, our EDI Manager joined and participated in training by a BOND forum centred on building inclusive cultures.

The foundations for inclusion, the behaviours and tools of inclusion were the key components of the training.

The foundations for inclusion, the are being supported to include behaviours and tools of inclusion diversity and inclusion initiatives in were the key components of the their business plans. This includes training. but is not limited to, reaching out The training also created a to communities, making efforts forum and platform that has not to reach the most marginalized; only created and expanded our making sure that our recruitment external network but offers a practices are sensitive to the needs unique opportunity to learn from of all people within the community like-minded organisations. MAG including women, people with will continue to participate in and disabilities and other marginalized promote this forum, which intends or vulnerable groups. MAG has also to spotlight and share best practice launched a data collection project in the sector, particularly on in order to map the diversity profile tackling racism. of our staff and trustees in order to As part of scaling up awareness shape our strategy accordingly for the future.

As part of scaling up awareness on EDI, MAG’s programmes

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MAG Annual Report 2020-2021

People & Accountability

Our Culture

Our Values

MAG continues to work on initiatives that support and embed our new values, adopted at the end of 2021. This has included incorporating them into our annual appraisal process, our policies, job descriptions, recruitment process and induction programme.

We designed training sessions for all staff at every level to explain what the values are and why they are important to MAG. The sessions allow individuals to identify how they can support the values in their role and demonstrates how they support other cross organisational initiatives such as the strategic plan and our work on safeguarding, equity diversity and inclusion and management and leadership principles. Supporting materials include videos sent by our programmes to demonstrate how they uphold the values; and a short animation and posters explain the value in multiple languages.

Employee Engagement

At the start of 2021 MAG ran a pulse survey which focused on Leadership Team performance, internal communications, duty of care, wellbeing, safeguarding, equity, diversity and inclusion and engagement. The results were positive and follow-up focus group discussions resulted in an engagement work plan that concentrates on creating more opportunities for improving employee voice, job satisfaction and enhancing our work around Equity, Diversity and Inclusion. We now also have a monthly session called ‘Ask the Leadership Team’ where all staff are invited to pose a question directly to a member of the Leadership Team on any topic. A virtual meeting is then held to discuss topics as a follow up. In

addition, efforts have been made to wellbeing at MAG, and training improve the focus of the monthly allfocused on understanding mental staff meetings where contributions health, managing and supporting are made by our programme your own mental health, and how staff in whichever language they to manage the mental health and feel most comfortable. The email well-being of your staff. In 2021 address ‘asktheceo’ allows for MAG also introduced psychological questions, concerns or issues to pre-deployment assessments be raised with the CEO directly. for all programme-based staff Our weekly organisational ‘sit rep’ deploying to a hardship location. continues to be published each The assessment identifies any week celebrating achievements and additional support that might be successes. required whilst working in a stressful During 2021, MAG also ran a environment. This has now been consultation exercise on the future expanded and post-deployment of work as we started to think about debriefings are also being offered. changing our ways of working Our Health and Welfare Handbook following lockdown, during the includes travel health and stress pandemic. The exercise focused management guides, availability of on staff affiliated to counselling services and the Manchester office comprehensive medical and resulted in several We explain and life insurance. proposals around agile importance Managers are also working and measures encouraged to hold of our new to improve work life wellbeing conversations balance. Together with values with staff in one-to-one our new approach meetings and during the to how we contract annual performance and staff, we anticipate this will give our development review process. staff more flexibility in their working As part of our organisational arrangements and allow us to response to COVID-19 during 2021, expand our recruitment markets to MAG’s wellbeing working group attract the best candidates. focussed on several initiatives to support employee wellbeing and Wellbeing mental health, including a virtual MAG has continued to develop the “take a break café” and information work that supports the wellbeing and resources on different topics. of our staff. Our wellbeing strategy In addition, we continued to ensure sets out MAG’s commitment to that our staff and organisational supporting the physical and mental working practises were COVID-19 health and wellbeing of all our staff. safe. This included the continuation It focuses on five key areas, which of training to staff, developing we have called the Wellbeing Pillars protocols for offices and developing – Positive Environment, Prevent, an ‘informed consent’ approach Identify, Support and Learn. It is to international travel, which was accompanied by a workplan that only approved when essential to sets out activities, initiatives and the support our operations. MAG also support that will be in place across continued to monitor serious cases the organisation. of COVID-19 among its staff. In 2021 We run quarterly induction there were two deaths within MAG’s sessions on supporting health and staff related to COVID-19.

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MAG Annual Report 2020-2021
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MAG Annual Report 2020-2021

People & Accountability

Our Commitment to Safeguarding

MAG considers the duty of care, to both our staff and those people living in the communities where we operate, as a key priority. Throughout 2021, we have continued to invest considerable time, energy, and care towards improving and strengthening our commitment to safeguarding. Following our second independent review of our safeguarding culture and practice, we put in place an organisationwide work plan to address the recommendations.

We now have two dedicated programme safeguarding units, in the Iraq Programme and Sri Lanka Programme, as well as global support from the Safeguarding Lead and Safeguarding Manager who were joined in December 2021 by a newly recruited Safeguarding Co-ordinator. We now also have identified roles or safeguarding focal points who will have responsibility alongside the Country Director for safeguarding in each programme. We also continue to have a Safeguarding Trustee Focal Point who acts as the point of immediate contact for the Board in relation to issues arising from safeguarding issues, ensuring that the Board is sufficiently aware of any incidents which take place and the management response being taken.

In addition, all staff are required to read and sign to confirm that they have understood our Policy on Personal Conduct. This is an exercise completed on an annual basis. We also continue to integrate safeguarding into our day-to-day procedures and activities, e.g. asking a safeguarding question in our induction survey and asking a safeguarding question in our exit interviews. Safeguarding refresher training continues an annual basis for all staff in our programmes. In addition, we have conducted webinars offered to all staff during 2021 on Safer Recruitment, Safeguarding and Social Media,

Safeguarding Investigations, Sharing of Best Practice across our programmes and we run a regular Introduction to Safeguarding webinars for new starters.

We ran a pulse survey for our UK affiliated and programme senior staff in the first quarter of 2021: 97% of all respondents confirmed their understanding of safeguarding and that they are aware of their responsibilities under the safeguarding framework; and 89% of respondents confirmed that they know how to raise a safeguarding concern and all other

We continue to implement a clear and efficient reporting system and an organisational safeguarding strategy, work plan and budget. Our core policies are reviewed, updated, and re-issued on an annual basis. Any changes are to reflect elements of learning.

Continued on Page 44

Safety and Security

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Health & Safety Incidents Health & Welfare Incident Locations Security Incidents
14 3 145
12
4
11
10
2
3
8
7
6
2
1
4 4
1
2
0 0 00
Death Explosion Fall/ Fire Flooding Road Other Cambodia Iraq Lao PDR Armed Arrest / Assault Small Theft Other
Slip/ Traffic Robbery Detention Arms Fire -
Trip Accident direct
Health & Safety Health & Safety Health & Safety Health & Safety Security - Security - Security -
- Fatality - Critical - Major - Major Fatality Critical Major
----- End of picture text -----

----- Start of picture text -----
Health & Safety Incident Locations Security Incident Locations
6 4
5
3
4
3 2
2
1
1
0 0
Bosnia Iraq Lao PDR Lebanon Somalia South Sri Lanka Syria Vietnam Chad Iraq Lebanon Myanmar Nigeria South Sri Lanka Syria
Sudan Sudan
Health & Safety Health & Safety Health & Safety Security - Security - Security -
- Fatality - Critical - Major Fatality Critical Major
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Security incident reporting

Health and Safety Reporting and seven major MAG-related leadership supported all Security incident reporting In 2021, we suffered the loss health and welfare incidents families during these difficult MAG dealt with 14 major of eight valued colleagues: across 15 programmes. There times. or critical security-related two died after contracting were four fatal MAG related Road traffic accidents incidents in 2021 in eight COVID, three died of other incidents resulting in the (RTAs) remained the cause countries. causes, two died following deaths of five people during of the most injuries and we In the 2021 business year Road Traffic Accidents (RTAs) the reporting period. continue to increase staff MAG reported a total of and one died following an Two people died following awareness of the causes of 72 incidents to the Charity explosion. Our thoughts an RTA and two following RTAs and mechanisms to Commission under their remain with their families, explosions. In our Sri Lanka assist with improving safety serious incident reporting colleagues and friends. programme, we unfortunately behaviour across MAG. requirements. We dealt with 24 major, had a staff member die due Other incidents were To date, 57 of these critical, or fatal MAG-related to natural causes whilst related to ill health, fire, incidents have been closed health and safety incidents at work. Our programme flooding and trips and falls. by the Commission.

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Continued from Page 42

concerns including behaviour, health safety and security.

We also worked on refreshing our safeguarding standards and supporting resources to align with, sector standards and with MAG’s risk framework. In 2021, MAG joined the sector’s Disclosure of Misconduct Scheme and completed a tender process for international criminal records checks.

MAG, like other international NGOs, continues to come under scrutiny for the conduct of its staff and we welcome this transparency and accountability. Where a safeguarding incident occurs, MAG has clear procedures on investigations and our HQ Human Resources and Safeguarding teams work closely with country teams to ensure issues are addressed thoroughly.

Support is provided to survivors (and all those involved in an investigation) as necessary, and we are rigorous when it comes to reporting onwards to the Charity Commission and donors. The Health, Safety, Security and Safeguarding Committee (HSC), HQ HR team and Safeguarding team have oversight of all investigations to ensure they are handled properly, and lessons are captured and learned.

MAG Trustees are under a moral and legal duty to ensure that we do not cause harm to those we seek to support, employ, or work with. The Board receives a quarterly report on the progress of the safeguarding work plan and a summary of cases. The Board’s Safeguarding Trustee Focal Point and Chair of the HSC receive more regular updates and additional information on the progress of individual cases.

As an organisation, we operate across a range of complex

contexts. It is recognised that these challenges can present risks to the health, safety, security and safeguarding of all staff and the people who come into contact with

Safeguarding reports received
	2021	2019/	2018/	2017/
		2020	2019	2018
		(18mth
		period)
No. of reports received
relating to safeguarding	32	41	34	12
No. of serious incidents
reported to Charity Commission
that related to Safeguarding	25	30	10	8
Reports not investigated and
now considered closed	9	9	18	2
Reports investigated and
now considered closed	23	32	16	10
Out of the reports substantiated,
no. of dismissals	3	9	3	3
Out of the reports substantiated,
no. of instances of disciplinary action Other remedial action – briefngs,	8	18	15	1
discussions or training	10	15	19	2
Instances investigated as far as possible,
but where MAG was unable to proceed
under our disciplinary policy and
procedure, e.g. where a member of staf had already left or was in the
process of leaving the organisation	2	9	4	1

we may decide to follow up with a lessons learnt exercise which may consider, for example, further training and/or awareness-raising. We saw a rise in anonymous complaints in 2021 and often further information is not forthcoming. In these cases, we cannot take an investigation further but we log the concern and monitor it. We have also seen a rise in requests for mediation to resolve an issue between two individuals.

our work. MAG is licenced by the relevant national authorities in all operational areas and is obliged to adhere to national and International Mine Action Standards (IMAS). We are confident that we have the necessary policies, standards, and operating procedures in place, including in relation to the monitoring and reporting of incidents, to ensure the wellbeing and safety of our staff and the communities we serve.

Any safeguarding-related Safeguarding reporting concerns are reported to the Charity We responded to a total of Commission and immediately 32 safeguarding concerns in shared with the Chair, Board the business year 2021. Our Safeguarding trustee/Chair of the safeguarding register monitors how GNRC, and the Chair of the HSC. the concerns were raised, and the Remaining trustees are kept key decisions taken when handling informed by a weekly update, a complaint. which gives them oversight of Reports received are always MAG’s handling of concerns. A responded to. Where we do not serious incident which is also need to carry out a full investigation considered to be a critical incident (this can happen for several are communicated to the full Board reasons) or the outcome is that no immediately. A similar process is in disciplinary sanction is necessary, place for reporting to our donors.

Reports received are always responded to. Where we do not need to carry out a full investigation (this can happen for several reasons) or the outcome is that no disciplinary sanction is necessary,

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MAG Annual Report 2020-2021

People & Accountability

MAG’s Carbon Footprint

Upholding Ethical and Environmental Standards

ones where practical. Genuine attempts to minimise the social and environmental impacts of our procurement decisions are made. We take steps to examine ways in which we can use less electricity (demand reduction). Energy data has been calculated directly from meter readings provided by our landlords at the end of each calendar month. MAG raises awareness of staff on the techniques of optimum control of the environment. We analyse internal temperatures. the results to allow us to identify Indirect emissions data generated key areas for improvement and from air and rail business travel encourage our staff to be part by Manchester based staff of our efforts to minimise our are received from our Travel environmental impact.

We recognise the importance of the impact of our activities on the environment and that there is a need to constantly consider ways in which we can conserve energy and minimise waste in all activities that we undertake.

We review our significant environmental aspects annually to agree our environmental targets and objectives; one of which is to “reduce the overall 'embodied energy' within the products demanded by MAG to provide the services for our clients”. The top two which are deemed to have the highest environmental impact are monitored monthly (electricity and paper/printed materials). Furthermore, we ensure that where wastes need to be disposed of, that the least environmentally damaging options are utilised.

Indirect emissions data generated from air and rail business travel by Manchester based staff are received from our Travel Management Company. Data is calculated using DEFRA (The Department for Environment, Food and Rural Affairs) standards and DEFRA greenhouse gas (GHG) conversion factors, and uses actual distances, class (economy as per MAG’s Travel Policy) and travel type, to ensure carbon emissions are measured and presented correctly. All emissions are reported as tCO2e (tonnes of carbon dioxide equivalent), we set realistic maintenance targets to monitor our performance against these targets.

To map our carbon footprint, we monitor and collect data on our electricity usage, waste disposal, paper usage and travel (to, from and within the UK) for our Manchester office. Our Environmental Policy is made available to all staff.

We monitor and collect data on electricity usage, waste disposal and paper usage for our Manchester office as well as air and train travel for our Manchester affiliated staff, to measure our environmental impact. Where practicable, we consider the 'sustainability' of resources and materials procured: meaning the social and environmental effects of procuring resources and materials will be given equal weighting alongside the economic

MAG is reporting our UK energy use for the 2021 business year which covers the accounting reporting period 1 January 2021 to 31 December 2021 and have shown the 2020 data to provide annual comparisons.

MAG is committed to mapping our carbon footprint each year so that we can better understand the impact of our activities on

Methodology

h Emissions stated above are based on our Manchester office for periods 1 January 2021 – 31

December 2021. We collate actual electricity data from billing information. We have included business transport data for international and domestic flights and rail travel made by HQ staff to, from and within the UK, this data is collected from reports from our travel agents. UK Government GHG conversion factors are used to derive carbon emissions.

Intensity Ratio

h We have chosen to display tonnes of CO²e per Manchester staff member to enable us to compare year on year emissions as majority of our emissions are air and rail travel from staff business travel to our overseas programmes, as well as heating and lighting our HQ office.

Energy efficiency actions

h In early 2021 our Energy Savings

	2020	2021
Energy consumption used to	383,238.01
calculate emissions (kWh)
Scope 1	-	-
Scope 2emissions in metric	41,542.64 kWh x	46,381.90 x
tonnes CO2e	0.23314	0.21233
Purchased electricity	= 9.178 tCO²e	= 9.484269 tCO²e
Scope 3emissions in metric	613.8 miles	516 miles
tonnes CO2e Business travel	184.318 kgCO2e	135,4242 kgCO2e
in employee-owned and	= 0.1843 tCO²e	= 0.1354242 tCO²e
hired vehicles
Scope 3emissions in metric	78,163.08 kgCO2e	51,469.89 kgCO2e
tonnes CO2e Business travel:	= 78.163 tCO2e	= 51.46989 tCO2e
Flights (optional reporting)
Scope 3emissions in metric	1,315.46 kgCO2e	1,407.14 kgCO2e
tonnes CO2e Business travel:	= 1.315 tCO2e	= 1.40714 tCO2e
Rail (optional reporting)
Total gross emissions in	88.8403 tCO2e	62.4967 tCO2e
metric tonnes CO2e
Intensity ratio tonnes CO2e per HQ staf member	1.185	0.7022

Opportunity Scheme (ESOS) energy audit was conducted, and recommendations provided in the report are being reviewed and where practically possible implemented.

those risk analysis and treatment plans are reviewed by our Board Committee, with a summary and any recommendations presented to our Board of Trustees on a quarterly basis.

h During the final quarter of 2021, MAG had a successful recertification of our ISO 14001:2015 (Environmental Management System) and ISO 9001:2015 (Quality Management System) following an external audit. The scope of our certification is UK only ‘Central management of conflict prevention and recovery programmes’. h In the first half of 2021, our Board of Trustees approved a new risk management framework which is comprised a suite of Parent and associated Child Risks. All risks are analysed and reviewed, with treatment plans developed for any risks that are above an acceptable level. The outputs of

h As a result of that, we now have a specific Child Risk of ‘items of environment / cultural / indigenous significance impacted/destroyed during, or as a result of operations’ under our Parent Risk of ‘Loss or Damage’.

During the latest risk review, this risk was deemed to have a low risk level.

MAG participates in the Environmental Issues and Mine Action (EIMA) Working Group. During the last quarter of 2021, MAG provided examples, photos and input to a report by Mine Action Review on Mitigating the Environmental Impacts of Explosive Ordnance and Land Release.

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Principal Risks and Uncertainties

Our approach to risk management In order to achieve our mission and vision, MAG inherently operates in a range of unstable and complex environments around the world, often in the face of difficult security, logistical and financial challenges. Risk management is therefore a critical component of how the organisation navigates uncertainty and continues to build its reputation as a trusted partner to deliver lifesaving work in countries and communities most in need.

In 2021 the Board of Trustees approved an updated Risk

Management

MAG operates in Framework to ensure that we are identifying, unstable, complex monitoring, assessing, environments and understanding risk in a consistent around the world manner across the organization. The

risk management

framework is aligned to the principles of ISO 31000: – Risk Management Guidelines, which enables us to adopt internationally recognised best practice.

Governance of Risk

The Board of Trustees and the Leadership Team are responsible for setting, communicating and monitoring the Risk Management Framework.

The framework provides the platform for trustees and staff to make informed decisions, which are consistent with achieving the maximum benefit for the communities with whom we work, whilst working with in tolerable levels that are aligned to our capacity to manage and absorb risk.

The Audit and Finance Committee (AFC) has responsibility for the overall Risk Management Framework.

Each of MAG’s key risk areas, as identified in the corporate risk register, are assigned for oversight by one of the three Board Committees (AFC, GNRC or HSC). Committees are provided with quarterly reports and analysis of any changes to the risks within their oversight responsibility for review, consideration and challenge. Where risks are assessed as exceeding acceptable levels, exception reports are produced for more detailed analysis and a description of the treatment plans that have been put in place to mitigate those risks. The Board of Trustees receives updated quarterly risk reports, as endorsed by the overseeing committees.

Risk, Compliance and Assurance

MAG’s Risk Management Framework adopts the Three Lines operating model and throughout 2021 we have made progress in strengthening this approach across all three pillars. Of note is that in 2021 we completed our first full year of a structured internal audit programme which has taken as a long way forward in gaining assurance across a number of areas in the organisation.

Internal Audit plans are

developed and informed by our risk framework and are approved by the AFC.

Disruption and COVID-19

Carrying over from the previous year, 2021 continued to be a year that required constant adaptation to

deal with various levels of disruption and restrictions. Some of the issues have been:

h recruiting and mobilising our global workforce;

h adapting operational activities to

comply with local regulations,

h adapting to remote ways of

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MAG’s Risk Management Framework

----- Start of picture text -----
The Risk Management Framework outlines all the essential components required to manage risk effectively.
Leadership and Each component of the Risk
Commitment Management Framework
can be found in the
following documents:
Monitor and
Integration
Review
MAG
Risk Management
Roles and Policy
Resourcing
Responsibilities
MAG
Risk Management
Information and Procedures
Governance
Reporting
MAG
Training and Design and Risk Management
Competency Process Plan
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Continued from Page 48

support and CBT (Cognitive Behavioural Therapy) self-help modules.

Continued from Page 48 throughout the two-year pandemic period and has been successful working and awareness of the in continuing to deliver on our health and wellbeing associated; strategy.compassionate guidance and 24/7, covering a wide range of h issues.

Principal risks to be managed in

h supply chain challenges and constraints.

the year ahead

Below are some of the key areas of risk that MAG continues to respond to.

Services available include life

support, legal information, medical information, bereavement

Whilst navigating all these issues MAG has proven to be resilient

Key Areas of Risk

Response and Mitigation

h We have, and continue to, strengthen our internal control environment by updating policies and procedures on data protection and data classification.

Digital and Data Protection

Our responsibility to protect personal data and to prevent disruption to critical systems is vital. Cyber threats are a global challenge. Increased use of digital platforms and remote working arrangements increase our vulnerability.

h We are developing a range of information and ICT security standards to ensure we are consistent and compliant in applying our controls
h We are developing our data culture through training and appointing data protection officers.
h We have undertaken an internal audit on our cybersecurity controls and have an action plan to address our areas of vulnerability

h We continue to strengthen our commitment in keeping our staff and beneficiaries safe.

Safeguarding

With more than 5,000 staff and contact with more than 1 million beneficiaries, MAG understands our duty of care to ensure that all who work for us and come into contact with our work are protected in a safe and dignified way.
h We have a comprehensive Safeguarding Framework in place that covers a suite of Policies and Procedures.

h We undertake mandatory safeguarding training for all staff. h We are further expanding our reporting mechanisms, for staff and communities.

h We are strengthening our response through appropriate investigation practices and procedures.
h We challenge ourselves to strive for best practice and open ourselves to external reviews with the aim to provide assurance that we are on the right track and inform and identify areas where we can improve further.

h We have developed a range of safeguarding minimum standards to ensure we are consistent and compliant in applying our controls.

h We have increased our investment in, and strengthened our security management capacity with global, regional and, where appropriate, country level security managers.
h We provide mandatory basic training and, where required, specific advanced training considering position and/or country contexts.

Health, Safety, Security, Wellbeing

Each and every one of our 5,000+ staff has the right to work safely. Whilst we work in environments that are sometimes volatile, we do it in a manner that is based on a strong control environment and is informed and responsive to the contexts of the locations we work.

h We undertake incident and crisis simulation exercises to prepare ourselves to respond if an incident should occur.
h We have implemented a range of Global Technical standards to support safe delivery of our work.
h We have comprehensive policies, procedures and guidelines for Health and Safety, Security and Wellbeing.

Key Areas of Risk

Legal and Regulatory Compliance

Having a working presence in nearly 30 countries, we are obliged to ensure that we are operating in accordance with local, regional, national and international legislation and regulations.

Financial Crime

Financial Crimes cover a range of risks including bribery and corruption, terrorist financing, money laundering and sanctions/export controls. The nature of the countries where we work increases our exposure to these types of risks.

Funding Environment

The full effect of the economic fallout of COVID-19 is still uncertain and there is increasing potential for ODA funding cuts which are our primary source of income. Of particular concern are the UK Government and the implications of the FCO-DFID Merger that took place in 2020.

Response and Mitigation

h We maintain a global compliance database to capture the statutory requirements for each MAG programme, with data extracted from reviews of legislation, legal advice and sector knowledge/information sharing.
h We access and utilise specialist legal and professional services advice to address specific issues.
h We have updated our comprehensive Financial Crime policies and procedures in 2021
h We are rolling out new policies and procedures for procurement and inventory management
h We have increased our global logistics and procurement capacity for strengthened oversight and improving our systems and practices.
h We undertake screening activities of our staff, partners and suppliers in regard to counter-terrorist measures.
h We have strengthened our internal financial compliance capacity.

h We undertake external audits on export controls and have a sanctions working group to actively monitor and comply with sanctions

h We implement donor engagement and advocacy strategies to reinforce our sector as a funding priority.
h We aim to diversify our funding sources as much as possible.
h We engage with the public to expand the support of our work. h We regularly and actively monitor financial forecasts to respond to funding volatility.

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MAG Annual Report 2020-2021

Our Plans for 2022

Our plans for 2022, as they were for 2021, are ambitious but deliverable. They strengthen us as an organisation, help us to prepare for the future and, critically, mean we can respond to new and emerging humanitarian needs in an everchanging world.

Areas of strategic

organisational importance

As part of our plans for 2022, we have identified three broad areas of strategic organisational importance. These are areas where we believe additional attention will significantly strengthen MAG.

coalition efforts led by Germany, including in the revision of the national mine action strategy.

and Clearance/Land Release

MAG’s next strategy

thematic areas

h Develop and use Theories of Change for AVR/WAM and HMA h Respond to emerging opportunities for programme development

h Drive innovation in programme delivery and understand and maximise our impact

h Conduct due diligence checks on all MAG partners and act on monitoring plans of all MAG contracted and subcontracted partnerships

Largely, such focus will represent the continuation of work already commenced. That they are in this plan reflects our belief that they are critical to organisational success: giving us resilience, preparing us for the future and strengthening our culture.

MAG’s work in Azerbaijan is currently limited to capacity building of the national authority, however there has been an

h Expand our policy and advocacy to cement and grow influence and support

h Increase MAG’s income through voluntary giving

AIM 2: MAG will be sensitive, responsive and inclusive in the ways that we work with each other, our partners, and the communities we support.

ongoing dialogue about whether MAG can also find a place as an operator within the Karabakh region. At present MAG is the only international non-governmental organisation (INGO) working in the country, which is no small achievement given the landscape for civil society organisations within the country has been complex for the last decade.

Organisational

deliverables for 2022

AIM 4: MAG will be a well-managed, accountable and sustainable organisation.

We have agreed on several key deliverables which we would like to continue, commence or complete during 2022. These are categorized according to Strategic Aim and have been chosen either because they support programme delivery or support our three areas of strategic organisational importance – values-driven culture, risk-based management and ensuring a sustainable future – so will strategically strengthen MAG in 2022. Examples of deliverables per Strategic Aim are listed below.

We will

h Develop a conflict sensitivity framework with International Alert h Finalise our EDI strategy h Develop tools and tailored actions plans on Gender Sensitivity and deliver training and workshops to establish staff understanding on Gender Awareness

Values-driven culture

We will

h Embed and live our new values h Strengthen staff engagement h Continued focus on safeguarding, duty of care and equity, diversity and inclusion

h Support all countries to use MAG’s Risk Management Framework to conduct risk analysis h Improve financial systems and reporting

h Embed values into the organisation through our HR processes

MAG is already engaged with a number of our core donors with regard to potential future expansion, continuing to support ANAMA in their capacity needs and, if the authorities agree, looking to establish mine action teams.

Risk-based management

h Embed use of our Risk

AIM 3: MAG will maximise the reach and impact of our work through external engagement and partnership.

Management Framework h Learn from Incident Management reporting to inform our practice h Establish an effective operational management and monitoring framework

Programme plans for 2022 Latin America and Rest of the World

We will

AIM 1: MAG will deliver a global h Create advocacy and policy programme of action to reduce the thought leadership reports and impacts of Explosive Ordnance and events on thematic areas (EWIPA, SALW-A youth, gender and SALW, and We will new contamination & completion) h Roll-out the use of impact and provide programmes with assessment tools for Risk Education support so they can leverage those

In Bosnia-Herzegovina, the

This will only be done with the express support and approval of the national authority and in liaison with the United Nations Development Programme (UNDP). MAG has expressed a firm interest in looking to recruit and train female deminers

programme is planning an increase of its manual clearance capacity to eight teams and an expansion of its activities in the north-west of the country. MAG will continue to play an active role in the country

Ensuring a sustainable future

h Analyse our long-term financial We will sustainability h Roll-out the use of impact h Design the approach to develop assessment tools for Risk Education

in a traditionally male dominated national sector, but again this is subject to ANAMA’s approval. At the time of writing this report, MAG was establishing a programme in Ukraine and has signed a partnership agreement with a Ukrainian non-profit demining organisation to collaborate on risk education, training and other humanitarian mine action priorities. It was expected that our programming in Ukraine will scaleup significantly in the latter half of 2022.

The 2022 priorities of MAG in Ecuador are still linked with the expansion of our current work. We will continue to develop new funding opportunities with our core donor, WRA, to put in place an operational programme of work until 2025. We will also look to diversify the donor portfolio.

In terms of our operational activities, we aim to increase our support to a wider range of beneficiary entities, specifically expanding to work with the Ecuadorian Weapons Control Unit and the Ecuadorian Army.

In Peru, MAG will focus on rolling out dedicated PSSM activities with the overarching aim to reduce the threat of proliferation of arms, weapons and munitions in Peru and in the region and to enhance the national capacity to sustainably and safely manage all current and future risks in this regard. In order to leverage this overall goal MAG will engage key actors to develop new strategic partnerships at national and regional levels.

MAG will advocate and lobby with WRA to see if there is space for reviving our cooperation under the new Bicentennial Security Framework that the US has signed with Mexico.

East and Southern Africa

At the time of writing, FCDO has reinstated all three HMA programmes in ESA till the end of

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December. For 2022 the goal is to contribute to the Article 5 plans (under the Anti-Personnel Mine Ban Convention) to become landmine free by 2025 in Zimbabwe, South Sudan and Angola.

We will continue to position programmes to develop new partnership approaches in order to seek funding from non-traditional sources like the EU, United States Agency for International Development (USAID) and other US funds. We will place greater emphasis on articulating the impact of climate change on clearance programmes and the contribution clearance and SALW interventions make to agricultural, economic recovery, and livelihoods as well as supporting emergency responses. New programmes will start cross border where significant gaps in SALW RE, HMA/EORE have been identified for displaced populations impacted by conflict, drought, unseasonal rains, flooding and famine – particularly in South Sudan/Uganda and Somalia, Ethiopia and Kenya. Both Ethiopia and Sudan remain on the watching brief for MAG along with the Mozambique/Tanzania axis.

Funding remains a challenge as global priorities shift. Inclusion, gender and national staff capacity development are key internal priorities with a review of support services on-going to ensure programmes are fit for purpose.

South and South East Asia

Maintaining and developing the existing five programmes in the region will remain the priority for the region over the coming year, coupled with enhancing regional engagement and collaboration as well as scoping out other opportunities for programming. Specifically for the existing programme countries, the plans in summary are as follows:

In Sri Lanka, MAG is continuing the resurvey process to inform

newly started Technical Survey Dogs (TSD – conducting cluster munition technical survey in Ratanakiri).

the NMAC on the remaining contamination in -ountry and extend the staff transition activities to Delvon Assistance for Social Harmoney (DASH) and Skavita Humanitarian Assistance and Relief Project (SHARP) workforce. MAG will also provide input to the national mine action strategy, and support Sri Lanka to eventually reaching its objective of becoming mine free.

and maximizing and monitoring the impact of MAG’s work for communities. More clearance teams will be deployed than in any previous year and MAG is forecasting to increase the amount of land cleared by 50%.

Over 2022, based on an assessment involving communities, MAG Myanmar plans to:

In Cambodia in the coming year, h Shift approaches from ‘working MAG will continue to work on hightowards clearance’ to ‘emergency impact minefields in Battambang response’ in the immediate future and Ratanakiri province and cluster h Broaden EORE to provide munition contamination in Ratanakiri holistic life-saving information to province, where explosive remnants conflict-affected communities of war continue to impede access h Continue building the capacity of to safe land for agriculture, natural international and local organisations resources and infrastructure. MAG to deliver EORE Cambodia will also continue its h Protect legacy contamination expanding activities in relation to survey data and monitoring new research and development of more contamination effective and efficient technologies/ h Respond to the increasing use of applications through ongoing and explosive devices in urban areas expanding partnerships with donors h Develop conflict-sensitive public and other mine action operators awareness campaigns in particular; of advanced detector h Revamp coordination and technology, drone technology and advocacy initiatives. animal detection systems such as Mine Detection Rats (MDR), Mine Middle East Detection Dogs (MDD) and the In 2022 MAG Lebanon will continue

In Vietnam, priorities for 2022 include maintaining authoritative leadership in mine action expertise – providing technical support to the Vietnam National Mine Action Center (VNMAC) and the Landmine Working Group (LWG), exploring the potential for new operational areas and expanding the scope of work, scoping additional funding opportunities as well as maintaining the high quality of operations and safety of the staff.

In 2022 in Lao PDR, MAG will continue to implement the country strategy, prioritizing continued high quality and efficient operations

In 2022 MAG Lebanon will continue

will enhance, essentially through the mechanization of the response, as well as increased capacities in dealing with EOD spot tasks. With 20 MAG CLTs we will also start diversifying the portfolio of activities, focusing on identifying new Hazardous Areas, and developing innovative approaches such as digital explosive ordnance risk education (DEORE). MAG will also continue supporting two local partners for CL activities in order to draw the future 2023 expansion plan of the program in the areas of Sarine, Kobane and north Deir es Zor. Continuous efforts will also be made to contribute to the capacity building of the NESMAO in collaboration with the other actors in the HMA Working Group.

working in line with the national mine action strategy in releasing contaminated land. This includes working towards supporting completion of Battle Area Clearance (BAC) operations in high impact and populated areas of South and West Bekaa and engaging with key stakeholders to lobby for increased funding and support to Lebanon's CCM Article 4 extension until May 2026.

The programme will keep on increasing operational efficiency and intensify the use of mechanical assets to remain the leading operator in minefield clearance. The land will be cleared from antipersonnel and anti-vehicle mines and handed over for agriculture, housing and infrastructure projects.

MAG NES is also intending to develop its expertise on crosscutting issues, such as GDI, conflict sensitivity and environment. A communication plan has also been defined to start enhancing

Along with exploring new Areas Land will be of Operations, one of the ultimate objectives handed over for 2022 will be the for farming completion of land release operations in and housing Ras Baalbek and Arsal.

Aiming at having

MAG programme visibility in NES with a wider audience at local and international levels.

the Lebanese Mine Action Centre (LMAC) operating autonomously towards 2025, the programme will continue to support the national mine action authority to effectively lead and manage mine action functions and responsibilities in an independent and sustainable manner

In 2022, the MAG Iraq programme will continue to address the widespread prevalence of explosive ordnance in Iraq, which is preventing the productive use of land and livelihoods in the Kurdistan Region of Iraq (KRI) and hindering the safe return and resettlement of IDPs as well as the productive use of land and livelihoods in Federal Iraq. Operations will continue to focus in MAG’s core areas in northern Iraq, including the governorates of Ninewa, Dohuk, Sulaymaniyah and Diyala. Following a scoping study undertaken in Q1, MAG will explore opportunities to potentially expand into Kirkuk governorate. Furthermore, MAG intends to conduct an assessment into the issue of SALW in Iraq, in order to potentially start a new

On a WAM perspective of the operations, MAG Lebanon will support the Lebanese Armed Forces' (LAF) strategy for ammunition management and storage, as well as explore opportunities with other security forces.

Following a rapid growth expansion of the programme in 2021, MAG’s strategic objectives in North-East Syria (NES) for 2022 should overall contribute to stabilize and strengthen the structure and operations in place.

With a total of five MATs and four MTTs, it is expected that productivity of clearance activities

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pillar of programming. Efforts to link clearance activities with other humanitarian and stabilization projects will continue through collaboration with NGOs. MAG’s budget is expected to remain stable, around $20 million, with no major changes to staff (850) or teams (87).

To ensure MAG remains a costefficient organization and to support the localization agenda, MAG will develop a nationalisation plan which will include a roadmap for the nationalisation of key and senior staff positions currently held by internationals.

accidents in eastern Chad, an area military training school in Burkina not covered by the PRODECO Faso after extensive field research. project, MAG has proposed to the In Nigeria, HMA will focus on EU to implement mine and ERW EORE, including the development EORE. Research into the impact of of an EORE curriculum and a SALW on civilians in central Mali is training manual for integration into due to be conducted mid-year. educational children’s activities in

In Nigeria, HMA will focus on EORE, including the development of an EORE curriculum and a training manual for integration into educational children’s activities in the Northeast.

West Africa

In 2022 the region will continue to deliver its WAM / SALW activities focusing on increasing national capacity to manage the process independently, especially to ensure that interventions take place where most impactful, which are often inaccessible to MAG directly.

In 2022, MAG will mobilise resources to support mine action in Senegal, Guinea-Bissau and Mauritania with an initial focus on building information management capacity. MAG will support destruction and WAM interventions based on priorities, focusing on transferring capacities to national authorities with increased onthe-job training. MAG will work with SALW National Commissions and civil society organisations to conduct research on SALW impact and develop holistic initiatives that aim to reduce armed violence in a fast-evolving region.

The SALW project will focus on SALW RE and an AVR media/ radio campaign in the north-central and northwest. The programme will continue to carry out armoury assessments and construction/ rehabilitation.

In The Gambia, MAG will continue to support the development of the national commission on SALW and respond to SALW and ammunition needs in the country,

Across the region the HMA transferring capacities to national agenda is coming to the fore authorities with increased onwith opportunities to engage in the-job training. MAG will work institutional support and data with SALW National Commissions management refinement in three and civil society organisations to countries with legacy contamination. conduct research on SALW impact In the Sahel countries the impact of and develop holistic initiatives that improvised anti-personnel mines will aim to reduce armed violence in a become an increased area of focus. fast-evolving region. As a result of the changing and MAG will support Burkina Faso challenging security context moving and Niger to implement keys down from the Sahel towards activities - marking and destruction the Gulf of Guinea states, more of SALW/SAA/ ammunition and a emphasis will be put on these range of SALW-RE/EORE related countries and preventative activities. activities supporting armed violence Engagement through reduction and prevention and partnerships – CAVR, SAS and gender mainstreaming in arms International Alert – will continue control, in addition to PSSM with to be vital throughout the region as emphasis on construction of will MAG’s ongoing relationship with Explosive Store Houses (ESH) for ECOWAS. the armed forces in both countries.

In Ghana, Togo and Benin, nonstate actor violence against civilians and security forces is expanding into coastal West Africa. This includes instability exacerbated by ongoing conflicts and the increased flow of arms. MAG’s focus in these countries will increase across 2022 and into 2023.

In 2022 MAG is looking for funds to support the development of an information management system and fulfil its clearance obligations. With support from SIDA, MAG will start training in armoury management and weapon storage facilities enhancement for Guinea Bissau. And in Ivory Coast, MAG will conduct a WAM scoping mission with the National Commission (NATCOM) and all relevant high rank officials from the different armed forces.

In Chad and Mali, WAM activities are planned to continue into 2022 as well as EORE in Mali. In Mali, training activities in gender mainstreaming will also continue and a retraining process for SAA should be launched. Following

A survey to understand the proliferation of SALW in the areas bordering Ghana and Ivory Coast will take place in Burkina Faso in mid-2022. Burkina Faso will develop a module on Women, Peace and Security (WPS) for the

Structure, Governance & Management

Legal Status

In the UK MAG’s legal status is as a UK company limited by guarantee (Number: 4016409) and registered as a charity with the Charity Commission for England and Wales (Number 1083008).

The role and duties of the trustees are therefore governed by Charity law and Company law. As a charitable company, MAG is regulated by the Charity Commission for England and Wales and Companies House and therefore must comply with the policies and guidance of both regulators.

MAG operates under a set of Articles and a Memorandum of Association. The Articles of Association are the rules, which deal with the charity’s status, and regulate its internal management.

Governance and

management in MAG

into place the decisions of the Board and ensuring that strategic goals are met effectively, efficiently, legally, and sustainably.

MAG is governed by its Trustees, collectively known as the “Board”, who are also its directors under company law.

and assurance, rather than on operational matters, and this is reflected in the Delegation of Authority from the Board to the Leadership Team. The Board Reserved Powers details those powers it retains and reserves for itself, especially the most significant decisions.

Strategic planning is a core responsibility of trustees. Whilst the Leadership Team and staff undertake the work it is the trustees who decide the direction of MAG.

The Board is accountable to people affected by violence, conflict, and insecurity, and to our donors and supporters in the UK and around the world, to ensure they have confidence in how MAG uses its resources.

Matters reserved for the board together with those powers that have been delegated, are regularly reviewed by the Board of Trustees.

Trustees must act in the best interests of the charity’s purposes and its present and future beneficiaries, so they need to balance short and long-term activities.

The Board have the powers to conduct the affairs of the charity, and many of these powers are delegated to the Leadership Team. The focus of the Board is on strategy, performance,

Leadership’s primary focus is getting the organisation to perform, and dealing with the practicalities of running MAG. Its focus is on putting

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Further, it approved the expansion of MAG’s Charitable Purposes to provide members of the public and the charity with a more accurate picture of MAG’s charitable aims.

Continued from Page 57 with the Code’s recommendation that large charities carry out such a The Board also hold the review every three years. Leadership Team to account for The review was undertaken the delivery of that strategy against in early 2021 and was structured agreed key performance indicators. around specific elements of the Our programmes are managed Charity Governance Code. The by a Country Director (CD) or review found that MAG benefits Regional Programmes Manager from a Board that brings great (RPM), depending on the scope expertise as well as time, with of operations, and are supported a strong commitment to the by a Finance Manager (FM) and organisation and its governance. A Technical Operations Manager report was produced summarising (TOM). the conclusions that emerged from The CD/RPM is responsible the review. It identifies positive for the delivery of all MAG’s aspects of MAG’s governance as statutory, regulatory, and well as matters for consideration or contractual commitments in the action. The Board agreed a plan to country/countries they operate implement the recommendations in. Furthermore, the CD/RPM and the Governance, Nominations is responsible for all national and Review Committee has and international staff within the oversight of progress against activities.

The inclusion of advocacy and campaigning to mitigate impact on communities reflects the very direct linkages between our on-theground programming and advocacy.

Furthermore, expanding upon and better defining the Explosive Ordnance Risk Education (EORE) strand of our work gives a better reflection of its importance and scale. In addition to the proposed changes to MAG’s Charitable Purposes, the Board agreed to increase the maximum number of trustees from 13 to 14.

The CD/RPM is responsible for the delivery of all MAG’s statutory, regulatory, and contractual commitments in the country/countries they operate in. Furthermore, the CD/RPM is responsible for all national and international staff within the programme along with safety and welfare, standards and good practice and all disciplinary matters while ensuring adherence to the laws and customs of the country in which they are operating. They also represent the organisation at a country level with the authorities, donors and other stakeholders.

As part of the Board’s accountability to staff, wider participation from staff across MAG programmes and the Manchester office is encouraged at every Board meeting to discuss current topics of interest or concern.

The next external governance review is planned for 2024.

Trustees

As of December 2021, there were eight women and six men on the Board. Trustee recruitment in 2021 has, as in every year, taken due account of the Board’s commitment to finding individuals with the required skill set and creating a more representative and diverse organisation at all levels, with our Board leading by example.

MAG takes a rigorous approach to trustee recruitment, performance and development, and to the Board’s conduct. As a result, the Board works as an effective team, using the appropriate balance of skills, experience, backgrounds, and knowledge to shape a fully diverse Board that can make informed decisions.

CDs/RPMs report to Regional Directors (RDs) and provide monthly management reports with key operational and financial data. The structure of individual MAG programmes or projects differs according to the size and complexity of the country operations.

Our approach to recruitment is consistent with our commitment to the diversity charter established by the Association of Chief Executives of Voluntary Organisations (ACEVO).

Trustees are selected and

appointed in accordance with the regulations laid down by MAG’s Articles of Association. Trustees serve an initial term of three years that can be extended for a further three years (although the Board can approve discretionary extensions provided 75% of the Board agree). In 2021 the Board held three

UK Charity Governance Code

On appointment, all new trustees receive an induction programme, and it is normal practice for new trustees to meet with The Chair, Chief Executive and Leadership Team alongside the Company Secretary.

The Board resolved to adopt the Charity Governance Code for larger charities, and we have used the Code to hold up a mirror for our governance. The Code encourages charities to publish a brief narrative in their annual reports explaining how they apply it. It was refreshed at the end of 2020 to enhance provisions related to integrity, equality, diversity and inclusion. In early 2021, the Board

charities to publish a brief narrative scheduled virtual meetings and one Team alongside the Company in their annual reports explaining scheduled hybrid meeting, each Secretary. how they apply it. It was refreshed including a Trustee development The objective of the induction is at the end of 2020 to enhance session. In addition to the Board’s to: provisions related to integrity, typical business, the trustees in h build an understanding of the equality, diversity and inclusion. 2021 gave considerable focus to nature of MAG, its purposes and the In early 2021, the Board the impact of COVID-19 on MAG communities in which it operates; commissioned an external staff, finances, and work. The Board h develop the new trustee’s governance and board also approved an extension of the understanding of the role, including effectiveness review in accordance current strategy to the end of 2023. legal duties and Board matters;

h build an understanding of the nature of MAG, its purposes and the communities in which it operates;

key role in developing new programmes and projects, and assists in the evaluation of new technologies, bearing in mind cost-effectiveness, practicality and safety. Overseas projects and programmes are normally managed by a Country Director (CD) or Country Representative (CR), depending on the scale of operations, and are supported by a Finance Manager (FM) and Technical Operations Manager (TOM). The CD is responsible for the delivery of all MAG’s statutory, regulatory and contractual commitments in the country. Furthermore, the CD is responsible for all national and international staff within the programme along with safety and welfare, standards and good practice and all disciplinary matters while ensuring adherence to the laws and customs of the country in which they are operating. They also represent the organisation at a country level with the authorities, donors and other stakeholders.

Leadership Team

Led by the Chief Executive, the Leadership Team is made up of the Director of Governance and Business Transformation, Programmes Director, Finance Director, Technical Director, People and Culture Director and Fundraising and Engagement Director.

The Leadership Team’s primary focus is organisational performance and efficacy and managing the week-to-week practicalities of running MAG. Its focus is on putting into place the decisions of the Board and ensuring that strategic goals are met effectively, efficiently, legally and sustainably.

Strategic planning is a core responsibility of trustees. Whilst the Leadership Team recommend strategy to the at national and international and staff undertake the Board and provide day-tolevel. The Leadership Team work it is the trustees who day management including meets regularly to review decide the direction of MAG. accountability and oversight policy and monitor risks. Trustees must act in the for all legal, contractual, The organisation has an best interests of the charity’s operational and financial Operations Development purposes and its present responsibilities relating to Team (ODT) which reports and future beneficiaries, so the charity’s business. The to the Technical Director. they need to balance short Leadership Team, being the The ODT monitors MAG’s and long-term activities. key management personnel programmes and projects The Board also hold the of the charity, is responsible according to contractual Leadership Team to account for the stewardship of obligations and planned for the delivery of that the organisation’s human activities, as well as ensuring strategy against agreed key resources, assets and compliance to safety and performance indicators. equipment. It also provides technical standards and best The Leadership Team senior representation both practice. The team plays a

Country directors report to Regional Directors (RDs) and provide monthly management reports with key operational and financial data. The structure of individual MAG programmes or projects differs according to the size and complexity of the country operations.

h build a link with MAG’s staff and other trustees; and

the Articles of Association

to the accounts.

to claim, “Reasonable out of pocket expenses” incurred by them in attending meetings as required by MAG. The Executive Assistant makes all trustee travel arrangements in line with MAG’s Travel Policy. Details of Trustee expenses are disclosed in Note 22

There are regular governance reviews, including in 2021 an external Board effectiveness review.

h build an understanding of MAG’s main relationships.

None of the members of the Board received any remuneration for their work as a Trustee. All Trustees give their time freely. Trustees are permitted under

Board meetings

The Board holds formal scheduled

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Our Diversity Goals

meetings at least four times a year, either hybrid meetings or remotely via Microsoft Teams, in addition to an annual Board Away Day. The Company Secretary submits a full agenda and background papers in advance via Diligent Board software.

MAG’s mission is driven by its staff, donors and the communities we work with around the world.

decision making.

Therefore, in selecting Trustees, our aspiration is to meet the needs of MAG as a complex, global charity and ensure the individuals who make up MAG’s Board collectively provide the diversity of skills, experience and backgrounds to reflect MAG, its work and its values.

They have shaped MAG to be a global charity, made up of men and women from a huge variety of nationalities, ethnicities, experiences and faiths (and none); and socio-economic backgrounds, as well as people who bring their very individual and unique experiences. The MAG Board believes reflecting this diversity in our leadership is an essential underpinning of strong governance and responsible

In addition to the business meetings, where possible, trustees will spend time together over dinner before a hybrid meeting and at Annual Board Away Days.

We will continue to work on being more representative and inclusive whilst still ensuring we collectively provide the leadership and skills MAG needs to fulfil its mission and safeguard our communities.

The Chair, Vice Chair, Treasurer and Chairs of Board Committees (MAG Officers) meet regularly between Board meetings and Trustees are able, where appropriate, to take independent professional advice if it helps them to fulfil their role.

The role of the MAG Officers is primarily to help prepare board/ committee meetings, and to keep abreast of developments in order to fulfil their chairing responsibilities. Where requested MAG Officer’s will act as a sounding board for the Chief Executive or Chair.

responsibility on behalf of the Board for ensuring MAG maintains an effective financial management and reporting structure across the organisation. The committee examines and reviews control methods, including risk management, and supports the Board in fulfilling its legal duty.

is compliant with legal requirements in the UK and with local country laws and best practice.

As such, the Board has appointed a Health, Safety, Security and Safeguarding Committee (HSC) to communicate, promote and oversee health, safety, security and safeguarding in MAG HQ and overseas. The HSC meets quarterly, in order to report to the Board and otherwise as required.

MAG Officers will carry out other specific aspects of the charity’s business only as authorised by the Board. The Board has delegated specific responsibilities to three Board Committees, whose membership is appointed by the Board. The Chair of each committee reports back to the Board at its next formal meeting. Following the 2021 governance review, the Board agreed to conduct a review of its committee structure, membership, and operation to consider if the structure: remains appropriate; provides sufficient clarity; avoids duplication and strikes a balance between inward and external focus. Any changes to the committee structure, because of the review, will be reflected in the 2022 Annual Report.

Governance, Nomination and Review Committee (GNRC) The GNRC reviews the Board’s governance arrangements and makes appropriate recommendations to the Board to ensure that MAG’s arrangements are consistent with best practice corporate governance standards. It also assists the Chair in keeping the composition of the Board under review and to lead the appointments process for nominations to the Board. The GNRC is also responsible for Organisational Development and ensuring appropriate strategic human resources policies are in place.

A Health and Safety Consultant is appointed who provides expert advice on all H&S matters and acts as MAG’s “Competent Person”.

Members of the Board must ensure that:

h health and safety arrangements are adequately resourced;

h they obtain competent health and safety advice;

h risk assessments are carried out;

h employees or their

representatives are involved in decisions that affect their health and safety;

h health and safety performance of the organisation is reviewed at least once a year;

h MAG adheres to the policy and standards set out in our Safeguarding Framework;

Health, Safety, Security and

Safeguarding Committee (HSC)

Audit and Finance Committee

(AFC) The Board of Trustees has ultimate The AFC takes delegated responsibility for ensuring that MAG

h We have robust systems for

The AFC takes delegated

monitoring and reporting on any safeguarding concerns;

h The Board and nominated Safeguarding Trustee receive regular updates on the effectiveness of our safeguarding control measures;

h The Board Security Focal Point is the nominated trustee lead and receives regular updates from the Head of Global Security and Programmes Director;

h The Risk lead on the Board is

the nominated trustee lead who has oversight of the effectiveness of

MAG’s risk management function.

Fundraising and Communications

Focal Point (FFP)

The purpose of the role is to provide additional advice and assurance to the Board on its fundraising and communications initiatives and responsibilities under any relevant legislation, regulation, and internal ethical and professional standards.

Board Security Focal Point

MAG operates across a complex

range of contexts. Security plans, site risk assessments and Standard Operating Procedures (SOPs) are in place across MAG programmes and are designed to always ensure the safety and security of staff.

These standards are underpinned by the recruitment of suitably qualified and experienced technical specialists, together with robust internal quality assurance, quality control and reporting processes. The Board Security Focal

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Point is a member of the Health, Safety, Security and Safeguarding Committee and provides subject matter expertise to the committee on matters relating to security. The Board Security Focal Point provides support to the Crisis Management Team (CMT) when it is activated and acts as the Board point of immediate contact regarding issues arising from security matters, ensuring that the Board is sufficiently aware of any incidents, which take place and the management response being taken. The Board Security Focal Point reports to the Board, and any of its committees as directed, on matters relating to security.

Safeguarding Trustee Focal Point

The Board has appointed a Safeguarding Trustee Focal Point whose role it is to provide subject matter expertise to the Health Safety, Security and Safeguarding Committee on matters relating to safeguarding.

The Safeguarding Trustee Focal Point will act as the Board point of immediate contact regarding issues arising from safeguarding matters, ensuring that the Board is sufficiently aware of any incidents, which take place and the management response being taken. The Safeguarding Trustee Focal Point reports to the Board, and any of its committees as directed, on matters relating to safeguarding.

Board Diversity Champion

The Board has appointed a Diversity Champion to provide subject matter expertise to the Board and any of its committees on matters relating to Diversity.

The Board Diversity Champion actively contributes to the work of the Diversity and Inclusion Steering Group to drive forward MAG’s strategy and organisation wide ED&I activities. The role supports MAG’s endeavours to ensure a strong culture, strategy and action plan

how it interacts with the Chair. This feedback forms the basis of the annual appraisal of the Chair.

Under company law, a trustee of a charitable company must avoid a situation in which he or she has, or can have, a direct or indirect interest that conflicts, or possibly may conflict, with the interests of the company. The Charity Commission expects trustees to follow three steps to manage conflicts of interest:

together with compliance and good practice in relation to diversity.

Prior to appointment, trustees are also required to complete a Trustee Automatic Disqualification Declaration. This form is used by MAG to ensure that individuals who hold, or who are applying for, a trustee position are not disqualified from holding that position.

Board evaluation and

Every three years an external evaluation is undertaken looking at the board’s balance of skills, experience and knowledge, its diversity in the widest sense, how the board works together and other factors relevant to its effectiveness. An external evaluation was conducted in 2021, the next external governance review is planned for 2024.

Chair appraisal

The Board undertakes an annual self-appraisal exercise. A questionnaire is completed by the Board and the results form the basis of the annual self-appraisal session at the Annual Board Away Day.

Under both charity law and company law, trustees of charitable companies must take careful steps to disclose interests and to manage conflicts of interest.

h Identify conflicts of interest h Prevent conflicts of interests from affecting the decision h Record conflicts of interest. Failure to act properly where there is a conflict of interest is a breach of the trustees’ legal responsibilities.

As part of the Board evaluation process, informal trustee appraisals will also be arranged between individual trustees and the Chair. Similarly, trustees are invited to provide feedback to the Governance Committee Chair on the how the Board is working and

All trustees have a legal duty to act in the Charity’s best interests, including avoidance of situations where duty to the charity conflicts with personal interests or loyalty to any other person or body.

Declaration of interests

Trustees must meet the HMRC fit and proper persons test and must declare all relevant interests.

Other standard-setting bodies

MAG America

MAG America is a not-for-profit ((501 (3)(C)) charitable organisation registered in the USA which raises funds to support MAG’s work and awareness of the impact of landmines and ordnance.

Funding decisions are made by MAG America’s Board of Directors, which is independent of MAG, and regulated by contract.

MAG America provides assistance through joint activities with its sub-recipient MAG in the support and implementation of humanitarian mine action. MAG is the sub-recipient of MAG America’s grant funding. MAG America has a memorandum of understanding (MOU) with MAG to work together and conduct joint activities in the support and implementation of humanitarian mine action.

MAG Belgium

In November 2019, the Board approved the establishment of MAG Belgium in the legal form of a not-for-profit association registered in the Brussels-Capital Region, the Kingdom of Belgium. The set-up of MAG Belgium is likely to be a requisite for access to some forms of EU funding post-Brexit.

MAG Belgium has a memorandum of understanding (MOU) with MAG to work together and conduct joint activities in the support and implementation of humanitarian mine action.

have defined rules and procedures, for example, the Committee on Standards in Public Life, which has stated that office-holders should declare any private interests relating to their public duties.

All trustees must complete a Trustee Automatic Disqualification Declaration form and Conflicts of Interest Declaration form either prior to or at the time of appointment.

MAG requires trustees to declare their interests on appointment; or, where they acquire an interest subsequent to their appointment. A declaration of interests form is provided for this purpose and the

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Handling of Complaints

Company Secretary maintains a Register of Trustees’ Interests. There are five occasions when MAG requires trustees to declare potential conflicts:

expect from organisations and individuals delivering humanitarian assistance.

MAG is committed to implementing procedures, which provide safe, accessible and effective channels for individuals to exercise their right to raise complaints. MAG will ensure all complaints are investigated appropriately, lessons are learned, and actions are taken to prevent a recurrence. Complainants will always receive a prompt acknowledgement of their complaint, be kept informed about how their complaint is being handled throughout the process and provided with feedback on the outcome.

h Pre-selection: any prospective trustee is requested by the Company Secretary to complete a ‘Contact and Interests’ form prior to confirmation of appointment in order that relevant issues may be taken into account before confirming their appointment. An additional form must be completed by all trustees prior to appointment: Trustee Automatic Disqualification Declaration.

Commitment 5 states : Communities and people affected by crisis have access to safe and responsive mechanisms to handle complaints.

Quality Criterion: Complaints are welcomed and addressed.

In addition, we adhere to the Fundraising Regulator Promise, which outlines the commitment made to donors and the public by fundraising organisations registered with the Fundraising Regulator. Those who register with the regulator agree to ensure their fundraising is legal, open, honest and respectful. The standards for fundraising are set out in the Code of Fundraising Practice.

This form is used by MAG to ensure that individuals who hold, or who are applying for, a trustee position are not disqualified from holding that position.

MAG is committed to the Core Humanitarian Standard (CHS) on Quality & Accountability. The CHS is a set of Nine Commitments to communities and people affected by crisis stating what they can

h On arrival: every new trustee is required to complete a Declaration of Interests form at the time of appointment.

h Annually: During each Annual Retirement Meeting, trustees are asked to make statements of interests including any conflict other than those already stated. h When anything significant changes: new matters should not await an annual declaration before being notified. It is the responsibility of each individual trustee to proactively declare any matters which they feel may present actual or potential conflicts, or the

there is a conflict of interest is a breach of the trustees’ legal responsibilities.

perception of such conflicts. h Verbally at any meeting where specific relevant conflicts may arise. Trustees must: i) identify conflicts of interest i.e. declare conflicts at the start of a meeting; ii) prevent conflicts of interests from affecting the decision i.e. withdraw from that part of the meeting; and iii) record conflicts of interest i.e. in the meeting minutes. Failure to act properly where

In the event of a declaration by a trustee, the Articles of Association set out the framework for dealing with trustees’ conflicts of interest.

responsibility of each individual that part of the meeting; and iii) The Articles allow conflicts of trustee to proactively declare any record conflicts of interest i.e. in the interest to be dealt with either by matters which they feel may present meeting minutes. following a procedure set out in actual or potential conflicts, or the Failure to act properly where the Articles, or by having a conflict authorised by the other trustees subject to certain limitations. Quality and Environmental h A conflict should be declared at the earliest opportunity Commitments and Standards h A trustee who declares an interest should leave the meeting to MAG is accredited to ISO minimising the impact it has on allow the other trustees to decide 9001:2015 and ISO 14001:2015. the environment by working in a whether his or her absence is Our Quality Management System sustainable and environmentally necessary or appropriate (QMS) enables us to define friendly manner. The organisation h The other trustees should agree and document our approach is committed to improvement of how to deal with the conflict, for for the central management of its environmental performance instance by allowing the conflicted conflict prevention and recovery through compliance with ISO trustee to speak on the matter programmes. 14001:2015 and all relevant concerned but not to vote MAG recognises its role in environmental legislation. h The process must be properly minuted.

Statement on directors’ duty to promote the success of the company (The Companies Misc. Reporting Regulations 2018)

activities on the environment and that there is a need to constantly consider ways in which we can conserve energy and minimise waste in all activities that we undertake. Where practicable, we consider the ‘sustainability’ of resources and materials procured, the social and environmental effects of procuring resources and materials is given equal weighting alongside the economic ones where practical. Genuine attempts to minimise the social and environmental impacts of our procurement decisions are made.

are designed to ensure that any activities carried out by partners on behalf of MAG are in line with our own standards and practice. MAG values and ethics are at the heart of our procurement processes and all suppliers are expected to adhere to both the IAPG (Inter Agency Procurement Group (https://www.iapg.org. uk/vendors/) and MAG Code of Conduct, Data Protection, Modern Slavery, Safeguarding, Financial Crime, Environmental and Ethical policies alongside other pre-qualification requirements. Please see Pages 28-29 for our engagement with supporters.

Trustees must act in in the way they consider, in good faith, would be most likely to promote MAG’s success for the benefit of its members, and in doing so have regard (amongst other matters) to:

1 The likely consequences of any decision in the long term: In 2021 MAG trustees approved the extension of our current strategy to the end of 2023. The decision to extend the current strategy would allow more time to understand the economic impact of COVID-19 on aid budgets and to further develop financial forecasting tools. In addition, the extension provides more time to agree and establish resourcing arrangements for the new strategy’s development and implementation. The Board will oversee the development of MAG’s new strategy during 2023 to start in 2024.

5 The desirability of the company maintaining a reputation for high standards of business conduct: MAG is committed to upholding a high standard of behaviour in order to safeguard reputation and maintain trust with stakeholders including donors, the general public, our partners and the communities in which we work.

4 The impact of the company’s operations on the community and the environment: MAG continues to invest and improve our safeguarding to ensure that we better protect all those with whom we work (see Page 40 in relation to safeguarding governance).

2 The interests of the company's employees: Please see Employee Engagement on Page 40. MAG undertook extensive consultation with staff as part of the mid-term strategy review. This included workshops with diverse staff from all levels of the organisation, with a focus on reflecting the culture we are aiming to move towards.

One of our trustees takes Being guided by our values has the role of Board safeguarding become increasingly important trustee and sits on the Health, as MAG has grown and using our Safety, Security and Safeguarding values to guide decision making Committee, which receives regular is recognised as important. During updates on our safeguarding 2021, a review of our values was casework. An external carried out, taking views from staff safeguarding review took place in across the globe and consulting early 2021 and the results of which with them on the values which formed the safeguarding work plan best reflect MAG. The five values for the year ahead. identified – determined, inclusive, MAG recognises its role in compassion, integrity and expert minimising the impact it has on – were launched in December the environment by working in a with work underway in 2022 to sustainable and environmentally incorporate them into our existing friendly manner. The organisation decision making and process is committed to continual structures and frameworks.

3 The need to foster the company’s business relationships with suppliers, customers and others: Working in partnership forms a key part of MAG’s strategy and is guided by our Partnerships Policy.

MAG recognises its role in compassion, integrity and expert minimising the impact it has on – were launched in December the environment by working in a with work underway in 2022 to sustainable and environmentally incorporate them into our existing friendly manner. The organisation decision making and process is committed to continual structures and frameworks. improvement of its environmental performance through compliance The need to act fairly as with ISO 14001:2015 and all 6 between members of the relevant environmental legislation. company: MAG trustees are the In line with our Environmental sole members of the charity and Policy, we recognise the the charity is run in the interests of importance of the impact of our our charitable purposes.

This guides how we set up and manage partnerships, to ensure that all partnerships that MAG enters into are aligned with our mission and goals, and reflect our values and ethics. In turn, partnering agreements

company: MAG trustees are the sole members of the charity and the charity is run in the interests of our charitable purposes.

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Financial Review

On 2 January 2020, MAG changed its accounting reference period to 31 December. The financial statements presented in this Annual Report represent the year ended 31 December and comparative figures are in relation to the 18-month accounting period from 1 July 2019 to 31 December 2020. The financial statements of the charity company can be found on pages 74 to 89.

Overview of COVID-19 impact During 2021 MAG continued to respond quickly and adapt to the global pandemic. There continued to be disruption to operations across programmes affecting staff mobility and travel restrictions, however processes

and management Commitment actions established in 2020 allowed and support from MAG to manage this effectively without a our donor base significant financial remains strong impact.

We continue to

monitor the risk and impact of COVID-19 and do not expect the pandemic to impact our financial position for the foreseeable future.

Income

Total income for the year was £76.3m which represents an 4.5% reduction in income compared to the previous financial period (2020: 119.9m - annualised £79.9m ). This can largely be attributed to the appreciation of the USD (average of 1.37 vs 1.27 in 2020) and inability to deliver programme activity in certain regions due to external factors such as security and access issues and delays in approval to commence activities.

Total net income for the year was £843k for the period (2020: net

expenditure of £417k). This shift is due to the designated GISF income of £447k and foreign exchange gain of £396k during the year. Income from donations, legacies and other trading activities has continued to perform well at £0.9m (2020: £1.4m). Unrestricted operating funds stand at £5.2m (2020: £4.6m). In arriving at its view of unrestricted reserves, the Board makes such transfers as it considers necessary from unrestricted operating funds to unrestricted designated funds. During the period, MAG utilised £200k of the Designated Unrestricted Foreign Exchange Fund to manage the crystallised foreign exchange risk. The Designated Global Interagency Security Forum (GISF) fund stands at £0.5m.

As described below, the Board and Leadership Team have developed robust financial strategies to ensure that the required levels of unrestricted or free reserves are earned and maintained. MAG calculates its unrestricted reserves as unrestricted operating funds less the net book value of tangible assets, which at 31 December 2021 stands at £5.2m (2020: £4.5m). Cash balances stand at £27.6m (2020: £17.2m) and are largely attributable to grant/contract payments received in advance of disbursement, the majority of which are held in UK accounts, where MAG’s global treasury management is carried out. Funds are transferred to overseas programmes to cover their short-term working capital needs as required.

Reserves Policy

The majority of MAG’s operational work is funded from restricted funds. The Trustees adopt a risk-

based approach in targeting the appropriate levels of unrestricted reserves and include consideration of MAG’s identified corporate risks, working capital requirements, developing organisational capacity and provision of emergency response funding.

During the financial year COVID-19 did present a new organisational risk but due to mitigating actions taken there was no material impact to reserves in the year. Consideration of the future

impact of COVID-19 was considered in setting the level of unrestricted reserves in the current policy. The Board considers the year-end balance of £5.2m of unrestricted reserves to be sufficient to cover the existing and immediate position of the charity company to respond to the risks identified in the reserves policy; a floor of £3.5m is approved in the reserves policy.

Investment

To date the funding of the charity’s

activities and the resultant need to access cash flow have not allowed long-term investments and MAG currently only invests funds in shortterm deposits providing a market rate of interest.

Going Concern

Over 98% of MAG’s income is restricted in nature and received through delivery of government and institutional donor contracts. Commitment and support from our donor base is strong and is

expected to remain so for the foreseeable future.

The Trustees consider MAG to be operating on a going concern basis due to the number, value and financial viability of contracts secured, in addition to prudent assumptions on the anticipated level of business throughout this period.

MAG has adequate resources to continue in operational existence

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for the foreseeable future, cash headroom has been analysed and is appropriate to current and forecast business levels and factoring in global inflation. In addition, MAG has the operational capacity, knowledge and expertise to continue to be at the leading edge of the post conflict recovery sector for the foreseeable future

Principal financial risks to be managed in the year ahead

COVID-19

Whilst MAG was able to resume operations hit by COVID-19 relatively quickly, we recognise there are continued and residual risks to programme disruption which might arise form an increase in cases in different countries, new variants emerging or new restrictions being placed on daily life, including international travel and movement inside countries.

Contractual Compliance

MAG’s operating model involves the receipt of donor income and the delivery of its mission across a large number of diverse contracts, resulting in the need to manage the risk that MAG fails to deliver effectively against donor contractual obligations. This requires the management of a broad range of risks to ensure timely delivery of our commitments within budget.

On a day-to-day basis, our programmes ensure the routine monitoring and management of contractual risks. Incidents are reported on a monthly basis, with material issues being escalated to the appropriate management level as soon as identified. The Board Committees (AFC, HSC and GNRC) oversee all contract-related risks including a range of technical, personnel and operational risks.

Bribery and Corruption

MAG operates in areas of the world where the risk of bribery

or more currencies exceed inflows in the donor currency as a result of adverse movements in exchange rates.

Sanctions

governments (collectively “sanctions regimes”). The cross department Sanctions working group advise on the internal Sanctions policy and associated procedures, monitor and assess sanctions risks and report on relevant sanctions matters to MAG’s Leadership Team.

and corruption is considered to be high. The Board of Trustees and Leadership Team recognise that bribery and corruption are contrary to the fundamental values of integrity, transparency and accountability and undermines organisational effectiveness.

MAG’s work exposes it to risks associated with territories, persons or entities which may be subject to frequently changing and complex prohibitions or restrictions under sanctions laws, regulations and codes. Non-compliance with sanctions laws would result in a criminal offence with significant operational, financial and reputational damage to MAG.

MAG manages its foreign exchange exposure on a net basis and mitigates these risks through prudent budget preparation, internal matching of currency flows and the use of treasury instruments.

We have in place necessary policies and procedures (including frameworks relating to financial crime, procurement, personal conduct, gifts & hospitality, conflict of interests, whistleblowing, and finance/HR) to reduce incidences of bribery and corruption to the lowest possible levels and to ensure proper reporting and sound management of any events which come to light. The AFC monitors bribery and corruption-related risks.

Foreign Exchange Risk

The development of a long term foreign exchange strategy and potential use of foreign currency hedging products to lower transaction risk is being explored with Barclays following the migration of MAG’s central treasury management. If combination of the above actions is not sufficient to mitigate the exposure, then foreign currency fluctuations may adversely

MAG operates in a multi-currency environment, receiving income and making payments in currencies other than its functional currency. As a result, MAG is exposed to both translation and transaction foreign exchange risk. MAG operates in many locations and under separate donor contracts and this gives rise to transaction foreign exchange risk should programme outflows in one

MAG is committed to complying with all relevant sanctions laws imposed by; the United Nations Security Council; the US Office of Foreign Assets Control (OFAC); the UK Office of Financial Sanctions Implementation (OFSI); the European External Actions Service (EEAS); and individual donor

affect MAG’s results and financial position.

Liquidity Risk

MAG is exposed to liquidity risk as the profile of receipts under donor contracts may not be timed to coincide with corresponding outflows. In order to mitigate liquidity risk, MAG considers the impact of contracting activity on current and future liquidity as well as on long-term financial resilience. In addition to negotiating payments in advance, particularly where there is significant capital outlay on initiation or expansion of programmes, MAG manages the flows of funds to programmes from its head office and ensures the profile of cash inflows and outflows arising from donor contracts provides resilience in organisational liquidity.

During the year, MAG transitioned their UK held accounts from RBS to Barclays. In doing so, MAG also set up a UK Export Finance credit facility supported by Barclays in order to manage the risk of unrestricted cash deficits arising where donors are contracted to pay in arrears. Current and forecasted use of the facility is monitored and reported to AFC on a quarterly basis.

International Tax

Recent developments in a number of countries in which MAG operates indicate that where once international staff of humanitarian INGOs were granted exemption from local employment taxes, such waivers are gradually being removed.

These countries are also requiring employment taxes and social security to be paid at source by the employer. MAG is continuing to work with external providers to address risks highlighted during the review of MAG’s current international tax obligations. Provision has been made for potential backdated liabilities relating to FY21 and prior years.

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Statement of Trustees’ Responsibilities

h The Trustees (who are also directors of the Mines Advisory Group for the purposes of company law) are responsible for preparing the trustees' annual report and the financial statements in accordance with applicable law and United Kingdom accounting standards (United Kingdom generally accepted accounting practice) including FRS 102 "The financial reporting standard applicable in the UK and Republic of Ireland". Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

h select suitable accounting policies and then apply them consistently;

h observe the methods and

principles in the Charities SORP; h make judgments and estimates that are reasonable and prudent; h state whether applicable UK accounting standards have been followed; and

company and enable them to h the trustees have taken all steps ensure that the financial statements that they ought to have taken to comply with the Companies Act make themselves aware of any 2006. They are also responsible relevant audit information and to for safeguarding the assets of the establish that the auditor is aware of charitable company and hence for that information. taking reasonable steps for the

h prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

prevention and detection of fraud and other irregularities.

In so far as the Trustees are

The trustees are responsible In so far as the Trustees are for keeping adequate accounting aware: records that disclose with h there is no relevant audit reasonable accuracy at any time the information of which the charitable financial position of the charitable company's auditor is unaware; and

Julia Palca

Chair of the Board of Trustees 15 July 2022

Reference & Administrative Details of the Charity, its Trustees and Advisers

h Ms Karen Brown, Chair Fundraising and Communications h Mr Mikael Bold, Technical (resigned 22/10/2021) Focal Point and member of the Director h Ms Julia Palca, Chair AFC h Mr Jon Brown, Fundraising (appointed 22/10/2021) h Ms Renata Dwan (appointed and Engagement Director h Mr John Malik, Vice Chair, 22/10/2021) h Mr Jules Mason, Director of Member of the Audit and Finance h Mr Peter Jones, Member of Governance and Business Committee (AFC) AFC (appointed 22/10/2021) Transformation (appointed h Mr Anthony Collier, Treasurer h Ms Harbinder Kaur, Member of 02/09/2021) and Chair of the AFC the GNRC (appointed 22/10/2021) h Mr Dominic Kendal-Ward, h Ms Nesta Hatendi, Member Company Secretary: Member of the Governance, of AFC and HSC (appointed h Ms Sarah Howell Nomination and Review 22/10/2021) Committee (GNRC) (resigned Independent Auditor: 22/10/2021) Leadership Team: h Deloitte LLP, Hanover h Mr Chris Kemp, Chair of h Mr Darren Cormack, Building, Corporation Street, the Health, Safety, Security Chief Executive (appointed Manchester, M3 3HF and Safeguarding Committee 15/05/20) (HSC) and Board Security Focal h Mr Llewelyn Jones, Bankers: Point Programmes Director (to h Barclays Bank UK plc, 1 h Mr Matthew Sherrington , 28/01/2021) Churchill Place, Canary Wharf, Board Fundraising Focal Point h Mr Greg Crowther , Deputy London, E14 5HP (resigned 11/11/2019) Programmes Director h Ms Jane Marriott OBE, (appointed 28/01/2021) Solicitors: Member of the HSC h Ms Angela Mulholland-Wells, h Stephenson Harwood LLP, h Prof. Bertrand Taithe, Member Director of Finance (resigned 1 Finsbury Circus, London, of the GNRC 24/09/2021) EC2M 7SH h Ms Judith Greenwood, Chair h Ms Ria Ntabejane, Interim of the GNRC, Safeguarding Director of Finance (appointed Registered and Principal Office: Trustee Focal Point and Member 27/09/2021) h Suite 3A, South Central, of the HSC h Ms Victoria Sennett, 11 Peter Street, Manchester, h Mr Khaleel Desai, Board People & Organisational M2 5QR Diversity Champion and Member Development Director of the GNRC (resigned 30/07/2021) h Company Number: 04016409 h Ms Sonia Bate, Member of the h Ms Sam Wakefield, Interim GNRC Director of People & Culture h Registered Charity Number: h Ms Frances Milner, Board (appointed 12/10/2020) 1083008

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MAG Annual Report 2020-2021

Independent auditor’s report to the members of The Mines Advisory Group

Our Auditors say . . .

responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report.

REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS

Opinion

In our opinion the financial statements of The Mines Advisory Group (the ‘charitable company’): h give a true and fair view of the state of the charitable company’s affairs as at 31 December 2021 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the Financial Reporting Council’s (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.

h have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”; and

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.

h have been prepared in accordance with the requirements of the Companies Act 2006. We have audited the financial statements which comprise: h the statement of financial activities;

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 the charitable company’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.

h the balance sheet; h the cash flow statement; and

h the related notes 1 to 24. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (United Kingdom Generally Accepted Accounting Practice).

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs

Other information

Standards on Auditing (UK) (ISAs The other information comprises the (UK)) and applicable law. Our information included in the annual

report, other than the 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 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 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 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.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purpose 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 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 charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements 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.

A further description of our responsibilities for the audit of the financial statements is located on the FRC’s website at: www.frc. org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Extent to which the audit was

considered capable of detecting irregularities, including fraud 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 is detailed below.

We considered the nature of the charitable company’s industry and its control environment, and reviewed the charitable company’s documentation of their policies and procedures relating to fraud and compliance with laws and regulations. We also enquired of management and trustees

about their own identification and assessment of the risks of irregularities.

We obtained an understanding of the legal and regulatory framework that the charitable company operates in, and identified the key laws and regulations that: h had a direct effect on the determination of material amounts and disclosures in the financial statements. These included UK Charities Act and UK Companies Act; and h do not have a direct effect on the financial statements but compliance with which may be fundamental to the charitable company’s ability to operate or to avoid a material penalty. These included the charitable company’s overseas operating licences and the Charity Commission for England and Wales (Charity Commission) regulations.

We discussed among the audit engagement team regarding the opportunities and incentives that may exist within the organisation for fraud and how and where fraud might occur in the financial statements.

Continued on Page 75

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Continued from Page 73

As a result of performing the above, we identified the greatest potential for fraud or non-compliance with laws and regulations in the following areas, and our specific procedures performed to address it are described below:

h income entitlement is dependent on compliance with grant agreement terms and conditions. We consider the risk to be related to the recognition of income in line with those agreements and the Charity SORP requirements. To address this risk, we have reviewed the control environment governing the recognition of income, and further, we have tested a sample of grant income to contract documents, invoices, and cash receipts, as well as reviewing board and committee minutes, to test whether income has been accurately recognised in the financial statements; and h expenditure validity is likewise linked to grant agreement terms and conditions, and we consider the risk to be related to appropriate recording of expenses within the correct grant project. To address this risk, we have reviewed the control environment governing the recognition of expenditure, and further, we have tested a sample of expense items to contract documents, invoices, appropriate authorisation and cash payments, as well as reviewing a sample of journals representing transfers between project codes.

In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override. In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments; assessed whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluated the business rationale

of any significant transactions that are unusual or outside the normal course of business.

within the trustees’ report.

Matters on which we are required to report by exception

In addition to the above, our to report by exception procedures to respond to the risks Under the Companies Act 2006 we identified included the following: are required to report in respect h reviewing financial statement of the following matters if, in our disclosures by testing to opinion: supporting documentation to h adequate accounting records assess compliance with provisions have not been kept by the of relevant laws and regulations charitable company, or returns described as having a direct effect adequate for our audit have not on the financial statements; been received from branches not h performing analytical procedures visited by us; or to identify any unusual or h the charitable company financial unexpected relationships that statements are not in agreement may indicate risks of material with the accounting records and misstatement due to fraud; returns; or h enquiring of management h certain disclosures of trustees’ concerning actual and potential remuneration specified by law are litigation and claims, and instances not made; or of non-compliance with laws and h we have not received all the regulations; and information and explanations we h reading minutes of meetings of require for our audit.

Under the Companies Act 2006 we are required to report in respect of the following matters if, in our opinion: h adequate accounting records have not been kept by the charitable company, or returns adequate for our audit have not been received from branches not visited by us; or h the charitable company financial statements are not in agreement with the accounting records and returns; or h certain disclosures of trustees’ remuneration specified by law are not made; or

h reading minutes of meetings of those charged with governance, and reviewing any correspondence with Charity Commission.

We have nothing to report in respect of these matters.

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. 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.

REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit: h the information given in the trustees’ report, which includes the strategic report and the directors’ report prepared for the purposes of company law for the financial year for which the financial statements are prepared is consistent with the financial statements; and h the strategic report and the

directors’ report included within the trustees’ report have been prepared in accordance with applicable legal requirements. In the light of the knowledge and

Sarah Anderson FCCA (Senior statutory auditor)

understanding of the charitable company and its environment obtained in the course of the audit, we have not identified any material misstatements in the strategic report or the directors’ report included

For and on behalf of Deloitte LLP Statutory Auditor Manchester, UK 1 September 2022

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MAG Annual Report 2020-2021

Financial Statements

The Mines Advisory Group - Company Limited by Guarantee Statement of Financial Activities (including income and expenditure account) for the year ended 31 December 2021

FUNDS:		Period ended 31 Unrestricted	Dec 2021 Restricted	Total	Period Unrestricted	ended 31 Dec 2020 Restricted Total	ended 31 Dec 2020 Restricted Total
	Note	£’000	£’000	£’000	£’000	£’000	£’000
INCOME FROM:
Charitable activities	5	-	74,772	74,772	-	118,251	118,251
Donations and legacies	6	635	201	836	1,078	249	1,327
Other trading activities	7	38	1	39	33	9	42
Investments	8	3	3	6	65	3	68
Other income	9	546	59	605	175	11	186
TOTAL INCOME		1,222	75,036	76,258	1,351	118,523	119,874
EXPENDITURE ON:
Raising funds	10	368	-	368	603	-	603
Charitable activities TOTAL EXPENDITURE	10	7,389 7,757	67,658 67,658	75,047 75,415	11,385 11,988	108,303 108,303	119,688 120,291
NET INCOME/
(EXPENDITURE):		(6,535)	7,378	843	(10,637)	10,220	(417)
Transfer between funds	16	7,404	(7,404)	-	10,234	(10,234)	-
NET MOVEMENT
IN FUNDS		869	(26)	843	(403)	(14)	(417)
RECONCILIATION
OF FUNDS:
Total funds
brought forward	16	4,809	(3)	4,806	5,212	11	5,223
Net movement in
funds for the period		869	(26)	843	(403)	(14)	(417)
Total funds
carried forward	16	5,678	(29)	5,649	4,809	(3)	4,806

There were no other recognised gains or losses other than those listed above and the net income for the period. All income and expenditure derives from continuing activities. The notes on Pages 79 to 89 form part of these financial statements.

The Mines Advisory Group - Company Limited by Guarantee Balance Sheet as at 31 December 2021

Balance Sheet as at 31 December 2021
			31 Dec 2021		31 Dec 2020
	Note	£’000	£’000	£’000	£’000
FIXED ASSETS
Tangible assets	13		-		49
CURRENT ASSETS
Stock		-		148
Debtors due within one year Cash at bank and in hand	14	8,043 27,623		9,355 17,218
		35,666		26,721
CURRENT LIABILITIES
Amounts falling due within one year	15	(30,017)		(21,964)
NET CURRENT ASSETS			5,649		4,757
NET ASSETS			5,649		4,806
FUNDS
Unrestricted funds - General	16		5,227		4,591
Unrestricted funds - Designated	16		451		218
Restricted funds	16		(29)		(3)
TOTAL FUNDS	17		5,649		4,806
The notes on Pages 79 to 89 form part of these fnancial statements. These fnancial statements ofMines Advisory Group (Company number 04016409)were by the Board of Trustees and authorised for issue on 15 July 2022.					approved

Signed on behalf of the Board of Trustees

Chair

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The Mines Advisory Group - Company Limited by Guarantee Statement of Cash Flows for the period ended 31 December 2021

Year ended	Year ended	Period ended
31 Dec 2021		31 Dec 2020
	£’000	£’000
Net cash fows from operating activities	12,414	4,752
Cash fows from investing activities
Interest received	6	68
Purchase of plant and equipment	(1,702)	(4,469)
Net cash fows from investing activities	(1,696)	(4,401)
Net increase/(decrease) in cash and cash equivalents	10,718	351
Cash and cash equivalents at beginning of period	17,218	17,367
Change in cash and cash equivalents due to exchange rate movements	(313)	(500)
Cash and cash equivalents at end of period	27,623	17,218
Analysis of cash and cash equivalents
Cash in hand	374	382
Bank accounts and Notice deposits (less than 3 months)	27,249	16,836
Total cash and cash equivalents	27,623	17,218
Reconciliation of net income/(expenditure) to cash
generated by operations:
Net income/(expenditure) for the period	843	(417)
Adjustments for:
Interest receivable	(6)	(68)
Decrease in cash and cash equivalents
due to exchange rate movements	313	500
Depreciation charges	1,751	4,863
Operating cash fows before movement in working capital	2,901	4,878
Decrease/(Increase) in stock	148	(148)
Decrease in debtors	1,312	1,212
Increase/(Decrease) in creditors	8,053	(1,190)
Cash generated by operations	12,414	4,752

Notes to the financial statements

the grant documentation. Investment income is recognised on a receivable basis. Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

adequate resources to continue in operational existence for the foreseeable future, cash headroom has been analysed and is appropriate to current and forecast business levels.

1 LEGAL STATUS OF THE CHARITY

Mines Advisory Group (MAG), a public benefit entity, is incorporated in England and Wales as a company limited by guarantee not having a share capital.

The Trustees, therefore, consider that the going concern assumption is an appropriate basis on which to prepare these financial statements.

There are currently 14 Trustees who are also the members of the company. Each member has undertaken to contribute to the assets in the event of winding up a sum not exceeding £1. The charity is a registered charity. The registered office is given on Page 71.

3.3 Expenditure

3.2 Income recognition

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

Income from charitable activities, including income received under contracts and grants where entitlement to funding is subject to specific performance conditions, is recognised as earned (as the related goods or services are provided).

2 BASIS OF ACCOUNTING

The financial statements are prepared under the historical cost convention, in accordance with the Statement of Recommended Practice “Accounting and Reporting by Charities (SORP 2019)” applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Expenditure is analysed between the activities in furtherance of the charity’s objects, cost of generating voluntary income and support costs. Expenditure is recorded in the financial statements in the period in which it is incurred, adjusted for creditors and accruals where material, and is inclusive of any VAT which cannot be reclaimed.

Performance conditions may be stipulated explicitly by the client or donor, or may be implicit as per MAG’s operational proposal. Grant income included in this category provides funding to support activities and is recognised where there is entitlement, probability of receipt and the amount can be measured reliably.

Charitable activities include direct costs, salaries and overhead costs of assisting communities affected by conflict overseas. Costs of raising funds include the salaries and overhead costs of UK staff involved in fund-raising and increasing public awareness.

On 2 January 2020, MAG changed its accounting reference date to 31 December. The financial statements presented in this Annual Report represent the year ended 31 December 2021. The comparative figures represent the 18-month accounting period ended 31 December 2020.

Income is deferred when the donor has imposed conditions which must be met before

the charity has unconditional entitlement or the donor has specified the funds can only be utilised in future accounting periods.

Support costs comprise staff, head office and governance costs. The majority of staff and head office costs support charitable activities and are so allocated. Support costs that are fully attributable to that activity are charged directly to that activity.

In the absence of any stipulation from the funder, multi-annual grants where there is entitlement to income to cover more than one year, are recognised in line with project activity.

3 ACCOUNTING POLICIES

The principal accounting policies are set out below:

3.1 Preparation of financial statements - going concern basis

Donations, legacies and income activity. from other trading activities Costs are apportioned to the are recognised where there is activity based on the amount of entitlement, probability of receipt staff time absorbed by each activity. and the amount can be measured Governance costs comprise costs reliably. Gifts in kind received are involving the public accountability accounted for in the Statement of of the charity and its compliance Financial Activities as soon as it is with regulation and good practice, prudent and practicable to do so. They are valued as by the donor in Continued on Page 80

Costs are apportioned to the activity based on the amount of staff time absorbed by each activity. Governance costs comprise costs involving the public accountability of the charity and its compliance with regulation and good practice,

The trustees consider MAG to be operating on a going concern basis due to the number, value and financial viability of contracts secured through to August 2023 in addition to prudent assumptions on the anticipated level of business throughout this period. MAG has

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Continued from Page 79

in pounds sterling.

Transactions in foreign currencies are translated into sterling at average monthly rates. Assets and liabilities in foreign currencies are translated into sterling at the rate of exchange ruling at the balance sheet date.

as well as costs associated with the strategic direction of the organisation. These costs include costs related to statutory audit and legal fees.

3.4 Fund accounting

Any gain or loss arising on translation is included in the statement of financial activities.

Restricted funds represent income that has been received and recognised in the financial statements, which is subject to specific conditions imposed by the donor, client or grant making institution.

3.7 Tangible fixed assets

Tangible fixed assets in the UK are stated at cost less depreciation. Assets in the overseas programmes costing more than £2,500 are capitalised and depreciated in full in the year of acquisition. Any assets costing less than £2,500 are expensed. Depreciation rates for HQ held assets are as follows:

These funds are not available for the Trustees to apply at their discretion.

The purpose and use of the restricted funds is set out in the note 16 to the financial statements. Unrestricted funds are monies that have been received towards the general objectives of the charity as a whole to be spent at the discretion of the trustees.

h Fixtures, Fittings & Equipment – 20-33% straight line

h Motor Vehicles – 25% straight line
h Leasehold improvements – 20% straight line

Where contracts accounted

for within restricted funds include

3.8 Stock

contributions toward support costs, 3.8 Stock an appropriate transfer is made Stock represents items purchased between restricted and unrestricted by the charity for use in overseas funds. projects where at the time of purchase the individual project 3.5 Leasing contracts has not been identified. Until the Rentals under operating leases are respective item is charged to an charged on a straight-line basis over individual project, all stock is held the lease term, even if the payments at lower of cost or net realisable are not made on such a basis. value.

Rentals under operating leases are charged on a straight-line basis over the lease term, even if the payments are not made on such a basis. Benefits received and receivable

3.9 Taxation

as an incentive to sign an operating lease are similarly spread on a straight-line basis over the lease term, except that the rent free period under the charity’s lease of its UK head office is spread over the period to the first rent review in June 2020 as permitted under FRS 102 transition provisions.

The charity has been granted exemption from tax under Section 478 of the Corporation Tax Act 2010 on its charitable activities as a body established for charitable purposes only.

3.10 Overseas programmes

MAG delivers programmes through a number of different legal entities in the countries in which it operates. MAG exercises full management control of all such entities and as such, all overseas branches and entities are incorporated within the financial statements.

3.6 Foreign currencies

The functional currency of the charity is considered to be sterling because that is the currency of the primary economic environment in which it operates and these financial statements are presented

3.11 Financial instruments

Financial assets and financial liabilities are recognised when the charity becomes a party to the contractual provisions of the instrument.

All financial assets and liabilities are initially measured at transaction price (including transaction costs), except for those financial assets classified as at fair value through profit or loss, which are initially measured at fair value (which is normally the transaction price excluding transaction costs), unless the arrangement constitutes a financing transaction. If an arrangement constitutes a finance transaction, the financial asset or financial liability is measured at the present value of the future payments discounted at a market rate of interest for a similar debt instrument.

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. Cash at bank and cash in hand includes 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.

The charity uses derivative financial instruments to reduce its exposure to foreign exchange risk, in line with the charity’s risk management policies; the charity does not enter into speculative derivative contracts.

Derivatives are initially recognised at fair value at the date

ongoing basis.

measured at estimated liability.

a derivative contract is entered into measured at estimated liability. and are subsequently re-measured to their fair value at each reporting 4 CRITICAL ACCOUNTING date. JUDGEMENTS AND KEY The resulting gain or loss is SOURCES OF ESTIMATION UNCERTAINTY

Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. All known material liabilities have been properly included in the financial statements, including provisions for tax, severance and social security liabilities where a liability is considered likely to crystalise.

The resulting gain or loss is recognised in the Statement of Financial Activities.

In the application of the charity’s accounting policies, which are described in note 3, the Trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources.

3.12 Employee benefits

The charity operates a defined contribution pension scheme. The pension costs charged in the financial statements represent the contributions payable by the charity during the period. Differences between

The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

Other than as outlined in this note and in the accounting policies set out in note 3, the Trustees do not consider there are any critical judgements or sources of material estimation uncertainty requiring disclosure.

contributions payable in the period and contributions actually paid are shown as either accruals or prepayments in the balance sheet. Other employee benefits,

The estimates and underlying in particular holiday pay, are assumptions are reviewed on an

safe and secure future for those affected by armed violence, conflict and insecurity.

5 ANALYSIS OF INCOME FROM recognised under contracts CHARITABLE ACTIVITIES and grants from the organisations Income, all of which is set out below to carry out restricted, was received and MAG’s core activity of achieving a

	Year ended Period ended	Year ended Period ended
	31 Dec 2021 31 Dec 2020
	£’000	£’000
Belgian Ministry of Foreign Afairs	200	519
British High Commission Canadian Department of Foreign Afairs, Trade and Development Dutch Ministry of Foreign Afairs European Commission	560 1,557 2,961 2,891	745 2,290 4,015 10,112
Fibertek Foreign Commonwealth and Development Ofce (formerly DFID) French Ministry of Foreign Afairs German Federal Foreign Ofce Irish Aid Department of Foreign Afairs and Trade Japanese Ministry of Foreign Afairs MAG America Ministry of Foreign Afairs of Finland Norwegian Ministry of Foreign Afairs Swedish International Development Cooperation Agency Stichting Vluchteling United Nations Ofce for the Coordination of Humanitarian Afairs (OCHA) United Nations Ofce for Project Services (UNOPS) United Nations Development Programme (UNDP)	820 6,366 - 7,696 318 1,569 36,974 1,303 5,480 3,013 257 372 660 -	1,463 17,169 1,108 12,227 602 1,627 45,140 826 9,904 4,255 238 461 2,783 120
Trusts & Foundations	598	1,066
Miscellaneous Donors	1,177	1,581
Total	74,772	118,251

Note

Of the £36.97m from MAG America, £34.26m (2020: £44m out of £45.1m) had the U.S. Department of State’s Office of Weapons Removal and Abatement and Office of US Foreign Disaster Assistance as the back donors.

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6 ANALYSIS OF INCOME FROM DONATIONS & LEGACIES

	Year	Ended 31 Dec 2021	Ended 31 Dec 2021	Period	Ended 31 Dec	2020
	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	Funds	Funds Funds		Funds	Funds	Funds
	£’000	£’000	£’000	£’000	£’000	£’000
Public Donations, Appeals &
Fundraising Events	229	124	353	543	62	605
Regular Giving (including gift aid)	203	2	205	225	56	281
Donations from Trusts, Foundations
and Partnerships	21	71	92	119	20	139
Legacies	182	-	182	191	-	191
Coronavirus Job Retention Scheme	-	4	4	-	111	111
Total	635	201	836	1,078	249	1,327

7 ANALYSIS OF INCOME FROM OTHER TRADING ACTIVITIES

	Year	Ended 31 Dec 2021	Period	Ended 31 Dec 2020
	Unrestricted	Restricted Total	Unrestricted	Restricted Total
	Funds	Funds Funds	Funds	Funds Funds
	£’000	£’000 £’000	£’000	£’000 £’000
Fundraising activities	38	- 38	33	- 33
Merchandise	-	1 1	-	9 9
Total	38	1 39	33	9 42

8 ANALYSIS OF INCOME FROM INVESTMENTS

	Year	Ended 31 Dec 2021	Period	Ended 31 Dec 2020
	Unrestricted	Restricted Total	Unrestricted	Restricted Total
	Funds	Funds Funds	Funds	Funds Funds
	£’000	£’000 £’000	£’000	£’000 £’000
Bank interest received	3	3 6	65	3 68

9 ANALYSIS OF OTHER INCOME

	Year	Ended 31 Dec 2021	Period	Ended 31 Dec 2020
	Unrestricted	Restricted Total	Unrestricted	Restricted Total
	Funds	Funds Funds	Funds	Funds Funds
	£’000	£’000 £’000	£’000	£’000 £’000
Insurance claims	-	20 20	-	- -
Other income	546	39 585	175	11 186
Total	546	59 605	175	11 186

by armed violence, conflict and insecurity. All support costs relate to charitable activities. Included within support costs are

governance costs of £115k (2020: £138k), being management salaries attributable to the governance of the charity, trustee expenses, audit fees and other professional fees.

10 ANALYSIS OF EXPENDITURE

All costs of charitable activities are incurred to carry out MAG’s core activity of achieving a safe and secure future for those affected

	Year	Ended 31 Dec	2021	Period	Ended 31 Dec 2020	Ended 31 Dec 2020
	Raising	Charitable	Total	Raising	Charitable	Total
	Funds	Activities		Funds	Activities
	£’000	£’000	£’000	£’000	£’000	£’000
Activities undertaken directly
Overseas programmes - restricted	-	67,658	67,658	-	108,303 108,303
Overseas programmes - unrestricted	-	(54)	(54)	-	343	343
Total direct activity expenditure	-	67,604	67,604	-	108,646 108,646
Support costs: Staf related costs including travel	242	5,754	5,996	374	7,633	8,007
Premises, IT & Communications	83	967	1,050	100	2,027	2,127
Fundraising Events & Advertising	7	-	7	102	-	102
Professional fees & other costs	36	1,118	1,154	27	924	951
Exchange loss / (gain)	-	(396)	(396)	-	458	458
Total support costs - unrestricted	368	7,443	7,811	603	11,042	11,645
Total Expenditure	368	75,047	75,415	603	119,688 120,291

maginternational.org

MAG Annual Report 2020-2021

11 NET INCOME/(EXPENDITURE) FOR THE PERIOD

Net income is stated after charging/(crediting):

11 NET INCOME/(EXPENDITURE) FOR THE PERIOD Net income is stated after charging/(crediting):
	Year ended	Period ended
	31 Dec 2021	31 Dec 2020
	£’000	£’000
Depreciation of tangible fxed assets owned by the charity	1,751	4,863
Foreign exchange loss/(gain)	(396)	458
Rentals under operating leases	1,662	2,520
Auditor’s remuneration:
- Fees payable to the charity’s auditor for the audit of the charity’s fnancial statements	82	82
- Fees payable to the charity’s auditor for other services: Grant certifcation services	61	29
Taxation services	-	4

Note In the comparative period, there were a higher number of employees with emoluments over £60,000 and disclosed within the higher salary band brackets due to the 18-month disclosure period as a result of the year end extension. The key management personnel of the charity are listed on Page 71. The total remuneration (including pension contributions and employers’ national insurance) of the key management personnel for the year totalled £672k (18 month period ended 31 December 2020: £1.2m).
		12 ANALYSIS OF STAFF AND TRUSTEE COSTS The average number of persons employed by the charity during the period was: Period ended Period ended 31 Dec 2021 31 Dec 2020
		UK employees: - Overseas projects 51 193 - Programme support and administration 94 71 - Fund-raising information and education 7 8 Overseas national employees 5,297 4,929 Total 5,449 5,201 Their aggregate remuneration comprised: £’000 £’000 Salaries and wages - UK employees (including those overseas) 14,961 22,029 Salaries and wages - Overseas national employees 29,624 49,022 Social security costs 516 583 Pension contribution 199 260 Total 45,300 71,894 There are no payments to temporary staf (2021: nil) which are not included in the notes outlined above. The number of employees whose emoluments, excluding pension contributions, over £60,000 in the period was: Year ended Period ended 31 Dec 2021 31 Dec 2020 UK Int’l Total UK Int’l Total between £60,000 and £70,000 per annum: 4 33 37 7 21 28 between £70,000 and £80,000 per annum: 3 34 37 3 16 19 between £80,000 and £90,000 per annum: 1 14 15 4 22 26 between £90,000 and £100,000 per annum: 1 7 8 5 30 35 between £100,000 and £110,000 per annum: - 1 1 1 17 18 between £110,000 and £120,000 per annum: - 1 1 1 21 22 between £120,000 and £130,000 per annum: - - - 1 5 6 between £130,000 and £140,000 per annum: - - - - 5 5 between £140,000 and £150,000 per annum: - - - 1 3 4 between £150,000 and £160,000 per annum: - - - - 2 2 between £170,000 and £180,000 per annum: - - - - 1 1

13 TANGIBLE FIXED ASSETS				Note
	Field	Equipment	Total	All of the above
	Assets	Fixtures &		assets are
		Fittings		used in the
	£’000	£’000	£’000	administration
				of the charity or
Cost				in support of its
At 1 January 2021	32,707	915	33,622	operations.
Additions	1,687	15	1,702	During the year
Disposals	(16,915)	-	(16,915)	a review of the
At 31 December 2021	17,479	930	18,409	asset cost base
				per programme
Depreciation				was completed.
At 1 January 2021	32,673	900	33,573	This has resulted
Charge for the period	1,721	30	1,751	in a historical
Disposals	(16,915)	-	(16,915)	adjustment of
At 31 December 2021	17,479	930	18,409	£16.9m to the
				accumulated cost
Net Book Value				and accumulated
At 31 December 2021	-	-	-	depreciation of
Net Book Value				tangible fxed
At 31 December 2020	34	15	49	assets. This has
				not impacted
All of the above assets are used in the administration of the charity	or in support	of its operations.		the Statement
				of Financial
				Activities or the
				net book value of
14 DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR				assets as they are
		31 Dec 2021	31 Dec 2020	depreciated in full
		£’000	£’000	on acquisition.

	31 Dec 2021	31 Dec 2020
	£’000	£’000
Trade debtors	1,823	2,625
Prepayments and accrued income	5,929	6,553
Other debtors	291	177
Total	8,043	9,355

15 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

	31 Dec 2021	31 Dec 2020
	£’000	£’000
Trade creditors	301	716
Deferred income (see note right)	23,100	15,194
Other taxation and social security Derivative fnancial instruments (see note 20)	252 -	207 -
Accruals	702	885
Other creditors	5,662	4,962
	30,017	21,964
Deferred income
Balance as at start of period	15,194	18,475
Amount released to income	(15,194)	(18,475)
Amount deferred in the period	23,100	15,194
Balance as at end of period	23,100	15,194

Note Deferred income comprises income for charitable activities to be spent in future periods.

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MAG Annual Report 2020-2021

Note The restricted funds balance is the consolidation of individual grant and contract balances in MAG’s country programmes that are being carried forward to next year in line with the individual terms and conditions of these grants and contracts. These restricted fund balances are consolidated by country to provide an appreciation of the level of activity being undertaken in each country of operation. General Unrestricted funds are spent or applied at the discretion of the trustees to further any of the charity’s purposes. ➤	Note The restricted funds balance is the consolidation of individual grant and contract balances in MAG’s country programmes that are being carried forward to next year in line with the individual terms and conditions of these grants and contracts. These restricted fund balances are consolidated by country to provide an appreciation of the level of activity being undertaken in each country of operation. General Unrestricted funds are spent or applied at the discretion of the trustees to further any of the charity’s purposes. ➤	16 MOVEMENTS IN FUNDS 1 July 31 Dec 2019 Income Expenditure Transfers 2020 £’000 £’000 £’000 £’000 £’000 Restricted funds analysed by Programme Middle East Iraq (79) 28,733 (26,574) (2,158) (78) Lebanon - 11,626 (10,795) (831) - Syria (21) 8,075 (7,426) (649) (21) East and Southern Africa Angola 1 4,403 (4,105) (299) - Somalia (4) 1,402 (1,300) (106) (8) South Sudan 6 8,567 (7,804) (764) 5 Zimbabwe 3 1,878 (1,733) (152) (4) Sahel and West Africa Burkina Faso 2 1,032 (904) (124) 6 Democratic Republic of Congo 7 828 (738) (90) 7 Chad 8 3,490 (3,174) (316) 8 Gambia 1 427 (388) (39) 1 Guinea (1) 325 (298) (28) (2) Mali 11 2,753 (2,541) (211) 12 Mauritania (4) 607 (555) (53) (5) Niger (16) 471 (427) (45) (17) Nigeria (9) 1,692 (1,584) (125) (26) Sierra Leone 1 371 (318) (53) 1 Senegal 7 541 (381) (160) 7 West Africa - non-country specifc - 700 (582) (118) - South and South east Asia Cambodia 47 6,401 (5,890) (554) 4 Lao PDR 20 10,300 (9,419) (820) 81 Myanmar 4 882 (816) (66) 4 Sri Lanka 41 7,297 (6,805) (491) 42 Vietnam (10) 10,460 (9,692) (775) (17) Latin America and Rest of World UK 29 1,503 (595) (906) 31 Libya 3 - - - 3 Bosnia and Herzegovina (25) 2,634 (2,447) (186) (24) Mexico - 177 (172) (5) - Peru (11) 767 (683) (84) (11) Ecuador - 158 (134) (26) (2) GISF - 23 (23) - - Restricted funds 11 118,523 (108,303) (10,234) (3) Unrestricted fund General 4,112 1,252 (11,099) 10,326 4,591 Designated Opportunity Fund 750 - (808) 58 - Designated Foreign Exchange Fund 350 - - (150) 200 Designated GISF fund (see Page 81 panel) - 99 (81) - 18 Total Unrestricted funds 5,212 1,351 (11,988) 10,234 4,809 Total funds 5,223 119,874 (120,291) - 4,806 1 Jan 31 Dec 2021 Income Expenditure Transfers 2021 £’000 £’000 £’000 £’000 £’000 Restricted funds analysed by Programme Middle East Iraq (78) 15,074 (13,660) (1,410) (74) Lebanon - 6,249 (5,720) (499) 30 Syria (21) 2,907 (2,690) (205) (9) East and Southern Africa Angola - 2,803 (2,562) (251) (10) Somalia (8) 943 (866) (77) (8) South Sudan 5 4,553 (4,079) (473) 6 Zimbabwe (4) 1,139 (1,047) (90) (2) Sahel and West Africa Benin - 455 (404) (51) - Burkina Faso 6 931 (801) (130) 6 Democratic Republic of Congo 7 560 (499) (61) 7 Chad 8 2,477 (2,224) (253) 8 Gambia 1 232 (219) (14) - Guinea (2) 151 (131) (20) (2) Mali 12 1,512 (1,374) (138) 12 Mauritania (5) 818 (746) (72) (5) Niger (17) 324 (266) (57) (16) Nigeria (26) 1,485 (1,320) (116) (23) Sierra Leone 1 239 (224) (15) 1 Senegal 7 276 (181) (94) 8 West Africa - non-country specifc - 635 (477) (158) - South and South east Asia Cambodia 4 4,448 (4,032) (417) 3 Lao PDR 81 8,526 (7,789) (844) (26) Myanmar 4 666 (629) (39) 2 Sri Lanka 42 5,231 (4,809) (428) 36 Vietnam (17) 7,798 (7,158) (651) (28) Latin America and Rest of World UK 31 772 (333) (427) 43 Libya 3 - - - 3 Bosnia and Herzegovina (24) 1,983 (1,804) (178) (23) Mexico - - - - - Peru (11) 560 (468) (92) (11) Ecuador (2) 726 (645) (81) (2) GISF - 549 (492) (57) - Azerbaijan - 14 (9) (6) (1) Restricted funds (3) 75,036 (67,658) (7,404) (29) Unrestricted fund General 4,591 775 (7,743) 7,604 5,227 Designated Opportunity Fund - - - - - Designated Foreign Exchange Fund 200 - - (200) - Designated GISF fund (see Page 85 panel) 18 447 (14) - 451 Total Unrestricted funds 4,809 1,222 (7,757) 7,404 5,678 Total funds 4806 76,258 (75,415) - 5,649	The Designated Unrestricted Foreign Exchange Fund relates to cash fow defcits which are expected to arise in the next fnancial period from adverse currency movements between donor currencies and the currencies in which MAG delivers those programmes. The Designated GISF unrestrict- ed fund is a segregation of the unrestricted funds generated by the Global Interagency Security Forum (GISF). GISF are an independent network of security focal points who represent humanitarian NGOs. Transfers from restricted to unrestricted reserves include contributions by donors/ clients who have agreed that a contractual element of their restricted funds can be allocated towards the organisation’s unrestricted funds.
	icted re spent ied at cretion rustees er any harity’s es.

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MAG Annual Report 2020-2021

17 ANALYSIS OF ASSETS AND LIABILITIES BETWEEN FUNDS

	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	Funds	Funds	31 Dec	Funds	Funds	31 Dec
	2021	2021	2021	2020	2020	2020
	£’000	£’000	£’000	£’000	£’000	£’000
Tangible fxed assets	-	-	-	443	-	443
Net current assets	5,678	(29)	5,649	4,769	11	4,780
Total	5,678	(29)	5,649	5,212	11	5,223

18 OPERATING LEASE COMMITMENTS

Total future minimum lease payments under non-cancellable operating leases:

		31 Dec 2021		31	Dec 2020	Dec 2020
Leases which expire:	Within	2-5	Over	Within	2-5		Over
	one year	years 5	years	one year	years	5	years
	£’000	£’000	£’000	£’000	£’000		£’000
Land and buildings	212	358	-	156	504		-
Other	20	-	-	2	-		-

19 FINANCIAL INSTRUMENTS

The carrying value of the charity’s financial assets and liabilities are summarised by category below:

	31 Dec	31 Dec
	2021	2020
	£’000	£’000
Financial Assets
Measured at undiscounted amount receivable
- Trade and other debtors (see note 14)	8,043	9,355
- Cash at bank and in hand	27,623	17,218
Measured at fair value
Derivative fnancial (liabilities)/assets (see note 20)	-	-
Total	35,666	26,573
Financial liabilities
Measured at undiscounted amount payable
- Trade and other creditors (see note 15)	(6,917)	(6,770)
Total	(6,917)	(6,770)

under the contract over the life of the contract. MAG did not enter into any forward foreign currency contracts in the current or previous financial period and there are no outstanding balances at the reporting date.

20 DERIVATIVE FINANCIAL

20 DERIVATIVE FINANCIAL contract denominated in any INSTRUMENTS currency other than USD or GBP, MAG receives funds in a number MAG may enter into a forward of currencies, but most of its foreign currency contract to expenditure is denominated in manage the exchange rate risk US dollars (USD) and UK Sterling arising between the award of the (GBP). On being awarded a contract and the receipt of funds

21 PENSION CONTRIBUTIONS

The company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The pension cost charge represents contributions of up to 5% for staff. All pension contributions are funded out of unrestricted reserves and are reflected within Support Costs in note 10.

Contributions paid by the company to the fund amounted to £199k (2020: £260k)

22 RELATED PARTIES

Trustees:

Expenses reimbursed or incurred directly by MAG in respect of 13 Trustees during the period amounted to £2k (2020: 13 Trustees - £16k). Of this, £0k (2020: £6k) related to travel and accommodation costs for Trustees visiting MAG projects. No remuneration was paid to Trustees during the current or prior financial year in their capacity as Trustees. Donations totalling £694 were received from the Trustees during the year (2020: £4,326).

In 2021 and 2020, Trustees were covered by the overall company indemnity insurance, the costs relating specifically to the trustees were not separately identified.

Edit Development Limited:

Sonia Bate is a Director of Edit Development Limited. During the period the charity contracted consultancy services from Edit Development totalling £2.2k (2020: £16k).

MAG America:

MAG and MAG America work together to assist countries affected by armed conflict. MAG America is a 501(c)3 organisation that raises awareness of, and funds for, MAG’s life-saving work from US Government donors, foundations, corporations and individuals. MAG

immaterial to MAG’s financial statements.

and MAG America are separately constituted and have independent boards.

23 CONTINGENT LIABILITIES

Explosive Risk Solutions Ltd (ERS):

At the date of signature, there are no contingent liabilities to report (2020: nil).

ERS (Company Number 04030037) no contingent liabilities to report was a 100% subsidiary of MAG (2020: nil). which was dissolved on 30 March 2021. MAG provided financial 24 POST BALANCE SHEET support to ERS by way of a loan EVENTS which was written off post year There are no post balance sheet end. The amounts involved are events to note.

There are no post balance sheet events to note.

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MAG Annual Report 2020-2021

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Glossary

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MAG Annual Report 2020-2021
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MAG Annual Report 2020-2021

AANES – Autonomous Administration of North and East Syria

ACEVO – Association of Chief Executives of Voluntary Organisations ANAMA – Mine Action Agency of the Republic of Azerbaijan APMBC – Anti-Personnel Mine Ban Convention AVR - Armed Violence Reduction BHMAC – Bosnia-Herzegovina Mine Action Centre BiH – Bosnia-Herzegovina CAVR – Centre for Armed Violence Reduction CHA – Confirmed Hazardous Area CLT – Community Liaison Team CRR - Community Risk Reduction CWD – Conventional Weapons Destruction DEFRA – Department for Environment, Food and Rural Affairs DEORE – Digital Explosive Ordnance Risk Education ECOWAS - Economic Community of West African States EDI – Equality, Diversion, and Inclusion

EO – Explosive Ordnance EORE – Explosive Ordnance Risk Education

ESH – Explosive Store Houses EU – European Union EWIPA – Explosive Weapons in Populated Areas

FCDO – Foreign, Commonwealth and Development Office FoW – Future of Work GDI – Gender, Diversity and Inclusion

GFFO – German Federal Foreign Office

GHG – greenhouse gas GICHD - Geneva International Centre for Humanitarian Demining GISF – Global Interagency Security Forum

GNRC – Governance, Nominations and Remuneration Committee HAO – Humanitarian Affairs Office HMA – Humanitarian Mine Action HSC – Health, Safety, Security and Safeguarding Committee

INGO – International NonGovernmental Organisation ITI – International Tracing Instrument

KPIs – Key Performance Indicators KRI – Kurdistan Region of Iraq LAF – Lebanese Armed Forces LMAC – Lebanese Mine Action Centre

LWG – Landmine Working Group MDR – Mine Detection Rats MTT – Multi-Task Team NAP – National Action Plan NATCOM – National Commission NES – North East Syria NESMAO – North and East Syria Mine Action Office NGO – Non-Governmental Organisation

NMAA – National Mine Action Authority NMAC - National Mine Action Centre

OCWAR-T - Organised Crime: West African Response to Trafficking RRT – Rapid Response Team S2S – Shoulder 2 Shoulder SAEO – Small Arms and Explosive Ordnance

SALW-RE – Small Arms and Light Weapons Risk Education SAS – Small Arms Survey SIDA - Swedish International Development Cooperation Agency SLeNCSA – Sierra Leonean Commission on Small Arms and Light Weapons SUCAMEC – National Superintendence for the Control of Security Services, Arms, Ammunition and Explosives for Civilian Use, Peru TSD – Technical Survey Dogs UNDP – United Nations Development Programme USAID – United States Agency for International Development WAM - Weapons and Ammunition Management WPS – Women, Peace and Security

maginternational.org

Thank You . . .

Much of our work is funded by government donors – listed below – who are helping to make a real difference to the lives of those impacted by landmines and armed violence and who have shown their commitment over a sustained period of time. Our work is also funded by trusts, foundations and other charitable organisations whose vital support is deployed strategically to make a real difference. MAG is also funded by ordinary members of the public who give up their time and their money to help us save and change lives every single day. None of what we have achieved would have been possible without this support. Thank you

h	United States Department of State - Ofce of Weapons Removal and Abatement (PM/	h Dutch Ministry of Foreign Afairs h Norwegian Ministry of Foreign Afairs	h United Nations Ofce for Project Services/United Nations Mine Action Service
	WRA)	h European Commission	h UN Trust Facility Supporting
h	Ofce of U.S. Foreign Disaster Assistance (OFDA/USAID)	h Global Afairs Canada h Swedish International	Cooperation on Arms Regulation h United Nations Ofce for the
h	United States Department	Development Agency	Coordination of Humanitarian
	of Defence – Humanitarian Demining R&D Program (HD	h Finnish Ministry of Foreign Afairs	Afairs h OCWAR-T
	R&D)	h Australian Department of	h Stichting Vluchteling
h	German Federal Foreign Ofce	Foreign Afairs and Trade	(Netherlands Refugee
	(GFFO)	h Belgian Ministry of Foreign	Foundation)
h	United Kingdom Foreign,	Afairs	h The Marshall Legacy Institute
	Commonwealth & Development	h Irish Aid	h Small Arms Survey (SAS)
h	Ofce (FCDO) United Kingdom Confict,	h Government of Japan h LuxDev	h Good Gifts h World Without Mines Foundation
	Stability and Security Fund	h Shoulder 2 Shoulder	(Welt Ohne Minen)

maginternational.org

MAG Annual Report 2020-2021

This report is just one moment in our story. Follow the rest of it online: maginternational.org

Displaced by drought: Deka Aaden, Buroa, Somaliland

Contents

We benefited 1.5m people and reached so many more

Our Values

Who We Are

8 Our Strategic Direction

MAG’s vision is a safe future for women, men and children affected by violence, conflict and insecurity.

Our Goals and Approaches

Our charitable purposes

The public benefit we deliver

Our Impact in 2021

Digital Risk Education reached an audience of 13,441,295 people (not considered direct beneficiaries)

WAM Key Indicators

OUR IMPACT IN 2021

Our Impact

The Middle East

Our Impact

East & Southern Africa

Our Impact

South & South-East Asia

Our Impact

West Africa

Our Impact

Latin America & Rest of World

Our Impact

Championing Change

Working in Partnership

Our Global Impact

Public Engagement

Fundraising

Fundraising Highlights

Our Progress Against Our Aims

Over the last 12 months, progress has been as follows:

Advocacy

Performance Indicators

Staff Engagement

Business Processes and Digitisation

Diversity and Inclusion

Governance

People & Accountability

The MAG Family: Our Employees

Total Employees

Employee Relations issues

Locations of Staff

Severance Payments 2020-2021

Diversity: Nationalities of UK Contracted Staff

Continued from Page 33

Continued on Page 36

Continued from Page 35

Modern Slavery

Equal is better: an update on MAG’s work on Equity, Diversity and Inclusion

People & Accountability

Our Culture

Our Values

Employee Engagement

People & Accountability

Our Commitment to Safeguarding

Continued on Page 44

Safety and Security

Continued from Page 42

People & Accountability

MAG’s Carbon Footprint

Upholding Ethical and Environmental Standards

Methodology

Intensity Ratio

Energy efficiency actions

Principal Risks and Uncertainties

Governance of Risk

Risk, Compliance and Assurance

Disruption and COVID-19

MAG’s Risk Management Framework

Continued from Page 48

Principal risks to be managed in

the year ahead

Key Areas of Risk

Response and Mitigation

Digital and Data Protection

Safeguarding

Health, Safety, Security, Wellbeing