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Annual Report 2023

Putting people at the heart of our impact

THE MINES ADVISORY GROUP 3 (A company limited by guarantee and not having a share capital)

TRUSTEES’ ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023.

Message from the Chair 04 and Chief Executive

44People & Accountability: Upholding Ethical and Environmental Standards

Who We Are and Our Values Principal Risks and 46Uncertainties

Our Strategic 07 Direction

49Our Plans for 2024 and Organisational Priorities

Our Impact in 2023 55Structure, Governance & Management Our Impact: Middle East Financial 64Review

55Structure, Governance & Management

Our Impact: East & Southern Africa 68Statement of Trustees’ Responsibilities Our Impact: Asia Pacific Reference & Administrative 69 Details of the Charity, its Trustees and Advisers

Our Impact: Trustees and Advisers Sahel & West Africa Our Impact: Latin America 70Independent Auditor’s Report & The Caribbean Our Impact: 74Statement of Financial Activities Eastern Europe Balance Our Impact: 75Sheet

Our Impact: Championing Change Our impact: Public Engagement Our Progress Against Our Aims People & Accountability: Our Employees

Statement of Cash Flows

77Notes to the financial statements

89Glossary

Thank 91 You

People & Accountability: Our Culture

40 People & Accountability: Safety & Security

Cover Image Victoriia, a deminer near Mykolaiv, maginternational.org Ukraine. Picture: Julia Kotchetova

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MAG Annual Report 2023
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People & Accountability: Our Commitment to

Safeguarding Company No. 04016409 Registered Charity No. 1083008 maginternational.org

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Meeting the challenge of rising need

Message from the Chair & Chief Executive

maginternational.org

MAG Annual Report 2023

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Julia Palca
Chair of Trustees
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Darren Cormack
Chief Executive
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Conflict, insecurity and armed violence continue to blight lives across the world.

In 2023 we witnessed the outbreak of civil war in Sudan, continued conflict in Myanmar and entrenched hostilities in Ukraine. The events of October 7 in the Middle East have led to the loss of tens of thousands of lives and destruction on a devastating scale. At the time of writing, the outcome and implications of these crises remain unknown.

of tens of thousands of lives and continued to be important, with work to the greatest effect. destruction on a devastating scale. MAG constructing or refurbishing In 2023 we concluded the At the time of writing, the outcome 62 armouries and munitions stores development of a new five-year and implications of these crises (compared to 49 in the previous strategy that lays out our ambitions remain unknown. year), and destroying 4,134 small and priorities for the period 2024Armed violence also continued arms and light weapons and 1.4 2028. That new strategy positions to impact millions of lives in the million rounds of ammunition. impact through programming and Sahel and West Africa, while the Important new programmes to impact through influence as core proliferation of weapons is having a limit the causes of armed violence aims while acknowledging that devastating effect on communities opened in Paraguay and the evolving our organisational culture in Latin America and the Caribbean. Caribbean during 2023 and we will be critical to successful delivery. And in communities where the laid the groundwork for future The strategy’s formulation was guns have long been silent, such interventions in new countries in the done in consultation with staff, as those in Angola, Sri Lanka and Asia Pacific and east and southern communities and stakeholders the countries of south east Asia, the Africa regions. – an approach that reflects a reverberating effects of conflicts We responded to the crisis renewed commitment to inclusivity, that ended decades ago are still felt in Gaza with a harnessing the by ordinary people every day. comprehensive strength of our We benefited It is against this backdrop of digital risk education diversity as we strive geopolitical uncertainty, persistent campaign to make more than to create a more and escalating need that MAG people in Gaza itself 1.9m people equitable organisation. delivered its programmes to benefit and in southern That commitment the estimated 60 million people Lebanon aware of the in 2023 was reinvigorated in who still live in fear of landmines risks of unexploded 2023 by the creation and unexploded bombs and the ordnance and, at the of MAG’s first Staff millions more whose lives are time of writing, were planning for Assembly, a representative staff afflicted by armed violence and potential programming in Gaza. forum to address equity, diversity insecurity. MAG also continued to engage in and inclusion issues. We are proud to report that the campaigning and policy leadership, We believe that our new Strategic commitment of our dedicated staff, working with national authorities, Direction makes us better equipped operating in 38 countries across the donors and others to influence than ever before to alleviate world, benefited the lives of more funding, policy and programmatic the suffering that arises from than 1.9 million people in 2023, a practice. armed violence and conflict in an slight increase on the number of None of these achievements increasingly fragile and uncertain world.

We are proud to report that the campaigning and policy leadership, commitment of our dedicated staff, working with national authorities, operating in 38 countries across the donors and others to influence world, benefited the lives of more funding, policy and programmatic than 1.9 million people in 2023, a practice. slight increase on the number of None of these achievements people whose lives we impacted would have been possible in the calendar year of 2022. Our without the generous support of innovative digital risk education our institutional, corporate and programmes reached more than 22 individual donors. Total income for million people. the 2023 period was £91.9m, which Our teams made safe more than represents a 5% increase in income 88 million square metres of land compared to the previous period. and found and destroyed almost MAG derives its strength from 60,000 landmines, unexploded its staff, who are the lifeblood of bombs and other explosive our organisation, and the MAG remnants of war. workforce consists of almost 6,000 Our work to reduce armed people originating from scores of violence through technical weapons countries. We rely on a diverse and ammunition management combination of skills, experience (WAM) programmes has also and perspectives to deliver our

But we acknowledge and recognize that our impact is only possible as a result of the support of our donors, our partners, the communities where we work and, above all, through the efforts of our dedicated, compassionate and determined staff. Thank you, all.

Our work to reduce armed violence through technical weapons and ammunition management (WAM) programmes has also

Julia Palca Chair of Trustees

Darren Cormack Chief Executive

maginternational.org

MAG Annual Report 2023

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Our Strategic Direction

Report of the Trustees for the year ended 31 December 2023

Who We Are

of people affected. It fosters stable insecurity, and to reduce the risk and secure societies and is a key of devastating unplanned enabler of progress towards the explosions 2030 Sustainable Development MAG collaborates at an Agenda. international, regional, national and We have been operating for 34 local levels to reduce the likelihood years, delivering transformational and impact of armed violence and change for some of the most conflict.

The Trustees of The Mines Advisory Group (MAG) present their annual report (incorporating the Strategic Report) and the audited financial statements for the year ended 31 December 2023. This report should also be considered as the Directors' Report for company law purposes.

We have been operating for 34 years, delivering transformational change for some of the most vulnerable people in the world in some of the most fragile places in the world.

We draw on our experience and expertise to influence policy, amplifying the voices of affected communities and advocating for measures that will effect change. Since 1989, we have helped over 22 million people in more than 70 countries rebuild their lives and livelihoods after war.

MAG is a humanitarian,

development and peacebuilding organisation that limits the causes and addresses the consequences — both immediate and long-term — of conflict and armed violence.

organisation that limits the causes We find and destroy landmines, communities and advocating for and addresses the consequences cluster munitions and unexploded measures that will effect change. — both immediate and long-term — bombs in places affected by Since 1989, we have helped over of conflict and armed violence. conflict, and work with partners 22 million people in more than 70 Our work saves lives, eases to destroy or secure small arms, countries rebuild their lives and suffering, protects human rights light weapons and ammunition livelihoods after war. and contributes to sustainable to prevent them being used to Our staff and the communities peace for the hundreds of millions perpetrate armed violence and where they work and from which they come are at the heart of everything we do. We are Our Values determined to deliver a safe future for people affected by armed violence and conflict. DETERMINED – We work We believe in a world with purpose where people can exist with dignity and choice, EXPERT – Through excellence where their human and expertise we build trust rights are upheld and where they can live INTEGRITY – We strive to do free from the fear the right thing from landmines, Values explosive remnants COMPASSION – People come of war and the first in everything we do impact of small arms and light weapons and INCLUSIVE – We are inclusive ammunition. and we value diversity We believe this is a world worth fighting for.

Our work saves lives, eases suffering, protects human rights and contributes to sustainable peace for the hundreds of millions

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Our Strategic Framework identifies and describes our focus for the next five years
We have established
STRATEGIC Increase our impact
FRAMEWORK 2 AIMS describing our core organisational ambition Extend our influence
2024-2028
Our people and culture
OUR VISION
The Framework is 3 PRIORITIES the key areas of concentration to achieve that ambition Funding our ambition
underpinned by
our Values and OUR MISSION Strengthening our systems
incorporates a new
Mission and Vision
OUR VALUES 2 COMMITMENTS driving fundamental change to transform the way we do things Principled decision-making
Environmental responsibility
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The year 2023 was the final year of MAG’s existing Strategic Direction.

ordnance, arms and weapons on communities;

particularly in areas where ordnance, arms and weapons on conflict results in human fatality communities; or injury due to the presence h providing necessary medical of the debris of war, such support; and as landmines, unexploded h to carry out research into solving ordnance, stockpiles of the problems faced by those weapons and ordnance, and whose lives have been affected other residual contamination; by conflict and to disseminate and to deliver such relief by (but any useful results of such not limited to): research for the public benefit. the provision of training and The board annually reviews our assistance in clearance and aims, objectives and activities to reconstruction; ensure they align with our objects. undertaking any preventative This annual report sets out MAG’s measures that improve human activities to further the aims of the security including (but not MAG 2018-2023 Strategic Direction, limited to) safely managing, detailing the programmes funded storing, destroying or reducing and the benefits they brought to our the availability of stockpiles of beneficiaries.

The process for developing our new strategy started in the second half of 2022 and ended in the early summer of 2023 when the Boards of MAG and MAG US jointly agreed our new Strategic Framework for 2024-2028.

That new Strategic Framework not limited to): was communicated to our key h the provision of training and stakeholders and staff at the end assistance in clearance and of 2023 and in the first quarter of reconstruction; 2024. h undertaking any preventative It can be found here . measures that improve human security including (but not PUBLIC BENEFIT limited to) safely managing, As a charity, MAG is subject to storing, destroying or reducing the public benefit test defined in the availability of stockpiles of the Charities Act. We achieve this ammunition, arms and weapons;

As a charity, MAG is subject to storing, destroying or reducing the public benefit test defined in the availability of stockpiles of the Charities Act. We achieve this ammunition, arms and weapons; through our objectives, as set out h the provision of explosive in our governing document. MAG’s ordnance risk education to objects are: communities at risk; h the relief of suffering and h advocating and campaigning to distress throughout the world, mitigate the impacts of explosive

This report explains how MAG meets our public benefit test by aligning delivery to our charitable purpose and objectives through our strategy, activities and achievements.

distress throughout the world,

maginternational.org

MAG Annual Report 2023

Our Impact in 2023

Our global programmes continued to deliver signifcant life-saving impacts	People	who benefted from our activities	who benefted from our activities	who benefted from our activities	who benefted from our activities
over the reporting period with				2020	2021	2022 2023
activities implemented in 38 countries
over the period.	Direct		471,949		584,756 720,822 649,671
The range and scope of these	Women			118,154	154,557 177,627 161,460
interventions varied over the	Girls			119,781	142,500 186,814 166,221
reporting period from large-scale	Boys			128,657	154,006 196,854 175,022
and long-term programmes with over 1,000 staf to much smaller and time-	Men			105,357	133,693 159,527 146,968
bound interventions.	Indirect		757,248		976,012 1,088,945 836,652
The data therefore represents	Women			188,112	255,345 281,513 220,580
the key headlines of MAG’s	Girls			184,200	223,089 266,921 195,521
consolidated outputs but does not	Boys			191,793	223,299 262,623 188,856
attempt to capture every operational	Men			193,143	274,279 277,888 231,695
activity being undertaken across all
programmes.	Digital	Risk Education reached an audience of				25,781,262 people
When considering comparisons to
previous reporting periods we have
provided a calendar year comparison
and also a comparison with the programmes, often in the face					of benefted around 1.5 million people,
2020 extended 18-month reporting continued			challenges brought		about with millions more reached
period. by the COVID-19 pandemic or by through innovative digital
What is clear is that we continued fragile security contexts.					explosive ordnance risk education
to deliver efective and impactful	During	2023, our activities			programmes.
HMA Key Indicators
2020			2021	2022	2023	Humanitarian
						Mine Action
Land Release (m²) 60,742,650 Land Cancelled (through	85,232,344			79,390,619	86,828,000	Some exceptional factors have infuenced
Non-Technical Survey) 2,873,958	8,295,266			2,733,335	3,664,088	the data in relation
Land Reduced (through						to landmines found
Technical Survey) 3,919,917	10,159,215			6,080,766	6,413,219	and destroyed. These
Land Cleared 53,948,775	66,777,863			70,576,498	76,750,693	include the suspension
						of activities in the last
Items Removed/Destroyed 115,627	67,796			80,777	58,787	quarter of 2023 on the
Landmines (Anti-Personnel) 24,094			16,241	18,056	11,654	Blue Line, Lebanon,
Landmines (Anti-Vehicle) 1,034 Improvised Landmines 344			118 1,582	515 4,822	906 1,679	as result of spill-over confict arising from
Cluster Munitions 29,081		27,890		24,466	24,190	events in Israel on
Unexploded or 20,386		21,296		32,751	20,058	October 7, and a
Abandoned Ordnance						reduction in the density
All Other Types of 40,688			669	167	300	of contamination
Explosive Ordnance						being addressed in
						tasks in Sri Lanka and
No. of EORE Sessions 23,722	31,083			32,441	30,517	Cambodia.

Note EORE (Explosive Ordnance Risk Education)

WAM Key Indicators
	2020	2021	2022	2023	Weapons and
					Ammunition
WAM Activities/Interventions					Management
Armoury/Munitions Store Risk Assessments	107	103	149	205	In 2023,
Armoury/Munitions Stores Constructed	22	35	37	22	205 armoury
Armoury/Munitions Stores Refurbished	35	11	12	40	assessments were
Weapons Marked	8,083	4,570	9,589	611	undertaken, 62
					armouries and
Destruction of Ammunition & Weapons					munitions stores
Small Arms Ammunition Destroyed	255,602	2,941,558	1,515,586	1,430,089	were constructed
Small Arms & Light Weapons Destroyed	846	732	11,452	4,134	or refurbished, and
					611 weapons were
Ammunition & Weapons Training					marked.
WAM Training courses conducted	45	85	76	92

maginternational.org

MAG Annual Report 2023

OUR IMPACT IN 2023

WHAT 1.9 MILLION PEOPLE WE DID BENEFITED

88 MILLION M² 4,134 MADE SAFE FIREARMS DESTROYED

Our Impact

The Middle East

The Middle East remains a core area of MAG’s global programming, with operations in Iraq and Lebanon for over 30 and 20 years respectively, as well as activities in Syria for approaching a decade. MAG continues to be the largest humanitarian mine action operator in each of its three Middle East programmes, despite an increasingly challenging and competitive funding environment. Events in Israel, Gaza and Lebanon have had a profound effect on MAG’s activities across the region, both in terms of its existing programmes and in accelerating planning for responses elsewhere in the region.

These ongoing geopolitical tensions, security challenges, socioeconomic changes, refugee and migration crises, energy dynamics and political movements continue to shape the Middle East. It is against this backdrop that MAG continues to find ways to deliver impactful programming, support safe returns, and enhance livelihood opportunities.

Finding innovative ways to expand MAG’s reach, building effective partnerships with local authorities and continuously developing the capacity of support and operational staff, have remained priorities.

Lebanon

MAG’s Lebanon programme continues to address the ammunition management needs of the Lebanese Armed Forces as well as delivering a range of minefield, battle area clearance and community liaison activities. A notable achievement during the year was the completion of all known contamination in areas previously occupied by non-state

actors, following five years of dedicated programming in this area. The fallout from the events of October 7th in Israel and Gaza have significantly affected Lebanon, where persistent shelling in border areas has impacted MAG’s ability to deploy teams on the Blue Line. All capacity was successfully redeployed to areas further north, and MAG has expanded its Explosive Ordnance Risk Education (EORE) response to communities in the south, whilst placing the safety and wellbeing of its staff above all else.

Despite the challenges, MAG Lebanon was able to increase its manual demining capacity by one team in 2023 and a second team started in January 2024. MAG released an area of more than 2 million square metres, finding and destroying over 5,700 items which benefited 16,000 people at least. Community liaison teams delivered some 440 explosive ordnance risk education (EORE) sessions for more than 8,000 at-risk people.

Syria

MAG’s Syria programme continued to release significant areas of land across the north east of the country, returning vital land to productive use, particularly in agricultural communities. Operating in a fragile security and economic context, MAG remained flexible and able to maintain activities in the face of considerable local and regional instability.

2023 saw MAG complete the development of an EORE guidance booklet in partnership with the Education Council of North East Syria, to enable the integration of EORE into the school curriculum. The guidance booklet provides the framework for training of teachers

across North East Syria, which began in 2023 and will continue into next year. Across 2023 MAG released more than 4.3 million square metres of land and delivered over 6,500 EORE sessions to more than 68,000 people.

Iraq

In 2023, MAG made notable strides in mine action efforts despite a reduction in overall funding. More than 3,629 explosive items were cleared, releasing over 5.8 million square metres of land for

community use.

Moreover, MAG conducted inperson EORE sessions reaching over 75,787 individuals. We also improved the number of women trained as Community Focal Points (CFPs). In 2023 41% CFPs were women compared to 29% in 2022. Additionally, the MAG Iraq Facebook account reached 4.6 million people through digital messaging on social media platforms.

A significant milestone was the handover ceremony for 15 minefields in Sulaymaniyah, which

directly benefited over 8,000 Turkey Iraq Iran individuals, enabling them to use their land for farming and grazing, fostering economic opportunities. MAG's activities have Cyprus transformed hazardous areas into productive landscapes, facilitating wheat cultivation Lebanon and home reconstruction in areas once occupied by Syria ISIS. Clearance initiatives in Kurdistan have enabled Jordan safe grazing and resource Egypt Saudi collection, providing economic opportunities. Arabia Occupied maginternational.org Palestinian Territories

maginternational.org

MAG Annual Report 2023

Our Impact

East & Southern Africa

South Sudan

The East and Southern Africa

region of Angola, Somalia, South Sudan and Zimbabwe experienced a year of relative stability in terms of the overall security context, management and funding, with the notable exception of the Somalia programme where a six-month funding gap resulted in the standdown of operations.

In August 2023, South Sudan joined the Convention on Cluster Munitions, becoming the 112th state party to the Convention, thus taking an important step to strengthen national peace and security.

programme where a six-month MAG continued to focus on funding gap resulted in the standcluster munition battle area down of operations. clearance task sites, removing a Through 2023 MAG has total of 1,340 explosive remnants also been active in laying the of war and releasing over 2.1 groundwork for the potential million square metres of land back establishment of new programmes to communities, supporting the in the region. Our work for creation of safe routes for refugee registration in Ethiopia was and internally displaced people expected to complete in the (IDP) returns and releasing land first half of 2024. Registration for farming in the predominantly applications have also been agricultural region of the country. submitted in Tanzania and Our community liaison teams Sudan and the reactivation of our delivered 990 EORE sessions registration in Kenya is in process. to over 19,200 people. During the year MAG began delivering risk education sessions through a national implementing partner Libya Egypt in northern Uganda directly to refugees planning to make the return journey to South Sudan.

of minefields back to the local Mudzi community with 2,453 antipersonnel mines safely removed and destroyed.

Sudan

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Niger
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Zimbabwe

Chad

South Sudan

MAG continued and destroyed. to contribute to A total of 2,085 people received Zimbabwe's EORE training in the year during Anti-Personnel household level visits and in Mine Ban schools when such sessions were Convention approved to go ahead.

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Nigeria
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Ethiopia
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Central African Republic

Convention (APMBC) target to be mine free

Cameroon

This significant reduction in outreach was the result of a government ban on the Rights to Assembly in the run up to the national elections.

Uganda Somalia Kenya

Angola Congo

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Gabon
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Rwanda

by 2025 by safely

Democratic Republic of the Congo

Burundi

Tanzania

Whilst the election reduced the ability of MAG to share risk education messaging, we adapted and provided safety updates to

releasing a total of 299,000

Zimbabwe

square metres

Mozambique

Zambia

Malawi

community members whose daily life required crossing minefields.

Somalia

It was a challenging year for MAG in Somalia in relation to the funding environment for our HMA and AVR programming.

We were able to support the Hargeisa Police Headquarters Explosive Ordnance Disposal Unit through the provision of key equipment, a tailored EOD level 1 & 2 training program, and complete the construction and rehabilitation of a number of armouries with the installation of two weapons cabinets.

MAG also increased the capacity of its digital Small Arms and Light Weapons risk education team to ensure that the life-saving explosive ordnance and small arms risk education messages reached the greatest possible audience. This has been achieved by building upon radio campaigns, in-person drama sessions featuring locally relevant stories, and in-person risk education sessions.

Angola

MAG’s HMA operations in Angola initially reduced and then grew in capacity during the year as funding stabilised across the country. MAG

has continued to prioritise clearance operations in Moxico Province, to the north and east and in the Southern region of Lunda Norte.

Overall, MAG was able to release over 2.7 million square metres of previously contaminated land, removing 4,649 pieces of explosive ordnance (3,848 UXO, 608 antipersonnel mines and 33 anti-tank mines). MAG delivered 1,061 risk education sessions to a total of 21,286 individuals.

MAG’s all female WAM team destroyed a total of 348 small arms and destroyed a total of 34,200 small arms ammunitions.

maginternational.org

MAG Annual Report 2023

Our Impact Asia Pacific

Across the Asia Pacific region MAG continued to deliver large scale and efficient mine action programmes throughout the year. MAG also continued to explore opportunities for programming within the Pacific Island region.

arms and light weapons, continued to progress successfully. In 2023, MAG completed the construction and rehabilitation of six armouries; refurbished 15 containers for use as mobile armouries by the Sri Lankan Army and Police; provided 2 weapon cabinets; trained 323 personnel in storekeeper and store management training and conducted 32 armoury risk assessments.

This included an assessment visit to Papua New Guinea and MAG’s participation at the regional Preparatory Conference for the 4th Review Conference to the UN Programme of Action on Small Arms, hosted by the UN Regional Centre for Peace and Disarmament in Asia and the Pacific (UNRCPD) in Nepal where we formally presented to the conference.

Vietnam

Centre for Peace and Disarmament MAG deployed 743 staff across two in Asia and the Pacific (UNRCPD) in of the most contaminated provinces, Nepal where we formally presented Quang Binh and Quang Tri, working to the conference. closely with local authorities to release 36.2 million square metres Sri Lanka of prioritised contaminated land With the improving political and back to communities for agricultural economic situation, MAG was able and community development. to release about 2.4 million square MAG teams removed and metres of land to support livelihood destroyed a total of 12,860 development and return of dangerous items and delivered displaced communities, destroying EORE sessions to ensure continuity 5,641 landmines and explosive in reaching the most at risk. Our remnants of war. expanded digital EORE activities Other key activities online, using social networks and of note included the online conference tools, reached introduction of the new 2,064,406 users and gained National Mine Action 6,714,018 impressions. Strategy (NMAS) 2023 Partnerships continued to be at -2027 at a meeting the forefront of our approach. MAG with all stakeholders is recognised as a strong technical in September 2023 expert in Vietnam and together and the provision of with United Nation Development a pathway for the completion of Program (UNDP), MAG has been survey and clearance which, for the co-chairing the Mine Action first time, contains a fourth objective Working Group (formerly known on staff transition. as the Landmine Working Group), This was heavily influenced by attended by government and NGO the work that MAG has undertaken representatives working in the mine on this in Sri Lanka over the past action sector in Vietnam. four years. In consortia, MAG works with

MAG adapted to the post-coup changed context in Myanmar

In consortia, MAG works with PeaceTrees Vietnam and Norwegian People’s Aid to provide land release activities and support improved mine action coordination in Quang Binh.

MAG’s Weapons and Ammunition Management (WAM) project in Sri Lanka, which supports the armed forces to better secure and account for their stocks of firearms and small

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pose to their staff.

Cambodia

has adapted its EORE and survey tools to enable both in-person and remote delivery of activities by both MAG and partner teams - a key success in reaching communities. The focus on training IDP teachers to reach vulnerable children through the inclusion of EORE into informal curriculums has been core to this.

in the mid-1990s more than 865 square kilometres of land has been cleared but current data shows that over 1,700 square kilometres of land still requires clearance.

In 2023 MAG released over 1,326 hectares of hazardous land, destroyed 297 landmines and 3,954 items of explosive ordnance, benefiting 20,048 people across Battambang and Ratana Kiri provinces.

The MAG team also coordinated the response and advocacy for the intervention of mine action actors through the Mine Action Area of Responsibility.

To respond to this continued need, in 2023 MAG deployed 68 clearance and survey teams across Xieng Khouang and Khammouane provinces, plus five roving teams and seven community liaison teams. Through these activities, a total of 18,336 items of explosive ordnance were safely destroyed and about 16.5 million square metres of land released back to the community, directly benefiting 145,342 people.

Land previously contaminated by landmines and ordnance can, following MAG's work, be used for population resettlement, the construction of public infrastructure - schools, health centres and roads – whilst increasing access to safe agricultural land.

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to this.
The continued escalation
of conflict in Rakhine, Chin, Sagaing,
Kachin, Kayah, Tanintharyi
and Kayin States has led China
to ongoing and new Myanmar
displacements and
Papua
increasing humanitarian
Nepal New Guinea
needs, with landmine/ Bhutan
EO incidents
increasing Bangladesh Lao PDR
exponentially.
To ensure that
EORE is still India
being broadly
disseminated, the
team continue
to train other aid Sri Lanka Thailand
workers on EORE
messaging to
mitigate the risks
landmines and EOs
Cambodia
maginternational Vietnam .org
Malaysia
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Non-technical survey conducted by MAG in 2023 shows that in Since MAG commenced one district alone in Ratana Kiri, 21 operations in Laos almost 30 years minefields have been identified and ago, it has destroyed 330,293 items that since 2014 there have been 16 of explosive ordnance, releasing people killed or injured, with nine of c. 125.8 million square metres of those occurring in the last five years. land back to the community for the Within this 10-year period, 115 mines benefit of 1,104,216 people. have been identified and destroyed by MAG EOD teams. Myanmar

Myanmar

In 2023 MAG continued to adapt Lao PDR its programming to respond to High levels of explosive ordnance the drastically changed context contamination still impact post-coup and in the wake of significantly. Since clearance began cyclone Mocha. MAG’s programme

maginternational.org

MAG Annual Report 2023

Our Impact

Sahel & West Africa

Mali, Burkina Faso, Niger, and ECOWAS.

The Sahel and West Africa (SWA) region continued to face political instability in 2023.

The alarming increase in incidents of improvised explosive device (IED)-related and armed violence across Gulf of Guinea countries, the tragic ammunition storage explosion in Benin, preexisting armed violence, including in Nigeria's northwest and Plateau regions, were all stark reminders of the urgent need for MAG's continued efforts in the region.

July witnessed a significant setback with the coup d'Etat in Niger, adding to the previous six coups within the region over the past three years. The Senegal elections process was marked by escalating tensions, culminating in violent protests, echoing similar challenges in Significant Sierra Leone and Nigeria, progress was where elections were fiercely contested whilst made in the a cost-of-living crisis Gulf of Guinea exacerbated existing hardships for the region's population. Diplomatic relations in the region were also affected by the Niger coup, leading to heightened tensions between

Sierra Leone and Nigeria, continued efforts in the region. efforts, submitting numerous project progress was where elections were concept notes for donors and fiercely contested whilst Funding engaging in lobbying efforts with made in the a cost-of-living crisis In early 2023, MAG SWA current and new donor partners. Gulf of Guinea exacerbated existing experienced a significant decrease As a result of these efforts, MAG hardships for the region's in funding due to the conclusion secured new contracts and some population. Diplomatic and non-renewal of two contracts. existing contracts were successfully relations in the region were also Despite support from other renewed. The new contracts affected by the Niger coup, leading donors, this funding shortfall enabled MAG to expand its AVR to heightened tensions between created a substantial gap, impacting programming, serving as a model countries and the regional structure. for AVR initiatives both regionally MAG was compelled to close and globally, and to support policy offices and downsize its presence and advocacy activities in the region Mauritania in several countries, including Sierra in relation to improvised landmines, Leone, Guinea and The Gambia. aiding affected states to engage Although there was support with the Ottawa treaty machinery. Algeria Libya for the programme with HMA activities in Chad were Western core funds from MAG to renewed a newly secured contract Sahara Senegal Mali sustain operations, and despite escalating has enabled MAG to deliver essential risk education activities Niger humanitarian needs in countries heavily impacted by The Gambia in the country, improvised landmines. Despite Burkina Nigeria bore the these significant developments, Chad Faso brunt of these MAG continues to grapple with Guinea cuts, with nearly critical funding challenges, the entire particularly in Nigeria. Thus far, team being efforts to secure substantial funding Sierra Leone Nigeria impacted.In response for comprehensive programs have not materialized, leaving a gap in Benin to funding resources necessary to sustain the Central African cuts, the programme with all support costs. Republic Cameroon region actively Liberia Ghana Equatorial Guinea fundraising pursued Humanitarian Mine Action MAG achieved significant Congo Guinea- maginternational Côte .org Togo Gabon MAG Annual Report 2023 Bissau D’Ivoire

milestones in Guinea Bissau and Senegal, obtaining accreditations and commencing operational activities including non-technical survey (Senegal) and battle area clearance and EOD spot-tasks (Guinea Bissau).

In Mauritania, MAG established its mine action program, paving the way for activities to commence in 2024. MAG also initiated a policy and advocacy project on improvised landmines, aiding affected states in adhering to their Ottawa Treaty commitments. In this regard the program continued its support for National Mine Action Authorities by conducting a series of training sessions. In this regard MAG facilitated discussions for affected states in the region to address challenges hindering their fulfilment of Convention obligations at the meeting of State parties in Geneva in November.

MAG resumed humanitarian mine action (HMA) operations in Chad, undertaking tasks such as battle area clearance and deploying EOD spot teams and EORE teams in collaboration with national mine action authorities.

In Niger, Mali, and Burkina Faso, MAG launched a new risk

WAM in figures 2023

h 43 trainings across the region for 551 beneficiaries
h 3,951 beneficiaries of SALW risk education sessions
h 154 tons of ammunition destroyed and 915 tones secured
h 6,936 SALW secured
h 720 SALW destroyed and 134 marked
h 8 secure containers deployed
h 61 technical assessments or armouries and ammunition depots conducted
h 93% of visits of SALW storage post MAG intervention have showed conformity (30 visits)

HMA in figures 2023

h In Nigeria, 3,071 risk education sessions conducted, benefitting 50,835 people
h 20,000 people benefitted from risk education in Mali
h Spot tasks in Guinea Bissau with 239 dangerous items destroyed
h Start-up of operations in two new countries following accreditation h Activities implemented with seven local partners

programs aimed at enhancing states' capacities to conduct technical assessments of armouries in line with international standards.

education project on improvised landmines. Apart from conducting risk education sessions, the project aims to bolster local capacities in the region to sustain HMA efforts through a localization approach.

The adoption of containerized through a localization approach. armouries has accelerated, driven by their ability to meet MAG's needs Weapons and Ammunition for accessible and quick-response Management & Armed Violence solutions, particularly in areas with Reduction limited access and for short-term Significant progress was made in projects. This reinforces their the Gulf of Guinea, particularly in effectiveness as a robust solution to Cote d'Ivoire, Ghana and Benin, the region's storage challenges. where MAG successfully fostered MAG has continued its the implementation of WAM collaborative approach in the activities, including the destruction region, conducting research of obsolete ammunition, following on artisanal weapons in Mali in extensive negotiations and trustpartnership with the Small Arms building efforts. Survey.

Additionally, MAG provided support to states in developing National Action Plans in Benin and closely addressed the humanitarian impact of IEDs in coordination with relevant stakeholders.

A notable achievement in the region was the commencement of the construction of an ammunition depot in Thies, Senegal. This initiative has already facilitated safe removal of tons of dangerous ammunition currently stored in densely populated areas of Dakar.

In collaboration with the Centre for Armed Violence Reduction (CAVR), MAG facilitated the adoption of record-keeping technologies, such as the Arms Tracker, to support states in the region. MAG also worked closely with the national commissions of Liberia and Sierra Leone on these initiatives.

MAG continued to make progress implementing small arms and light weapons (SALW) risk education sessions through local partners in various countries.

MAG collaborated with Mauritania and Benin to develop training

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MAG Annual Report 2023

Our Impact

Latin America & the Caribbean

The portfolio was formally constituted during the business year as a standalone region, comprising Peru, Ecuador, Paraguay and the Caribbean, with 2023 operations and assessments in this region being conducted in Belize, Bahamas, Guyana, Suriname, St Lucia, Trinidad and Tobago and Jamaica.

Further to this, two WAM assessments were also undertaken in Colombia in 2023 with advanced planning for a further one to take place in Uruguay in 2024. The formally funded start-up of operations within the Caribbean as well as the securing of donor support for an initial 12-month project in Paraguay were significant areas of expansion.

Regional Programme Manager Nikita Mohammed is interviewed about MAG’s weapons and ammunition management programme in the Caribbean

Ecuador

defence and security forces in the criminal violence, MAG received country. the highest recognition that the Operationally, the programme Ecuadorian Military can give to a continued to deliver significant non-military organization.

In Ecuador we continued to expand our range of operational partnerships through the signing of a Memorandum of Agreement with the national police. With this development MAG is now

Operationally, the programme continued to deliver significant outputs, surpassing the total of one million items of small arms ammunition destroyed as well as the key disposing of 4,568 SALW, including seized weapons from criminal organisations.

Peru

During 2023 Peru saw an increase in organised crime, the movement of FARC into border areas with Colombia, mistrust of public institutions and the surge of coca production in indigenous territories, creating a complex backdrop against which MAG has worked on a range of WAM initiatives.

working with all

USA Bahamas

Our commitment to capacity building continued, with 129 military personnel receiving PSSM training in 2023 and a further 13 weapons and munitions storehouses receiving safety and security enhancements. Jamaica St Lucia As a consequence of the Trinidad above efforts, against the and Tobago backdrop of a turbulent year in terms of national security and increasing

Despite these challenges, MAG has scaled up activities in terms of engagement with state actors including the Ministry of Defence, navy, air force and DIRANDRO, the anti-drug directorate of the national police. During the year

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MAG secured a further $2.3 million USD of funding support, enabling us to grow the team and meet more of the needs expressed by national partners. MAG was able to conduct a number of logistically challenging deployments across the country, closing the year with 263.8 metric tons of ammunition destroyed.

The Caribbean

MAG's presence in the Caribbean was further solidified in 2023 with the establishment of an office space and two full-time personnel housed in our key partner's headquarters, CARICOM IMPACS.

MAG also became formally included as a partner of the Caribbean Firearms Roadmap and participated in the member states’ annual meeting in St. Lucia.

early 2024 pending official authorisations.

Paraguay

Following on from an initial assessment in January, a formal MAG presence in Paraguay was established in October 2023, following the approval of funding for WAM activities in support of DIMABEL (Directorate for War Materials, a separate institution within the Paraguayan Armed Forces tasked with the management and stock-keeping of weaponry, ammunitions and explosives).

The project will deliver a range of activities including technical training, refurbishment of buildings and warehouses, as well as surveillance capacity at DIMABEL installations, improvements of weapons registry software, marking of weapons and destruction of weapons, ammunitions and explosives.

A small MAG team was installed in-country, the process of registration of a MAG branch was started and relationshipbuilding with the key actors and identification of strategic suppliers initiated.

Negotiations with DIMABEL for a MOU progressed during this period, leading to a signature in January 2024.

2023 was also the first full year MOU progressed during this period, of operations, with work built on leading to a signature in January technical assessments already 2024. completed that looked at various armouries and ammunition stores Guyana in Jamaica, Suriname, Belize, Venezuela Suriname Bahamas, Guyana, St. Lucia and French Guiana Trinidad & Tobago. This generated specific intervention requirements across 78 Colombia locations. Relationships were further Ecuador Brazil developed with national focal points/state actors as well as with donor representatives across the region. Operations in 2023 saw Paraguay Bolivia

Relationships were further developed with national focal points/state actors as well as with donor representatives across the region. Operations in 2023 saw training of 30-plus people from Guyana and Trinidad & Tobago in aspects of WAM with a range of demolition activities scheduled for

Peru

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MAG Annual Report 2023

Our Impact

Eastern Europe

The Eastern European portfolio was formally constituted during the business year as a standalone region with its own Regional Director. This is a reflection of the growth of operations, largely generated by the Ukraine response and operational work in Azerbaijan. In 2024 the region will develop its first regional strategy looking at wider needs, including WAM activities in the Balkans, and regional conflict sensitivity and gender action plans.

Effects from Ukraine conflict are continuing to be felt

Bosnia-Herzegovina (BiH)

In Bosnia-Herzegovina (BiH) the programme released just over two million square metres of land, finding 510 items of mines and EO for the benefit of 1,416 people.

The operational context and methodology in BiH remains consistent with previous years, with MAG maintaining the same level of clearance capacity and increasing the number of community liaison teams.

The relevance of an ethnically and gender balanced community liaison (CL) capacity was highlighted during a case study which showed that additional mine rows were identified

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Slovenia Romania
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Serbia Moldova
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Armenia
Italy N. Macedonia
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interviews with local female

community members not in the formal informant list, which was all-male.

Digital EORE negotiations continued from 2022 with the Bosnia-Herzegovina Mine Action Centre and by the end of 2023 an MoU was ready for signature and digital EORE working group established.

The programme continued to work within the Federation, Republika Srpska and Brcko Districts. The political and security situation remained unstable with knock-on effects from the Ukraine conflict continuing to be felt, especially as it affects neighbouring Serbia and Kosovo.

The programme sought to expand its national staffing capacity in the year, with the national TFM completing the EOD3 course in as deminers; this development Iraq and being seconded to the has received significant coverage Azerbaijan programme for two in the country and was lauded by months. ANAMA and donors despite the However, attempts to increase challenges. MAG continues to focus information management and on building operational and support support capacity was challenged capacity and on working towards because of a context which sees more women in leadership roles. many young people leave BiH in MAG hopes to replicate this with search of opportunities in other other national HMA partners going forwards.

However, attempts to increase information management and support capacity was challenged because of a context which sees many young people leave BiH in search of opportunities in other parts of Europe and a struggling economy. How MAG can attract young people and more females will form part of future strategies in BiH.

September of 2023 saw a significant shift in the context after the re-taking of a significant amount of land in the Karabakh by Azerbaijan. The mixed response from western donor nations impacted the operational environment with more focus on political messaging and less certain funding situations with much tied to the peace process.

Azerbaijan

In 2023 the Azerbaijan programme evolved from providing purely technical assistance to the Mine Action Agency of the Republic of Azerbaijan (ANAMA) to supporting the on-going development of national HMA partners.

Nevertheless, MAG has continued to support meaningful HMA which will benefit returnees, advocate for female representation and taken an active role in discussing the role of NGOs in mine action at various

MAG partnered with one national NGO to recruit, train and then deploy the first female deminers in Azerbaijan. In total four teams (75% female) are now employed

high-profile ANAMA events in the country and beyond.

Note that clearance data in Azerbaijan is not accredited to MAG but to the national partner.

Ukraine

The establishment of the Ukraine programme continued in 2023 with additional funding secured from institutional and foundations.

In April, the programme received the necessary accreditation to deliver EORE reaching, 46,376 people directly and millions more indirectly through digital EORE.

The CL teams also received NonTechnical Survey (NTS) accreditation and were able to being mapping areas of contamination in Mykolaiv region in the south of the country. Deminer training began in earnest in the summer.

However, expected accreditation for Technical Survey (TS) and clearance operations was significantly delayed until autumn 2023 and the teams were unable

to start operations during the year, finally thwarted by a snowstorm on the day they were due to deploy. MAG was unable to achieve the impact it hoped for in 2023 despite massive progress in the year amid challenging internal and external contexts. MAG has put particular emphasis on inclusive employment practices in Ukraine to ensure a gender balanced workforce and by the end of the year 45% were female.

Although MAG wasn’t able to start clearance operations in 2023 other significant progress was made to influence and strengthen the sector. At the time of writing this report, technical survey and clearance operations had commenced in the country, however.

In September 2023, MAG

accompanied a GICHD led visit to Lebanon to demonstrate MAG’s mechanical assets to the Ukrainian authorities and secured an early 2024 visit to Cambodia for the Ukraine demining authorities to

assist their understanding in the use of dogs in mine action. This built on a partnership with APOPO in-country which will see MAG integrate APOPO dog teams into operations as a pilot in Ukraine.

MAG continued to develop a formal capacity building relationship with local partner Ukrainian Deminers Association (UDA) through whom MAG worked to deliver EORE in 2022.

This partnership will see MAG build support structures within UDA so they can form the backbone of sustained national capacity. MAG also developed a partnership with the Ministry of Energy to support survey and clearance around critical energy infrastructure; this is likely to be operationalised in late 2024.

MAG also continues to build partnerships to ensure holistic programming that benefits smallscale farmers in Kharkiv, Mykolaiv and Kherson regions through clearance activities in conjunction with support to restore livelihoods.

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MAG Annual Report 2023

Our Impact

Championing Change

Over the course of 2023, we

have continued to draw on our operational experience, our insight and our trusted partnerships, to bring about meaningful policy change in our sphere of expertise at national, regional and global level, aiming to benefit communities affected by conflict and armed violence.

Throughout the year MAG worked substantively towards the 21st Meeting of States Parties to the Anti-Personnel Mine Ban Convention, held in November under the German Presidency. Our longstanding cooperation with Germany enabled MAG to play a key role in highlighting the humanitarian impact of improvised explosive devices and the

importance of sustainable national for Through-Life Conventional capacities, drawing on Ammunition Management. Even our extensive work and before its final adoption, MAG MAG worked range of partnerships in engaged in discussions with key to bring about West Africa. At the 11th partners in support of outreach and meaningful Meeting of States Parties implementation. to the Convention on policy change Cluster Munitions, MAG Strengthening our UK influence worked with South Sudan As an active member of UK civil to highlight their 2023 society, MAG continued in 2023 to

evidence to the International Development Committee, support the inquiry into UK aid for refugee host countries.

MAG welcomed the Minister of State for Asia Pacific to our programme in Laos, and meeting with the then-Secretary of State for Energy Security and Net Zero during his visit to Ukraine.

As an active member of UK civil society, MAG continued in 2023 to engage with UK Parliamentarians and key political stakeholders, hosting events on mine action and armed violence reduction at the Conservative, Labour, and Liberal Democrat party conferences. We published our first comprehensive UK briefing on small arms and light weapons and armed violence reduction, calling for increased UK support and linking to conflict prevention. This approach complemented engagement with the FCDO, particularly in relation to the Caribbean, where MAG secured new UK funding for the new regional programme.

Our work throughout has been consciously cross-party, building relationships with a range of Shadow Ministers, and aiming to bring together politically inclusive discussion. FCDO Minister Wendy Morton led a cross-party Westminster Hall debate on landmine awareness and mine action in April 2023, as a direct result of discussions with MAG.

succession and national progress made in treaty implementation. At the 9th Conference of the States Parties to the Arms Trade Treaty, MAG began to highlight the relevance of climate, peace and security to arms control and disarmament frameworks, continuing this theme in the margins of the UN General Assembly First Committee. MAG published a working paper on the links between human rights and ammunition management as a contribution to the discussions on an international framework for ammunition. This concluded in December with the adoption by the UN General Assembly of the Global Framework

MAG’s Ambassador Rosamund Pike met with the Foreign Secretary in June following a visit to MAG’s programme in Cambodia, as well as meeting a group of parliamentarians from various political parties which included existing and new supporters of MAG.

In January, MAG was invited for the first time to provide oral

Working in Partnership

relationship with Small Arms Survey encompassed weapons and ammunition and improvised explosive devices, with cooperation at both the policy and programme level.

Partnerships and coalition memberships have been crucial in our ability to advocate on the issues close to us, including through the Bond network, the International Campaign to Ban Landmines and Cluster Munition Coalition, the International Network on Explosive Weapons, and through our continued role as an active member of the Advisory Board for the Mine Action Review, contributing to two key sector publications.

ur partnership with International Alert progressed to a series of regional workshops with support from the Government of the Netherlands, a key next step towards embedding a culture of conflict sensitivity throughout the organisation.

Our partnership with the Centre for Armed Violence Reduction expanded to both Latin America and the Asia-Pacific region. New

Existing partnerships have strengthened during the course of 2023 despite funding challenges. The established working

partnerships notably include a Memorandum of Understanding signed with the United Nations Institute for Disarmament Research in November 2023, which formalises a long-standing working relationship.

In the US, working through our sister organisation MAG US, we continued direct engagement with Congress to raise awareness of our work. This includes supporting the bipartisan Congressional UXO/Demining Caucus, which now has over 62 members and regularly hosts briefings on various regions, countries, and cross-cutting issues in the sector.

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MAG Annual Report 2023

Our 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 advocate for change.

Fundraising

We greatly appreciate the generous support we receive from the public. We fundraise in a range of different ways, aiming to build longterm relationships and personal connections with our donors, acting 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. Our fundraising activity includes campaigns and appeals, challenge events, regular givers who contribute every month and our generous major donors, trusts, foundations and corporate partners who make high-level donations. We have a commercial participator agreement in place with two organisations that support MAG through their businesses.

MAG upholds high standards in all its fundraising activity. We are registered with the Fundraising Regulator and are members of the Institute of Fundraising. We are committed to complying with the Code of Fundraising Practice. Staff regularly participate in training and development to ensure our knowledge and practice are up to date.

In 2023 MAG developed a new Fundraising strategy to aim for growth across all our fundraising streams across the next five years. This was approved by the Board of Trustees and significant investment

will be made available to grow the team and expand activity. As part of this, the informal quarterly meetings between the specialist Board Fundraising Focal Point and MAG senior fundraising staff were made into a formal sub-committee of the Board. The Fundraising Committee is now operational and comprises three members of the MAG Board and two co-opted members from the MAG US Board. The aim is to provide assurance that the strategy is on track, that investment is being well spent and that relevant policies and compliance procedures are in place.

In 2023 MAG received four complaints regarding its fundraising activity. This is an increase from two in 2022 and reflects a growth in supporter numbers. Of the complaints received two related to frequency of communications, one to expenditure on thank you cards and one an irregularity with a donation. We voluntarily selfreported the complaint relating to the donation to the Fundraising Regulator. No action was taken but we received feedback from the Regulator and were able to put this into action, strengthening our procedures and lessening the likelihood of incidents of this nature happening again.

We recognise the need to ensure we respond appropriately when fundraisers engage with people who may be vulnerable or in vulnerable circumstances. We are committed to following guidance provided by the Chartered Institute of Fundraising, acting with empathy and respect to all our supporters.

Fundraising Highlights This year has seen our work become ever more important as we combine ongoing projects with

responding to several emergency situations.

We launched three major emergency appeals that our supporters generously responded to, enabling us to act quickly and where it was most needed.

The earthquakes in Syria and Turkey in February saw us raise money for medical supplies for our partners in the region. In June the Kakhovka dam in Ukraine was breached leading to widespread flooding and the displacement of buried landmines and explosives into civilian areas; our supporters responded immediately to enable us to run risk education work alerting the public to the dangers. In October we ran an appeal to support risk education work in Gaza.

A vital source of funding for MAG are charitable trusts and foundations. In 2023, both new and existing trust and foundation partners provided funds for key programmatic needs. During the year, this included supporting a response to the conflict in Ukraine and addressing the legacy of conflict in Cambodia, Angola and

Laos. We have also been grateful to receive unrestricted funds from trusts and foundations, giving us the freedom to move and work where the need is greatest.

In 2023 we raised £1.066m in unrestricted income. Of this, we are very grateful to have received a number of legacies totalling £256,000.

In April 2023, 35 people who work across the UK wholesale & convenience sector came together to take part in a cycle challenge across Laos.

This was the eighth time this group of fundraisers had come together to take on a challenge for MAG - reaching the amazing milestone of £1m in cumulative donations in the process. Following the success of this ride, the team also decided to take on another cycle challenge in 2024 in Vietnam. Our huge thanks to this group of people.

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.

Special thanks go to our Ambassador Rosamund Pike for continuing to share our vision of a world where everyone can live free from the fear and danger of landmines and unexploded bombs, and for lending her time and voice to support our campaigns.

Communications & Media Relations

Communications in 2023 continued to focus on highlighting MAG’s work in current and past conflicts zones while raising awareness on advocacy causes and policy initiatives.

The ongoing war in Ukraine and the events in Middle East featured heavily both in MAG’s own communications and in our engagement with media.

We also marked 50 years since the last bomb was dropped on Laos with a media trip that saw outputs in national UK outlets such as the BBC or the Guardian.

Other media trips included

Cambodia (with MAG Ambassador Rosamund Pike), Iraq, South Sudan (x2), Ukraine and Vietnam (x2). This does not include the many visits by journalists based in our country programmes/regions to our projects. We also hosted a number of documentary film-makers.

We also saw increased engagement from our staff in media opportunities both with UK media and international outlets. A full list of published articles can be found on our website here.

We continued to maximise the use of our social media channels. Despite many changes on the platform, X (formerly Twitter) remains MAG’s main channel due to the active presence of key stakeholders and journalists, but we have also increased our focus on our LinkedIn channel to highlight job opportunities, engage with sector stakeholders and disseminate important content.

We focused our efforts on using the website as a more active space, regularly updating it with stories, press releases, news pieces and blogs.

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MAG Annual Report 2023

How did we do in 2023?

Our Progress Against Our Aims

Over the last 12 months, progress has been as follows against areas of strategic organisational importance and organisational deliverables that were set out in our last ARA (2023).

Examples of progress against areas of strategic organisational importance Embedding a values-driven culture – we launched a Staff Assembly, which will be a place for us to hear and understand and learn about how different people experience MAG, to help us build a better and more inclusive MAG. The Staff Assembly has twentythree members (having received over 40 applications), with diverse backgrounds, and predominately come from the communities we serve. They also represent all levels of the organisation, including deminers, support staff, and senior leaders.

A third external review of our safeguarding practices and polices was also undertaken, with a range of recommendations being implemented.

Developing our new strategic direction – we involved communities and our staff (MAG and MAG US) in the development of our new strategy. We drew on staff insight, heard views over more than 170 people from the communities where we work and also sought the views of our donors and partners.

Delivering quality while ensuring a sustainable future – we rolled

out our Armed Violence Reduction (AVR) Theory of Change (ToC) which was used as part of proposal

development and in external messaging. We also commenced work on developing an indicator bank for completion in early 2024.

Examples of progress against organisational deliverables AIM MAG will deliver a 1 global programme of action to reduce the impacts of Explosive Ordnance and SALW-A. h We established a new programme in Paraguay and secured certification for nontechnical surveys in Ukraine; our demining operations began in early 2024.

h In Gaza, we responded by providing digital explosive ordnance risk education (DEORE) and engaged with multiple stakeholders inside and outside the mine action sector, including identifying technical staff to support an UNMAS response.

AIM MAG will be sensitive, 2 responsive and inclusive in the ways that we work with

each other, our partners, and the

communities we support.

h We held conflict sensitivity workshops, facilitated by MAG’s Gender and Inclusion Advisor and International Alert, for our regional teams in the Middle East and East and Southern Africa as well as a bespoke workshop for our team in Myanmar. h We also rolled out our gender sensitivity programming baseline

assessment across our country programmes.

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

and partnership .

h We hosted a side event at the 21st Meeting of States Parties (MSP) to the Anti-Personnel Mine Ban Convention (APMBC), where we profiled the needs and capacity development efforts of states in West Africa affected by legacy mine contamination.

h At the same event as a key speaker on a panel, our presentation posted the humanitarian impact and response needed to Improvised Explosive Device (IED) contamination. The ICRC subsequently asked for our presentation to be converted into a policy blog to be published in early 2024.

AIM MAG will be a well- 4 managed, accountable and sustainable organisation. h We developed a new fundraising strategy that will enable us, in the coming years, to raise additional income to spend on organisational priorities in support of our new strategy.

h We developed both a mediumterm financial forecasting model and our business model to support strategy implementation and engaged with institutional donors to advocate or increased overhead recovery.

MAG Annual Report 2023

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MAG Annual Report 2023

People & Accountability

The MAG Community: Our Employees

MAG’s work relies on the

Total Employees

commitment and hard work of its global workforce: a diverse, highly skilled and exceptionally motivated team of about 5,600 people.

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6,000
5,000
4,000
3,000
2,000
1,000
0
31/12/18 31/12/19 31/12/20 31/12/21 31/12/22 31/12/23
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On 31 December 2023, MAG employed 5,586 staff globally, 5,300 of whom (95 per cent) were nationals from the countries our programmes are based in, who are contracted on terms and conditions in line with local legislative requirements.

Consequently, MAG currently complies with around 30 different labour codes worldwide. MAG employed 164 expert ‘programme international’ staff as at 31 December 2023, who are deployed to our country programmes to provide technical and management oversight to operations and activities. A total of 122 staff were employed to support MAG’s central office in the UK, or as ‘roving’ or ‘remote’ specialists, the majority of whom provide direct support to their incountry counterparts.

Employee Relations issues
Allegation Type	Cases Supported	Disciplinary Actions Short	Cases including a
Confict of Interest	by UK HR 3	of Dismissal 0	Dismissal 0
Employee Relations – Minor	9	1	0
Employee Relations – Major	9	1	2
Other / Miscellaneous	8	3	2

the UK, or as ‘roving’ or ‘remote’ a platform for global security During the course of 2022 specialists, the majority of whom focal points to share experience, and 2023, MAG has registered in provide direct support to their inknowledge, and learning, following Ukraine, and is now established country counterparts. a formal partnership agreement and accredited as a Humanitarian This includes our Programme for MAG to become the host for Mine Action organisation. As at 31 Quality Team, a group of senior GISF in 2020. GISF staff transferred December 2023, we employed 126 specialists who provide roving and out of MAG in Q1 of 2024 as the locally contracted Ukrainian staff, global support between MAG’s organisation became its own entity. with this number due to grow further programmes. Nine of these 122 Per the above chart, MAG saw over 2024. staff were employees of the Global growth over the course of 2021 Interagency Security Forum (GISF), and 2022, and a slight reduction in Redundancies an independent, NGO-led peer overall staffing numbers through the MAG works in dynamic contexts, support network that provides course of 2023. so change is inevitable,

Locations of Staff

Severance Payments 2022-2023

Contract Statutory Non-statutory Type Payments Payments UK Affiliated £2,572 N/A Programme International £11,319.50 N/A

Category Percentage Prog. National 94.88% Prog. International 2.94% UK Affiliated 2.18%

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MAG
Employees
UK Programme
Contracted Contracted
Manchester Based Remote Roving Programme Programme
(@Flex / @Office) International National
‘UK ‘Programme
Affiliated’ Affiliated’
‘UK’ terms ‘International’
& conditions terms & conditions
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UK contracted staff in 2023 In total, there were three of our Programme International staff made redundant, and one of our UK Affiliated staff. MAG will always seek to redeploy staff where possible, and redundancy is the last resort.

cases highlighted on Page 43, our UK-based HR team also supported a number of other employee relations issues. 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.

whether strategically planned or unexpected. Change processes and procedures are in place to ensure the organisation responds appropriately, manages any associated risks and supports staff through times of uncertainty.

For locally contracted programme

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.

national staff, where redundancy payments are required due to a reduction in funding for a programme or other appropriate reasons, payments are calculated and made in line with the local legal requirements present in the country of operation.

The cases on Page 30 represent non-safeguarding employee relations issues reported in 2023, related to UK contracted employees and locally contracted employees, where these were deemed serious or complex enough to warrant UK

In the course of the year the payments in the table opposite, excluding payments for untaken accrued annual leave or payment in lieu of notice, were made to exiting

Employee Relations

Continued on Page 32

In addition to the safeguarding

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MAG Annual Report 2023

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Continued from Page 31 Diversity: Gender
HR team support Programme Programme UK
Given 95% of our staff are locally National International Affiliated Total
contracted programme national Male 3,828 128 57 4,013
staff, the majority of cases are Female 1,472 36 65 1,573
related to this contract type, and Total 5,300 164 122 5,586
therefore are dealt with under the
employment law of the country of
work, increasing the complexity.
The UK HR team also
supports managers with regard Board Prog.
to performance management.
Performance management National
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 UK
addition to the above employee
relations support provided, the UK Prog. Affiliated
HR team supported a number of International
formal and informal performance
and capability concerns, including,
in 2023, four failures of probation
for UK contracted employees and
Female Male
one performance related dismissal
outside of probation.
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progression, training opportunities and terms and conditions are made Area Gender based on merit. This includes for Pay Gap example our Equal Opportunities UK Affiliated 25.6% Policy, Dignity at Work Policy, Programme Int. 22.4% Reward Framework and Recruitment Policy. Gender diversity remains an area of importance for MAG. Trustees based on data from our Though our UK Affiliated staff December 2023 payroll (excluding are 53% female, our programme GISF staff). This showed, for our international and programme UK Affiliated and Programme national staff do not demonstrate International Employees: such gender balance. This is, in UK Affiliated data is skewed by part, due to a preponderance of the inclusion of seven members our technical teams being male, but of our Programme Quality MAG has continued to proactively Team, all male, on our technical seek to recruit and train female or mechanical salary scales deminers as part of a long-term which, based on benchmarking and developing strategy to address information, are paid at a higher gender imbalance. level due to their specialist required

Diversity and the Gender Pay Gap

MAG is a diverse organisation. On 31 December 2023 our UK Affiliated and Programme International workforce originated from 59 different countries. In addition to this, MAG employed individuals as programme national staff in around 30 countries. With the majority of our UK Affiliated employees being linked to our UK office, the majority at British. However, for our programme international employees, a much broader and diverse spectrum of nationalities is represented.

Trustees based on data from our December 2023 payroll (excluding GISF staff). This showed, for our UK Affiliated and Programme International Employees:

UK Affiliated data is skewed by the inclusion of seven members of our Programme Quality Team, all male, on our technical or mechanical salary scales which, based on benchmarking information, are paid at a higher level due to their specialist required knowledge and qualifications. However, removing them still leaves a pay gap of 19.8%, indicating other underlying issues to be addressed – though we have a high percentage of women (52%) these tend to be in lower paid roles.

People are drawn to work for us from a diverse range of 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 policies are in place to ensure that decisions around recruitment, career

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, MAG reviewed this for our Board of

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Diversity: Nationalities UK Affiliated
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Africa
Asia
Europe (non-UK)
Middle East
Oceania
UK
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Diversity: Nationalities Programme International
----- End of picture text -----

----- Start of picture text -----
Africa
Asia
Europe (non-UK)
Middle East
North America
Oceania
South America
UK
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For our Programme international roles, data is again heavily impacted by our technical and mechanical salary scales, where the majority of employees are men. Where this information is separated, the gender pay gap reduces significantly.

are assigned to the job and not the person, with appointments made at point one of the relevant scale unless the individual has previous experience 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

MAG maintains a robust job evaluation methodology which evaluates the role and not the person doing it, based on factors such as knowledge, accountability and problem solving. Salary bands

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 to the role.

Considering our locally contracted employees in our ten largest programmes, which represent around 95% of this staff category (c. 5,000 out of 5,300), our gender pay gap is far narrower, with women earning more than men in five out of ten locations.

While the data at the highest level demonstrates there is a gender pay gap within MAG, the next level of analysis suggests that the gender pay gap is not driven by our reward methodology but by a lack of gender balance across the organisation. In our UK Affiliated roles, there are a disproportionate number of female staff employed at lower levels of the organisation, when compared to male counterparts.

For Programme International employees, there is a lack of female representation in technical roles. Our new Strategic Framework sets out a clear commitment to addressing barriers to inclusion, and our aim to ensure more diverse representation at all levels of the organisation, in doing so we believe this will address the issue of gender balance in our technical area.

A Living Wage Employer

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.

This was last benchmarked using external data, with the support of specialist consultants, in 2022, for 2023 implementation. MAG continues to monitor our recruitment

Continued on Page 34

maginternational.org

MAG Annual Report 2023

Continued from Page 33 sustainable, and effective strategy on equity, diversity and inclusion and retention statistics, as well as (EDI). exit interviews, to ensure our reward As part of this strategy, MAG packages remain competitive. committed to integrating the We are proud to be a Real Living promotion of EDI into all aspects Wage employer in the UK. On 24 of our work and continues to October 2023, the new Real Living pursue and support efforts towards Wage of £12 was announced for achieving this goal.

and retention statistics, as well as (EDI). exit interviews, to ensure our reward As part of this strategy, MAG packages remain competitive. committed to integrating the We are proud to be a Real Living promotion of EDI into all aspects Wage employer in the UK. On 24 of our work and continues to October 2023, the new Real Living pursue and support efforts towards Wage of £12 was announced for achieving this goal. employers outside London, with The foundations of our work from organisations having until 1 May 2020 have continued throughout 2024 to implement this. 2023 and included a range of Currently, our the roles at initiatives. our ‘grade 1’ for our UK salary The establishment of the scale receive an hourly salary of People, Culture and Remuneration £11.95. MAG therefore intends to Committee (PCRC), of which the increase this to match, or better, trustee EDI focal point is a member, the new Real Living Wage by has helped to bring a renewed this deadline. For our locally focus at governance level to our EDI contracted Programme National work. We are pleased to report we staff, reliable local benchmarking now have a membership of eight data is used to ensure that salaries females and five males, of whom are competitive and fair within the three are people of colour. relevant local employment market. Our Chair of the Board of trustees MAG always exceeds the minimum is a woman, and all our governance wage in every location that we committees are also chaired by employ Programme National staff. women. In line with sector good Generally, salary scales in our practice, we regularly refresh and programmes are reviewed at least renew the Board's membership every three years. (terms of office are for three years and can be renewed once). We also Equity, Diversity and Inclusion conduct an external Board review In 2020, we embarked on a every three years in accordance long-term project to shape a new, with the 2020 updated Charity

People, Culture and Remuneration Committee (PCRC), of which the trustee EDI focal point is a member, has helped to bring a renewed focus at governance level to our EDI work. We are pleased to report we now have a membership of eight females and five males, of whom three are people of colour.

MAG Reward Policies Fair Ensure that all staff are equitably and appropriately paid for the work they complete Competitive Enable MAG to attract and retain appropriately skilled and experienced staff Accountable Ensure that decisions made with regards to remuneration are transparent and justifiable Responsible MAG will adhere to any statutory requirements or other binding rules in place relating to salaries and benefits Affordable Ensure that MAG’s financial resources are used in the most responsible way to ensure that MAG represents value for money to our donors Flexible Ensure that flexibility exists to meet the dynamic contexts in which MAG works Simple Salary scales, tools and methodologies to be as simple as possible to ensure ease of interpretation and implementation Supportive Salary scales allow for progression and encourage staff to develop their careers with MAG

Governance Code (CGC) for larger charities as part of our commitment to learning and improving.

We continue to focus on ensuring our Leadership Team also reflects diversity, and one third of our executive are women.

A key achievement in the progress of our EDI work last year was the establishment of an employee community called the MAG Staff Assembly. The Staff Assembly is a place where staff from diverse backgrounds and different levels in the organisation come together to discuss matters of importance to them, with equal voice, regardless of their position in the organisation, and collaborate to propose solutions.

It is a mechanism for MAG’s senior leadership to hear about the experiences of staff at all levels and to understand how they experiences affect employees and the organisation. The Staff Assembly’s primary focus is on EDI, with an appreciation of the intersectional nature of EDI. The Staff Assembly has 23 members, with diverse backgrounds, and predominately, come from the communities we serve. They also represent all levels of the organisation, including deminers, support staff, and senior leaders.

MAG remains a signatory to the diversity charter established by the Association of Chief Executives of Voluntary Organisations (ACEVO), signalling our intention to do what we can to address the diversity deficit in charity leadership. We will continue to work towards this charter, building step by step the work that we do and demonstrating our commitment to its principles.

In addition, 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. Our EDI Manager joined and participated in training

Actual Earnings for Employees in 2023

Banding	UK	International	International
£60,000-69,999	7		40
£70,000-79,999	5		29
£80,000-89,999	4		14
£90,000-99,999	0		11
£100,000-109,999	0		6
£110,000-119,999	0		0
£120,000-129,999	1		0
Senior Non-Technical Grades
Grade Example roles	Band width	Female	Male
	during 2023
CEO Chief Executive	£114,444-129,468	0	1
UK 9 Director of Programmes	£91,980-104,052	0	1
UK 8 All other org. Directors	£79,296-89,712	3	4
UK 7/ Regional Directors	£66,552-75,300	1	3
PSM 7
Senior Technical Grades
Grade Example roles	Band width	Female	Male
	during 2023
Technical 6 Senior Technical Advisor	£83,472-94,440	0	2

by a BOND forum centred on independent consultants to ensure building inclusive cultures. The that they are reasonable foundations for inclusion, the and appropriate, and in line with the behaviours and tools of inclusion charity’s overall reward strategy. were the key components of the Our reward framework, as well as training. our reputation, ensures that MAG The training also created a remains an employer of choice forum and platform that has not within the sector and that quality only created and expanded our candidates are attracted to work for external network but offers a us. MAG does not have a bonus unique opportunity to learn from scheme, or performance-related like-minded organisations. MAG pay.

The training also created a remains an employer of choice forum and platform that has not within the sector and that quality only created and expanded our candidates are attracted to work for external network but offers a us. MAG does not have a bonus unique opportunity to learn from scheme, or performance-related like-minded organisations. MAG pay. will continue to participate in and MAG’s Reward Framework was promote this forum, which intends reviewed in 2022, with a new salary to spotlight and share best practice scale, reward policy and guidelines, in the sector, particularly on tackling entering into effect from 1 January racism. 2023. This review was conducted with reference to reward principles How we set the remuneration as set out below:

How we set the remuneration of the charity’s key management personnel

With the introduction of our People, Culture and Remuneration Committee (PCRC) the responsibility for our overall remuneration strategy has moved from the Governance, Nominations and Review Committee (GNRC), to the PCRC, which then makes a

All salaries of UK-contracted staff, including key management personnel, are reviewed and benchmarked periodically against comparable organisations and roles with expert support and input by

recommendation to the Board. The PCRC also reviews remuneration for the Chief Executive and Leadership Team, with the overall approach approved by the Board. For our UK Affiliated staff, including our Leadership Team, information from a professional UK-based and charity-focused benchmarking survey is used. This is supplemented, where appropriate, by the global international NGO-focused data we use for our Programme International staff.

For our specialist technical and mechanical staff, MAG commissions bespoke benchmarking surveys, which gather relevant reward data from other commercial and charitable organisations also operating in our sector. This bespoke survey is designed and delivered by independent consultants, who also support the wider review of MAG’s global reward framework and the analysis of the benchmarking data generated.

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.

The tables above left show the number of employees per grade, split by gender, focussing on our ‘leadership’ roles and grades at base salary only at the end of 2023. The table top left shows actual earnings for employees in 2023 based on payroll cost, including salary and all allowances but excluding payments for: employers national insurance or social security, host country tax payments made by MAG, employers pension contributions, medical insurance, annual leave flights and any redundancy payments.

‘UK’ represents employees based in the UK; ‘International’ represents our UK contracted employees based outside of the UK, including remotely and within our programmes.

maginternational.org

MAG Annual Report 2023

2023: Modern slavery statement

employment laws across all territories in which we operate including an annual marketrelated pay and rewards review.

our supply chain, we will look to support companies in their efforts to comply with the legislation. MAG seeks to treat everyone fairly and consistently, creating a workplace and environment that is open, transparent and trusted. Our policies and procedures relating to the Act align with our culture and values.

This statement is made pursuant to section 54(1) of the Modern Slavery Act 2015 and constitutes MAG’s slavery and human trafficking statement for the financial year ended 31 December 2023 and was approved by the Board on 26 April 2024.

h Providing modern slavery training to promote education and awareness of safeguarding, equity, diversity and inclusion.

Modern slavery is an international crime that transcends age, gender and ethnicity. It impacts millions of people around the world through the illegal exploitation of people for personal or commercial gain.

h Wellbeing initiatives to support our people’s physical, mental wellbeing and lifestyle choices.

Our Systems

Procedures to address modern wellbeing and lifestyle choices. slavery risk include: h A ‘procurement policy’ and h A dedicated hotline that allows ‘Supplier code of conduct’ for anonymous reporting by defining the standards we our people or those we work expect.
h A dedicated hotline that allows ‘Supplier code of conduct’ for anonymous reporting by defining the standards we our people or those we work expect. with. This is handled through h Due diligence, risk assessment our established process for and management controls that concerns and complaints. attest all our processes.

Our Approach

Our values of ‘Determined, Expert, Integrity, Compassion and Inclusive’ are the pillars of our culture and underpin expectations of behaviour and our culture.

h Employment policies that protect our people from unfair treatment by promoting a fair and inclusive workplace

MAG systematically reviews any risks of modern slavery as part of our risk management framework to ensure compliance with the principles of the Act.

MAG has zero-tolerance treatment by promoting a fair
towards human trafficking and and inclusive workplace breaches of the Act h Robust recruitment processes If we find breaches within in line with relevant

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maginternational.org MAG Annual Report 2023
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maginternational.org

MAG Annual Report 2023

People & Accountability

Our Culture

availability of counselling services and comprehensive medical and life insurance.

Our Values ask questions to the CEO or other MAG continues to work on initiatives members of the leadership team. that support and embed our values, We also regularly hold ‘Ask the which were adopted at the end of Leadership Team’ sessions, where 2021. staff are able to attend and ask any We continue to progressively questions that they might have to embed values within our policies, a member of our Leadership Team, processes and ways of working, and on a rotating basis. Members have continued to run workshops of the Leadership Team also at programme level to help further conduct regular travel to our embed these.Our values are programmes, giving the opportunity embedded in our job specifications, for programme staff (including and within our performance both office based and field staff) to management processes, including meet them in person, and raise any our annual Performance and questions directly.

We also run quarterly induction sessions on supporting health and wellbeing at MAG, and training focused on understanding mental health, managing and supporting your own mental health and how to manage the mental health and well-being of your staff. Managers are also encouraged to hold wellbeing conversations with staff in one-to-one meetings and during the annual performance review process. Our programmes have developed wellbeing initiatives for locally recruited staff ranging from establishing wellbeing

We continue to progressively embed values within our policies, processes and ways of working, and have continued to run workshops at programme level to help further embed these.Our values are embedded in our job specifications, and within our performance management processes, including our annual Performance and Development Review.

Our weekly SitRep organisational newsletter is cascaded across the organisation and we have extended our efforts to ensure important

Employee Engagement

During 2023 we further embedded our engagement with staff. For the first time since 2019, due to Covid restrictions, we held our Global Leadership Team conference, bringing together senior managers from MAG’s country programmes and Manchester. This was an opportunity for our leaders to contribute to the development of our new strategic direction; learn about the ongoing work to strengthen programme performance and delivery, and provide an opportunity for staff to connect and reconnect with colleagues, for many, for the first time in person.

organisational committees, delivering information is Leadership training sessions on translated so that it is Stress Prevention Team travel accessible to as many and Awareness and staff as possible. regularly to understanding Mental The CEO has also Health issues to Team conducted a regular programmes Building and a Buddy series of filmed and system for women shared one-to-one breast cancer check. meetings with staff from all levels MAG provides an ‘employee of the organisation during which assistance programme’ for UK people can ask questions about any contracted staff, giving them issues of relevance. access to resources, including a confidential telephone number, Wellbeing in support of their wellbeing. Our MAG has continued to develop programmes have also been work that supports the wellbeing working to develop directories of of our staff. Our wellbeing strategy in-country support providers, for sets out MAG’s commitment to post-incident psychosocial support. supporting the physical and mental MAG also uses psychological health and wellbeing of all our staff. pre-deployment assessments It focuses on five key areas, which for all programme-based staff. we have called the Wellbeing Pillars The assessment identifies any – Positive Environment, Prevent, additional support that might be Identify, Support and Learn. It is required whilst working in a stressful accompanied by a workplan that environment. Post-deployment sets out activities, initiatives and debriefings are also being offered. the support in place across the In the UK, MAG has a cadre of organisation. Mental Health First Aiders, and Our Health and Welfare in 2023 this was expanded to Handbook includes travel health introduce a cohort of Mental Health and stress management guides, First Aiders within programmes.

We continue to hold monthly All Staff meetings which focus on information sharing from both programme staff and the senior leadership of the organisation. These include briefings on important organisational information, key decisions, financial updates, updates related to our strategy and business plans, and other matters of concern to employees.

These sessions also include the opportunity for staff to ask questions. Our Ask The CEO email address remains open and available for staff to engage with or

Our Health and Welfare Handbook includes travel health and stress management guides,

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MAG Annual Report 2023 maginternational.org
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maginternational.org

MAG Annual Report 2023

Note * The UK government's Reporting of Injuries, Diseases and Dangerous Occurrences Regulations

People & Accountability

Duty of Care: Safety & Security

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Civil Unrest 7%
8
Crime
6
36%
4
2
0 Conflict Crime Civil Unrest
Severity: ■ Major ■ Moderate Conflict 57%
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MAG has a comprehensive

incident reporting platform that is complemented with automation of notifications and analytical tools and dashboards.

MAG routinely assesses and reviews all incident reports submitted on the platform to ensure consistency of reporting against clearly established guidelines, criteria and thresholds.

In the 2023 business year MAG reported a total of 60 incidents, (across all incident categories) to the UK Charity Commission under their Serious Incident Reporting requirements (79 in 2022). At the time of writing, 58 of these incidents have been closed by the Commission.

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Key Safety and Security Incident Data
Moderate Major Critical Total
Health & Safety 30 8 0 38
Security 11 3 0 14
Total 41 11 0 52
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In this section of the report we are reporting the key incidents related to the Safety and Security categories that occurred during 2023 that we internally rate as ‘moderate’ or above. Insignificant and Minor incidents don’t meet the criteria for reporting externally however are considered in informing risk analysis. One RIDDOR* reportable incident was submitted to the Health and Safety Executive (0 incidents in 2022). The organizational crisis management team was only activated once in 2023, in response to the escalation of conflict in the Middle East.

Security incident reporting

of our health and safety related incidents, and a significant proportion of these incidents are occurring when employees are traveling to and from work.

The map opposite clearly shows some of the key spots in terms of serious security related incidents.

The world’s attention was very much focused on the Middle East in the last quarter of the 2023, and this escalation in conflict did have an impact on our programme activities, particularly in Lebanon.

We continue to work to increase staff awareness as to the causes of RTAs and mechanisms to assist with improving road safety behaviour across MAG. We are also well advanced in developing a comprehensive suite of fleet management tools and standards that will contribute towards vehicle safety and improving driver behaviour and standards.

Perhaps less visible in the media was the situation in Myanmar, and the rise in conflict in that country was a major contributor to our more serious security incidents during the year.

Health, Safety and Wellbeing Reporting

Whilst MAG was operational in Ukraine during 2023, we did not experience any serious incidents, primarily due to the fact MAG was still very much in an establishment phase and had a very minimal operational presence during the year.

Fortunately, in 2023 MAG did not experience any fatal accidents during the conduct of our operational activities. However, our thoughts remain with all the families and friends of the seven colleagues who died as a result of an accident or illness.

The number of major or moderate health, safety, and wellbeing incidents reported in 2023 totalled 38 (35 in 2022) across 13 countries. Road Traffic Accidents (RTAs) continue to be the major contributor

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Location and Distribution of Reportable Health and Safety Incidents
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Location and Distribution of Reportable Health and Safety Incidents
United
Kingdom
Syria
Lebanon
Iraq
Lao PDR
The Vietnam
Gambia Burkina Faso SouthSudan Sri Lanka
Cambodia
Senegal
Paraguay
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Location and Distribution of Reportable Security Incidents
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----- Start of picture text -----
United
Kingdom
Syria
Lebanon Myanmar
Iraq
Senegal
Somalia
Angola
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maginternational.org

MAG Annual Report 2023

People & Accountability

Our Commitment to Safeguarding

by external consultants. The overall observations were that good progress with implementing safeguarding had been made and, in particular, strengthening the organisational culture for safeguarding.

of the organisation’s safeguarding work plan and is sufficiently aware of any incidents which take place and of the management response being taken.

MAG considers the duty of care, to our staff and those people living in the communities where we operate, as a key priority. Throughout 2023, we have continued to invest considerable time, energy, and care towards improving and strengthening our commitment to safeguarding.

All staff are required to read and sign to confirm that they have understood our Policy on Personal Conduct. This is completed on joining MAG and then by all staff whenever the Policy is updated, scheduled for every two years or whenever a changed is considered necessary. We continue to integrate safeguarding into our day-today procedures and activities e.g., asking about safeguarding in our induction survey and in our exit interviews; screening at interview and conducting thorough background checks for all new recruits.

Policies and procedures for safeguarding are sound. MAG’s values have provided opportunities to discuss behaviours and identify what works for a safe, diverse, and inclusive workplace. The safeguarding self-assessment tool is proving invaluable for programmes. MAG has provided a comprehensive training programme which has been effective in developing skills for safeguarding.

We progressed work on our organisation-wide work plan to address the recommendations from the external safeguarding review in 2020.

This included building safeguarding support in our programmes and at a global/ organisational level. In 2023, we had established programme safeguarding units in the Iraq, Sri Lanka, Laos, and Syria Programmes; and identified roles or safeguarding focal points who work alongside the Country Director elsewhere. Our programmes are still supported by a Safeguarding Lead, Safeguarding Manager and Safeguarding Co-ordinator attached to the Manchester office. Our Safeguarding Trustee Focal Point is the point of immediate contact for the Board in relation to safeguarding issues, ensuring that the Board is updated on progress

Work on safeguarding in programmes and at community level is moving in the right direction. Safeguarding in partnership is working well. Reports coming through are at a reasonable level in comparison with the sector. Governance for safeguarding works well.

As well as running safeguarding induction sessions for new staff, safeguarding refresher training continues annually for all staff in our programmes. Our active Safeguarding Forum where ideas and best practise are shared have included different sessions on safeguarding and wellbeing, risk, partners and communities.

Safeguarding reporting

MAG, like other international NGOs, continues to come under scrutiny for the conduct of its staff and we welcome this transparency and accountability.

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safeguarding issues, ensuring that We continue to use the
the Board is updated on progress safeguarding self-assessment
tool to monitor the progress of
implementing our safeguarding
standards across MAG’s
programmes. We update our
resources to align with sector
standards and with MAG’s risk
framework. MAG is a member of the
sector’s Disclosure of Misconduct
Scheme and participates in sector
wide safeguarding networks and
fora. During 2023, we had our third
safeguarding review conducted
maginternational.org
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Where a safeguarding incident occurs, MAG has clear procedures on investigations and our Manchester-based Human Resources and Safeguarding teams work closely with programme 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

Safeguarding reports received
	2023	2022	2021	2019/	2018/	2017/
				2020	2019	2018
				(18mth
				period)
No. of reports received
relating to safeguarding	28	31	33	41	34	12
No. of serious incidents reported to Charity Commission
that related to Safeguarding	19*	22	25	30	10	8
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	1	5	9	4	1
Reports not investigated and
now considered closed	6	10	9	9	18	2
Reports investigated and
now considered closed	20**	20	24	32	16	10
Out of the reports substantiated,
no. of dismissals	4	8	3	9	3	3
Out of the reports substantiated,
no. of instances of disciplinary action	10	14	6	18	15	1
Other remedial action – performance
improvement plan, discussion, training or change
in approach by MAG	15	8	10	15	19	2

* Two were not new cases – one to advise of legal action and the other related to passing on information sent to us from a 3rd party.

** This includes preliminary investigations. Two cases remain open. Plus one report led to three investigations - two closed and one open. Occasionally we engage an external agency to investigate a complaint.

straight away and might start with a preliminary enquiry or mediation, further training or monitoring of performance may be more appropriate. When we do investigate, we follow up with a lesson learnt exercise which may make recommendations for further or new training or a change in policy.

people who come into contact with 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 and compliance checks in place.

comes to reporting onwards to the Charity Commission and donors. The Health, Safety, Security and Safeguarding Committee (HSC), Manchester office HR 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.

We ensure that our disciplinary processes are robust as they can be open to legal challenge. On occasion we have engaged the services of external support where we may require a neutral perspective.

We also continue to strengthen our reporting mechanisms and have

provided both remote support and direct training on how to handle safeguarding reports/concerns. This has included extensive training on how to conduct investigations. We responded to a total of

Safeguarding-related concerns are reported to the Charity Commission and shared with the Chair, Board Safeguarding trustee/ Chair of the GNRC, and the Chair of the HSC. Remaining trustees are kept informed, which gives them oversight of MAG’s handling of

28 safeguarding concerns in the business year 2023. Our safeguarding register monitors how the concerns were raised, and the key decisions taken when handling a complaint.

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

Reports received are always responded to. We may not always carry out a full investigation

Continued on Page 45

maginternational.org

MAG Annual Report 2023

People & Accountability

Upholding Ethical and Environmental Standards

MAG is committed to mapping alongside the economic ones its carbon footprint to better where practical. understand the impact our activities We examine ways in which we have on the environment. can use less electricity (demand In our new Strategic Direction reduction). Energy data has been 2024-28, we have committed to calculated directly from meter calculating our global impact on readings provided by our landlords the climate and natural environment at the end of each calendar month.

In our new Strategic Direction 2024-28, we have committed to calculating our global impact on the climate and natural environment by 2025 and

by 2025 and Indirect emissions setting targets We agree our data generated from air to reduce our and rail business global carbon environmental travel by Manchesterfootprint by 45% affiliated staff is objectives and by 2030, calculated using reaching net-zero targets annually The Department for by 2050 in line Environment, Food with the Paris and Rural Affairs Agreement commitments. (DEFRA) standards for greenhouse In our headquarters we gas (GHG) conversion factors review significant environmental and uses actual distances, aspects annually and agree class (economy as per MAG’s T our environmental targets and ravel Policy) and travel type, to objectives. ensure carbon emissions We monitor and collect data are measured and presented on electricity usage, waste correctly.

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.

All emissions are reported as tonnes of carbon dioxide equivalent (tCO2e) and we set realistic maintenance targets to monitor our performance against those targets. MAG’s UK energy use for the accounting period 1 January 2023 to 31 December 2023 is detailed above right with four prior year comparators. (2020 and 2021 – Coronavirus impacted)

Where practicable, we consider the 'sustainability' of resources and materials procured, meaning the social and environmental effects of procuring resources and materials is given equal weighting

MAG’s Carbon Footprint
	2020	2021	2022	2023
Energy consumption used to	383,238.01	268,226.18	964,872.45	698,189.5
calculate emissions (kWh)
Scope 1	-	-	-	-
Scope 2emissions in metric	41,542.64 kWh x	46,381.90 x	99,786.40 x	67,840.60 x
tonnes CO2e	0.23314	0.21233	0.19338	0.207074
Purchased electricity	= 9.178 tCO²e	= 9.484269 tCO²e	= 19.29669403 tCO²e	= 14,048.69 tCO²e
Scope 3emissions in metric	613.8 miles	516 miles	1,085 miles	8164.2 miles
tonnes CO2e Business travel	184.318 kgCO2e	135,4242 kgCO2e	215.8629 kgCO2e	2512.878kgCO²e
in employee-owned and	= 0.1843 tCO²e	= 0.1354242 tCO²e	= 0.2158620 tCO²e	= 2.512878 tCO²e
hired vehicles
Scope 3emissions in metric	78,163.08 kgCO2e	51,469.89 kgCO2e	203,240.5 kgCO2e	142,950.00kgCO²e
tonnes CO2e Business travel:	= 78.163 tCO2e	= 51.46989 tCO2e	= 203.2405 tCO2e	= 142.95 tCO2e
Flights (optional reporting)
Scope 3emissions in metric	1,315.46 kgCO2e	1,407.14 kgCO2e	2,197.31 kgCO2e	3,264.96 kgCO2e
tonnes CO2e Business travel:	= 1.315 tCO2e	= 1.40714 tCO2e	= 2.19731 tCO2e	= 3.26496 tCO2e
Rail (optional reporting)
Total gross emissions in	88.8403 tCO2e	62.4967 tCO2e	224.95 tCO2e	162.7759 tCO2e
metric tonnes CO2e
Intensity ratio tonnes CO2e per HQ staf member	1.185	0.7022	2.367895	1.595842

Methodology

h We collate actual electricity data from billing information.

We have included business

transport data for international and domestic flights and rail travel made by Manchester affiliated 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 the majority of our emissions are air and rail travel from staff business travel to our overseas programmes, as well as heating and lighting our office in Manchester city centre.

Safeguarding Commitment

Continued from Page 43

concerns. A serious incident which is also considered to be a critical incident is communicated to the full Board immediately. A similar process is in place for reporting to our donors.

Our Policy on Personal Conduct (PPC) is supported by MAG’s Dignity at Work, Equal Opportunities, Safeguarding and Protection of Children and Vulnerable Adults Policies. Reporting mechanisms are established and are supported by our Reporting Malpractice & Raising Concerns (‘Whistleblowing’) Policy and Procedure, Complaints Policy and Procedure and Grievance Policy and Procedure.

The PPC is reviewed on a regular basis to reflect learning and best practice. The aim of this policy is to encourage employees and others who come into contact with our work to come forward and voice their concerns.

Any form of malpractice or improper conduct will be taken extremely seriously. Genuinely held concerns will be thoroughly investigated and anyone who raises a concern will be protected against victimisation and discrimination. We aim to provide:

h a safe environment so that concerns are raised at the earliest opportunity;
h a variety of avenues for concerns to be raised;
h assurance that those who raise concerns will be listened to; and
h assurance of protection from reprisals or victimisation in the workplace.

maginternational.org

MAG Annual Report 2023

Principal Risks and Uncertainties

Our approach to risk management

MAG operates in inherently unstable and complex environments around the world, often facing difficult security, logistical and financial challenges.

Risk management underpins how we navigate uncertainty to ensure we retain our strong reputation as a trusted partner delivering life-saving work in countries and communities most in need. Risk is not an independent and standalone function, but is maturing and evolving to become an integrated ecosystem of systems and practices that work towards

Risk management and practices that work towards underpins how strengthening MAG’s we navigate overall organizational resilience. uncertainty Key activities that

Key activities that we have undertaken to strengthen our

risk and resilience model in 2023 include: h finalising a Business Continuity Framework;

h developing a customised assurance framework;

h redesigning our internal management reporting framework that incorporates ‘risk by design’; h developing a controls register that is integrated into internal management reporting systems; h developing a comprehensive Technical Operations compliance framework; and h integrating risk assessments into the internal management reporting system.

Governance of Risk

The Board of Trustees is ultimately

accountable for the management and acceptance of risk exposures within MAG. Risk levels are routinely monitored and reviewed as a standing item for consideration of governance issues at Board and Committee level.

The Board of Trustees sets the risk appetite and risk criteria for the organisation and promotes a risk aware culture.

The Audit, Finance & Risk Committee (AFRC) is mandated to provide the oversight of MAG’s risk management framework to ensure that is fit for purpose and effectively implemented across the organization.

AFRC also has oversight of MAG’s financial position to monitor financial viability, sustainability and exposure to financial risk. All Board committees are assigned a range of specific risks form the risk register that best align the subject matter of the committee for oversight and review and are required to have a level of satisfaction to ensure that risks are being appropriately managed.

To enable this, Committees are provided with detailed risk reports and progress status of treatment plans where required. A summary report is provided to the board with recommendations from committees on the acceptance of risk treatment plans as necessary.

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Risk Control and Audit and Incident Crisis Business
Management Compliance Assurance Management Management Continuity
Strengthening Organizational Resiliance
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maginternational.org

MAG Annual Report 2023

Principal risks to be managed in 2024

MAG’s corporate risk register specifies more than 80 risks across 20 categories. The table below outlines a summary of some of the key areas of risk that MAG has particular focus on.

Key Areas of Risk	Response
Geo-Political Instability	The term ‘poly-crisis’ has emerged to refect the current geopolitical landscape that is fraught with confict and insecurity. MAG is continually assessing the context of the countries and regions where we work and proactively responding and adapting our programming. The activation of Incident Management or Crisis Management Teams may occur when complex incidents or situations emerge
Digital and Data Protection	Cyber-criminal activity is an increasing global threat. In recognizing the importance of our digital way of working, we aim to continual improvement in this critical area. We undertake specialist external audits to identify vulnerabilities in our systems and networks. This informs plans and remedial actions to further enhance our cyber resilience. In 2024 MAG expects to receive Cyber Essential Plus certifcation.
People and Culture	In developing our new strategy for 2024-2028 we intend to tackle some key issues to ensure we have an inclusive global workforce with the right skills, capacity and culture to deliver or programming. Centred around ‘employee experience’, issues around equity, diversity, gender and inclusion are being mainstreamed to manage workforce risk, as well ongoing approaches to have a strong safeguarding culture in the organization.
Legal and Regulatory Compliance	Working across more than 30 countries means MAG has a complex environment to ensure compliance across these jurisdictions. We engage legal expertise as required, maintain compliance registers and keep abreast of matters related to sanctions and export controls.
Financial Crime	Strengthening our system in Logistics, Procurement and Fleet Management are some of the key initiatives we are putting place to increase our level of control and to have access to better information that can help identify instances of fraud and corruption. We also undertake routine and statutory auditing to ensure compliance with fnancial policies and procedures.
Financial Sustainability	Our existence, and therefore our means to deliver on our mission is dependent on a strong fnancial model. Funding our Ambition is a key priority in our new Strategy. Initiatives are underway to strengthen public fundraising, diversify our funding opportunities and to optimise our cost base to ensure our fnancial sustainability. Our approach and systems for fnancial forecasting are also strengthening to provide higher level of confdence to inform decision making.

Our Plans for 2024

reflected in the scale of countries MAG works in, while the latter will see initial investment in our global fundraising to establish a platform for sustainable growth to build income, including unrestricted income.

Our plans for 2024 articulate our ambition and focus in delivering activities that contribute to the first year’s implementation of our new strategic framework.

like to continue, commence or complete during 2024. They are aligned against our new Strategic Framework.

Key focus areas for 2024

include continuing to respond to emerging need and opportunities (including requests from key donors) and ensuring MAG’s financial sustainability. The former is in part

Organisational priorities for 2024

Examples of priority activities aligned against our new Strategic Framework are in the table below.

We have agreed on a suite of priority activities and associated desired outcomes which we would

Aim

We will

Increase our Impact Extend our Influence

h Respond to emerging needs in key locations through the delivery of effective programming.
h Strengthen and build the capacity of national authorities and key stakeholders.
h Develop an appropriate organisation MEAL and information management framework.

We will

h Build and deliver a distinctive and effective advocacy campaign to achieve policy influence in line with emerging programme priorities for the Anti-Personnel Mine Ban Convention Review Conference (APMBC RevCon).
h Increase profile and influence with key European stakeholders to strengthen donor and policy partnerships, especially in Brussels and Geneva.
h Deliver an effective lobbying campaign to influence future UK government decision-making in relation to armed violence and conflict.
h Amplify the voices of women and girls to ensure their experiences and views are considered by partners, donors and supporters.

Priority

We will

Our People and Culture

h Support up to five programmes in the development of an EDI plan.
h Finalise and embed the behavioural capability framework, to ensure that expectations of leadership in MAG at all levels is clear and aligned to our values.
h Develop and design a Learning and Development strategy for implementation in 2025.

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Priority (Continued from Page 49)

Funding our We willh Put in place the foundations which will enable us to achieve our Ambition People & Culture Strategic Priority, including strengthening our EDI data collection

h Define leadership and behavioural competencies at all levels of the organisation
h Develop and design a Learning and Development strategy for implementation in 2025.

We will

Strengthening h Continue to improve MAG’s logistics and procurement processes our Systems through the delivery of discreet projects and the roll out of relevant SOPs and toolkits.
h Explore the digitisation of certain processes and the feasibility of integration between some existing digital systems.
h Develop a revised contract management system and associated processes.

Commitment

We will

Principled h Establish a humanitarian principles working group. Decision-Making h Develop tools and plans for internal awareness raising of humanitarian principles. Environmental We will h Design and implement an approach to calculate MAG’s environmental baseline and impact on the climate. Responsibility h Pilot, in a few programmes, the exploration of partnerships on waste management and environmental impact assessments. h Identify opportunities to engage in research projects on the intersection between land use and climate.

Programme plans for 2024

Latin America & Caribbean

MAG Ecuador is working towards improving the national capacity to manage state-held weapons and munitions, in order to reduce safety (i.e. unplanned explosions) and security (i.e. diversion) related threads. This is done through WRA funding, which is secured up to 2025.

However, Ecuador is facing a security crisis with an increasing rate of firearms related homicides. Given the aforementioned situation, the programme will try to diversify the number of donors and expand the scope of operations, including armed violence risk education in areas with a high violence rate. We will also continue to look for ways to support the mine action completion process on the southern border of Ecuador.

In Peru, MAG will continue to consolidate the strong operational relationships we have across multiple branches of the State, military and civilian actors dealing with explosives and explosive

weapons. With additional funds in place with WRA we will also expand these operations with partners geographically as well as looking for opportunities to engage in AVR / community level activities.

In Paraguay, MAG will build on the work already undertaken with DIMABEL and further expand this in 2024/5 with additional WRA funding MAG anticipates significant

expansion across the Caribbean through our developing relationship with CARICOM IMPACS with further assessments and operational deployments in support of the member states as an official implementing partner of the Caribbean Firearms Roadmap. We will be looking to resource the team with an enhanced support structure to absorb this expanded workload and further funding.

More broadly across the

LAC region, MAG will continue to develop assessments and responses to state requests for support in relation to weapons and ammunition management needs.

programme will build on the deployment of the four multitask teams (MTTs) through the partner organisation to continue to build their capacity with a focus on training the first female Team Leaders for these teams and conduct further support capacity assessments for the partner. As the host of COP29 MAG will continue to support the mine action authorities (ANAMA) is their work to ensure the sector receives appropriate coverage at COP. MAG will look to add further value to the HMA sector in Azerbaijan by identifying a second national NGO partner if opportunities allow.

Eastern Europe In Bosnia I Herzegovina the programme will continue to maintain its HMA clearance capacity and will continue to seek additional funding for sustainability. The programme will continue as part of the Majevica landmine free ambition and start to embed environmental actions in its operations. In April 2024 the BiH programme will launch Digital EORE in partnership with the BHMAC. During the course of 2024 the programme will begin more structured engagement in SALW work in BiH and as an entry point in the region.

In Ukraine MAG will consolidate the foundations built in 2022 and 2023; it will see the first clearance activities and a significant scale up

In Azerbaijan in 2024 the

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MAG Annual Report 2023

Continued from Page 51

will be a clear need for a range of interventions. Across MAG’s existing portfolio, we are expecting relative stability in terms of funding throughout 2024, enabling teams to continue delivering high quality outputs. This stability will permit us to commit increased time to better understanding the impact of our HMA and AVR programming through improved monitoring, evaluation and learning, with a specific focus on the impact in relation to gender, environment and conflict sensitivity.

of teams, funding and activities. existing portfolio, we are expecting The programme will work with relative stability in terms of funding MAG’s partners at APOPO to initiate throughout 2024, enabling teams the first technical survey dogs to continue delivering high quality in Ukraine and plans to achieve outputs. This stability will permit mechanical accreditation by year us to commit increased time to end. MAG is developing a highly better understanding the impact of gender inclusive programme in our HMA and AVR programming Ukraine with emphasis on means through improved monitoring, to make the workforce equitable evaluation and learning, with a through inclusive practices and specific focus on the impact in conflict sensitive programming. relation to gender, environment and The programme will widen its conflict sensitivity. operational bases in line with the need in Ukraine to take in Kherson Asia Pacific and Kharkiv oblasts as well as This year will see MAG expand its Mykolaiv. geographical focus into the broader Pacific region, with a potential new East & Southern Africa WAM intervention planned in Papua Looking into 2024, MAG will be New Guinea and a GICHD contract making a concerted effort with commencing covering both HMA and WAM activities.

Looking into 2024, MAG will be New Guinea and a GICHD contract making a concerted effort with commencing covering both HMA regard to opening new programmes and WAM activities. in key operational contexts whilst The year 2024 also represents an continuing to deliver high quality important one for HMA programmes programming across the existing in the region, particularly Cambodia, portfolio. with the 5th Review Conference Opening the Ethiopia office remains to the Anti-Personnel Mine Ban the priority for new Convention being HMA programming held in Siem Reap in regionally following Providing staff November and the both the successful promotions is ASEAN presidency cessation of hostilities a core priority been taken on in northern regions by Lao PDR. EDI, of Amhara, Afar for 2023 Environmental and Tigray in late responsibility, 2022 and the and MEAL have reestablishment and subsequent been highlighted as important growth of Ethiopian Mine Action areas of work for development Office throughout 2023. MAG also by programmes and will see a plans to re-establish a presence proactive approach taken by the in Kenya and open a new office region to integrate these areas in Tanzania to deliver a cohesive into programming. In existing WAM programme that focuses programmes, the following is on curbing the widespread planned: illicit proliferation of SALW and In Sri Lanka the programme will ammunition in the region, where maintain its active role leading on the diversion of weapons continues staff development and transition to exacerbate intercommunal activities, which have now also been conflicts, undermines political incorporated as one of four strategic stability and human security, and objectives of the National Mine hinders economic and human Action Strategy 2023-2027. Having development. MAG will continue expanded operations into the east to keep a watching brief on Sudan in 2023, MAG will consolidate where we still in the process of these actively contributing to the re-registering with the Humanitarian completion survey across both Aid Commission and where there the north and east of the country,

In Sri Lanka the programme will maintain its active role leading on staff development and transition activities, which have now also been incorporated as one of four strategic objectives of the National Mine Action Strategy 2023-2027. Having expanded operations into the east in 2023, MAG will consolidate these actively contributing to the completion survey across both the north and east of the country,

work on high-impact minefields in Battambang and cluster munition survey and clearance in Ratanakiri. In addition, MAG will expand on work undertaken in 2023 to survey minefield contamination in the east, which will assist Cambodia with the development of its Article 5 extension request under the APMBC which is due in 2025. MAG will also continue its pilot with APOPO looking at the utility of dogs in technical survey for cluster munition contaminated areas.

providing concrete data to inform the completion timeline for Sri Lanka to be mine-free. MAG will continue to expand its WAM activities working with the police force on both weapons storage and destruction and will look to expand to other actors such as the Army.

expand on work undertaken on EDI, which included a programme wide survey undertaken in 2023.

In 2024 in Lao PDR, MAG will continue to implement EORE and survey and clearance activities in both Xiang Khouang and Khammouane provinces. Further to this the programme is exploring partnership opportunities to advance its environmental responsibility. These include working with local civil society organisations on enhancing climate change awareness, with a particular focus on improving waste management at both an office and operational level.

In Vietnam, the programme will continue to lead on DEORE and manage a consortium of the three mine action NGOs (MAG, NPA, PeaceTrees Vietnam) in Quang Binh to survey and clear the cluster munition contamination across the province. This partnership expands on similar successful projects being delivered in Quang Tri. The programme will further refine its impact assessment toolkit as well as

Despite the challenging context in Myanmar, MAG has sustained a substantial network of partners and volunteers that it plans to expand on in 2024. MAG will continue to deliver EORE directly and through

In Cambodia, MAG will continue to deliver EORE and

partners as well as collect data to develop contamination baseline assessments as well as expand this to work directly with organisations focusing on victim assistance and disability rights.

Middle East

In Lebanon, maintaining good progress towards Lebanon’s 2026 completion deadline under the Convention on Cluster Munitions remains critical, and MAG will continue to advocate for increased support to ensure Lebanon remains on track in achieving this goal. MAG will maintain deployments across southern Lebanon, and whilst operations in the Raas Baalbek region in the north will be completed after five years of committed work, new activities will commence in the governorate of Mount Lebanon, with a clear plan already defined for completion of the Chouf area specifically.

Delivering a study looking at the links between mine action and food security and continuing to build on sustained partnership and capacity building work with the Lebanon Mine Action Centre will be core priorities for 2023.

Partnership with the Lebanese Armed Forces (LAF) will also be strengthened with the continuation of interventions at ammunition storage facilities, and associated trainings for LAF personnel.

MAG Syria will look to consolidate its programming across Hasakeh and Raqqa governorates, as well as exploring opportunities to work in northern areas of DeirEz-Zor as security and access allows. In a challenging funding landscape, it is vital to continue to make the case for mine action in Syria. Having previously adopted a limited approach to external communications and visibility, the programme will continue to explore more opportunities to publicise MAG’s work in Syria, and demonstrate the impact of mine action for both returning and

Continued on Page 54

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MAG Annual Report 2023

Continued from Page 53

displaced communities.

Capacity building of MAG’s own staff remains a core priority, across both support and operational functions, as well as support to national authorities, including the North East Syria Mine Action Office, as well as building on the curriculum established with the Education Council, by providing training for teachers to deliver EORE.

MAG Iraq will continue to address the presence of explosive ordnance across the Kurdistan Region of Iraq and Ninewa Governorate of Federal Iraq, which continues to hinder the productive utilization of land and livelihoods and obstruct the secure return and resettlement of IDPs. As Iraq transitions from largescale humanitarian response, with focus shifting to stabilisation and development initiatives, continuing to make the case for the role mine action plays in enabling this response will be vital.

Bissau, supporting these countries previous successes in coastal through capacity-building initiatives Countries. We will seek to identify to manage legacy contamination. new opportunities to develop We will also assist in aligning appropriate levels of capacities their practices with their APMBC and resources to meet the evolving obligations and their engagement needs and interests of States in with the treaty machinery. the sub-region for armed violence MAG will continue supporting reduction and prevention support.

MAG will continue supporting States towards completion of land release through non-technical and technical survey, plus clearance activities in Senegal, Mauritania, Guinea Bissau, and Chad. We will also intensify efforts to support States affected by improvised landmines, including by delivering risk education and providing policy support to newly affected States (Nigeria, Benin, Togo, Burkina Faso, Mali, Niger).

We will seek to revitalize key partnerships with international stakeholders that were affected by 2023 funding cuts, focusing on developing a holistic AVR response to affected States and communities. Initiatives with the Small Arms Survey, International Alert and the Centre for Armed Violence Reduction are forecasted for 2024, and new partnerships will be explored to advance MAG’s commitments related to the environmental impact and climate change.

With a large and experienced mine action capacity, providing further opportunities for its staff to assume more senior positions, particularly in technical operations, is a core priority for 2023, with a training and mentoring programme established.

MAG will also continue

engagement with the Government of Iraq to explore needs in the area of weapons and ammunition management, which would represent new programming for MAG in Iraq.

In 2024, MAG will seek to strengthen its relationship with various National Commissions and ECOWAS (Economic Community of West African States) and its Small Arms Division. Life-saving SALW risk education activities will be delivered across the region, while AVR context analysis will start in Benin, Togo, Ghana, and Côte d’Ivoire. The region will also continue to develop partnerships with local organisations to foster locally-led AVR initiatives.

As the programmes will undergo a structural review, MAG will ensure that all planned activities align with established standards and are adequately resourced. We will also continue to seek funds and develop opportunities for countries most affected by 2023 funding cuts, with a focus maintained on Nigeria. Because of funding uncertainties, contingency plans will be developed to sustain sub-regions and programmes should further funding not be secured for Nigeria, Niger, and Guinea Bissau.

Sahel & West Africa

In 2024, MAG will remain committed to supporting the Sahel and West Africa region, focusing on consolidating past achievements, developing new initiatives and adapting to the evolving landscape of armed violence and explosive hazards.

Fostering our commitment to In response to shifting building sustainable HMA national geostrategic and political capacities, MAG will continue efforts focuses, particularly in the Gulf in Mauritania, Senegal, and Guinea of Guinea, MAG will capitalize on

Structure, Governance & Management

Legal Status MAG is as a UK company limited by guarantee (Number: 4016409) and registered charity (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

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

The Board has 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 and assurance, not operational matters. This is reflected in the Delegation of Authority from the Board to

reviewed by the Board of Trustees.

the Leadership Team. The Board Reserved Powers details those powers it retains and reserves for itself, regarding significant policy decisions.

Led by the Chief Executive, the Leadership Team is made up of the Director of Governance and Business Transformation, Director of Programmes, Director of Finance,

Matters reserved for the board

together, with those powers that have been delegated, are regularly

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

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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.

Director of Global Fundraising, Director of People and Culture, Director of Engagement, and Director of Policy and Strategic Partnerships. The Executive Director of MAG America is also a member of the UK Leadership Team.

equality, diversity and inclusion. On appointment, all new trustees receive an induction programme, Trustees the objectives of the induction are: MAG takes a rigorous approach to trustee recruitment, performance 1 gain an understanding of MAG, its purposes and the and development, and the Board’s communities in which it operates; conduct. As a result, the Board works as an effective team, using 2 develop the new trustee’s understanding of the role, the appropriate balance of skills, including legal duties and Board experience, backgrounds, and matters; knowledge to shape a diverse create links with MAG’s staff Board which can make informed 3 and other trustees; and decisions.Trustees are appointed in 4 build an understanding of MAG’s main relationships. accordance with the regulations None of the members of the laid down by MAG’s Articles of Board received any remuneration Association. Trustees serve an in the year to 31 December 2023 in initial term of three years that can their role as a trustee, all giving their be extended for time freely. Trustees a further three are permitted under the years (although the Articles of Association Board can approve to claim, “reasonable discretionary out of pocket expenses” extensions if 75% of incurred by them in the Board agree). the conduct of MAG In 2023, the business. All trustee Board met five travel arrangements times: two meetings accord with MAG’s with hybrid and Travel Policy. Details of Scan the QR code the other three Trustee expenses are or click here to were virtual. disclosed in Note 22 to meet the Board Each included the accounts. participation from There are regular colleagues from governance reviews, MAG programmes worldwide. As with a Board Evaluation Review part of the Board’s accountability to being undertaken in mid 2024. staff, wider participation from staff The board held two strategy across MAG programmes and the days in 2023, focusing on our Manchester office is encouraged 2024-28 Strategic Framework at every Board meeting to discuss and an update in areas of legal, current topics of interest or concern financial and insurance. The and to aid transparency. strategy days comprise discussions

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 and staff undertake the work it is the trustees who decide the direction of MAG. 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 also hold the Leadership Team to account for the delivery of that strategy against agreed key performance indicators.

The Leadership Team recommend strategy to the Board and provide day-today management including accountability and oversight for all legal, contractual, operational and financial responsibilities relating to the charity’s business. The Leadership Team, being the key management personnel of the charity, is responsible for the stewardship of the organisation’s human resources, assets and equipment. It also provides senior representation both at national and international level. The Leadership Team meets regularly to review policy and monitor risks.

The board held two strategy days in 2023, focusing on our 2024-28 Strategic Framework and an update in areas of legal, financial and insurance. The strategy days comprise discussions with MAG’s externally appointed advisors (legal, financial and insurance) and serve as a practical way of MAG implementing the Charity Governance Code (CGC), specifically Principle 5 of the CGC: Board effectiveness.

international level. The Leadership As of December 2023, there Team meets regularly to review were eight women and six men on policy and monitor risks. the Board. One new trustee was recruited in 2023. As in previous UK Charity Governance Code years, due account of the Board’s The Board resolved to adopt the commitment to finding individuals Charity Governance Code for larger with the required skill set and charities, and we have used the creating a more representative Code to hold up a mirror for our and diverse organisation at all governance. The Code encourages levels informed the recruitment.

Following a review in 2022, 2023 saw the number of Board committees increase from three

The role of the MAG Officers is responsibility on behalf of the Board primarily to help prepare board/ to ensure that MAG’s financial committee meetings, and to keep resource management is in line with abreast of developments to fulfil its charitable purposes by providing their chairing responsibilities. oversight on the effectiveness and Where requested MAG Officer’s robustness of financial controls to will act as a sounding board for the prevent fraud and financial crime. Chief Executive or Chair. The committee ensures that MAG Officers will carry out other MAG operates as a Going Concern specific aspects of the charity’s through the monitoring of the business only as authorised by the current and projected financial Board.

to five: a People, Culture and Remuneration Committee (which met during 2023), and a Fundraising Committee (which held its first meeting in Q1 2024).

Board meetings

The committee ensures that MAG operates as a Going Concern through the monitoring of the current and projected financial positions and ensuring that appropriate accounting practices are in place.

The Company Secretary submits a full agenda and background papers in advance via Diligent Board software.

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

The Board has delegated specific responsibilities to five Committees, whose membership comprises a number of trustees appointed on the basis of skills. The Chair of each committee reports back to the Board at its next formal meeting.

In addition, the committee implements appropriate assurance mechanisms though internal and external audit, review of reports and monitoring of corrective action plans. The committee also have oversight of MAG’s Risk Management Framework to ensure

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.

Audit, Finance & Risk Committee (AFRC)

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Our Diversity Goals

that it is effective and fit for purpose. The AFRC also has oversight of MAG’s public fundraising activities.

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

governance and responsible 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.

Fundraising Committee (FC)

They have shaped MAG to be a global charity, made up of people 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 Fundraising Committee They have shaped MAG (FC) supports the overall aim of to be a global charity, made up sustainable and ethical restricted of people from a huge variety and unrestricted income growth in of nationalities, ethnicities, fundraising; ensuring MAG has an experiences and faiths (and effective fundraising strategy and none); and socio-economic its overall approaches to raising backgrounds, as well as strategic, sustainable funds is people who bring their optimal to deliver strategic aims, very individual and unique related workstreams, objectives and experiences. outcomes. The MAG Board believes The FC advises and supports reflecting this diversity in our the Director of Global Fundraising leadership is an essential in developing and maintaining an underpinning of strong

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 FC advises and supports the Director of Global Fundraising in developing and maintaining an ethical donations policy, including input into high-risk decisions and approaches. The FC makes recommendations to the Board on any significant changes in fundraising policy or strategy. It will hold its first meeting in 2024.

and safety advice;

responsibility for ensuring that MAG is compliant with legal requirements in the UK and with local country laws and best practice.

h risk assessments are carried out; h employees or their representatives are involved in decisions that affect their health and safety;

This is operated through HSC to communicate, promote and oversee health, safety, security and safeguarding in MAG HQ and overseas.

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

Governance, Nomination and Review Committee (GNRC)

The Governance, Nominations and Review Committee (GNRC) takes delegated responsibility on behalf of the Board to exercise general oversight with respect to the governance of the Board.

h MAG adheres to the policy and standards set out in our Safeguarding Framework h We have robust systems for monitoring and reporting on any safeguarding concerns.

HSC also hold delegated responsibility to ensure MAG maintains effective health, safety, security and safeguarding policies, procedures, and practices. The committee reviews control methods, including risk analysis and mitigation strategies in place. In addition, the HSC supports the Board in fulfilling its legal duty to ensure the above in respect of MAG staff and assets worldwide.

The committee reviews the qualifications of and recommends to the Board proposed nominees for election to the board and committees.

People, Culture and Remuneration Committee (PCRC)

PCRC takes delegated responsibility on behalf of the board to provide assurance that MAG has an effective People & Culture Strategy in place and that its overall approaches to people management support the delivery of its strategic aims.

GNRC evaluates and

recommends to the board charity governance practices and oversees the framework for assessment of board performance and the selfevaluation. GNRC oversees risks within its scope of responsibility as delegated by the board and oversees the charity’s complaints management system and its effectiveness.

The HSC oversees risks within its scope of responsibility as delegated by the Board.

An external Health and Safety Consultant is appointed to the role of MAG’s “Competent Person”. They attend HSC meetings to provide expert advice.

The PCRC review and approve the Chief Executive’s and Leadership Team’s remuneration packages; approves major changes to MAG’s remuneration policy and principles, and recommends these to the board, review and recommends succession plans for the Chief Executive’s position

Members of the Board must ensure that: Health, Safety, Security and h health and safety arrangements Safeguarding Committee (HSC) are adequately resourced; The Board of Trustees has ultimate h they obtain competent health

any significant changes in Policy and practice in relation to the strategic HR Management across the organisation. It met for the first time in 2023.

and key posts. The PCRC provides assurance to the board regards an effective EDI strategy that its approach to EDI supports the delivery of strategic aims.

The PCRC also advises and supports the Chief Executive Board Focus Roles and Director of People & Culture in further developing strategic Fundraising and Communications HR Policy and practice across h Provides additional advice the organisation to promote an and assurance to the Board on its effective, high performing and fundraising and communications diverse work force. initiatives and responsibilities The committee makes under any relevant legislation, recommendations to the Board on regulation and internal ethical and

Fundraising and Communications

Quality and Environmental Commitments and Standards

MAG is accredited to ISO 9001:2015 and ISO 14001:2015. Our Quality Management System (QMS) enables us to define and document our approach for the central management of conflict prevention and recovery programmes.

minimising the impact it has on the environment by working in a sustainable and environmentally friendly manner. The organisation is committed to improvement of its environmental performance through compliance with ISO 14001:2015 and all relevant environmental legislation.

MAG recognises its role in

professional standards.

Risk Management

h Provides expertise to the Board, regarding risk management, compliance, and assurance; h assists Board oversight and review of the risk management framework, risk appetite and internal controls;

h has oversight of the review of MAG’s governance structures suitability and effectiveness; and h supports the Board and leadership team in developing and championing a strong and appropriate risk management culture across all operations of MAG.

Security

h Is the Board’s primary point of contact regarding security matters, ensuring that the Board is appraised of incidents and the management response thereto; h has oversight of the reporting to the Charity Commission of serious incidents relating to security; h supports the Crisis Management Team (CMT).

Safeguarding

h Is the Board’s primary point of contact regarding safeguarding matters, ensuring that the Board is appraised of any incidents, which take place and the management response thereto;

h has oversight of the reporting to the Charity Commission of serious incidents relating to safeguarding and wellbeing.

Diversity Champion

h Provides expertise to the Board on the promotion of MAG’s drive to embed a strong culture, strategy and action plans of best practice and compliance in diversity.

Board Evaluation and Chair Appraisal

h The Board undertakes an annual skills and aptitudes self-appraisal

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skills and exercise.

h The chair undertakes an annual appraisal meeting with each trustee focussing upon goals and focus. h The chair’s annual appraisal is undertaken by the vice chair following feedback from all members of the board.

h A triennial independent evaluation of board effectiveness is undertaken. Bayes Business School is undertaking the 2024 review and will report its findings to the AGM in July 2024

Eligibility and Declarations of Interests

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

The Charity Commission requires trustees to: 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.

All prospective MAG trustees complete a trustee declaration to confirm eligibility. Upon appointment a Conflicts of Interest Declaration form is completed. The Company Secretary maintains a Register of Trustees’ Interests. All MAG trustees are required to: h Declare their interests on appointment; or, if they acquire any interest(s) after appointment. h Annually renew the Conflicts of Interest statement h Abide by the ‘Nolan Principles’ h Prior to the commencement of any meeting of the trustees, declare any actual or perceived conflicts of interests relating to any matter under consideration by the board. Any failure to declare would be recorded as a breach of the trustees’ legal responsibilities. In the event of a declaration by a trustee, the Articles of Association

provide that:

h A conflict should be declared at the earliest opportunity.

h A trustee who declares an interest should leave the meeting to allow the other trustees to decide whether her/his/their absence is necessary or appropriate. h The other trustees should agree how to deal with the conflict, for instance by allowing the conflicted trustee to speak on the matter but not vote.

h The process must be properly minuted.

Compliance with Trustees’ Duties under Section 172(1) of the Companies Act 2006 As a large Charitable Company, MAG is required to report on how trustees discharge their duty to promote the best interests of the charity whilst having regard to the matters in section 172(1) (a) to (f) of the Companies Act 2006. In carrying out their duties, the Trustees have regard (amongst other matters) to:

a) the likely consequences of any decision in the long term Trustees monitor MAG’s financial position throughout the year to balance the twin objectives of maintaining reserves and programme delivery.

When considering new initiatives, the trustees considers the financial and capacity implications cognisant of the long-term consequences of their decisions.

b) the interests of the charity’s employees

Trustees receive regular updates on matters of People & Culture through the People, Culture, Remuneration committee. The board reviews the MAG philosophy of people development, career progression and reward to enable our staff to fulfil potential.

c) the need to foster the charity’s business relationships with suppliers, customers and others MAG’s work is underpinned by the support of institutional and philanthropic donors including

financial and incident management processes ensure robust reporting of Serious Incidents to the Charity Commission.

companies, trusts and foundations, and individual donors.

in procurement is given equal weighting to economic considerations where practical.

We nurture strong mutually beneficial partnerships, which not only meet contractual requirements, build long term engagement.

e) maintaining a reputation for high standards of business conduct

MAG remains committed to reducing our environmental impact through continual improvement of our environmental performance, compliance with ISO 14001:2015 and relevant environmental legislation.

Our procurement processes are designed to create sustainable relationships with suppliers, resilience in our supply chain and ensure robust control over the expenditure in a best value framework.

MAG's procurement and related policies ensure our values are key in the selection of suppliers and partners.

Our values and the behaviours are embedded in trustee and staff recruitment, induction and appraisal procedures.

Through our Environmental Policy MAG recognises the importance of the impact of our activities and seeks to conserve energy and minimise waste in all activities.

d) the impact of the charity’s operations on the community and the environment

MAG’s anti-corruption strategy requires all suppliers, partners, trustees and employees to adhere to the code of conduct regarding fraud, bribery and nepotism.

The needs of the communities in which we work are our raison d’etre with safeguarding at the core of all we do. Our safeguarding,

Where practicable, we consider the 'sustainability' of resources and materials procured. Social and environmental effects

MAG America

MAG America is a US registered 501c3 tax exempt (number 2-2302253) nonprofit organisation with a registered office of 1233, 20th Street NW, Suite 640, Washington, DC 20036.

MAG is the sub-recipient of MAG America’s grant funding with all activities conducted through a Memorandum of Understanding for joint activities in humanitarian mine action.

MAG America 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 that of MAG. All operations are regulated by contract.

From Spring 2024, MAG America will do business as MAG US, a move that does not affect MAG America Inc as a legal entity.

MAG Belgium

MAG Belgium is a Belgium registered notfor-profit association (number 0761.810.878) registered in the Brussels-Capital Region, the Kingdom of Belgium and exists to facilitate joint working through EU funding post-Brexit.

A Memorandum of Understanding enables joint activities in the support and implementation of humanitarian mine action.

MAG Poland

Following Board approval in October 2022, MAG Poland (KRS:0001011610) was established in January 2023 with the legal form of a Foundation. It is currently dormant.

It was established to create a staging point for deployment into Ukraine; be a point of coordination should the conflict in Ukraine require partial or full evacuation of staff from Ukraine and be a location for back-office services as required.

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Handling of Complaints

MAG is committed to Our Complaints Policy and country programmes – please implementing procedures, which management guidelines were get in touch for details. provide safe, accessible and updated at the end of 2022 Please mark your email as effective channels for individuals and a series of training sessions confidential. It will be treated to exercise their right to raise will take place in the first half of with discretion, logged and complaints. MAG will ensure BY2023 with all senior managers forwarded to the relevant and all complaints are investigated from across the UK and all MAG most appropriate person. appropriately, lessons are programmes. You may write your email learned, and actions are For all general complaints, in any language, and we will taken to prevent a recurrence. concerns or reports that relate to arrange translation. Complainants will always receive whistleblowing, safeguarding or You can submit an anonymous a prompt acknowledgement of fraud, the Reporting Coordinator email, but we may find it difficult their complaint, be kept informed should be contacted either: to look into your concern without about how their complaint is By email: reporting@ further details. If you would prefer being handled throughout the maginternational.org or for to speak to a member of staff, process and provided with fundraising complaints on rather than sending sensitive feedback on the outcome. fundraising@maginternational. details in an email, then please MAG is committed to the Core org request this by highlighting which Humanitarian Standard (CHS) By phone: please ring + 44 area of concern it relates to e.g. on Quality & Accountability (0)161 236 4311 and ask safeguarding or fraud etc. One of (below right). The CHS is a to speak to the Reporting us can call you back. set of Nine Commitments to Coordinator. All complaints will be communities and people affected By post: if you are writing to acknowledged within three by crisis stating what they can us with a complaint, please mark working days, other than in expect from organisations your letter for the attention of the exceptional circumstances. We and individuals delivering Reporting Coordinator. will also indicate when you can humanitarian assistance. Our postal address is: MAG, expect to be informed about the Commitment 5 states : Suite 3A, South Central, 11 outcome of your concern or, what Communities and people Peter Street, Manchester, type of process we will follow affected by crisis have access to M2 5QR, UK. to look into the issue further. In safe and responsive mechanisms Please note: alternative some sensitive cases, MAG may to handle complaints. reporting mechanisms are need to reserve the right to keep Quality Criterion: Complaints advertised across each of our any action taken as confidential. are welcomed and addressed. If the complaint is about an In addition, we adhere to 1 issue that falls outside of MAG’s the Fundraising Regulator can exercise control, where possible, you will Promise, which outlines the 9 participate in rights and 2 be assisted to re-direct your commitment made to can expect ethicaland responsible decisions access timely and effective complaint appropriately. donors and the public management of support Fundraising Complaints: resources by fundraising MAG follows the organisations 8 3 Fundraising Regulator interact with People registered with respectful, are better Promise which outlines the Fundraising competent and well-managed affected prepared and more resilient the commitment to Regulator. Those staff by crisis donors and the public. who register 7 4 Our registration signals with the regulator our commitment to access support access support agree to ensure adapted based that does not ensure our fundraising on feedback harm people or their fundraising is environment is legal, open, honest and legal, open, honest and 6 5 respectful. The standards respectful. The standards access coordinated can safely for fundraising are set out in for fundraising are set out in and complimentary support report concerns and complaints the Code of Fundraising the Code of Fundraising Practice. Practice.

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Financial Review

The financial statements presented in this Annual Report represent the year ended 31 December 2023 and comparative figures are in relation to the year ended 31 December 2022. The financial statements of the charity company can be found on Pages 74 to 87.

Overview

During 2023, MAG continued to operate in a challenging macroeconomic context. External factors such as security and access issues affected our ability to deliver programme activity in certain regions along with reduction in donor budgets and foreign exchange volatility.

Total income for the year was £91.9m which Commitment represents a 5% increase in income and support (2022: £87.4m). from our donor This increase was largely driven by the base is strong appreciation of the USD against GBP (average of 1.22 vs 1.24 in 2022). Total net expenditure for the year was £0.5m (2021: net income of £1.2m), due to an increase in unrestricted support for regions with reduced donor funding and increased staff costs from the reward review. Income from donations, legacies and other trading activities has continued to perform well at £1.2m (2022: £1.2m). Unrestricted operating funds stand at £5.6m (2022: £6.4m). 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. 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 2023 stands at £5.3m (2022: £6.1m). Cash balances stand at £22.8m (2022: £25.8m) which largely consists of donor payments received in advance of disbursement. The majority of cash is held in UK accounts and funds are transferred to overseas programmes to cover short-term working capital needs as part of MAG’s global treasury management.

Reserves Policy

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

The Board considers the year-end balance of £5.3m 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 £4.7m is approved in the reserves policy.

Investment

To date the funding of MAG’s activities and the need to access cash flow have not allowed longterm investments. MAG currently

only invests funds in short-term deposits providing market rate interest.

Going Concern

Over 98% of MAG’s income is restricted in nature and received through delivery of 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 viability of contracts secured. MAG has 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 and factoring in global inflation.

Principal financial risks to be managed in the year ahead

Global Macroeconomic Volatility The conflict in Ukraine has driven an increase in global inflation that

has created a global cost-of-living crisis. The externally benchmarked reward review for Manchestercontracted staff during 2022 has increased our unrestricted cost base by £1m. MAG has committed to a number of actions to increase and diversify income and optimise cost

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base to ensure long term financial sustainability

Diversion of Overseas Development Assistance (ODA) Funding

Throughout 2023, in response to ongoing conflict (Ukraine, Gaza) and other factors, European governments have been diverting and in some cases reducing their foreign aid budgets. The Director of Policy and Strategic Partnerships was appointed in January 2024 to ensure strategic donor representation at Leadership Team level along with the creation of a new Head of Europe role as a strategic focal point for European donor relations.

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.

The need to manage the risk that MAG fails to deliver effectively against donor contractual obligations requires management of a broad range of risks to ensure timely delivery of commitments within budget.

Day-to-day programmes ensure the routine monitoring and management of contractual risks. Material issues and incidents are escalated to the appropriate management level as soon as identified.

The Board Committees (AFRC, HSC and GNRC) oversee all contract-related risks including a range of technical, personnel and operational risks.

Bribery and Corruption

MAG operates in areas where the risk of bribery and corruption is considered to be high.

The Board and Leadership Team recognise that bribery and corruption are contrary to the fundamental values of integrity, transparency and accountability

management of any events which come to light.

(EEAS); and individual donor governments.

and undermines organisational effectiveness.

Non-compliance would result in a criminal offence with significant operational, financial and reputational damage to MAG.

The AFRC monitors bribery and corruption-related risks..

MAG has necessary policies

The cross-department Sanctions working group advise on the internal Sanctions policy and associated procedures, monitor and assess risks and report on relevant matters to Leadership Team.

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

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

Sanctions

MAG’s work exposes it to risks associated with territories, persons or entities which may be subject to frequently changing and complex restrictions under sanctions laws and regulations.

Foreign Exchange Risk

MAG operates in a multi-currency environment, receiving income and

making payments in currencies other than its functional currency. MAG is exposed to both translation and transaction foreign exchange risk.

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.

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 our financial services partners. If a combination of the above actions is not sufficient to mitigate the exposure, then foreign currency fluctuations may adversely affect MAG’s results and financial position.

Liquidity Risk

MAG is exposed to liquidity risk as the profile of donor receipts may not coincide with outflows.

In order to mitigate liquidity risk, MAG manages the flows of funds to programmes centrally and considers the impact of contracting activity on current and future liquidity as well as on long-term financial resilience.

MAG has access to 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 AFRC on a quarterly basis.

International Tax

Recent developments in a number of countries where MAG operates mean that previously granted local tax exemptions and waivers for international NGO staff are gradually being removed.

MAG works with external providers on an ongoing basis to address risks related to MAG’s current international tax obligations. Provision has been made for potential backdated liabilities relating to FY23 and prior years.

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Statement of Trustees’ Responsibilities

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 (UK GAAP) 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. 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

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

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

They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements

In so far as the Trustees are

aware:

h there is no relevant audit information of which the charitable company's auditor is unaware; and

Julia Palca

Chair of the Board of Trustees 19 July 2024

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

h Ms Julia Palca, Chair h Ms Jane Marriott OBE, Transformation h Mr John Malik, Vice Chair, Member of the HSC (resigned h Mr Ricky Munday, Interim Trustee Risk Management 07/07/23) Director of Finance (to 31/12/23) Focal Point and Member of the h Ms Frances Milner, Chair of h Ms Ria Ntabejane, Audit, Finance & Risk Committee the FC, Board Fundraising and Director of Finance (AFRC) Communications Focal Point and h Ms Sonia Bate, Member of member of the AFRC Company Secretary: the Fundraising Committee (FC), h Prof. Bertrand Taithe, Member h Mr Julian Mason (appointed the Governance, Nominations of the GNRC 20/10/23) and Review Committee (GNRC) h Ms Angela Mulholland-Wells, h Ms Sarah Howell (resigned and the People, Culture and Chair of the AFRC and Treasurer 20/10/23) Renumeration Committee (PCRC) (appointed 20/10/23) h Mr Anthony Collier, Treasurer Note: The role and function of Independent Auditor: and Chair of the AFRC (resigned committees are set out on Pages h Deloitte LLP, Hanover 31/12/2023) 57-59. Building, Corporation Street, h Mr Khaleel Desai, Diversity Manchester, M3 3HF Champion and member of the Leadership Team: GNRC and PCRC h Mr Darren Cormack, Bankers: h Ms Renata Dwan, Member of Chief Executive h Barclays Bank UK plc, the HSC h Mr Dean Anderson, Director 1 Churchill Place, Canary Wharf, h Ms Judith Greenwood, Chair of Global Fundraising London, E14 5HP of the GNRC, Safeguarding (appointed 09/01/2023) Trustee Focal Point and Member h Mr Jon Brown, Director of Solicitors: of the HSC Engagement h Stephenson Harwood LLP, h Ms Nesta Hatendi, Member of h Mr Greg Crowther , Director of 1 Finsbury Circus, London, AFRC and HSC Programmes EC2M 7SH h Mr Peter Jones, Member of h Ms Josephine Dresner, the AFRC Director of Policy and Strategic Registered and Principal Office: h Ms Harbinder Kaur, Chair of Partnerships (appointed h Suite 3A, South Central, the PCRC and member of the 01/01/2023) 11 Peter Street, Manchester, GNRC h Mr Jamie Franklin, Executive M2 5QR h Mr Chris Kemp, Chair of Director — MAG America the Health, Safety, Security h Ms Louise McDonald, h Company Number: 04016409 and Safeguarding Committee Director of People and Culture (HSC) and Board Security Focal h Mr Julian Mason, Director h Registered Charity Number: Point of Governance and Business 1083008

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MAG Annual Report 2023

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 Mines Advisory Group (the ‘charitable company’):

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 give a true and fair view of the state of the charitable company’s affairs as at 31 December 2023 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

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

applicable in the UK and Republic Conclusions relating of Ireland”; and to going concern h have been prepared in In auditing the financial statements, accordance with the requirements we have concluded that the of the Companies Act 2006. trustees’ use of the going We have audited the financial concern basis of accounting in statements which comprise: the preparation of the financial h the statement of financial statements is appropriate. activities; Based on the work we have

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 statement of cash flows; 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 the trustees

about their own identification and assessment of the risks of irregularities, including those that are specific to the charitable company’s business sector.

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, 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

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fraud might occur in the financial statements.

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 procedures performed to address them 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. 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

Matters on which we are required

outside the normal course of business.

to report by exception

In addition to the above, our Under the Companies Act 2006 we procedures to respond to the risks are required to report in respect identified included the following: of the following matters if, in our h reviewing financial statement opinion: disclosures by testing to h adequate accounting records supporting documentation to have not been kept by the assess compliance with provisions charitable company, or returns of relevant laws and regulations adequate for our audit have not described as having a direct effect been received from branches not on the financial statements; visited by us; or h performing analytical procedures h the charitable company financial to identify any unusual or statements are not in agreement unexpected relationships that with the accounting records and may indicate risks of material returns; or misstatement due to fraud; h certain disclosures of trustees’ h enquiring of management remuneration specified by law are concerning actual and potential not made; or litigation and claims, and instances h we have not received all the of non-compliance with laws and information and explanations we regulations; and require for our audit. h reading minutes of meetings of We have nothing to report in those charged with governance respect of these matters. and reviewing correspondence with the Charity Commission. Use of our report

This report is made solely to the REPORT ON OTHER LEGAL AND charitable company’s members, as REGULATORY REQUIREMENTS a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006.

Opinions on other matters 2006. prescribed by the Our audit work has been Companies Act 2006 undertaken so that we might In our opinion, based on the work state to the charitable company’s undertaken in the course of the members those matters we are audit: required to state to them in an h the information given in the auditor’s report and for no other trustees’ report, which includes the purpose. strategic report and the directors’ To the fullest extent permitted by report prepared for the purposes of law, we do not accept or assume company law for the financial year responsibility to anyone other than for which the financial statements the charitable company and the are prepared is consistent with the charitable company’s members as financial statements; and a body, for our audit work, for this h the strategic report and the report, or for the opinions we have directors’ report included within formed. the trustees’ report have been prepared in accordance with applicable legal requirements. In the light of the knowledge and understanding of the charitable company and its environment Nicola Wright obtained in the course of the audit, (Senior statutory auditor) we have not identified any material For and on behalf of Deloitte LLP misstatements in the strategic report Statutory Auditor or the directors’ report included Newcastle upon Tyne, UK within the trustees’ report. 9 September 2024

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.

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MAG Annual Report 2023

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 2023

		Year ended 31 Dec 2023	Year ended 31 Dec 2023		Year ended 31 Dec 2022	Year ended 31 Dec 2022	Year ended 31 Dec 2022
FUNDS:		Unrestricted	Restricted	Total	Unrestricted Restricted		Total
	Note	£’000	£’000	£’000	£’000	£’000	£’000
INCOME FROM:
Charitable activities	5	-	90,149	90,149	-	85,811	85,811
Donations and legacies	6	1,074	112	1,186	970	178	1,148
Other trading activities	7	2	9	11	1	3	4
Investments	8	3	3	6	1	5	6
Other income	9	456	110	566	328	102	430
TOTAL INCOME		1,535	90,383	91,918	1,300	86,099	87,399
EXPENDITURE ON:
Raising funds	10	594	-	594	444	-	444
Charitable activities	10	10,564	81,244	91,808	8,089	77,651	85,740
TOTAL EXPENDITURE		11,158	81,244	92,402	8,533	77,651	86,184
NET (EXPENDITURE)/
INCOME:		(9,623)	9,139	(484)	(7,233)	8,448	1,215
Transfer between funds	16	8,952	(8,952)	-	8,425	(8,425)	-
NET MOVEMENT
IN FUNDS		(671)	187	(484)	1,192	23	1,215
RECONCILIATION
OF FUNDS:
Total funds
brought forward	16	6,870	(6)	6,864	5,678	(29)	5,649
Net movement in
funds for the period		(671)	187	(484)	1,192	23	1,215
Total funds
carried forward	16	6,199	181	6,380	6,870	(6)	6,864

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 77 to 87 form part of these financial statements.

The Mines Advisory Group - Company Limited by Guarantee Balance Sheet as at 31 December 2023

			31 Dec 2023		31 Dec 2022
	Note	£’000	£’000	£’000	£’000
FIXED ASSETS
Tangible assets	13		308		343
CURRENT ASSETS
Debtors due within one year	14	6,515		7,408
Cash at bank and in hand		22,832		25,830
		29,347		33,238
CURRENT LIABILITIES
Amounts falling due
within one year	15	(23,275)		(26,717)
NET CURRENT ASSETS			6,072		6,521
NET ASSETS			6,380		6,864
FUNDS
Unrestricted funds - General	16		5,641		6,358
Unrestricted funds - Designated	16		558		512
Restricted funds	16		181		(6)
TOTAL FUNDS	17		6,380		6,864

The notes on Pages 77 to 87 form part of these financial statements. These financial statements of Mines Advisory Group (Company number 04016409) were approved by the Board of Trustees and authorised for issue on 19 July 2024.

Signed on behalf of the Board of Trustees

Julia Palca Chair of the Board of Trustees

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The Mines Advisory Group - Company Limited by Guarantee Statement of Cash Flows for the year ended 31 December 2023

Year ended	Year ended	Year ended
31	Dec 2023	31 Dec 2022
	£’000	£’000
Net cash fows from operating activities	949	(593)
Cash fows from investing activities
Interest received (see Note 8)	6	6
Purchase of plant and equipment (see Note 13)	(3,161)	(2,715)
Net cash fows from investing activities	(3,155)	(2,709)
Net increase/(decrease) in cash and cash equivalents	(2,206)	(3,302)
Cash and cash equivalents at beginning of period	25,830	27,623
Change in cash and cash equivalents due to exchange rate movements	(792)	1,509
Cash and cash equivalents at end of period	22,832	25,830
Analysis of cash and cash equivalents
Cash in hand	392	448
Bank accounts and Notice deposits (less than 3 months)	22,440	25,382
Total cash and cash equivalents	22,832	25,830
Reconciliation of net income/(expenditure) to cash
generated by operations:
Net income/(expenditure) for the period	(484)	1,215
Adjustments for:
Interest receivable	(6)	(6)
Increase/(Decrease) in cash and cash equivalents
due to exchange rate movements	792	(1,509)
Depreciation charges	3,196	2,372
Operating cash fows before movement in working capital	3,498	2,072
Increase/(Decrease) in stock	-	-
Decrease in debtors	893	635
Increase/(Decrease) in creditors	(3,442)	(3,300)
Net cash fows generated by operations	949	(593)

Notes to the financial statements

prepare these financial statements.

3.3 Expenditure

1 LEGAL STATUS OF THE CHARITY

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.

3.2 Income recognition

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.

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).

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 69.

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.

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.

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.

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. 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.

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.

3 ACCOUNTING POLICIES

The principal accounting policies are set out below:

3.1 Preparation of financial

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

Donations, legacies and income from other trading activities are recognised where there is entitlement, probability of receipt and the amount can be measured reliably. Gifts in kind received are accounted for in the Statement of Financial Activities as soon as it is prudent and practicable to do so. They are valued as by the donor in the grant documentation.

statements - going concern basis

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 2025 in addition to prudent assumptions on the anticipated level of business throughout this period. MAG has 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.

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.

3.4 Fund accounting

Restricted funds represent income that has been received and recognised in the financial

The Trustees, therefore, consider that the going concern assumption is an appropriate basis on which to

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Continued from Page 79

Continued from Page 79 Assets in the overseas programmes normally the transaction price costing more than £2,500 are excluding transaction costs), unless statements, which is subject to capitalised and depreciated in the arrangement constitutes specific conditions imposed by full in the year of acquisition. Any a financing transaction. If an the donor, client or grant making assets costing less than £2,500 are arrangement constitutes a finance institution. expensed. transaction, the financial asset or These funds are not available Depreciation rates for HQ held financial liability is measured at for the Trustees to apply at their assets are as follows: the present value of the future discretion. h Fixtures, Fittings & Equipment – payments discounted at a market The purpose and use of the 20-33% straight line rate of interest for a similar debt restricted funds is set out in the h Motor Vehicles – 25% straight instrument. note 16 to the financial statements. line Trade and other debtors are Unrestricted funds are monies that h Leasehold improvements – 20% recognised at the settlement have been received towards the straight line amount due after any trade discount general objectives of the charity offered. as a whole to be spent at the 3.8 Stock Prepayments are valued at the discretion of the trustees. Stock represents items purchased amount prepaid net of any trade

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.

discretion of the trustees. Stock represents items purchased Where contracts accounted by the charity for use in overseas for within restricted funds include projects where at the time of contributions toward support costs, purchase the individual project an appropriate transfer is made has not been identified. Until the between restricted and unrestricted respective item is charged to an funds. individual project, all stock is held at lower of cost or net realisable value.

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.

3.5 Leasing contracts

Rentals under operating leases are charged on a straight-line basis over 3.9 Taxation the lease term, even if the payments The charity has been granted are not made on such a basis. exemption from tax under Section Benefits received and receivable 478 of the Corporation Tax Act 2010 as an incentive to sign an operating on its charitable activities as a body lease are similarly spread on a established for charitable purposes straight-line basis over the lease only. term.

3.10 Overseas programmes

3.6 Foreign currencies

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.

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.

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 in pounds sterling.

Derivatives are initially recognised at fair value at the date a derivative contract is entered into and are subsequently re-measured to their fair value at each reporting date.

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.

3.11 Financial instruments

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

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

Any gain or loss arising on All financial assets and liabilities translation is included in the are initially measured at transaction statement of financial activities. price (including transaction costs), except for those financial assets 3.7 Tangible fixed assets classified as at fair value through Tangible fixed assets in the UK are profit or loss, which are initially stated at cost less depreciation. measured at fair value (which is

3.12 Employee benefits

The charity operates a defined contribution pension scheme. The pension costs charged in 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.

financial statements represent the contributions payable by the charity during the period. Differences between

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.

contributions payable in the period and contributions actually paid are shown as either accruals or prepayments in the balance sheet. Other employee benefits, in particular holiday pay, are measured at estimated liability.

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.

estimates. Other than as outlined in this 4 CRITICAL ACCOUNTING The estimates and underlying note and in the accounting policies JUDGEMENTS AND KEY assumptions are reviewed on an set out in note 3, the Trustees do SOURCES OF ESTIMATION ongoing basis. not consider there are any critical UNCERTAINTY Revisions to accounting estimates judgements or sources of material In the application of the charity’s are recognised in the period in estimation uncertainty requiring accounting policies, which are which the estimate is revised if the disclosure.

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	Year ended
	31 Dec 2023	31 Dec 2022
	£’000	£’000
Australian Agency for International Development Belgian Ministry of Foreign Afairs	605 204	721 11
British High Commission Canadian Department of Foreign Afairs, Trade and Development	412 3,182	331 2,624
Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH (GIZ) Dutch Ministry of Foreign Afairs	790 3,692	611 3,356
European Commission	663	6,470
Fibertek	841	979
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	3,593 540 6,118 362 1,273	4,065 91 7,525 323 1,982
Lux-Development S.A.	-	152
MAG America Ministry of Foreign Afairs of Finland Norwegian Ministry of Foreign Afairs Shoulder 2 Shoulder Inc.	53,407 761 7,190 -	41,722 856 7,016 651
Stichting Vluchteling	358	556
Swedish International Development Cooperation Agency United Nations Ofce for the Coordination of Humanitarian Afairs (OCHA) United Nations Ofce for Project Services (UNOPS)	1,238 194 406	3,492 8 857
United Nations Development Programme (UNDP) Trusts & Foundations	558 3,144	- 1,090
Other Miscellaneous Donors	618	322
Total	90,149	85,811

Note

Of the £53.41m from MAG America, (2022: £41.72m), £51.10m (2022: £39.90m) had the U.S. Department of State’s Office of Weapons Removal and Abatement and £0.96m (2021: £1.26m) had the Office of US Foreign Disaster Assistance as the back donors.

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Note Negative balance relates to income that was recognised within unrestricted income in FY20, and reclassified to Restricted Fund in FY22.

6 ANALYSIS OF INCOME FROM DONATIONS & LEGACIES

	Year Ended 31 Dec 2023	Year Ended 31 Dec 2023	Year Ended 31 Dec 2023	Year	Ended 31 Dec	2022
	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	Funds	Funds	Funds	Funds	Funds	Funds
	£’000	£’000	£’000	£’000	£’000	£’000
Public Donations, Appeals &
Fundraising Events	589	75	664	536	39	575
Regular Giving (including gift aid)	209	5	214	276	14	290
Donations from Trusts, Foundations
and Partnerships Legacies	10 266	32 -	42 266	(68) 226	94 31	26 257
Total	1,074	112	1,186	970	178	1,148

7 ANALYSIS OF INCOME FROM OTHER TRADING ACTIVITIES

	Year Ended 31 Dec 2023	Year Ended 31 Dec 2023	Year	Ended 31 Dec 2022
	Unrestricted	Restricted Total	Unrestricted	Restricted Total
	Funds	Funds Funds	Funds	Funds Funds
	£’000	£’000 £’000	£’000	£’000 £’000
Fundraising activities	1	- 1	1	- 1
Merchandise	1	9 10	-	3 3
Total	2	9 11	1	3 4

8 ANALYSIS OF INCOME FROM INVESTMENTS

	Year Ended 31 Dec 2023	Year Ended 31 Dec 2023	Year	Ended 31 Dec 2022
	Unrestricted	Restricted Total	Unrestricted	Restricted Total
	Funds	Funds Funds	Funds	Funds Funds
	£’000	£’000 £’000	£’000	£’000 £’000
Bank interest received	3	3 6	1	5 6

9 ANALYSIS OF OTHER INCOME

	Year Ended 31 Dec 2023	Year Ended 31 Dec 2023	Year	Ended 31 Dec 2022
	Unrestricted	Restricted Total	Unrestricted	Restricted Total
	Funds	Funds Funds	Funds	Funds Funds
	£’000	£’000 £’000	£’000	£’000 £’000
Insurance claims	-	- -	-	- -
Other income	456	110 566	328	102 430
Total	456	110 566	328	102 430

by armed violence, conflict and insecurity.

governance costs of £128k (2022: £104k), 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

All support costs relate to charitable activities. Included within support costs are

	Year Ended 31 Dec	Year Ended 31 Dec	2023	Year	Ended 31 Dec 2022	Ended 31 Dec 2022
	Raising	Charitable	Total	Raising	Charitable	Total
	Funds	Activities		Funds	Activities
	£’000	£’000	£’000	£’000	£’000	£’000
Activities undertaken directly
Overseas programmes - restricted	-	81,244	81,244	-	77,651	77,651
Overseas programmes - unrestricted	-	803	803	-	(15)	(15)
Total direct activity expenditure	-	82,047	82,047	-	77,636	77,636
Support costs: Staf related costs including travel	333	7,175	7,508	260	6,501	6,761
Premises, IT & Communications	130	917	1,047	111	955	1,066
Fundraising Events & Advertising	97	-	97	39	-	39
Professional fees & other costs	34	1,374	1,408	34	1,372	1,406
Exchange loss / (gain)	-	295	295	-	(724)	(724)
Total support costs - unrestricted	594	9,761	10,355	444	8,104	8,548
Total Expenditure	594	91,808	92,402	444	85,740	86,184

maginternational.org

MAG Annual Report 2023

Note The key management personnel of The number of employees whose emoluments, excluding pension contributions, the charity are over £60,000 in the period was: listed on Page Year ended 69. The total 31 Dec 2023 remuneration UK Int’l Total (including between £60,000 and £70,000 per annum: 7 34 41 pension between £70,000 and £80,000 per annum: 5 24 29 contributions between £80,000 and £90,000 per annum: 4 18 22 and employers’ between £90,000 and £100,000 per annum: - 16 16 national between £100,000 and £110,000 per annum: - 6 6 insurance) of the between £110,000 and £120,000 per annum: - - - key management between £120,000 and £130,000 per annum: 1 1 2 personnel for between £130,000 and £140,000 per annum: - 2 2 the year totalled £694k (2022: £661k).

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	Year ended
	31 Dec 2023	31 Dec 2022
	£’000	£’000
Depreciation of tangible fxed assets owned by the charity	3,196	2,372
Foreign exchange loss/(gain)	792	(1,409)
Rentals under operating leases	1,903	1,872
Auditor’s remuneration:
- Fees payable to the charity’s auditor for the audit of the charity’s fnancial statements	110	92
- Fees payable to the charity’s auditor for other services: Grant certifcation services	30	26

12 ANALYSIS OF STAFF AND TRUSTEE COSTS

The average number of persons employed by the charity during the period was:

	Year ended	Year ended
	31 Dec 2023	31 Dec 2022
UK employees:
- Overseas projects	175	193
- Programme support and administration	105	105
- Fund-raising information and education	9	7
Overseas national employees	5,300	5,655
Total	5,589	5,960
Their aggregate remuneration comprised:	£’000	£’000
Salaries and wages - UK employees (including those overseas)	17,315	15,532
Salaries and wages - Overseas national employees	36,207	35,462
Social security costs	726	605
Pension contribution	273	208
Total	54,521	51,807

13 TANGIBLE FIXED ASSETS

13 TANGIBLE FIXED ASSETS
	Field	Equipment	Total
	Assets	Fixtures &
		Fittings
	£’000	£’000	£’000
Cost
At 1 January 2023	20,044	1,080	21,124
Additions	3,023	138	3,161
Disposals	-	-	-
At 31 December 2023	23,067	1,218	24,285
Depreciation
At 1 January 2023	19,697	1,084	20,781
Charge for the year	3,058	138	3,196
Disposals	-	-	-
At 31 December 2023	22,755	1,222	23,977
Net Book Value
At 31 December 2023	312	(4)	308
Net Book Value
At 31 December 2022	347	(4)	343

All of the above assets are used in the administration of the charity or in support of its operations.

14 DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

	31 Dec 2023	31 Dec 2022
	£’000	£’000
Trade debtors	144	1,891
Prepayments and accrued income	5,344	4,892
Other debtors	1,027	625
Total	6,515	7,408

There are no payments to temporary staff (2022: nil) which are not included in the notes outlined above.

15 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

, over £60,000 in the period was:			,
		Year ended		Period ended
		31 Dec 2023		31	Dec 2022
	UK	Int’l	Total	UK	Int’l	Total
between £60,000 and £70,000 per annum:	7	34	41	4	31	35
between £70,000 and £80,000 per annum:	5	24	29	3	29	32
between £80,000 and £90,000 per annum:	4	18	22	1	13	14
between £90,000 and £100,000 per annum:	-	16	16	-	12	12
between £100,000 and £110,000 per annum:	-	6	6	1	-	1
between £110,000 and £120,000 per annum:	-	-	-	-	1	1
between £120,000 and £130,000 per annum:	1	1	2	-	1	1
between £130,000 and £140,000 per annum:	-	2	2	-	-	-

	31 Dec 2023	31 Dec 2022
	£’000	£’000
Trade creditors	459	845
Deferred income (see note right)	15,300	18,903
Other taxation and social security Derivative fnancial instruments (see note 20)	364 -	624 -
Accruals	662	649
Other creditors	6,490	5,696
	23,275	26,717
Deferred income
Balance as at start of period	18,903	23,100
Amount released to income	(18,903)	(23,100)
Amount deferred in the period	15,300	18,903
Balance as at end of period	15,300	18,903

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

maginternational.org

MAG Annual Report 2023

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 Jan 31 Dec 2023 Income Expenditure Transfers 2023 Restricted funds analysed by Programme £’000 £’000 £’000 £’000 £’000

		Middle East
		Iraq 2 16,666 (14,915) (1,757) (4) Lebanon 26 5,909 (5,352) (563) 20 Gaza - 5 - - 5 Syria (14) 5,049 (4,544) (481) 10
		East and Southern Africa
		Angola (10) 2,695 (2,343) (350) (8) Somalia (8) 485 (370) (108) (1) South Sudan 4 4,427 (3,991) (413) 27 Zimbabwe 2 1,317 (1,206) (111) 2
		Sahel and West Africa
		Benin - 1,389 (1,240) (149) - Burkina Faso 3 1,004 (895) (112) - Chad 8 924 (829) (103) - Democratic Republic of Congo 7 - - 9 16 Gambia (1) 23 (20) (1) 1 Guinea (2) 10 (9) (1) (2) Guinea Bissau - 759 (682) (77) - Mali 12 184 (162) (38) (4) Mauritania (6) 572 (508) (58) - Niger (16) 434 (373) (63) (18) Nigeria 1 577 (534) (29) 15 Sierra Leone 1 1,068 (969) (100) - Senegal 9 43 (40) (10) 2 West Africa - non-country specifc - 851 (775) (76) -
		Asia Pacifc
		Cambodia (22) 5,142 (4,707) (457) (44) Lao PDR (53) 9,664 (8,623) (913) 75 Myanmar 8 907 (850) (58) 7 Sri Lanka 65 6,874 (6,395) (509) 35 Vietnam (9) 9,187 (8,388) (826) (36)
		Eastern Europe
		Azerbaijan - 1,125 (1,025) (100) - Bosnia and Herzegovina (23) 2,379 (2,169) (184) 3 Ukraine 2 6,751 (6,174) (578) 1
		Latin America & Caribbean
	icted re spent ied at cretion rustees er any harity’s es.
		Caricom -- 157 (132) (26) (1) Ecuador (2) 1,440 (1,340) (100) (2) Peru (11) 1,078 (948) (117) 2 Paraguay - 67 (59) (8) -
		Rest of the World
		UK 18 718 (222) (437) 77 Libya 3 - - - 3 GISF - 503 (455) (48) - Restricted funds (6) 90,383 (81,244) (8,952) 181 Unrestricted fund General 6,358 1,235 (10,904) 8,952 5,641 Designated Opportunity Fund - - - - - Designated Foreign Exchange Fund - - - - - Designated GISF fund (see Page 85 panel) 512 300 (254) - 558 Total Unrestricted funds 6,870 1,535 (11,158) 8,952 6,199 Total funds 6,864 91,918 (92,402) - 6,380

1 Jan 31 Dec 2022 Income Expenditure Transfers 2022 Restricted funds analysed by Programme £’000 £’000 £’000 £’000 £’000	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.
Middle East
Iraq (74) 19,223 (17,424) (1,723) 2 Lebanon 30 5,690 (5,168) (526) 26 Syria (9) 6,654 (6,143) (516) (14)
East and Southern Africa
Angola (10) 2,909 (2,622) (287) (10) Somalia (8) 881 (797) (84) (8) South Sudan 6 4,251 (3,827) (426) 4 Zimbabwe (2) 1,050 (928) (118) 2
Sahel and West Africa
Benin - 908 (808) (100) - Burkina Faso 6 1,215 (1,112) (106) 3 Chad 8 990 (894) (96) 8 Democratic Republic of Congo 7 (73) 75 (2) 7 Gambia - 337 (317) (21) (1) Guinea (2) 245 (230) (15) (2) Guinea Bissau - 232 (213) (19) - Mali 12 1,188 (1,038) (150) 12 Mauritania (5) 604 (525) (80) (6) Niger (16) 329 (294) (35) (16) Nigeria 23 985 (928) (79) 1 Sierra Leone 1 212 (199) (13) 1 Senegal 8 903 (798) (104) 9 West Africa - non-country specifc - 717 (560) (157) -
Asia Pacifc
Cambodia 3 4,848 (4,426) (447) (22) Lao PDR (26) 9,530 (8,641) (916) (53) Myanmar 2 843 (775) (62) 8 Sri Lanka 36 6,271 (5,735) (507) 65 Vietnam (28) 8,777 (8,013) (745) (9)
Eastern Europe, Latin America & Caribbean
Azerbaijan (1) 411 (349) (61) - Bosnia and Herzegovina (23) 2,173 (1,969) (204) (23) Ecuador (2) 952 (879) (73) (2) Peru (11) 744 (604) (140) (11) Ukraine - 822 (741) (79) 2
Rest of the World
UK 43 853 (390) (488) 18 Libya 3 - - - 3 GISF - 425 (379) (46) - Restricted funds (29) 86,099 (77,651) (8,425) (6) Unrestricted fund General 5,227 1,040 (8,334) 8,425 6,358 Designated Opportunity Fund - - - - - Designated Foreign Exchange Fund - - - - - Designated GISF fund (see Page 85 panel) 451 260 (199) - 512 Total Unrestricted funds 5,678 1,300 (8,533) 8,425 6,870 Total funds 5,649 87,399 (86,184) - 6,864

maginternational.org

MAG Annual Report 2023

17 ANALYSIS OF ASSETS AND LIABILITIES BETWEEN FUNDS

	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	Funds	Funds	31 Dec	Funds	Funds	31 Dec
	2023	2023	2023	2022	2022	2022
	£’000	£’000	£’000	£’000	£’000	£’000
Tangible fxed assets	308	-	308	343	-	343
Net current assets	5,891	181	6,072	6,527	(6)	6,521
Total	6,199	181	6,380	6,870	(6)	6,864

18 OPERATING LEASE COMMITMENTS

Total future minimum lease payments under non-cancellable operating leases:	Total future minimum lease payments under non-cancellable operating leases:	Total future minimum lease payments under non-cancellable operating leases:	Total future minimum lease payments under non-cancellable operating leases:
		31 Dec 2023		31	Dec 2022
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	266	84	-	384	266		-
Other	34	-	-	56	-		-

19 FINANCIAL INSTRUMENTS

19 FINANCIAL INSTRUMENTS	19 FINANCIAL INSTRUMENTS
The carrying value of the charity’s fnancial assets and liabilities are summarised by category below:
	31 Dec	31 Dec
	2023	2022
	£’000	£’000
Financial Assets
Measured at undiscounted amount receivable
- Trade and other debtors (see note 14)	6,515	7,408
- Cash at bank and in hand	22,832	25,830
Measured at fair value
Derivative fnancial (liabilities)/assets (see note 20)	-	-
Total	29,347	33,238
Financial liabilities
Measured at undiscounted amount payable
- Trade and other creditors (see note 15)	(7,975)	(7,814)
Total	(7,975)	(7,814)

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 £273k (2022: £208k).

22 RELATED PARTIES Trustees:

Expenses reimbursed or incurred directly by MAG in respect of 14 Trustees during the period amounted to £18k (2022: 14 Trustees - £13k).

Of this, £4k (2022: £2) 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 £1,465 were received from the Trustees during the year (2022: £1,369).

In 2023 and 2022, Trustees were covered by the overall company indemnity insurance, the costs relating specifically to the trustees were not separately identified.

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 and MAG America are separately constituted and have independent boards.

During the year MAG America

subgranted $65.3m to MAG under various contracts funded by the US Government and Private sources. MAG paid $0.8m to MAG America

to cover operating costs and the outstanding balance at year end was $15k.

MAG Belgium:

MAG Belgium is a not-for-profit association registered in Belgium. MAG exercises control over MAG Belgium through common trustees. The entity was dormant for the year ended 31 December 2023.

MAG Poland:

MAG Poland is a Foundation registered in Poland as a coordination point for the Ukraine programme. During the year MAG paid £13K in legal fees on behalf of MAG Poland.

23 CONTINGENT LIABILITIES

At the date of signature, there are no contingent liabilities to report (2022: nil).

24 POST BALANCE SHEET

EVENTS

There are no post balance sheet events to note.

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MAG Annual Report 2023

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Glossary

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

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maginternational.org

Thank You . . .

Our work is funded by governments, trusts, foundations, firms and other charitable organisations. It 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 h European Commission h UN Trust Facility Supporting of State - Office of Weapons h Global Affairs Canada Cooperation on Arms Regulation Removal and Abatement (PM/ h Swedish International h United Nations Office for the WRA) Development Cooperation Coordination of Humanitarian
h Office of U.S. Foreign Disaster Agency Affairs Assistance (OFDA/USAID) h Finnish Ministry of Foreign h Stichting Vluchteling
h United States Department Affairs (Netherlands Refugee of Defence – Humanitarian h Australian Department of Foundation) Demining R&D Program (HD Foreign Affairs and Trade h The Marshall Legacy Institute R&D) h Belgian Ministry of Foreign h Good Gifts
h German Federal Foreign Office Affairs h World Without Mines Foundation (GFFO) h Irish Aid (Welt Ohne Minen)
h German Federal Foreign Office (GFFO)
- h LuxDev
h Government of Japan
h United Kingdom Foreign, Commonwealth & Development Office (FCDO)
h Shoulder 2 Shoulder
h Swiss Development Cooperation
- h Restoration Laos
h French Ministry for Europe and h Restoration Laos Foreign Affairs – Crisis and h Festival Medical Services (FMS) Support Centre h United Methodist Committee on
h United Nations Office for Project Relief (UMCOR) Services/United Nations Mine Action Service
h United Kingdom Conflict, Stability and Security Fund
h Dutch Ministry of Foreign Affairs h Norwegian Ministry of Foreign Affairs

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maginternational.org

MAG Annual Report 2023

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

Putting people at the heart of our impact

Contents

Meeting the challenge of rising need

Our Strategic Direction

Report of the Trustees for the year ended 31 December 2023

Who We Are

Our Impact in 2023

OUR IMPACT IN 2023

Our Impact

The Middle East

Lebanon

Syria

Iraq

Our Impact

East & Southern Africa

South Sudan

Zimbabwe

Somalia

Angola

Our Impact Asia Pacific

Vietnam

Cambodia

Myanmar

Our Impact

Sahel & West Africa

WAM in figures 2023

HMA in figures 2023

Our Impact

Latin America & the Caribbean

Ecuador

Peru

The Caribbean

Paraguay

Our Impact

Eastern Europe

Bosnia-Herzegovina (BiH)

Azerbaijan

Ukraine

Our Impact

Championing Change

Working in Partnership

Our Impact

Public Engagement

Fundraising

Communications & Media Relations

How did we do in 2023?

Our Progress Against Our Aims

People & Accountability

The MAG Community: Our Employees

Total Employees

Locations of Staff

Severance Payments 2022-2023

Employee Relations

Diversity and the Gender Pay Gap

A Living Wage Employer

Actual Earnings for Employees in 2023

2023: Modern slavery statement

Our Systems

Our Approach

People & Accountability

Our Culture

Employee Engagement

People & Accountability

Duty of Care: Safety & Security

Security incident reporting

Health, Safety and Wellbeing Reporting

People & Accountability

Our Commitment to Safeguarding

Safeguarding reporting

People & Accountability

Upholding Ethical and Environmental Standards

Methodology

Intensity Ratio

Safeguarding Commitment

Principal Risks and Uncertainties

Principal risks to be managed in 2024

Our Plans for 2024

Organisational priorities for 2024

Aim