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Annual Report 2024

Staying determined in an era of volatility

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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 2024

Contents 04 Message from the Chair and Chief Executive 44People & Accountability: Upholding Ethical and Environmental Standards Who We Are and 06Our Values Risk Management and 46Internal Controls

Our Strategic 07 Framework 2024-28 Our Plans for 2025 and 49Organisational Priorities

Our Impact

in 2024

55Structure, Governance & Management

Our Impact: Middle East Financial 64Review

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 Championing Change Statement of Our impact: 76Cash Flows Public Engagement Our Progress 77Notes to the financial statements Against Our Aims People & Accountability: Our 89Glossary Employees Thank People & Accountability: 91 You Our Culture

40 People & Accountability: Duty of Care: Safety &

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MAG Annual Report 2024
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MAG Annual Report 2024
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42People & Accountability: Our Commitment to Company No. 04016409 Safeguarding Registered Charity No. 1083008 maginternational.org

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Saving lives in times of uncertainty

Message from the Chair & Chief Executive maginternational.org M,

MAG Annual Report 2024

Landmines and unexploded ordnance continue to inflict devastating human harm and impede development across the globe. More than 5,700 casualties were recorded globally in 2023 (the last full year for which there is verified data), with the overwhelming majority of those killed and injured – some 84% of casualties, of which 37% were children – being civilians.

The year witnessed ongoing conflicts in places such as Sudan, Myanmar, Yemen and Ukraine. There was also widespread destruction and suffering in Gaza and Lebanon.

At the time of writing, a new landmine emergency is developing in Syria, where hundreds of thousands of people are attempting to return to their homes following the fall of the Assad regime and encountering widespread contamination from landmines and explosive ordnance.

Armed violence also continued to impact millions of lives in the Sahel and West Africa, while the proliferation of weapons is affecting communities in Latin America and the Caribbean.

In January 2025, a new administration in the United States made the decision to review all foreign assistance funding. The short-term impact of the US President’s Executive Order was the suspension of all of MAG’s USfunded operations. Waivers were subsequently received to resume work in some programmes, followed by a lifting of the suspension on all but a few programmes. MAG was therefore able to resume the vast majority of its operations. While we remain confident that the bipartisan support we have enjoyed in the US for many years will stand us in good stead as we advocate for continued support, there will inevitably be uncertainty for the foreseeable future.

The US developments had a significant effect on MAG in terms of the contribution of US funds to our central costs but also in

and light weapons.

management time, as colleagues and light weapons. were forced to respond to what was We also continued to engage in an unprecedented period campaigning and policy leadership, of uncertainty. Regrettably, in working with national authorities, order to mitigate the risk of this donors and others to influence funding shortfall, we made the funding, policy and programmatic difficult decision to reduce practice. A notable success was central staff numbers as part of our contribution to the Fifth Review measures to ensure financial Conference of the Anti-Personnel sustainability. Mine Ban Treaty, held in Siem Reap, Cambodia.

We’d like to place on record Cambodia. our thanks to all those colleagues None of our achievements who exhibited the utmost would have been possible professionalism and dedication in without the generous support of dealing with the situation. our institutional, corporate and 2024 marked the individual donors. first year of MAG’s Total income for Our work Five-Year Strategic the year was £99.3m Framework, which has never which represents an articulates our been more 8% increase in income ambitions and priorities (2023: £91.9m). This for the period 2024important increase was largely 2028. Our progress driven by an increase in implementing that in institutional funding strategy is reflected in this annual from the US, UK report. and German governments, with new None of that progress could programmes established in Jordan, have been achieved without the El Salvador, Kenya and Tanzania, commitment of our dedicated staff, offset by smaller funding reductions operating in 38 countries across from other donors. the world. Their work benefited the Both new and protracted conflict lives of more than 1.4 million people. and armed violence, along with the Our innovative digital risk education stubborn impact landmines and programmes reached more than 104 explosive ordnance in countries that million people. have been at peace for decades,

Both new and protracted conflict and armed violence, along with the stubborn impact landmines and explosive ordnance in countries that have been at peace for decades, means our work has never been more important. And, despite geopolitical uncertainty and new challenges over funding, we remain determined to effect positive change for all those affected.

MAG teams made safe some 88 million square metres of land and found and destroyed almost 81,000 landmines, unexploded bombs and other explosive remnants of war, a 37% increase on the previous year.

Our work in weapons and ammunition management (WAM) has also continued to be important, with MAG constructing or refurbishing 50 armouries and munitions stores and destroying some 27,000 small arms

Julia Palca Chair of Trustees

Darren Cormack Chief Executive

maginternational.org

MAG Annual Report 2024

Our Strategic Framework 2024 – 2028

Report of the Trustees for the year ended 31 December 2024

Who We Are

We find and destroy landmines, cluster munitions and unexploded bombs in places affected by conflict. We also work to limit the causes and address the consequences of armed violence in communities.

Since 1989, we have helped over 22 million people in more than 70 countries.

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 2024.

MAG collaborates at an international, regional, national, and local levels to reduce the likelihood and impact of armed violence and conflict.

MAG is a global humanitarian organisation that changes and saves lives.

Our work saves lives, eases suffering, protects human rights and contributes to sustainable peace and security. It fosters stable and secure societies and is a key enabler of progress towards the 2030 Sustainable Development Goals.

We draw on our experience and expertise to influence policy, amplifying the voices of affected communities and advocating for measures that will effect change. Our staff and the communities where they work and from which they come are at the heart of everything we do. We are determined to deliver a safe future

We have been operating for 35 years, delivering transformational change for some of the most vulnerable people in the world in some of the most fragile places in the world.

Our Values for the women, men and children affected by violence, conflict DETERMINED – We work \ Integrity)” and insecurity. with purpose We believe in a world where people can exist EXPERT – Through excellence with dignity and choice, and expertise we build trust where their human rights are upheld pois > mac] Nox INTEGRITY – We strive to do and where they can the right thing live free from the Values fear from landmines, COMPASSION – People come explosive remnants first in everything we do of war and the impact RY. jo of small arms and light INCLUSIVE – We are inclusive weapons and ammunition. Ming oP and we value diversity We believe this is a world worth striving for.

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We have established
2. MAG
STRATEGIC Increase our impact
FRAMEWORK 2 AIMS describing our core organisational ambition Extend our influence
2024-2028 Eo
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 al —
our Values and OUR MISSION e o a Strengthening our systems
incorporates a new
Mission and Vision
driving fundamental change to
eal OUR VALUES 2 COMMITMENTS transform the way we do things —_ Principled decision-making
SS .) ==
Environmental responsibility
___
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The year 2024 was the first year of MAG’s new Strategic Direction. The process for developing that new strategy started in the second half of 2022 and end in the early summer of 2023 when the Boards of MAG and MAG US jointly agreed our new strategic framework for 2024-2028.

results in human fatality or injury, due to the presence of the debris of war, such as land mines, unexploded ordnance, stockpiles of weapons and ordnance, and other residual contamination; and to deliver such relief by (but not limited to):

weapons on communities; h providing necessary medical support; and

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

h the provision of training and assistance in clearance and reconstruction;

The board annually reviews our aims, objectives and activities to ensure they align with our objects. This annual report sets out MAG’s activities to further the aims of MAG’s Strategic Framework 20242028, detailing the programmes funded and the benefits they brought to our beneficiaries.

It is our compass for action and guides us as we seek to reduce the terrible human cost of armed violence and conflict.

h undertaking any preventative measures that improve human security including (but not limited to) safely managing, storing, destroying or reducing the availability of stockpiles of ammunition, arms and weapons;

PUBLIC BENEFIT

As a charity, MAG is subject to the ‘public benefit’ test defined in the Charities Act. We achieve this through our objectives, as set out in our governing document. MAG’s objects are:

h the provision of explosive ordnance risk education to communities at risk;

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.

h the relief of suffering and distress throughout the world, particularly in areas where conflict

h advocating and campaigning to mitigate the impacts of explosive ordnance, arms and

maginternational.org

MAG Annual Report 2024

Our Impact in 2024

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||||||| |---|---|---|---|---|---| |Our global programmes continued to|People who benefited from our activities| |deliver significant life-saving impacts| |over the reporting period with|2021|2022|2023|2024| |activities implemented in 38 countries| |over the period.|Direct|584,756|720,822|649,671|558,964| |The range and scope of these|Women|154,557|177,627|161,460|154,128| |interventions varied over the|Girls|142,500|186,814|166,221|128,790| |reporting period from large-scale|Boys|154,006|196,854|175,022|131,611| |and long-term programmes with over|Men|133,693|159,527|146,968|144,435| |1,000 staff to much smaller and time-| |bound interventions.|Indirect|976,012|1,088,945|836,652|845,702| |The data therefore represents|Women|255,345|281,513|220,580|231,017| |the key headlines of MAG’s|Girls|223,089|266,921|195,521|190,925| |consolidated outputs but does not|Boys|223,299|262,623|188,856|186,250| |attempt to capture every operational|Men|274,279|277,888|231,695|237,510| |activity being undertaken across all| |programmes.|Digital Risk Ed. 13,441,295 21,828,316 25,781,262 104,368,979| |What is clear is that we continued|Women|4,152,098|8,761,987|10,987,464|43,243,423| |to deliver effective and impactful|Girls|419,875|953,404|751,296|6,518| |programmes, often in the face of|Boys|817,876|1,272,657|668,439|330,174| |continued challenges brought about|Men|7,999,700|10,840,268|13,374,063|57,741,096| |by the COVID-19 pandemic or by|Unknown Gender| |fragile security contexts.|- Adult|6,657|-|-|1,280,124| |During 2024, our activities|- Child|45,089|-|-|1,767,644| |benefited around 1.5 million people,| |with millions more reached|Digital Risk Education reached an audience of c. 104,000,000 people| |through innovative digital| |explosive ordnance risk education| |programmes.|

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a WAM Key Indicators | ee
2021 2022 2023 2024 Weapons and
Ammunition
WAM Activities/Interventions Management
Armoury/Munitions Store Risk Assessments 103 149 205 219 In 2024, 219
Armoury/Munitions Stores Constructed 35 37 22 14 armoury
Armoury/Munitions Stores Refurbished 11 12 40 36 assessments were
Weapons Marked 4,570 9,589 611 4,482 undertaken, 50
armouries and
Destruction of Ammunition & Weapons munitions stores
Small Arms Ammunition Destroyed 2,941,558 1,515,586 1,430,089 10,211,438 were constructed
Small Arms & Light Weapons Destroyed 732 12,473 4,134 27,214 or refurbished, and
4,482 weapons
Ammunition & Weapons Training were marked.
WAM Training courses conducted 85 76 92 103
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Ls HMA Key Indicators

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|||||||| |---|---|---|---|---|---|---| |2021|2022|2023|2024| |Land Release (m²)|85,232,344|79,390,619 86,828,000|87,949,441| |Land Cancelled (through| |Non-Technical Survey)|8,295,266|2,733,335|3,664,088|1,353,733| |Land Reduced (through| |Technical Survey)|10,159,215|6,080,766|6,413,219|4,659,251| |Land Cleared|66,777,863|70,576,498|76,750,693|81,936,457| |Items Removed/Destroyed|67,796|80,777|58,787|81,050| |Landmines (Anti-Personnel)|16,241|18,056|11,654|9,547| |Landmines (Anti-Vehicle)|118|515|906|141| |Improvised Landmines|1,582|4,822|1,679|463| |Cluster Munitions|27,890|24,466|24,190|20,491| |Note|Unexploded or|21,296|32,751|20,058|43,489| |EORE|Abandoned Ordnance| |(Explosive|All Other Types of|669|167|300|6,919| |Ordnance|Explosive Ordnance| |Risk| |Education)|a)|No. of EORE Sessions|31,083|32,441|30,517|27,296|

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maginternational.org

MAG Annual Report 2024

O U R IMPACT IN 2 0 24

~~W~~ HAT 1.4 MILLION PEOPLE WE DID BENEFITED

88 MI ~~L~~ LION M² OF L ~~AN~~ D MAD ~~E S~~ AFE

27,000 81,000 EXPLOSIVE 50 ARMOURIES SMALL ARMS ITEMS REMOVED CON ~~S~~ TRUCTED DES ~~T~~ ROYED OR DESTROYED OR IMPROVED

Our Impact The Middle East

Ordnance Risk Education), reaching people at risk, including over one million internally displaced persons who had fled conflict-affected areas. At the same time, MAG intensively prepared for the post-conflict emergency response, conducting staff training and readying equipment, including mechanical assets, to rapidly address new contamination once access was possible. Despite these significant constraints, MAG teams were able to resume operations later in the year, finding and destroying 6,776 dangerous items, releasing 524,631m² of land, and directly benefiting 11,918 people.

2024 saw MAG continue to respond at scale across the Middle East region through established programmes in Iraq, Lebanon and Syria, and a new emergency response in the Occupied Palestinian Territories.

These programmes have continued to deliver in a volatile operating environment, adapting and responding to emerging needs in the face of considerable security and access challenges. Continued conflict in Gaza, further escalation in Lebanon in September 2024, and the collapse of the Assad regime in Syria in December 2024 all have immediate and long-term implications for the space in which humanitarian mine action can be conducted.

In parallel, MAG continued to support the Lebanese Armed Forces through its WAM (Weapons and Ammunition Management) activities. This included conducting PSSM (Physical Security and Stockpile Management) interventions at multiple sites, constructing and rehabilitating explosive storage facilities, and delivering training sessions to strengthen LAF capacity in ammunition management.

Through innovation, partnership, and lessons learned from decades of response across the region, MAG will continue to support conflictaffected communities and continue to advocate for the vital role of humanitarian mine action as a prerequisite for other humanitarian and development initiatives

Lebanon

Syria

2024 was an exceptionally challenging year for Lebanon and for MAG’s operations. As conflict escalated, access to South Lebanon and the West Beqaa was cut off for several months due to insecurity, prompting MAG to redeploy its operational capacity to Chouf and Mount Lebanon, where it also temporarily relocated its base from Nabatieh, which was heavily affected by the conflict. When the violence spread more widely across the country, MAG was forced to pause clearance operations for two months.

In 2024, Syria witnessed significant political and military developments, including the fall of the Assad regime in December and the formation of a transitional government, while instability has persisted across the North East where MAG has continued to operate.

A total of 4,080,393 m² of land was released, and 2,200 explosive items were destroyed, directly benefitting 88,380 individuals. The Community Liaison (CL) team delivered 4,216 risk education sessions to 41,294 individuals, including IDPs and returnees. In

During this period, MAG focused on delivering EORE (Explosive

support of community engagement, 84 new Community Focal Points (CFPs) were selected and trained, and 50 existing CFPs received refresher training.

selected during the year. In total, 14 task sites were handed over to local communities and authorities in NES.

MAG has also continued to

Iraq

build on its project with the local education authorities, training 20 schoolteachers to integrate EORE into school curriculum. The CL team also surveyed 111 communities, identifying 76 new Hazardous Areas and 169 new EOD (Explosive Ordnance Disposal) spot tasks.

build on its project with the local In 2024, MAG Iraq continued education authorities, training 20 to make significant progress in schoolteachers to integrate EORE clearance and land release. A total into school curriculum. The CL team of 2,045 explosive items were also surveyed 111 communities, removed, and 3,468,944 square identifying 76 new Hazardous metres of land were released Areas and 169 new EOD (Explosive for community use, including Ordnance Disposal) spot tasks. the handover of 12 minefields in A mechanical workshop was Sulaymaniyah and Kirkuk, which constructed and became fully directly benefited 2,890 individuals. operational at the MAG base in In addition, four minefields were Ar-Raqqa. Capacity development handed over in Dohuk, thereby efforts continued, with seven directly benefiting 1,940 individuals. specialized Mine Action training This year, all Hamdaniya tasks courses delivered to 101 assigned to MAG Iraq have been participants, including MAG national successfully completed as well team members and NESMAC staff. and since been transferred to the Nine GEDI (Gender, Equality, community, with a total of 730 Diversity, and Inclusion) workshops individuals being identified as direct were provided—eight for MAG beneficiaries. Finally, in Ninewa, and one for NESMAC—and a MAG's work benefited 4,693 direct GEDI Action Plan was developed beneficiaries for completed tasks in covering the period 2024–2026. 2024. The first National TFM was also To complement MAG Iraq land

enhancing national ownership of National Mine Action Authorities in Iraq. In pursuit of this objective, MAG has strengthened its partnership with IKMAA by supporting them in redeploying some of their Mine Action and Community Liaison Teams.

Occupied Palestinian Territories

Following the onset of the conflict in Gaza on 7 October 2023, MAG initiated an emergency response beginning in February 2024.

As part of this response, MAG developed and disseminated digital risk education messages via social media, reaching a total of 1.1 million people throughout the year.

MAG also partnered with the local NGO Safe Youth Future Society to implement both emergency and interpersonal Explosive Ordnance Risk Education (EORE) across the Gaza Strip. This was achieved through the deployment of 20 EORE teams. A combined total of 142,410 civilians and 123 humanitarian workers were reached with EORE messaging.

release activities, a total of 3,856 EORE sessions were conducted by MAG community liaison team, with a total of 44,242 people being beneficiaries of these sessions. In person EORE activities have continued to be complemented by Digital EORE messaging that has reached more than 19 million people across various social media platforms.

Additionally, from May through the end of November, MAG seconded an Explosive Ordnance Disposal (EOD) officer to UNMAS in Gaza. The officer supported Explosive Hazard Assessments and facilitated humanitarian inter-agency convoy missions.

In 2024, MAG Iraq implemented a restructuring programme centred on three key objectives: optimisation of available resources, reinforcement of existing systems and nationalisation of support and operational position. This is a

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component of MAG's commitment to localisation.

Within the same dynamic, MAG initiated a fruitful collaboration with the national Humanitarian Mine Action NGO, Shareteah Humanitarian Organization (SHO) with a view to conducting further EORE activities in Ninewa.

Egypt Saudi N Occupied maginternational Arabia .org Palestinian Territories

MAG is also committed to

maginternational.org

MAG Annual Report 2024

Cameroon

Gabon Congo Angola

Our Impact

East & Southern Africa

programming across the portfolio through 2024.

The East and Southern Africa region experienced some shifts with the establishment of new programmes and the closure of another, with a complex security background. Through 2024 MAG was active in establishing prospective programmes and deepening regional relationships. Late in the year, MAG became operational in Ethiopia, Kenya and Tanzania, while maintaining strong presence in Angola, South Sudan and Zimbabwe.

South Sudan

In 2024, MAG further consolidated its leading role in South Sudan by releasing a total of 1,597,052 sq m of land contaminated with explosive ordnance, the equivalent to 248 soccer pitches. MAG disposed of a total of 955 items of ordnance, 181 from spot tasks and 744 during clearance operations.

Additionally, MAG conducted 2,413 EORE sessions, reaching 35,096 beneficiaries across the most vulnerable communities in South Sudan. MAG also continues to deliver risk education through local partners in northern Uganda to South Sudanese refugees intending to return to South Sudan.

Registration application has been submitted in Sudan and the exploration of collaboration with authorities in Zambia commenced. Overall, despite a challenging funding landscape and the closure of the Somalia programme, MAG has expanded its HMA and AVR

Zimbabwe

During 2024, MAG Zimbabwe teams (45% of whom are women) released 507,137sqm of land

Libya

Egypt Sudan Eritrea

declaration of a National Disaster extension request, to extend the in April by the Government of completion deadline to 2030. Zimbabwe and half the population (7.5 million) requiring food aid. The Angola 3,829 AP mines. The community liaison team continued Throughout 2024 MAG continued to relatively fertile EORE sessions during the year deliver HMA and WAM operations in and untouched focusing mainly on children in Angola, working across the eastern land released is schools bordering the minefields part of the country in Moxico, Lunda crucial for the and reached 2,317 beneficiaries Sul and Lunda Norte provinces. communities with 70% of these children. Funding With support from the US State for livelihood support continued from FCDO and Department’s PM/WRA, the UK opportunities NMFA which allowed an increase in Government’s FCDO, and the based around HMA capacity to a high of 5 MATs. Japanese Government, MAG farming as However, by the end of 2024 the deployed five manual teams, seven Zimbabwe demining sector in country noted mechanical, one multi-task team, suffered planned reductions in funding one rapid response team and two prolonged support across operators leading community liaison teams. In 2024, drought all year, into 2025, which was a factor MAG released over 1.7 million sqm leading to the in Zimbabwe’s APMBC Article 5 of land to the direct benefit of over

back to the Mozambique border communities in Mudzi District and safely destroyed 3,829 AP mines. The relatively fertile and untouched land released is 7 crucial for the

Niger

Chad South Sudan

Central African @ Republic

Ethiopia

Nigeria

With support from the US State Department’s PM/WRA, the UK Government’s FCDO, and the Japanese Government, MAG deployed five manual teams, seven mechanical, one multi-task team, one rapid response team and two community liaison teams. In 2024, MAG released over 1.7 million sqm of land to the direct benefit of over

Somalia

Uganda

Democratic Rwanda Burundi Kenya Republic of the Congo @ Zimbabwe Tanzania

Mozambique

50,000 people =. A total of 13,274 items of ordnance were found and destroyed. MAG also reached a total of 29,067 individuals with EORE. MAG also supported the construction of three new armouries for the National Police, destroyed a total of 12,161 weapons and ammunition, trained 27 police personnel in armoury storekeeping, and delivered Small Arms and Light Weapons Risk Education to 1,197 people.

Kenya and Tanzania

Building on extensive regional experience in the delivery of expert PSSM programming, MAG began a comprehensive project

in Kenya and Tanzania in October to help curb the widespread illicit proliferation on SALW-A across East Africa.

In coordination with the Kenya and Tanzania Small Arms and Light Weapons National Focal Points (SALW-NFP), MAG has established operations in both countries to work alongside and in line with identified needs and priorities of the national police force units in Kenya and Tanzania.

Ethiopia

In October 2024, MAG established a presence in Ethiopia to respond to the dramatic increase in hazardous contamination in the country as a result of the conflict in northern regions, including Tigray.

MAG signed a Memorandum of Understanding and became full registered and accredited by the Government of Ethiopia and the Ethiopian Mine Action Office (EMAO) by November. Initial activities have included assessment missions to Tigray, establishing relationships at the regional and national level, and providing capacity building support to the EMAO. The commencement of work in Ethiopia is a significant milestone as we seek to continue supporting communities afflicted by conflict in this region.

Somaliland

In the first half of 2024 in Somaliland, MAG constructed and rehabilitated three armouries and installed three weapon cabinets, trained 28 security sector personnel in armoury storekeeping and 61 personnel in weapons safety, supported the Somaliland Police to mark 1,897 weapons, and delivered 71 SALW risk education sessions to 1,442 people, predominantly across internal displacement camps around Hargeisa in Somaliland.

At the end of July, MAG programming in Somaliland unfortunately ended due to the difficult funding environment so no longer has an operational footprint in the Greater Somalia Region.

maginternational.org Zambia Malawi

maginternational.org

MAG Annual Report 2024

Our Impact Asia-Pacific

Across the Asia-Pacific region, MAG continued to deliver large scale and efficient mine action programming, whilst continuing to explore opportunities for expansion of weapons and ammunition programming.

A new project team was established in Papua New Guinea by the end of the year; MAG participated in a national SALW control workshop in Nepal in September and engaged with a range of partners throughout the region with a focus on small arms and ammunition control.

This included participation in regional workshops related to the UN Programme of Action on Small Arms and the new Global Framework for Throughlife Conventional Ammunition Management. In the region, MAG remains committed to continuing effective delivery of mine action programming at scale as well as broadening the profile of the organisation to include small

arms and ammunition We engaged control through both programming and with partners, engagement in the focusing on relevant policy and advocacy spheres. small arms

Sri Lanka

With the improving political and economic situation, MAG was able to release 1,928,567m2 of land to support livelihood development and return of displaced communities and destroy 1,393 landmines and 2,258 items of explosive ordnance and small arms ammunition. Other key activities of note included our continued work with the NMAC on the implementation of the new National Mine Action Strategy (NMAS) 2023 –2027, with

a heavy emphasis on staff transition, as pioneered by MAG. MAG’s WAM project in Sri Lanka, which supports the armed forces to better secure and account for their stocks of firearms and small arms and light weapons, continued to progress successfully. In 2024, MAG completed the rehabilitation of one armoury, refurbished a 40-ft container for use as a mobile armoury by the Sri Lankan Army and Police, provided two weapon cabinets, trained 332 personnel in storekeeper and store management training and conducted 82 armoury risk assessments and compliance assessments.

Vietnam

MAG deployed over 700 staff across two of the most contaminated provinces, Quang Binh and Quang Tri, working closely with local authorities to release 38.2 million m2 of prioritized contaminated land back to communities for agricultural and community development and remove and destroy a total of 10,670 dangerous items.

MAG also tailored 473 EORE sessions to ensure continuity in reaching the most at risk and expanded digital EORE activities online, with one campaign using social networks and online conference tools, reaching 3,881,924 users and gaining 25,969,922 impressions.

MAG continued to lead the mine action consortium in Quang Binh with Norwegian People’s Aid (NPA) and PeaceTree Vietnam (PTVN) as well as be an active participant in the Mine Action Working Group.

Lao PDR

MAG continued to deploy teams to conduct survey, clearance

and explosive ordnance risk education across Xieng Khouang province in the north of the country and Khammouane province in the central area. MAG teams safely destroyed 15,621 items of explosive ordnance and released 16,990,810m2 of land back to the community, directly benefiting 121,061 people. Since MAG commenced operations in Laos almost 30 years ago, it has destroyed 345,914 items of explosive ordnance, releasing almost 142.8 million m2 back to the community for the benefit of 1,125,277 people.

Cambodia

In 2024 MAG continued to work in both Rattanakiri province in the east and Battambang province in the west, conducting both BAC and landmine clearance as well

as EORE. More than 14 million m2 of hazardous land was released back to the community and teams destroyed 347 landmines and 3,343 items of explosive ordnance.

In addition, MAG commenced a partnership with Cambodian NGO Mlup Baitong looking at supporting communities to develop sustainable agricultural practices post clearance.

Myanmar

In 2024 MAG continued to adapt its programming to respond to the dynamic security and humanitarian context post-coup. EORE continued to be delivered both in-person and remotely by both MAG and partner teams – with this flexible approach enabling MAG to expand its reach to the most vulnerable communities.

In addition, the MAG team continued to train other aid workers

on EORE messaging to include integration of key safety and awareness messages in their daily activities with at-risk communities and distribute IEC materials and mitigate the risks landmines and EOs pose to their staff.

EOs pose to their staff. y China oe Myanmar Papua New Guinea Papua MAG conducted two Nepal New Guinea armoury assessments Bhutan in PNG in April 2024 following an invitation Bangladesh © Lao PDR to do so by the National Police

Force. India O z Following this MAG secured funding to establish a WAM programme Sri Lanka Thailand in PNG, with | “< programme staff

starting to deploy in f [P \ Q4 of 2024. Cambodia

maginternational Vietnam .org ( A y | ul Malaysia

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MAG Annual Report 2024

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Our Impact

Sahel & West Africa

In 2024, in the Sahel and West Africa, transnational conflicts, weapons and ammunition diversion, and the widespread use of explosive ordnance, including improvised landmines, continued to pose severe threats to regional stability.

national authorities, civil society organisations and defence and security forces as they require multi-dimensional responses that strengthen sustainable national and local efforts. In addition, MAG works with expert partners at the local, regional, and international levels and extends its effort to research and cross-cutting themes such as gender, inclusion, and conflict sensitivity, which are embedded throughout MAG’s programming.

These dynamics exacerbate humanitarian crises, fuel insecurity, and hinder socioeconomic development, particularly in the broader areas in the Sahel, the Lake Chad Basin, and the coastal countries.

Improvised landmine use has beome widespread

Central Sahel: Mali and Burkina Faso

MAG has successfully delivered arms violence reduction (AVR) and HMA activities in the region, addressing these complex challenges, in collaboration with ECOWAS,

delivered arms violence The threat posed by explosive reduction (AVR) and HMA ordnance (EO) continued to activities in the region, addressing escalate across Mali — from the these complex challenges, in north to the south, and through collaboration with ECOWAS, the central regions. This growing insecurity, compounded by a a j ar is * sensitive diplomatic context, has significantly hampered humanitarian Mauritania actors’ ability to mobilize resources. mr <<ey ™ Despite these challenges, MAG remains committed to a region destabilized by violent Algeria Libya @» supporting communities extremism and armed conflict. Western affected by armed Since the onset of the Sahara Mali Senegal violence. Through security crisis in 2016, the use robust community of improvised landmines has Niger liaison activities and become a widespread tactic @ The Gambia the reinforcement for territorial control. In 2024, in Burkina Chad of national addition to supporting AVR, MAG Faso capacities, MAG strengthened its community liaison bCyo ° collaborates with work by delivering EORE to affected @ C) local partners to communities and humanitarian Guinea deliver impactful actors. These activities were carried Sierra Leone ee:@ ©) Explosive out in close partnership with local Nigeria Ordnance NGOs, reinforcing local capacity O O Benin ha Risk Education and engagement. Central African (EORE). MAG also deepened its Republic

(EORE). Burkina

MAG also deepened its collaboration with the National Commission for Arms Control (CNCA), contributing to the

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Faso lies at the epicentre of

Ghana Guinea- maginternational Côte .org Togo Bissau D’Ivoire

Equatorial Guinea

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development of the National Action Plan for Weapons and Ammunition Management, with a particular focus on small arms and light weapons (SALW). As part of this support, MAG assisted CNCA in enhancing national understanding of the AntiPersonnel Mine Ban Treaty and fulfilling its key obligations. MAG also facilitated the sharing of best practices and experiences with other IED-affected states, promoting greater cooperation and alignment with international norms.

In parallel, MAG has been actively supporting the Burkina Faso Armed Forces through its WAM initiatives. These efforts encompass conducting PSSM interventions,

constructing and rehabilitating explosive storage facilities, and delivering training sessions aimed at enhancing capacities in weapons and ammunition management.

Chad

EORE activities were resumed in 2024, with some 19,000 people made aware of the risks associated with explosive ordnance in three of the country's provinces. These activities have also enabled 24 community focal points, 25 local authority representatives and 33 humanitarian staff to be trained in the dangers of explosive ordnances. Battle Area Clearance operations were also launched,

enabling 140,000m² to be cleared. MAG was commissioned by the Chad government to support the emergency response to an unplanned explosion at munition site (UEMS) that happened in Ndjamena. MAG with its national partners safely collected, transport hundred tonnes of unstable ammunition to 75 km from the capital for destruction, resulted in the disposal of 154 tonnes of ammunition.

At the same time, MAG has continued to support the government of Chad in the management of weapons and

Continued on Page 20

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MAG Annual Report 2024

Continued from Page 19

ammunition activities have focused on improving armouries in the country, weapons marking as well as organising training sessions to build the capacity of Chad's defence and security forces in weapons and ammunition management.

Gulf of Guinea: Benin, Côte d’Ivoire, Ghana, Nigeria and Togo In 2024, coastal countries, especially in their northern borders, faced heightened security challenges as violence spilled over from the Sahel. The increased use of IEDs by non-state armed groups along with the widespread proliferation of SALW significantly escalated risks for security and defence forces and civilians, leading to displacement among vulnerable populations, and deepened humanitarian needs.

In response to these complex cross-border dynamics, MAG laid the groundwork for its global AVR strategy. The initiative integrates all pillars of AVR, working with state institutions, security and defence forces, and communities.

In 2024, MAG conducted an AVR mapping and context analysis in the Gulf of Guinea countries, drawing out ongoing initiatives and highlighting ways for MAG to complement national capacity building efforts and communitydriven activities.

In Nigeria, MAG and implementing partner Jireh Doo Foundation (JDF) delivered 1,081 SALW Risk Education (RE) sessions to 18,961 beneficiaries in the state of Benue. Activities effectively reached vulnerable audiences, particularly women and children. To amplify awareness efforts and ensure widespread reach and engagement, MAG and JDF also produced a radio campaign.

To address the regional challenge of SALW proliferation and frequent seizures of weapons and explosive materials, MAG developed specialized training courses and

piloted them in Benin and Côte d’Ivoire. The training, aligned with ECOWAS standards, aims to reinforce regional collaboration and harmonisation of practices. MAG also provided containerised armouries to national authorities to safely store seized weapons in Côte d’Ivoire and Togo.

MAG also supported data management and recordkeeping efforts. In partnership with the Centre for Armed Violence Reduction (CAVR), MAG initiated the deployment of the Arms Tracker software in Benin, and supported marking efforts of over 4,200 weapons in northern Benin.

With the increase in contamination arising from improvised landmines in the Gulf of Guinea, MAG has also started to support states in meeting their obligations to the APMBC. At the end of 2024, MAG organised a subregional workshop gathering authorities from Benin, Côte d’Ivoire

The trained team subsequently conducted technical risk assessments of storage facilities.

and Togo to raise awareness and outline treaty requirements.

In parallel, MAG continued to assessments of storage facilities. implement key WAM activities to Finally, MAG continued to deliver reduce the risk of diversion and life-saving messages to vulnerable illicit proliferation; improving the communities in Northeast of Nigeria, physical security of armouries especially after the devastating and delivering related training to floods in late 2024. MAG also security and defence personnel in developed a project with the Benin, Côte d’Ivoire, Nigeria and local education authorities to train Togo. schoolteachers to integrate EORE MAG jointly with the national into school curriculum. school authorities, destroyed over 1,000 teachers were trained and children obsolete weapons in Côte d’Ivoire, benefited from training.

MAG jointly with the national authorities, destroyed over 1,000 obsolete weapons in Côte d’Ivoire, and safely destroyed 34,000 obsolete detonators and 55 U.S. tons of unstable ammunition in Benin and 11 tons in Ghana, preventing unplanned explosion at munitions sites and devastating consequences to surrounding communities.

Western West Africa: Senegal, Mauritania and Guinea Bissau

In 2024, MAG Senegal continued to contribute to national efforts toward achieving a mine-free Senegal by 2026 through the implementation of EORE, Non-Technical Survey (NTS), and capacity-building support to the National Mine Action Centre (CNAMS). In Casamance, 71 EORE sessions were conducted, reaching 1,276 individuals, and were

To sustain capacity building efforts, MAG also delivered training to security and defence forces in Benin to independently implement WAM activities in priority areas.

reinforced by radio messaging campaigns that reached over 250,000 listeners.

In parallel, MAG continued to develop WAM activities in coordination with the Senegalese Armed Forces (SAF), including PSSM activities through training to SAF personnel and the rehabilitation of storage infrastructure in the border area with Mali as well as the construction of a national ammunition depot in Thiès, scheduled for handover in early 2025.

A new partnership was also established with the National Commission on Small Arms and Light Weapons to initiate weapons marking and destruction operations across all security forces, planned for implementation in 2025. Additionally, the year was marked by significant progress in building national capacity in EOD through training programmes

Community liaison activities in

Mauritania started with mixed NMAC teams and MAG CL teams who were deployed on the field to conduct Non-Technical Survey and EORE sessions in the Nouadibhou region (North Mauritania). A total of 157 EORE sessions were conducted, reaching 2,639 individuals. Capacity-building support to the NMAC (PNDHD) was also provided. In parallel, MAG continued to develop WAM activities in coordination with the Mauritanian Armed Forces (SAF), including the destruction of obsolete and unstable ammunition and the delivery of training. Construction of the national ammunition depot in Atar also progressed. Additionally, MAG conducted technical assessments and rehabilitation of weapons storage facilities in the southeastern region bordering Mali, where growing insecurity linked to regional displacement highlights the importance of robust arms and ammunition management. MAG’s partner in Guinea Bissau was able to initiate nontechnical survey and deliver 543 EORE sessions, reaching 11,854 individuals. These efforts were complemented by national radio and digital campaigns, which expanded the reach of risk education messaging to over 600,000 people across the country. MAG also continued clearance operations initiated in 2023, implemented by HUMAID under MAG’s technical oversight. These operations resulted in the clearance of over 59,000 m² of contaminated land and the safe removal and destruction of anti-personnel mines and unexploded ordnance, enabling the safe return and use of land by local communities.

Unfortunately, despite significant progress and continued advocacy, funding limitations led to the suspension of clearance and technical survey operations in August 2024, with the official closure of the MAG programme in Guinea Bissau taking place in January 2025.

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MAG Annual Report 2024

Our Impact

Latin America & the Caribbean

The portfolio expanded during the business year, having initially comprised of Peru, Ecuador, Paraguay and the Caribbean, in 2024 funding was secured to start up a project in El Salvador with scope to also conduct assessments in Honduras and Guatemala. Additionally, within the Caribbean programme further assessments were conducted in St. Vincent & the Grenadines, Dominica, Anguilla and Barbados. Further to this, two WAM assessments were also undertaken in Costa Rica and Uruguay at the invitation of both states, a dialogue continued with the authorities in Colombia and in-country meetings were held in Mexico specifically focussed on the development of an MoU between MAG and SEDENA (Mexican army and air force) to agree areas of planned technical cooperation and the mobilisation of resources. We also brought in a cross-cutting regional role in the form of a Standards and Training Manager for LAC to support

105 metric tonnes of ammunition and nearly 1,500 SALW.

also destroyed as a result of the programme’s efforts in 2024. During 2024 Peru continued to be subject to complex and challenging internal security conditions, including the President declaring a 60-day state of emergency in 12 districts of the capital Lima in September, such was the threat posed by criminal gangs. Despite the difficulties of working within this environment MAG has managed to maintain activities with our range of state partners including the army, navy, air force and DIRANDRO, the antidrug directorate of the national police. The Peru team also drew on cross-regional support from other programmes in order to meet the operational demand from partners, delivering training courses to nearly a hundred participants, destroying almost 4.5 million items of SAA, over

work in the region and support the maintenance of consistency across our technical interventions.

In 2024 we built on our previous work in the Caribbean that looked at various armouries and ammunition stores in Jamaica, Suriname,

and the mobilisation of resources. In Ecuador, during a year in We also brought in a cross-cutting which critical national elections regional role in the form of a were conducted with security Standards and Training Manager considerations and the impact for LAC to support of organised criminal gangs the growing being high on the agenda, MAG USA volume continued to consolidate and of expand our range of operational partnerships. Operationally, the Bahamas programme continued to deliver significant outputs, with upgrades Mexico of 18 armouries and munition storehouses and a further 33 assessments conducted. Our 2 Belize commitment to capacity building continued, with Guatemala Honduras Jamaica St Lucia 130 Military and police Trinidad personnel receiving and Tobago PSSM training in 2024. Additionally, some El Salvador 5,500 firearms were Costa Rica maginternational.org

Belize, Bahamas, Guyana, St. Lucia and Trinidad & Tobago, adding to this, assessments in Barbados, Dominica, St Vincent & the Grenadines and additional

partnerships. Operationally, the working within this environment islands within The Bahamas. programme continued to deliver MAG has managed to maintain Due in no small part to significant outputs, with upgrades activities with our range of state the positive impressions and of 18 armouries and munition partners including the army, navy, operational outputs achieved by the storehouses and a further 33 air force and DIRANDRO, the antiprogramme, further US funding to assessments conducted. Our drug directorate of the national the total of $4.6M was secured until December 2025.

In 2024 the programme managed to destroy approximately 3 million rounds of ammunition, 6,000+ pyrotechnic items and 4+ tonnes of explosives in Trinidad & Tobago, 2,000+ weapons from across

supported our partners on the ground in the destruction of nearly 90,000 items of SAA, and more than 5,000 SALW as well as the disposal of more than 50 metric tonnes of explosives and non-SAA ammunition. Five modules of PSSM trainings have been conducted. Much planning has also been undertaken as regards the much-needed upgrades and refurbishments of weapons and munition storage facilities across two operational sites.

2024 also saw the opening of a new project in El Salvador providing weapons marking technology and training as well as digital weapons inventory services via our partners Centre for Armed Violence Research (CAVR).

The funding was secured via a competitive process launched by the US State Department and also includes provision for outreach and assessments in both Honduras and Guatemala to look at the needs / feasibility of expanding the work to those countries as well.

This comes at a time when the newly developed Central American Firearms Roadmap, led by OAS, has come into force, enabling MAG to be a part of this regional process. MAG has already become a formal implementing partner within the Caribbean roadmap equivalent.

the region, convene a regional in-person WAM workshop with representation from all 15 CARICOM member states, also expanded the team on the ground and are now coordinating operations across 11 countries.

Guyana 9 Planning is also well advanced Venezuela Suriname to launch armoury and explosive French Guiana storehouse refurbishment \ operations in 2025 starting with Barbados, Belize, Jamaica, Colombia Suriname and Trinidad & Tobago. & < OS In 2024 MAG formally signed Ecuador Brazil our MoU in Paraguay with DIGEMABEL (Directorate for War Materials, a separate C) institution within the Paraguayan Armed Forces Paraguay tasked with the management Peru Bolivia and stock-keeping of weaponry, ammunitions Chile and explosives). Since then the programme team have Uruguay Argentina maginternational.org

MAG Annual Report 2024

. As 25 &

Our Impact

Eastern Europe

The 2024 business year was a significant one for Eastern Europe portfolio and marked its first full year as a stand-alone portfolio with a dedicated Regional Director and support team.

In 2024, MAG’s programmes across Eastern Europe released 6,042,147m² of land, removed 808 landmines and EO for the direct benefit of 4,619 people, and delivered 4,463 risk education sessions to 41,006 people. The region also developed its first regional strategy, covering the period 2025-28, including aims for a potential expansion into Central Asia and wider WAM work in the region.

The political and security situation is unstable

In Bosnia-Herzegovina (BiH) the programme released 2,538,030 sqm of land, finding 621 items of EO for the benefit of 3944 people (1,457 women, 657 girls, 695 boys, 1524 men), and achieved over 1,345,314 reaches via social media through DEORE campaigns.

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In support of reconciliation
efforts, the programme continued
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The political and security situation
remained unstable with
knock-on effects
Belarus Russia from the
Poland Ukraine
conflict
Czechia
Slovakia
Austria
Ukraine
Hungary
Slovenia Romania
Croatia “\ aN
Georgia
Serbia Moldova
Montenegro Bulgaria
Armenia
Italy N. Macedonia
Albania
Greece x Turkey ~
Azerbaijan Iran
Bosnia-
Lebanon Syria
Herzegovina maginternational.org Israel Iraq
Jordan
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Egypt Arabia
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continuing to be felt, especially as additional funding is secured. it affects neighbouring Serbia and The year 2024 was a busy one Kosovo. for the Azerbaijan programme. MAG maintained the same With funding from PM/WRA level of clearance capacity and and the EU via UNDP, MAG community liaison teams throughout continued to focus on building the 2024, whilst also seeking to operational and support capacity diversify their funding portfolio, of a partner national NGO and however the conflict in Ukraine and working collectively to clear land Gaza amongst other international contaminated by landmines and crises have led to an overall other explosive ordnance. MAG also reduction of funding being directed secured funding from additional towards BiH. European donors.

Towards the end of the year, reduced funding forecasts for 2025 meant a reduction in operational capacity was expected. Therefore, the programme is likely to reduce its operational capacity in 2025 unless

Working in partnership with national organisation IEPF and international partner APOPO, MAG programme deployed four MTTs and released 3,326,048 sqm of land, finding 187 items of mines

and EO for the direct benefit of 247 The huge expansion of the people. programme was also reflected in In 2024, there was a significant the expansion of staff employed by Ukraine MAG in Ukraine.

In 2024, there was a significant expansion of the Ukraine programme, with additional funding secured from governments and foundations.

At the beginning of the year the programme employed 164 staff, while by the end of 2024, MAG employed 295 staff, of which 268 are Ukrainian nationals and 27 internationals, and deployed a total of 26 operational teams (6 Mine Action Teams, 6 Multi-Task Teams, 12 Community Liaison teams, 1 Mechanical team and 1 Mechanical Support team).

Notable milestones in 2024 include the start of clearance operations in Mykolaiv, the establishment of a second operational base in Kharkiv and commencement of EORE in the region, introduction and accreditation of the Technical Survey Dog methodology in partnership with APOPO, and achievement of mechanical clearance certification.

MAG has put particular emphasis on inclusive employment practices in Ukraine to ensure a genderbalanced workforce, with women

accounting for 45% of national staff by the end of the year.

In 2024, MAG cleared 178,069 sqm of land for the direct benefit of 428 people (148 women, 34 girls, 58 boys, 188 men), delivered 4,463 EORE sessions to 41,006 individuals (7,140 women, 15,185 girls, 15,117 boys, 3,654 men), and achieved over 30 million reaches via social media through DEORE campaigns (43% of the 70M achieved by MAG globally in 2024).

MAG also continued to develop a formal capacity building relationship with local partner Ukrainian Deminers Association (UDA) with whom MAG has worked since 2022.

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MAG Annual Report 2024

Our Impact

Championing Change

We are guided by our mission to save lives and build safe futures for people affected by violence, conflict and insecurity. Over the course of 2024, we have continued to draw on our first-hand experience in countries affected by conflict, to raise awareness of mine action and weapons and ammunition management, to inform international law and expert conversations, and pursue change in support of our work to save lives.

2024 was a year for key

international policy discussions in the humanitarian disarmament field, to which MAG contributed substantially as a leading civil society actor and expert operator. The Fifth Review Conference of the Anti-Personnel Mine Ban Convention (APMBC) was held

in late November,

hosted by Cambodia, as President, in Siem Reap. Throughout the substantive programme of work leading up to the conference, MAG successfully advocated for actions on sustainable national capacities and the

MAG published working paper on climate and environment

establishment of a multi-donor trust fund in support of completion, as well as inclusion of references to human rights, in the resulting Siem Reap-Angkor Action Plan.

Three key thematic papers were published and strong relationships cemented with the 2025 and 2026 Presidencies, Japan and Zambia. In both the APMBC forum and the Convention on Cluster Munitions (CCM), MAG worked closely with civil society partners and likeminded states on the protection of humanitarian disarmament norms in the wake of Lithuania’s withdrawal from the CCM and threats to the APMBC in Eastern Europe. In

support of this theme, MAG’s policy team published a key paper in International Review of the Red Cross on humanitarian principles and humanitarian disarmament. Another key Review Conference, on the UN Programme of Action on Small Arms and Light Weapons, also took place during the year, with MAG publishing a working paper on climate and the environment in support of discussions. As a result, this policy theme received significant attention during discussions, leading to the environment being referenced in the outcome document for the first time since the framework was adopted in 2001. Throughout 2024, the global rollout of the Global Framework for ThroughLife Conventional Ammunition Management was supported by MAG across all regions, providing expert support to UNODA’s regional engagement in Latin America and the Caribbean, Asia-Pacific, East and West Africa, and the Western Balkans.

This was a landmark year for MAG in Europe, with permanent staff joining our registered entity in Belgium for the first time, beginning to build our profile and influence, including through membership of the European Peacebuilding Liaison Office (EPLO). The Brussels-based team began the critical work of stepping up strategic engagement to strengthen awareness in the institutions European Union and its Member States of MAG’s work and its contribution to protecting civilians and mitigating the impact of conflict and armed violence. In the UK, following the election of the new Labour Government, MAG hosted a high-level delegation including David Lammy, the Secretary of State for Foreign

and Commonwealth Affairs, in our Laos programme. Mine action also received significant profile at the Labour Party Conference as a result of an evening event whose speakers included the thenSecretary of State for International Development, Annelise Dodds, and the Under-Secretary of State for the Middle East, Afghanistan and Pakistan, Hamish Falconer, and our MAG colleague who spoke powerfully on her lived experience of conflict and the humanitarian impact of MAG’s work.

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 regularly hosts briefings on various regions, countries, and cross-cutting issues in the sector. Our advocacy work in the US significantly expanded in the early part of 2025 as we sought to respond to the policy changes announced by the new UAS administration.

Working in Partnership

continued its work with CAVR, supporting national authorities in strengthening weapons recordkeeping through database systems.

Partnerships and coalition memberships continued to play a critical role in MAG’s policy engagement, advocacy, and operational delivery in 2024. In a context of weakening international norms, these collaborations have been essential to amplifying MAG’s voice on key issues. MAG remained an active member of networks including Bond, the International Campaign to Ban Landmines and Cluster Munition Coalition, the International Network on Explosive Weapons, and the Advisory Board of the Mine Action Review.

In partnership with UNIDIR, MAG contributed to Weapons and Ammunition Management baseline assessments in Latin America, West Africa and Asia and supported the publication of WAM Insights

MAG also strengthened its collaboration with UNODA and its regional offices, with new joint initiatives in the Asia-Pacific and Latin America.

In Ukraine, Apopo and MAG worked together deploying Technical Survey dogs to support land release efficiency.

MAG also pleased to join the European Peacebuilding Liaison Office (EPLO), a network of over 50 organisations working to address the root causes of conflict and promote sustainable peace.

A partnership agreement was signed with CESVI in 2024 to support the inclusion of risk education sessions in CESVI’s broader response.

MAG deepened its collaboration with International Alert, enhancing our capacity to integrate conflict and gender sensitivity into our work through peer support, trainings and workshops across Eastern Europe, Africa, the Middle East, Asia and Latin America

Throughout 2024, MAG expanded and reinforced partnerships with local and national organisations in Ukraine, Gaza, Azerbaijan, Syria, Myanmar, Iraq, South Sudan, Cambodia and across West Africa. These partnerships are critical to building sustainable, locally led capacities to respond to complex crises and enhance community resilience.

In the Sahel and West Africa, our regional partnership with the Small Arms Survey advanced research and policy engagement, supporting the development, implementation, and monitoring of National Action Plans on small arms control.

supporting the development, Finally, in October 2024, MAG implementation, and monitoring filled the position of Global of National Action Plans on small Partnerships Advisor, following arms control. a 10-month gap—reaffirming our Across Latin America, Africa, commitment to strategic, longand the Asia-Pacific, MAG term partnership development.

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MAG Annual Report 2024

29 :

Our Impact

Public Engagement

Connecting with our supporters and the wider public is key to raising awareness of the challenges faced by communities living with the legacy of conflict. Together, we help keep these issues in the public eye and harness the power of collective support to drive meaningful change and lasting impact.

Fundraising

We are deeply grateful for the generous support we receive from the public. Our fundraising efforts are varied and designed to build lasting relationships and meaningful connections with our donors— guided at all times by our Supporter Promise and MAG’s values.

People choose to support MAG in many ways, including one-off donations, regular monthly gifts, event sponsorship, and leaving a legacy. Our fundraising activities span public campaigns and appeals, challenge events, and community fundraising, alongside the vital support of our major donors, trusts, foundations, and corporate partners. MAG is committed to maintaining the highest standards in all its fundraising activities. We are registered with the Fundraising Regulator and members of the Chartered Institute of Fundraising. Our team regularly takes part in training and professional development to ensure our approach remains ethical, effective, and aligned with best practice and the Code of Fundraising Practice. In 2024, MAG received two complaints related to fundraising, down from four in 2023. One complaint concerned a fundraising advertisement, while the other related to door-to-door fundraising, which was subsequently found— following investigation—not to be connected to MAG. All complaints

were handled in accordance with established procedures.

We recognise the importance of engaging with care and sensitivity, particularly when fundraisers interact with individuals who may be in vulnerable circumstances. MAG is committed to following the guidance set out by the Chartered Institute of Fundraising.

In 2023, MAG launched a new five-year Fundraising Strategy aimed at driving growth across all income streams. The strategy was approved by the Board of Trustees, with a commitment to significant investment to expand our fundraising team and scale up activity.

Now in 2024, we have completed the first year of the strategy’s implementation. As part of this, the Fundraising Committee became operational in early 2024 and comprises three members of the MAG Board and two co-opted members from the MAG US Board. Its purpose is to provide oversight and assurance that the strategy remains on track, that investment is being used effectively, and that the necessary policies and compliance frameworks are in place.

Fundraising Highlights

MAG’s impact is made possible by the generosity of our supporters. From individuals who give regularly, to those who have left a gift in their will, and the many who responded to our emergency appeals—we are deeply grateful.

Every act of support helps us save lives and build safer futures, and we extend our heartfelt thanks to each and every person who stands with us.

We continued our work with Ambassador Rosamund Pike, who we thank for sharing our vision of

a world where everyone can live free from the fear and danger of landmines and unexploded bombs. Rosamund’s time and voice help amplify our campaigns, and we were delighted to work with her again on a BBC Radio 4 appeal that broadcast in March 2025.

In response to the devastating crisis in Gaza, MAG launched an emergency appeal to fund urgent, lifesaving risk education—helping people recognise and avoid the threat of unexploded bombs as

they searched for safety. Over the Christmas period, our supporters responded with extraordinary generosity, also extending their support to conflict-affected communities across the wider region. This included vital funding for our work in Lebanon, where large numbers of displaced people continue to face daily danger.

In April 2024, 43 people who work across the UK Wholesale, Convenience and route to market sector came together to take part

in a cycle challenge through central Vietnam. This was the ninth time this group of fundraisers had come together to take on a challenge for MAG – with the challenges started in 2025 - and so far they have raised an incredible £1.3million in cumulative donations in the process. Following the success of this ride, the team also decided to take on their 10th anniversary cycle challenge in 2025 in Tanzania. We would also like to highlight the important contribution made

by our philanthropic donors – Trusts, Foundations, individuals and corporate partners – whose generosity has made a significant contribution to MAG’s mission. Their contributions, both restricted and unrestricted in nature, have played a vital role in helping us deliver on our mission and expand the reach of our programmes. In 2024 we raised £697,000 in unrestricted income. Of this, we are very grateful to have received a number of legacies totalling £57,000.

Rosamund Pike

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MAG Annual Report 2024

Priorities 3 Pei ~~——~~ Our People h We worked on a range of initiatives designed to support inclusion, including supporting the global procurement and Culture process for uniforms and PPE to include a female perspective, as well as work on ensuring appropriate access to menstrual hygiene products for female staff in our programmes. We also produced the annual Gender Pay Equity Gap report, using a new methodology designed to provide greater transparency and analysis of the Gender Pay Gap organisationally.

Our People and Culture Funding our Ambition

h Despite being unable to reach the income figures outlined in the fundraising strategy, largely due to resource challenges preventing some planned activity from starting, our year-end appeals to supporters performed at record breaking levels. In the US, the appeal generated over £50,000 in donations which were matched by a long-term Foundation, meaning we raised over £100,000; enough to support a Cambodian team for 7 months. In the UK, the focus was on OPT/Lebanon and raised close to £30,000.

How did we do in 2024?

Our Progress Against Our Aims

h Following discussion at the Board’s Audit, Finance and Risk Committee, our Board approved a transformation in our approach to our external, third-line, assurance arrangements. As part of strengthening our evolving assurance framework, our Board agreed to align the framework with and draw on information from our Monthly Management Reports (MMR) to inform recommendations of periodic thematic independent external reviews delivered by a range specialist external agencies and BDO. The Board’s decision ended the previous arrangement where BDO were outsourced to provide MAG with an internal audit function.

Strengthening our Systems

Framework, examples of progress against organisational deliverables achieved during 2024

Over the last 12 months, progress that were set out in our last annual Framework, examples of has been as follows against areas of report. progress against organisational strategic organisational importance In addition to being the first year deliverables achieved during 2024 and organisational importance of implementing our new Strategic include: Aims 2 ~~a~~ h By the end of 2024 we had, released more than 87.9m m² of land Increase (compared to 86.8m m² in 2023), reached over 70m people with our Impact life-saving messages, helped 1,404,666 total beneficiaries – direct and indirect (compared to 1,486,323 total beneficiaries in 2023), and destroyed more than 9.5m rounds of ammunition and 27k small arms (compared to more than 1.4m rounds of ammunition and 6k small arms in 2023). Extend our h MAG participated in and published key policy papers in support of the Fifth Review Conference of the Anti-Personnel Mine Ban Convention (APMBC) and the Review Conference of the UN Influence Programme of Action on Small Arms and Light Weapons. h Strong relationships were cemented with the 2025 and 2026 APMBC Presidencies, Japan and Zambia. In both the APMBC forum and the Convention on Cluster Munitions (CCM), MAG worked closely with civil society partners and like-minded states on the protection of humanitarian disarmament norms in the wake of Lithuania’s withdrawal from the CCM and threats to the APMBC in Eastern Europe.

Commitments 2 a

Principled h Following the United States’ decision in late November Decision-making 2024 to transfer landmines to Ukraine, we published a public statement highlighting the fundamental norms of the Treaty and the potential impact of the decision, whilst also acknowledging the challenges faced in the Ukrainian conflict. Environmental h We became a signatory to the Climate and Environment Charter for humanitarian organisations, while our Vietnam and Responsibility Laos programmes participated in our carbon accounting pilot

h We became a signatory to the Climate and Environment Charter for humanitarian organisations, while our Vietnam and Laos programmes participated in our carbon accounting pilot using the Humanitarian Carbon Calculator and programme scope 1,2 and 3 data from 2023. Lessons learnt and identified challenges from that pilot will inform a wider roll out during 2025.

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MAG Annual Report 2024

People & Accountability

The MAG Community: Our Employees — MAG’s work relies on the

MAG’s work relies on the commitment and hard work of its global workforce: a diverse, highly skilled and exceptionally motivated team of about 5,800 people.

Total Employees

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6,000
5,000
4,000
3,000
2,000
1,000
0
31/12/19 31/12/20 31/12/21 31/12/22 31/12/23 31/12/24
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On 31 December 2024, MAG employed 5,809 staff globally, 5,521 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 and customs. Consequently, MAG currently complies with around 27 different labour codes worldwide, all coordinated by MAG UK.

(GISF), an independent, NGO-led established new programmes in the peer support network that provides Caribbean and in Paraguay but we a platform for global security also saw the end of our operations focal points to share experience, in Niger and Somalia. Change knowledge, and learning, as they processes and procedures are in undertook to become a separate place to ensure the organisation entity following an agreement to responds appropriately, manages end a formal partnership agreement any associated risks and supports for MAG to become their ‘host’ staff through times of uncertainty. organisation made in 2020. Where change leads to

MAG employed 161 expert ‘programme international’ staff as at 31 December 2024, who are deployed to our country programmes to provide technical and management oversight to operations and activities. A total of 127 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 in-country counterparts. This includes our Programme Quality Team, a group of senior specialists who provide roving and global specialist support between MAG’s programmes.

Where change leads to redundancies, these are managed in line with UK best practice and the applicable local legal framework. MAG also seeks to minimise the use of non-statutory severance payments wherever possible. In the course of 2024 the payments in the table below excluding payments for untaken accrued annual leave or payment in lieu of notice, were made to exiting UK contracted staff.

Per the above chart, which shows the total number of employees MAG had globally in the last five years, since 31 December 2021 MAG’s total staff numbers have remained relatively stable, with a high of 5,941 in December 2022, and a low of 5,586 in December 2023.

Redundancies

MAG works in dynamic contexts, so change is inevitable, whether In total, six of our Programme strategically planned or unexpected. International staff were made For example, during 2024, MAG redundant. Two of these were due

In February 2024, MAG saw the TUPE out of nine employees of the Global Interagency Security Forum

Ss Locations of Staff

Severance Payments 2024

Contract Statutory Non-statutory Type Payments Payments UK Affiliated N/A N/A Programme International £21,638.50 N/A

Category Percentage Prog. National 95.04% Prog. International 2.77% UK Affiliated 2.19%

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MAG
Employees
UK Programme
EEE
Contracted Contracted
Manchester Based Remote Roving Programme bh Programme
(@Flex / @Office) International National
25/ -g> DANGER MINES
‘UK ‘Programme
Affiliated’ Affiliated’
‘UK’ terms ‘International’
& conditions terms & conditions
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addition to safeguarding-related cases, reported separately. These were cases related to either our UK contracted employees, or locally contracted employees which were deemed serious enough to warrant UK HR team support. Additional, less complex cases are managed locally by in-programme HR teams. Of the ten cases, four led to dismissal and six to action short of dismissal (e.g., a Formal Warning).

to the closure of our operations in Somalia, and two were due to a reduction in UK contracted roles in our Iraq programme, moving roles to be engaged on local contracts following the successful capacity building of Iraqi nationals into management roles. The final two were due to restructures in our West Africa portfolio, due to changes in funding levels. MAG will always seek to redeploy staff where possible, and redundancy is the last resort.

reasons, payments are calculated and made in line with the local legal requirements present in the country

of operation.

Employee Relations

In addition to the safeguarding 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, for both safeguarding and other general employee relations cases, is a core responsibility of the UK HR team. In 2024 the team supported 10 investigations into employee relations issues, above and in

Of the four dismissals, three were for locally contracted staff, in Angola, Laos and Vietnam. One was for a UK contracted programme international staff member.

For locally contracted programme

national staff, where redundancy payments are required due to a reduction in funding for a programme or other appropriate

Continued on Page 34

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MAG Annual Report 2024

Continued from Page 33

Diversity: Gender

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----- Start of picture text -----
Given 95% of our staff are locally Programme Programme UK
contracted programme staff, the National International Affiliated Total
majority of cases are related to this Male 3,930 130 63 4,123
contract type, and therefore are Female 1,591 31 64 1,686
dealt with under the employment Total 5,521 161 127 5,809
law of the country of work,
increasing the complexity.
The UK HR team also
supports managers with regard
to performance management. Board Prog.
Performance management
issues are dealt with informally National
wherever possible, aiming to
provide support to an individual
who is underperforming. However,
where necessary and appropriate,
formal performance management
processes are instigated. In addition
to the above employee relations UK
support provided, the UK HR team
supported a number of formal and Prog. Affiliated
informal performance and capability International
concerns, including, in 2024,
two failures of probation for UK-
contracted employees.
Female Male
Diversity and the Gender Pay Gap
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Diversity and the Gender Pay Gap

MAG is a diverse organisation. On 31 December 2024 our UK contracted workforce originated from 62 different countries. In addition to this, MAG employed individuals as locally contracted programme staff in around 27 countries. With the majority of our UK Affiliated employees being linked to our UK office, the majority are British. However, for our programme international employees, a much broader and diverse spectrum of nationalities is represented.

Area Gender Area Gender Pay Gap Pay Gap Programme Int. UK Affiliated 17% Non Tech. 10% Programme Int. Programme Int. 24% Tech./Mech. 0.3%

gap in line with The Equality Act 2010 (Gender Pay Gap Information) Regulations 2017. However, MAG monitors this factor and reports on it to our Board of Trustees. At the end of 2024, for our UK contracted employees, the Gender Pay Gap was as shown in the table above left. UK Affiliated data is skewed by the inclusion of five members of our Programme Quality Team, all male, who are on our technical salary scale, which is based on a different set of specialist benchmarking information. All other staff who are ‘UK Affiliated’ are on our UK salary scale. However, removing these five still leaves a gender pay gap of

at Work Policy, Reward Framework and Recruitment Policy.

Gender diversity remains an area of importance for MAG. Though our UK Affiliated staff are 53% female, our programme international and programme national staff do not demonstrate such gender balance. This is primarily due to a majority of our technical staff being male, but MAG has continued to proactively seek to recruit and train female deminers as part of a long-term and developing strategy to address gender imbalance.

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. Relevant and appropriate policies are in place, which ensure that decisions around recruitment, career progression, training opportunities and terms and conditions are made based on merit. This includes for example our Equal Opportunities Policy, Dignity

Due to the number of UK citizens employed by MAG, we are not required to publish our gender pay

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

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Africa
Asia
Europe (non-UK)
Middle East
North America
Oceania
South America
UK
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12.8%, indicating other underlying issues to be addressed – though we have a high percentage of women (53%) these tend to be in lower paid roles.

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 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’

For our Programme international roles, data is again heavily impacted by our technical salary scale, where the majority of employees are men. Where this information is separated, the gender pay gap reduces significantly, as the table on the opposite page shows.

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

While the data at the highest level demonstrates that 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, rather, it is driven 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 and retention statistics, as well

Continued on Page 36

maginternational.org

MAG Annual Report 2024

Continued from Page 35 & Culture - one which recognises the importance of creating a diverse as exit interviews, to ensure that and inclusive environment, and our reward packages we remain its link to achieving our strategic competitive. aims of increasing our impact and We are proud to be a Real Living extending our influence.

as exit interviews, to ensure that our reward packages we remain competitive.

We are proud to be a Real Living Wage employer in the UK. Our UK salary scale was reviewed and updated in 2024 following the announcement of the new Real Living Wage in October 2023. We will continue to meet this commitment following the increase that was announced in October 2024.

Key EDI initiatives undertaken in 2024 included the embedding of our Staff Assembly, a forum of staff representatives from a wide range of roles, locations, and seniority from across the organisation. Through the work and continuous engagement of the Staff Assembly, we have been able to better understand how diverse groups of staff experience MAG and progress our work to make sure that MAG is a globally diverse and inclusive workplace.

For our locally contracted programme staff, reliable local benchmarking data is used to ensure that salaries are competitive and fair within the relevant local employment market.

In 2024, other EDI initiatives

MAG always exceeds the

MAG always exceeds the included marking World Menstrual minimum wage in every location Hygiene Day across the that we employ locally contracted organisation and working at a local staff. Generally, salary scales in our level to ensure all female staff programmes are reviewed at least have access to menstrual hygiene every three years. products and facilities which are appropriate for their cultural Update on MAG's work on Equity, context. We were also pleased Diversity and Inclusion to commence the introduction of Our EDI work has been firmly menstrual leave in our Sri Lanka founded and centred on the new programme, with plans to work Strategic Framework, which sets out towards implementation across the a clear strategic priority for People organisation. We are also continuing

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

to further develop our maternal health support across the globe. We also took strong steps to ensure that we are able to evaluate the success of our EDI work, including reviewing and embedding data collection methods, and creating tools to standardise our Gender, Equity, Diversity and Inclusion baseline assessments.

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

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 independent consultants to ensure they are appropriate and in line with the charity’s overall reward strategy.

Our reward framework, as well as our reputation, ensures that MAG remains an employer of choice within the sector and that quality candidates are attracted to work for us. MAG does not have a bonus scheme, or performance-related pay.

MAG’s Reward Framework was reviewed in 2022, with a new salary scale, Reward Policy and Guidelines entering into effect from 1 January 2023. This review was conducted with reference to our Values, our Reward Principles, as set out left.

Our People, Culture and Remuneration Board SubCommittee (PCRC) holds the responsibility for our overall remuneration strategy. They also review 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 table centre right shows the number of employees per grade, split by gender, focussing on our ‘leadership’ roles and grades at base salary only at the end of 2024.

The table top right shows actual earnings for employees contracted from the UK (regardless of location of work) in 2024. This is based on payroll cost, including salary (before salary sacrifice, where applicable) and all allowances, but excluding payments for: employer’s

Actual Earnings for Employees in 2024

Earnings Bracket	Employees
£60,000-70,000	48
£70,000-80,000	38
£80,000-90,000	20
£90,000-100,000	10
£100,000-110,000	7
£110,000-120,000	0
£120,000-130,000	1

Senior Non-Technical Grades	Senior Non-Technical Grades
Grade	Grade Example roles	Band width	Female Male	Female Male
		during 2024
CEO	Chief Executive	£114,444-129,468	0	1
UK 9	Director of Programmes £91,980-104,052	Director of Programmes £91,980-104,052	0	1
UK 8	All other org. Directors £79,296-89,712	All other org. Directors £79,296-89,712	3	3
UK 7/	Regional Directors	£66,552-75,300	5	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 1

national insurance or social security, contributions, medical insurance, host country tax payments made annual leave flights and any by MAG, employers pension redundancy payments.

maginternational.org

MAG Annual Report 2024

People & Accountability

Our Culture

Our Values

MAG continues to work on initiatives that support and embed our values, which were adopted at the end of 2021. 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.

Employee Engagement

In 2024, we continued to prioritise staff engagement through various initiatives. We ran monthly All Staff meetings, which serve as a platform for information sharing from both programme staff and senior leadership. These meetings cover important organisational information, key decisions, financial updates, updates related to our strategic and business plans, and other matters of concern to employees.

We also continue to hold ‘Ask the Leadership Team’ sessions, providing staff the opportunity to attend and ask questions to members of the Leadership Team on a rotating basis. Members of the Leadership Team regularly travel to programmes, giving the opportunity for programme staff (including both office-based and field staff) to meet them in person, and raise any questions or concerns directly. In addition, employees can ask questions at any time through the ‘Ask the Leadership Team’ email inbox, allowing staff to engage directly with MAG’s Leadership Team.

The CEO also conducts a regular series of filmed and shared informal one-to-one conversations (known

as ‘The CEO Meets…’) with staff from It focuses on five key wellbeing all levels of the organisation across pillars – Positive Environment, MAG’s entire global programme, Prevent, Identify, Support and Learn. during which people can ask Our Health and Welfare questions about any issues of Handbook includes information relevance as well as share their on travel health and stress experience and ‘MAG story’. management guides, availability In 2024 we redesigned our of counselling services and weekly SitRep organisational comprehensive medical and life newsletter to make it more visually insurance. We also run regular engaging and accessible. The sessions designed to support newsletter is cascaded across the both staff and managers on stress organisation, and we continue to prevention and awareness.

In 2024 we redesigned our weekly SitRep organisational newsletter to make it more visually engaging and accessible. The newsletter is cascaded across the organisation, and we continue to ensure that important organisation information is translated so that it is accessible to as many staff as possible.

MAG provides an ‘employee assistance programme’ for UK contracted staff, giving them access to resources, including a confidential telephone number, in support of their wellbeing. Many of our programmes provide access to local psychosocial support.

As set out above, 2024 also saw the embedding of our Staff Assembly.

This year, we also introduced our new People & Culture Strategy, which underscores our commitments to staff engagement. This strategy aims to ensure that the voices of our staff are heard, and their experiences shape and influence decisions that affect them.

MAG undertakes psychological pre-deployment assessments for all programme-based staff deploying to a MAG programme. The assessment identifies any additional support that might be required whilst working in a stressful environment. Postdeployment debriefings are also offered.

Wellbeing

Across the organisation MAG has a cadre of Mental Health First Aiders, and in 2024 further training was undertaken to further expand this cohort of Mental Health First Aiders within programmes.

MAG has continued to develop the work that supports the wellbeing of our staff. Our wellbeing strategy sets out MAG’s commitment to supporting the physical and mental health and wellbeing of all our staff.

MAG Annual Report 2024

maginternational.org

MAG Annual Report 2024

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40
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----- Start of picture text -----
Location and Distribution of Reportable Health and Safety Incidents
Azerbaijan
Ss
Lebanon
@
Lao PDR
Vietnam
South
Sudan
Ghana Sri Lanka Cambodia
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People & Accountability

Duty of Care: Safety & Security

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----- Start of picture text -----
}
| Location and Distribution of Reportable Security Incidents
Ukraine
Lebanon
Myanmar
y Lao PDR
Burkina Chad
Faso @ Wwe
South
Trinidad @ Sudan
& Tobago
Somalia
: eo>
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MAG routinely assesses and ~~Tes~~ Key Safety and Security Incident Data reviews all incident reports

submitted to ensure consistency of Moderate Major Severe Total

reporting against clearly established Health & Safety 14 1 0 15

guidelines, criteria and thresholds. Security 12 2 0 14 In the 2024 business year MAG

reported a total of 29 incidents, Total 26 3 0 29 (across all incident categories) to the UK Charity Commission under their Serious Incident Reporting reporting externally. However, they The Middle East specifically the requirements (60 in 2023). At are considered in informing risk actions in Gaza remained a key the time of writing, 25 of these analysis. No RIDDOR * reportable area of focus both for MAG and the incidents have been closed by the incidents were submitted to the world. Note** Commission.

reporting externally. However, they are considered in informing risk analysis. No RIDDOR * reportable incidents were submitted to the Health and Safety Executive (1 incident in 2023). The organisational crisis management team was only activated once in 2024, in response to the escalation of conflict in the Middle East.

The unexpected and rapid fall of the Assad regime in Syria shifted the dynamics across multiple middle eastern countries and Ukraine also continued to be a key hotspot for our MAG programming due to the conflict complexities. Two Major security incidents were reported in 2024.

The UK The key incidents we are government's reporting in this section relate to Reporting of the Safety and Security categories Injuries, Diseases that occurred during 2024 that and Dangerous we internally rate as ‘moderate’ or Occurrences above. Regulations Insignificant and Minor incidents do not meet the criteria for

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

maginternational.org

MAG Annual Report 2024

People & Accountability

Safeguarding reports received
	2024	2023 2022 2021	2023 2022 2021	2023 2022 2021	2019/	2018/	2017/
					2020	2019	2018
				(18mth	(18mth
				period)	period)
No. of reports received
relating to safeguarding	23	28	31	33	41	34	12
No. of serious incidents reported to Charity Commission
that related to Safeguarding	15	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 staff
had already left or was in the process of leaving
the organisation	0	2	1	5	9	4	1
Reports not investigated and
now considered closed	8	6	10	9	9	18	2
Reports investigated and
now considered closed	15	20**	20	24	32	16	10
Out of the reports substantiated,
no. of dismissals	6	4	8	3	9	3	3
Out of the reports substantiated,
no. of instances of disciplinary action	6	10	14	6	18	15	1
Other remedial action – performance
improvement plan, discussion, training or change
in approach by MAG	5	15	8	10	15	19	2

Our Commitment to Safeguarding —

are established and are supported by our Reporting Malpractice & Raising Concerns (‘Whistleblowing’) Policy and Procedure, Complaints Policy and Procedure and Grievance Policy and Procedure. We 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.

strengthen safeguarding support and capacity in our programmes and at a global/organisational level.

A key priority for MAG is duty of care for our staff and the principle of ‘do no harm’ for those people living in the communities where we operate.

This included support to our programme safeguarding units in the Iraq, Sri Lanka, Laos, and Syria programmes, and to identify roles or safeguarding focal points who work alongside Country Directors elsewhere. Our programmes remained supported by a Global Safeguarding Lead, Safeguarding Manager and Safeguarding Coordinator attached to the MAG UK office.

Throughout 2024, we have continued to invest considerable time, energy, and care towards improving and strengthening our commitment to safeguarding. We aim to provide:

h a safe environment so that concerns are raised at the earliest opportunity

Genuinely held concerns will be thoroughly investigated and anyone who raises a concern will be protected against victimisation and discrimination.

h a variety of mechanisms for concerns to be raised

* 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.

h assurance that those who raise concerns will be listened to h assurance of protection from reprisals or victimisation in the workplace In 2024, we continued to

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 the progress of the organisation’s

We are confident that we have the necessary policies, standards, and operating procedures and compliance checks in place. We are committed to continuous improvement in this area, and in 2024 continued to work towards the implementation of recommendations made by an external review, which was conducted in 2023.

induction sessions for new staff, safeguarding refresher training took place for all staff across MAG. Our active Safeguarding Forum, where ideas and best practise are shared, has continued and we arranged sessions for consultation on the PPC, lessons learnt from investigations, a joint learning session with the HALO Trust and safeguarding and wellbeing.

Safeguarding reporting

and lessons are captured and learned.

MAG, like other international NGOs, remains under scrutiny for the conduct of its staff and we continue to welcome this transparency and accountability. Where a safeguarding incident occurs or concern raised, MAG has clear procedures for handling the concern and where necessary, investigations.

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.

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

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which take place and of the towards the implementation are shared, has continued and we
management response being of recommendations made by arranged sessions for consultation
taken. an external review, which was on the PPC, lessons learnt from
Our policy framework includes conducted in 2023. investigations, a joint learning
the Policy on Personal Conduct We also reviewed our Policy on session with the HALO Trust and
(PPC) and is supported by Personal Conduct, strengthening safeguarding and wellbeing.
MAG’s Dignity at Work, Equal areas based on feedback and We also continued to use the
Opportunities, Safeguarding lessons learned, and renaming it to safeguarding self-assessment
and Protection of Children and the Code of Conduct. tool to monitor the progress of
Vulnerable Adults Policies. In addition to our policy implementing our safeguarding
All staff are required to framework and formal reporting standards across MAG’s
read and sign to confirm that mechanisms, we continued to programmes.
they have understood our integrate safeguarding best practice MAG is a member of the sector’s
Policy on Personal Conduct into our day-to-day procedures and Disclosure of Misconduct Scheme
My qT rx | (PPC). This is done when activities e.g., ensuring safeguarding and participates in sector wide
joining MAG and then by all is included in induction for all safeguarding networks and fora.
eee staff whenever the Policy is staff, asking about safeguarding In 2024, MAG also endorsed the
updated. Reviews to reflect in our exit interviews; screening at Common Approach to Protection
learning and best practice interview and conducting thorough from Sexual Exploitation, Sexual
tr am) ve aa are scheduled for every two background checks for all new Abuse and Sexual Harassment
years as a minimum. recruits. (CAPSEAH).
Reporting mechanisms Alongside our safeguarding
maginternational.org MAG Annual Report 2024 MAG Annual Report 2024
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Our UK-based Human Resources and Safeguarding teams work closely with programme teams to ensure issues are addressed thoroughly.

During 2024, we also continued to strengthen our reporting mechanisms and have provided both remote support and direct training on how to handle safeguarding reports/concerns. This has included online training on how to conduct investigations and in May 2024, we conducted a regional workshop in Iraq to train and

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

Continued on Page 45

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People & Accountability

Upholding Ethical and Environmental Standards

hope to deliver a quality assured carbon baseline for 2024 in the near future. We review significant

MAG recognises the importance that the environmental impact our activities have on the environment, and the need to consider ways we can conserve energy and minimise waste in all activities. In 2025 we will have calculated our 2024 global carbon footprint and intend to set targets to reduce our global carbon footprint by 45% by 2030 and reaching net-zero by 2050 in line with the Paris Agreement commitments.

environmental aspects annually and agree our environmental targets and objectives. Where practicable, we consider the 'sustainability' of resources and materials procured. We examine ways in which we can use less electricity (demand reduction). Energy data has been calculated directly from meter readings provided by our landlords at the end of each calendar month. Indirect emissions data generated from air and rail business travel by Manchester-affiliated staff is calculated using The Department for Environment, Food & Rural Affairs (DEFRA) standards for greenhouse gas (GHG) conversion factors and uses actual distances, class (economy as per MAG’s Travel procedures) and travel type, to ensure carbon emissions are measured and presented correctly. All emissions are reported as tonnes of carbon dioxide equivalent (tCO2e) and we set realistic maintenance targets to monitor our performance against those targets.

Our Manchester office measures our We encourage environmental impact by staff to minimise collecting and monitoring our impact on data on our electricity usage, waste disposal, the environment paper usage and travel for our Manchester affiliated staff (to, from and within the UK) to measure our environmental impact.

Results are analysed to identify key areas for improvement and encourage staff to minimise our environmental impact. Further to this MAG is currently conducting a global carbon inventory covering operations in 41 countries in 2024, with an expectation to deliver the global carbon footprint report by Q3 of 2025. A process of data analysis is ongoing to determine the scope

Methodology

is ongoing to determine the scope h We collate actual electricity data & quality of data availability, with the from billing information. We have

MAG’s Carbon Footprint
Energy consumption used to calculate emissions (kWh) Scope 1 Scope 2emissions in metric	2020 (Covid-19 effect) 383,238.01 - 41,542.64 x	2021 (Covid-19 effect) 268,226.18 - 46,381.90 x	2022 964,872.45 - 99,786.40 x	2023 698,189.5 - 67,840.60 x	2024 1,921,302.93 - 51,239.20 x
tonnes CO2e Purchased electricity Scope 3emissions in metric	0.23314 = 9.178 tCO²e 613.8 miles	0.21233 = 9.484269 tCO²e = 19.29669403 tCO²e 516 miles	0.19338 = 9.484269 tCO²e = 19.29669403 tCO²e 1,085 miles	0.207074 = 14.04869 tCO²e 8164.2 miles	0.20493 = 10.50045 tCO²e 968.4 miles
tonnes CO2e Business travel in employee-owned and hired vehicles	184.318 kgCO2e = 0.1843 tCO²e	135,4242 kgCO2e = 0.1354242 tCO²e	215.8629 kgCO2e = 0.2158620 tCO²e	2512.878kgCO²e = 2.512878 tCO²e = 0.21331538 tCO²e	213.31538kgCO²e = 2.512878 tCO²e = 0.21331538 tCO²e
Scope 3emissions in metric	78,163.08 kgCO2e	51,469.89 kgCO2e	203,240.5 kgCO2e	142,950.00kgCO²e	434,454.78kgCO²e
tonnes CO2e Business travel:	= 78.163 tCO2e	= 51.46989 tCO2e	= 203.2405 tCO2e	= 142.95 tCO2e	= 434.46 tCO2e
Flights (optional reporting)
Scope 3emissions in metric tonnes CO2e Business travel:	1,315.46 kgCO2e = 1.315 tCO2e	1,407.14 kgCO2e = 1.40714 tCO2e	2,197.31 kgCO2e = 2.19731 tCO2e	3,264.96 kgCO2e = 3.26496 tCO2e	2764.02 kgCO2e = 2.76402 tCO2e
Rail (optional reporting)
Total gross emissions in metric tonnes CO2e	88.8403 tCO2e	62.4967 tCO2e	224.95 tCO2e	162.7759 tCO2e	447.9378 tCO2e
Intensity ratio tonnes CO2e per HQ staff member	1.185	0.7022	2.367895	1.595842	3.828528074

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 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 Manchester office. MAG’s UK energy use for the accounting period 1 January 2024 to 31 December 2024 is detailed above with four prior year comparators (2020 and 2021 were impacted by Covid-19).

Safeguarding Commitment

Continued from Page 43

support a pool of investigators. We responded to a total of 23 safeguarding concerns in the business year 2024. Our global safeguarding register monitors how the concerns were raised, and the key decisions taken when handling a complaint.

Reports received are always responded to. We may not always carry out a full investigation 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 lessons learnt exercise which may make recommendations for further or new training or a change in policy.

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

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 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.

maginternational.org

MAG Annual Report 2024

Risk Management and Internal Controls

MAG operates in complex, high-risk environments across more than 30 countries.

Risk management is not a standalone activity but is embedded in our strategic decision-making and operational delivery. Our evolving approach reflects a maturing ecosystem of systems, processes, and governance structures designed to build resilience and safeguard MAG’s mission and resources.

Assessment of Principal Risks The Board of Trustees confirms that it has carried out a robust assessment of the principal risks facing MAG, We continued to including those that could threaten our further strengthen business model, risk and resilience future performance, solvency, or liquidity. framework These risks are regularly reviewed and updated through a structured risk register, supported by routine monitoring, internal reporting, and scenario-based planning.

In 2024, we continued to further strengthen our risk and resilience framework, with actions that include: h An independent Board governance review, which among other outcomes, also provided a perspective of our risk management approach.

h Routine ‘Horizon Scanning’ reviews to help forecast emerging areas of risk across our global programmes.

h Launched a Travel Management application to increase our duty

of care, safety and security to employees when traveling.

Governance of Risk

The Board retains ultimate accountability for MAG’s risk management and internal control systems.

Oversight responsibilities are distributed across Committees aligned with specific risk domains The Audit, Finance and Risk

Committee (AFRC) plays a central role, with specific responsibility for

ensuring that the risk management framework is both fit for purpose and effectively applied across the organisation.

Each Committee receives specific risk reports, including status updates on treatment plans, and analysis of issues, concerns or recommendations to the full Board. Risk appetite and tolerance thresholds are defined and periodically reviewed by the Board, contributing to a risk-aware culture throughout the organisation.

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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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MAG Annual Report 2024

Principal risks to be managed in 2025

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		MAG operates in fragile and conflict-affected states. The interconnected nature of global crises heightens volatility. We conduct continuous
Instability		contextual analysis, activate Incident or Crisis Management Teams as
		needed, and adjust programming to remain responsive and safe.

Safety and Security		Safety of staff remains paramount. MAG has a robust global security framework, including specialist teams, context-specific controls, and mandatory training where appropriate.

Cyber and		With an increasingly digital way of working, MAG invests in cybersecurity improvements. In 2024, we rolled out a global network infrastructure and
Digital		maintained Cyber Essentials Plus certification to support digital resilience.

Legal and		With operations in over 30 jurisdictions, MAG maintains a comprehensive compliance register and engages legal expertise as
Regulatory		needed. Sanctions and export control risks are proactively monitored.
Compliance		Our approach to anti-terrorism screening checks was strengthened with the adoption of a new platform.

Financial		Enhanced systems in logistics, procurement, and fleet management are being implemented to improve control environments. Regular internal and
Crime		statutory audits are conducted to monitor for fraud and ensure compliance.

Financial		Ensuring a strong funding base is essential. Our Strategic Framework’s “Funding Our Ambition” priority includes initiatives to diversify income,
Sustainability		strengthen forecasting, and optimize cost-efficiency.

Our Plans for 2025

partnerships to vigorously diversify

Our plans for 2025 articulate our ambition and focus, in delivering activities that contribute to the second year’s implementation of our Strategic Framework, support country programmes and, add value and drive change within MAG.

priority activities and associated desired outcomes which we would like to continue, commence or complete during 2025. They are aligned against our current Strategic Framework.

our funding base) and innovation and evaluation (fostering a culture of innovation, rigorous evaluation and proactive lesson-sharing to significantly enhance programme efficiency and effectiveness).

Key focus areas for 2025 include enhanced resource mobilisation (utilizing new structures and capacities and leveraging

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

Organisational priorities for 2025 We have agreed on a suite of

Aim

We will

Increase our Impact

h Expand the roll out of Operations Management Information System (OMIS) to seven additional countries.
h Manage a portfolio of new programming initiatives in response to emerging need.
h Develop a Programmes Strategy encompassing delivery, quality and security that builds on and supports country and regional strategies.

We will

Extend our h Develop an engagement strategy for the UK Government to inform and influence decision making in relation to armed
Influence violence and conflict.
h Strengthen MAG's profile among EU Institutions and deepen engagement with European donors.
h Define and produce five 'position papers' on MAG's approach to key policy events/frameworks (e.g., climate and the Global Ammunition Framework, Japan’s Anti-Personnel Mine Ban Convention Presidency (APMBC), Women Peace and Security 25th anniversary).

Priority

Our People and Culture

We will

h Utilise the current pilot of the Staff Movement System to inform competency mapping, Performance and Development Reviews, and career pathways across technical roles.
h Work with Fundraising to explore opportunities for philanthropic support for development of under represented cohorts.
h Establish and formalise MAG’s ‘Senior Leaders' Network’.

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Programme plans for 2025

Latin America & Caribbean (LAC)

In 2025, MAG will be delivering activities in more individual countries across the LAC region than in any previous year.

In order to ensure we are

Priority (Continued from Page 49)

Funding our We will h Raise £5,985,500 through Global Fundraising. Ambition h Research and scope out opportunities for MAG to access Innovative Finance Initiatives.
h Increase regional and country level resource mobilisation by improving inter-departmental coordination and strategic guidance.

We will

Strengthening h Scope a new finance system that is fit-for-purpose and integrates our Systems with other MAG digital systems. h As part of MAG’s current strategic projects, design and develop Contract Management and Stakeholder Management systems.
h Finalise and rollout MAG's V3 Procurement Compendium and Fleet Toolkit across MAG programmes and support the adoption of Procurement SOPs in the Manchester Office.

Commitment

We will

Principled h Develop tools and training on Humanitarian Principles for MAG Decision-Making programmes. h Establish a working group to develop and implement plans to strengthen MAG’s principled decision-making.
h Build on MAG’s existing work on humanitarian principles, as well as messaging and partnerships developed during the APMBC Review Conference (RevCon).

We will

Environmental h Calculate MAG's Global Carbon Baseline as one of MAG’s current
Responsibility strategic projects. h Develop an organisational Global Environment Management policy, plan and framework.

maintaining safety, quality and consistency there will be an enhanced focus on processes for all operational activities including technical training courses, medical standards, complex EOD projects and all aspects of armoury and Explosive Store House construction and refurbishment. With the new position of regional Standards and Training Manager in post there will be a wide range of guidance and support being pushed out in tandem with the PQT to drive this ambition.

In geographical terms MAG aims to continue the work with our multiple and growing group of stakeholders in established programmes in Peru and Ecuador, all the while looking to provide sustainable long-term impact at the institutional levels of our partnerships with state actors. We will also complete an independent, and wide-ranging impact assessment study of five years of WAM programming in Ecuador, with plans to share lessons learned both regionally and MAG-wide. In addition to this we will continue to develop the programme across the Caribbean, following up on technical recommendations from the 11 assessed countries to date and seeking to engage with more, specifically the Dominican Republic. We aim to further consolidate our project work to date in Paraguay with commencement of infrastructure upgrades to complement the destruction and marking work to date.

In terms of potential new

developments in the region, we will look to build on our work started in late 2024 in El Salvador in partnership with CAVR to explore

further opportunities within the other Northern Triangle states of Honduras and Guatemala through specific assessments in both. we will also explore options to become more formally involved in the newly signed Central American Firearms Roadmap contingent on our continued presence in the region. Finally, we have been working closely with representatives from SEDENA, (the Mexican Army & Air Force) to formalise a working MoU with them and on successful completion of this, we plan to proactively seek funding to support the restart of MAG operations there. It should be noted that the region is currently wholly dependent on US funding so a positive outcome to the foreign assistance review is essential to the delivery of the above plans.

work in implementing regional Gender & Disability Inclusion Action Plan and increase localisation efforts and national capacity strengthening.

In Bosnia-Herzegovina, the programme is planning to reduce its clearance capacity due to cuts announced by GFFO, while at the same time continue to advocate and apply for additional funding. MAG will continue to play an active role in the country HMA sector and maintain technical dialogue with BHMAC at central and regional levels to deepen their understanding and application of land release and operational efficiency. The programme will also continue to explore opportunities for programme expansion into AVR, and to strengthen the links between MAG’s activities and development, peacebuilding and environmental considerations.

Eastern Europe

In Azerbaijan, the programme is planning to continue its clearance operations in 2025, to build capacity of national implementing partners and national mine action authority, as well as continue to improve women’s participation in

At a regional level, the portfolio In Azerbaijan, the programme is will aim to build a network to map, planning to continue its clearance assess and respond to specific HMA operations in 2025, to build and WAM needs in EU Accession capacity of national implementing States, Western Balkans and Central partners and national mine action Asian Republics over the course authority, as well as continue to of strategic period and prioritise improve women’s participation in new programme development, and continue to build on the ongoing Continued on Page 52

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MAG Annual Report 2024

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particularly in contexts where

insecurity has increased the threat of exposure to explosive hazards. It will also be critical to engage stakeholders at the regional level and position ourselves to develop new partnership approaches to expand and diversify programming opportunities.

the Azerbaijan mine action sector. However, operational challenges experienced in 2024 together with worsening geo-political relationships could lead to a reduction in the level of funding.

In Ukraine, MAG will utilise 2025 to build and consolidate the work started in previous years, including obtaining EOD certification, expand clearance operations to Kharkiv, and potentially expand into Kherson as soon as security restrictions allow. MAG expects to increase its level of funding for 2025, with Ukraine forecasted to be MAG’s largest programme in 2025. MAG will continue to build capacity of national implementing partners and authorities in Ukraine and advocate for broader representation and mainstream gender and conflict sensitive practices in programming.

Asia-Pacific

Maintaining and developing the existing six programmes in the region will remain the priority for the region over the coming year, coupled with enhancing regional engagement and collaboration.

MAG will also look to further explore WAM opportunities, both ~ gees = in existing programmes but also in the wider Asia Pacific region. sn ‘= eet. ae =x Specifically for the existing programme countries, the plans in workplans and will support the summary are as follows: implementation of the Government’s In Sri Lanka, MAG plans 5-year National Socio-Economic to maintain its geographical Development Plan (NSEDP).

sensitive practices in programming. In Sri Lanka, MAG plans to maintain its geographical East & Southern Africa coverage in both the northern and MAG will maintain robust mine eastern provinces and continue action programming in Angola, supporting security forces with South Sudan WAM interventions. and Zimbabwe, We will look MAG will also provide while continuing to support to the scale up HMA in to further National Mine Action northern Ethiopia, explore WAM Centre to implement making land safer its action plans and enabling opportunities related to the new communities to national mine action return, rebuild and strategy, in order to

In Cambodia, MAG will continue to work on high-impact minefields in Battambang and Ratak Nakiri province and cluster munition contamination in Ratak Nakiri province. MAG Cambodia will also continue to explore partnerships with national and international NGOs working on climate smart agricultural projects and other environmental issues affecting MAG’s areas of work, with a goal of adopting more environmentally sensitive mine action programming.

achieve its objectives, with a strong focus on staff transition activities.

thrive. WAM interventions in Angola, Kenya and Tanzania will help to secure small arms, light weapons and ammunition to prevent and reduce the risk of armed violence and insecurity, as well as unplanned explosions.

In Vietnam , MAG will continue operations in both Quang Tri and Quang Binh, leading a consortium of the three mine action NGOs in the latter and working in close partnership with both the provincial authorities and VNMAC. MAG Vietnam will continue its leadership role in the development and expansion of Digital EORE as well as implement a project on equity, diversity and inclusion.

Over 2025, MAG Myanmar will continue broadening its EORE to provide holistic life-saving information to conflict-affected communities using a variety of methods contextualised to Myanmar's diverse regions, both directly and through partners. In addition, it will continue conducting legacy contamination surveys along with strengthening coordination and advocacy initiatives.

MAG is also exploring ways to support national authorities in Zambia in managing residual contamination to high standards. Successful re-registration in Sudan is another key priority for 2025, as is reviewing and expanding cross-border programming where needed.

In Papua New Guinea, MAG will further build on its relationship with the police force and other stakeholders in country to enable it to expand its WAM activities. MAG will also continue work to establish

In 2025 in Lao PDR, MAG will continue to implement survey and clearance activities in both Xiang Khouang and Khammouane provinces. These activities will be agreed with the NRA in annual

In 2025, MAG aims to further build on core funding to ensure the sustainability of existing HMA and WAM programming,

itself as a legal entity in country enabling it to expand its activities to working with other security actors.

Middle East

In 2025, MAG will play a central role in Lebanon’s post-ceasefire recovery, particularly in addressing new contamination in the South of the country and West Beqaa. MAG will lead on assessing affected areas and deploying rapid response clearance teams, backed by mechanical assets to support rubble removal and ensure safe access for civilians. A key element of MAG’s response will be the delivery of EORE to protect communities, especially those newly exposed to explosive threats.

In parallel, MAG will continue clearing legacy contamination in other regions, reducing the long-term risks faced by affected populations. As part of its commitment to evidence-based programming, MAG also intends to deepen its efforts to measure the broader impact of HMA, with a particular focus on food security outcomes linked to safe land access and agricultural recovery.

At the same time, MAG will strengthen its support to the Lebanese Armed Forces (LAF) through its Weapons and

Ammunition Management project. This includes delivering priority PSSM interventions, constructing and rehabilitating ESHs, and advancing decentralized storage through the development of regional depots, particularly in South Lebanon. MAG will also continue providing training and mentoring and will expand its support to other state actors. MAG remains the largest humanitarian mine action organization in Syria, and is committed to responding to newly accessible areas, where the highly level of accident rates represent the most pressing landmine and unexploded emergency globally. MAG will continue its operations in Northeast Syria (NES) while planning to expand into other parts of the country, including the Northwest and central regions. Newly identified, large conventional minefields have been found south of Ar-Raqqa city, in Al-Sabkha and Mansura sub-districts, where MAG teams will be deployed to conduct clearance operations.

In partnership with other organisations, MAG also plans to assess and respond to contamination in areas under the new Syrian administration. Additionally, MAG will continue its

engagement with the Education Council to further integrate Explosive Ordnance Risk Education (EORE) messaging into the school curriculum. Digital EORE initiatives will also be implemented, primarily targeting returnees to Syria and designed to complement in-person EORE efforts.

MAG will establish a new office in Damascus, and plans to open a dedicated training school facility elsewhere in the country. It will also maintain active participation in mine action coordination mechanisms both for the Whole of Syria and in NES. MAG has been elected to co-chair the EORE Technical Working Group and will continue data sharing and efforts to support the development of Syria’s national mine action capacity.

In Iraq, in collaboration with IKMAA and DMA, MAG Iraq will maintain its efforts to address the extensive presence of explosive ordnance throughout Iraq. This widespread issue has the potential to impede the utilisation of land for residential, agricultural, and pastoral purposes, thereby hindering reconstruction efforts supported by the government and developmental initiatives. In 2025, MAG's commitment to localization will further materialize. Consequently, in addition to the direct implementation of land release and EORE activities, MAG's support for the sustainability of the mine action sector in Iraq will continue with its ongoing efforts to enhance the capacity of MAG's current national partners Sareteah Humanitarian Organization (SHO) with a view to conducting EORE and clearance activities in areas where MAG is no longer operating.

In Jordan, MAG will support the Jordanian Armed Forces (JAF) in improving the safety and security of ammunition storage through infrastructure upgrades, construction of new explosive storehouses, and site-specific improvements. MAG will also

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enhanced risk education and innovative local partnerships. In Burkina Faso, MAG is expanding its community-based EORE initiatives to include a critical component on victim assistance. In partnership with the University of Washington’s Explosive Weapons Trauma Care Collective (EXTRACCT), MAG is launching a multi-sectoral initiative aimed at improving emergency response for civilians injured by explosive ordnance, including improvised landmines. By enabling local responders to provide immediate, life-saving assistance, the program improves survival rates and strengthens the resilience of communities living under the constant threat of armed violence.

assist in planning a new regional depot to help reduce the risks of unplanned explosions and enhance public safety by relocating high-risk munitions away from populated areas. Alongside physical improvements, MAG will oversee the safe disposal of obsolete ammunition and deliver tailored training for JAF personnel on ammunition handling, stockpile management, and safety procedures to ensure sustainable long-term practices. This work builds on MAG’s regional experience and will be implemented aligning with JAF’s strategic infrastructure plans.

MAG in Chad will continue to support the government in the fight against the illegal proliferation of weapons and ammunitions by improving the physical security of stocks through the construction or rehabilitation of storage facilities to international standards, training

MAG plans to continue delivering MAG in Chad will continue to Explosive Ordnance Risk Education support the government in the (EORE) in Gaza in collaboration with fight against the illegal proliferation its local partner, Safe Youth Future of weapons and ammunitions by Society (SYFS). In parallel, MAG improving the physical security of intends to initiate EORE activities in stocks through the construction or the West Bank through a new local rehabilitation of storage facilities implementing partner. Depending to international standards, training on the evolving defence and security context and access We advocate forces personnel conditions in Gaza, in weapons and MAG also aims to more funding ammunitions expand its operations for EORE management to include support practices and with Explosive activities destroying obsolete Hazard Assessments, stocks of ammunition. clearance, and MAG will also step up Explosive Ordnance Disposal (EOD). weapons marking activities.

At the same time, MAG is

Sahel & West Africa

continuing to advocate and try to mobilise additional funding for the EORE activities and Battle Area Clearance in the country's eastern provinces, which have been hit by a large influx of refugees fleeing the ongoing conflict in Sudan.

In 2025, The Sahel and West Africa region will increase and adapt its response to armed violence reduction and mine action in countries both affected by legacy contamination (Chad, Mauritania, and Senegal) and by the new threat of improvised landmines ( Burkina Faso, Mali and Nigeria).

MAG will continue to support AVR

efforts across the Gulf of Guinea, piloting more community-based activities in partnership with civil society organisations. These efforts will be anchored in strong local partnerships to ensure sustainability and relevance. Building on the groundwork laid in 2024, MAG and civil society partners will conduct localized

MAG will also continue advocacy work - supporting member states to meet their APMBC obligations by delivering specialized training to relevant authorities.

In Mali, MAG will continue to prioritize the protection of vulnerable populations through

assessments to better understand community needs, exposure, and vulnerabilities, and will undertake SALW and EORE.

MAG will continue to support the physical security improvement of SALW and ammunition storage facilities both in high-risk border areas and urban centres. This will be complemented by specialized WAM training. MAG also plans to support the safe destruction of obsolete weapons and unstable ammunition.

MAG Senegal plans to scale up community liaison and NonTechnical Survey activities in priority areas of Casamance. The programme will also begin to define the next phases of intervention, with a view to initiating clearance operations from 2026 onwards, contingent on the mobilisation of additional funding.

In parallel, MAG will continue to work closely with the Senegalese Armed Forces to finalise the construction and official handover of the national ammunition depot in Thiès. In partnership with the SALW National Commission, MAG will launch a nationwide campaign for the marking and destruction of weapons held by defence and security forces, contributing to improved arms control and national security.

In 2025, MAG Mauritania plans to continue its community liaison and non-technical survey (NTS) activities in the northern regions of the country, in support of national mine action priorities.

In parallel, MAG will work in close coordination with the Mauritanian Armed Forces to finalise the construction and official handover of the national ammunition depot in Atar. Efforts will also focus on advancing key WAM priorities in the southeast, where a growing humanitarian crisis driven by the influx of refugees calls for strengthened interventions to foster security of the communities and prevent the diversion of weapons and ammunition at a broader scale.

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. 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,

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

Matters reserved for the board together, with those powers that have been delegated, are regularly

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Director of Global Fundraising, Director of People and Culture, Director of Engagement, Director of Policy and Strategic Partnerships, and the Executive Director of MAG US.

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.

UK Charity Governance Code

The Board resolved to adopt the Charity Governance Code for larger charities, and we have used the Code to hold up a mirror for our governance. The Code encourages charities to publish a brief narrative

the Board’s accountability to staff, attendance by a member of MAG’s Staff Assembly as well as wider participation from staff across MAG programmes and the Manchester office is encouraged at every Board meeting to discuss current topics of interest or concern.

in their annual reports explaining how they apply it.

The latest, three-year, external governance and board effectiveness review was conducted during 2024. It was carried out by two consultants from the Centre for Charity Effectiveness (CCE) from Bayes Business School (formerly Cass). It included a review of ways to strengthen MAG-MAG US governance arrangements. Progress on the implementation of the agreed actions from that review is overseen by the Governance, Nominations and Review Committee (GNRC).

Bayes Business School (formerly As of December 2024, there Cass). It included a review of were seven women and five men ways to strengthen MAG-MAG on the Board. Two new trustees US governance arrangements. were recruited in 2024. As in Progress on the implementation of previous years, due account of the agreed actions from that review the Board’s commitment to finding is overseen by the Governance, individuals with the required skill set Nominations and Review Committee and creating a more representative (GNRC). and diverse organisation at all levels, informed the recruitment. Trustees Our approach to recruitment is In 2024 and 2023, Trustees were consistent with our commitment to covered by the overall company the diversity charter established by indemnity insurance, the costs the Association of Chief Executives relating specifically to the trustees of Voluntary Organisations (ACEVO). were not separately On appointment, all identified." new trustees receive an MAG takes a induction programme, rigorous approach the objectives of the to trustee induction are: recruitment, performance and 1 gain an understanding of development, MAG, its purposes and and the Board’s the communities in conduct. As a result, which it operates; the Board works develop the Scan the QR code as an effective 2 new trustee’s or click here to team, using the understanding of the meet the Board appropriate balance role, including legal of skills, experience, duties and Board 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.

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

None of the members of the Board received any remuneration in the year to 31 December 2024 (2023: £nil) in their role as a trustee, all giving their time freely. Trustees are permitted under the Articles of Association to claim, “reasonable out of pocket expenses” incurred by them in the conduct of MAG business. All trustee travel arrangements accord with MAG’s Travel Policy. Details of Trustee expenses are disclosed in Note 22 to the accounts. MAG holds an

In 2024, the Board met five times: two meetings were hybrid and the other three were virtual. Each meeting included participation from colleagues from MAG programmes worldwide. As part of

external governance review every three years. The latest review took place during 2024 and was conducted by two consultants from the Centre for Charity Effectiveness (CCE) from Bayes Business School (formerly Cass). The review was informed by:

h Codes and models from the non-profit and corporate sectors that describe effective governance, including the Charity Governance Code and NCVO’s Ethical Principles;

h Approaches developed within CCE including their Building Better Governance guide; and h Best practice from the review of other charities, including reflections on governance lessons learnt from the Covid-19 pandemic.

The board held two strategy days in 2024, 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.

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

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

The role of the MAG Officers is primarily to help prepare board/ committee meetings, and to keep abreast of developments to fulfil their chairing responsibilities. Where requested, MAG Officers will act as a sounding board for the Chief Executive or Chair. MAG Officers will carry out other specific aspects of the charity’s business only as authorised by the Board. One outcome of the 2024 external Governance Review

saw the disbandment of formal MAG Officers meetings. This was replaced by regular informal meetings that all Trustees could attend. 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.

Audit, Finance & Risk Committee (AFRC)

The Audit, Finance & Risk Committee (AFRC) takes delegated responsibility on behalf of the Board to ensure that MAG’s financial resource management is in line with its charitable purposes by providing oversight on the effectiveness and robustness of financial controls to prevent fraud and financial crime.

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. In addition, the committee implements appropriate assurance mechanisms though internal and external audit, review of reports and monitoring of corrective

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Our Diversity Goals

action plans. The committee also have oversight of MAG’s Risk MAG’s mission is driven Management Framework to ensure by its staff, donors and the that it is effective and fit for purpose. communities we work with The AFRC also has oversight of around the world. MAG’s public fundraising activities. They have shaped MAG to be a global charity, made up Fundraising Committee (FC) of people from a huge variety The Fundraising Committee of nationalities, ethnicities, (FC) supports the overall aim of experiences and faiths (and sustainable and ethical restricted none); and socio-economic and unrestricted income growth in backgrounds, as well as fundraising; ensuring MAG has an people who bring their effective fundraising strategy and very individual and unique its overall approaches to raising experiences.

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.

The Fundraising Committee (FC) supports the overall aim of sustainable and ethical restricted and unrestricted income growth in fundraising; ensuring MAG has an effective fundraising strategy and its overall approaches to raising strategic, sustainable funds is optimal to deliver strategic aims, related workstreams, objectives and outcomes.

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 MAG Board believes reflecting this diversity in our leadership is an essential underpinning of strong

The FRC 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 FRC makes recommendations to the Board on any significant changes in fundraising policy or strategy.

Safeguarding Committee (HSC)

are adequately resourced; h they obtain competent health and safety advice;

The Board of Trustees has ultimate 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

Members of the Board must ensure that: h health and safety arrangements

Health, Safety, Security and

and practice in relation to the strategic HR Management across the organisation.

recommends succession plans for the Chief Executive’s position 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.

Board Focus Roles

Fundraising and Communications

h Provides advice and assurance to the Board regarding relevant legislation, regulation and internal ethical and professional standards on fundraising and communications initiatives.

The PCRC also advises and supports the Chief Executive and Director of People & Culture in further developing strategic HR Policy and practice across the organisation to promote an effective, high performing and diverse work force.

Risk Management

h Provides expertise to the Board, regarding risk management, compliance, and assurance;

The committee makes recommendations to the Board on any significant changes in Policy

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

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; and 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; and

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; and h attends the Staff Assembly

Board Evaluation and Appraisal

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

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

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following feedback from all members of the board. h A triennial independent evaluation of board effectiveness is undertaken. The latest independent evaluation was conducted during 2024 by two consultants from the Centre for Charity Effectiveness (CCE) from Bayes Business School (formerly Cass). Their findings were reported to and discussed by the Board in October 2024.

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

MAG requires trustees to declare their interests on appointment; or, where they acquire an interest subsequent to their appointment. A declaration of interests form is provided for this purpose and the Company Secretary maintains a Register of Trustees’ Interests. There are five occasions when MAG requires trustees to declare potential conflicts:

Declarations of Interests

Trustees must meet the HMRC fit and proper persons test and must declare all relevant interests. Prior to appointment, trustees are also required to complete a Trustee Automatic Disqualification Declaration. This form is used by MAG to ensure that individuals who hold, or who are applying for, a trustee position are not disqualified from holding that position.

h Pre-selection: any prospective trustee is requested by the Company Secretary to complete a ‘Contact and Interests’ form prior to confirmation of appointment in order that any relevant issues may be taken into account before confirming their appointment. An additional form is required to be completed by all trustees prior to appointment: Trustee Automatic Disqualification Declaration. This form is used by MAG to ensure that individuals who hold, or who are applying for, a trustee position are not disqualified from holding that position.

Under both charity law and company law, trustees of charitable companies must take careful steps to disclose interests and to manage conflicts of interest. All trustees have a legal duty to act in the Charity’s best interests, including the avoidance of situations where their duty to the charity conflicts with their personal interests or loyalty to any other person or body.

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

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

h Annually: During each Annual company. The Charity Commission Retirement Meeting, trustees are expects trustees to follow three asked to make statements of steps to manage conflicts of interests including any conflict other interest: than those already stated. h Identify conflicts of interest h When anything significant h Prevent conflicts of interests changes : new matters should from affecting the decision not await an annual declaration h Record conflicts of interest. before being notified. It is the Failure to act properly where there responsibility of each individual is a conflict of interest is a breach of trustee to proactively declare any the trustees’ legal responsibilities. matters which they feel may present Other standard-setting bodies actual or potential conflicts, or the

perception of such conflicts. h Verbally at any meeting where specific relevant conflicts may arise: trustees must i) Identify conflicts of interest i.e. declare conflicts at the start of a meeting ii) Prevent conflicts of interests from affecting the decision i.e. withdraw from that part of the meeting iii) Record conflicts of interest i.e. in the meeting minutes. Failure to act properly where there is a conflict of interest is 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 companies, trusts and foundations, and individual donors.

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

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.

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

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, financial and incident management

processes ensure robust reporting of Serious Incidents to the Charity Commission.

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

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.

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

equal weighting to economic considerations where practical.

e) maintaining a reputation for high standards of business

conduct

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

MAG America

Since Spring 2024, it has done business as MAG US. The name change does not affect it as a legal entity. It 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 MAG. All operations are regulated by contract.

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 By post: if you are writing to to look into the issue further. In implementing procedures, which us with a complaint, please mark some sensitive cases, MAG may provide safe, accessible and your letter for the attention of the need to reserve the right to keep effective channels for individuals Reporting Coordinator. any action taken as confidential. to exercise their right to raise Our postal address is: If the complaint is about an complaints. MAG, Suite A, Department issue that falls outside of MAG’s MAG will ensure all complaints XYZ, 2 Hardman Boulevard, control, where possible, you are investigated appropriately, Spinningfields, Manchester, will be assisted to re-direct your lessons are learned, and M3 3AQ, UK. complaint appropriately. actions are taken to prevent Please note: alternative a recurrence. Complainants reporting mechanisms are Fundraising Complaints will always receive a prompt advertised across each of our MAG follows the Fundraising acknowledgement of their country programmes – please Regulator Promise which outlines complaint, be kept informed get in touch for details. the commitment to donors and about how their complaint is Please mark your email as the public. Our registration being handled throughout the confidential. It will be treated with signals our commitment to process and provided with discretion, logged and forwarded ensure our fundraising is legal, feedback on the outcome. to the relevant and most open, honest and respectful. The MAG is committed to the appropriate person. You may standards for fundraising are set Core Humanitarian Standard write your email in any language, out in the Code of Fundraising (CHS) nine commitments to and we will arrange translation. Practice. communities and people affected You can submit an anonymous by crisis. email, but we may find it difficult Reporting to look into your concern without A report on any fundraising Quality Criterion further details. If you would prefer related complaints is reviewed by Complaints are welcomed and to speak to a member of staff, the Fundraising Committee every addressed. For all general rather than sending sensitive quarter. complaints, concerns or reports details in an email, then please There is also a report on that relate to whistleblowing, request this by highlighting which received complaints for the safeguarding or fraud, the area of concern it relates to e.g. Governance, Nominations and Reporting Coordinator should be safeguarding or fraud etc. One of Review Committee (GNRC) contacted. us can call you back. every quarter on the number By email: reporting@ All complaints will be and type of complaints received maginternational.org or for acknowledged within three and processed, the responses fundraising complaints on working days, other than in given, the number of decisions, fundraising@maginternational. exceptional circumstances. We which have been appealed, org will also indicate when you can the outcome of appeals, and By phone: please ring + 44 expect to be informed about the lessons learned. A report on all (0)161 236 4311 and ask to speak outcome of your concern or, what complaints received by MAG is to the Reporting Coordinator. type of process we will follow presented to the Board annually.

MAG follows the Fundraising Regulator Promise which outlines the commitment to donors and the public. Our registration signals our commitment to ensure our fundraising is legal, open, honest and respectful. The standards for fundraising are set out in the Code of Fundraising Practice.

Reporting A report on any fundraising related complaints is reviewed by the Fundraising Committee every quarter.

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MAG Annual Report 2024
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maginternational.org

MAG Annual Report 2024

Financial Review

The financial statements presented in this Annual Report represent the year ended 31 December 2024 and comparative figures are in relation to the year ended 31 December 2023. The financial statements of the charity company can be found on pages 74 to 87.

Overview

During 2024, 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

£99.3m which

represents an 8% increase in income (2023: £91.9m). This increase was largely driven by an increase in institutional funding from the US, UK &

Commitment and support from our donor base is strong

German governments, with new programmes established in Jordan, El Salvador, Kenya & Tanzania, offset by smaller funding reductions from other donors.

Total net expenditure for the year was £0.2m (2023: £0.5m), due to a decrease in unrestricted support for regions following a successful programme restructure. Income from donations, legacies and other trading activities reduced to £0.7m due to the ongoing cost of living crisis and a lower level of legacies being recognised (2023: £1.2m).

Unrestricted operating funds stand at £6.0m (2023: £5.6m). In arriving at its view of unrestricted reserves, the Board makes such transfers as it considers necessary from unrestricted operating

funds to unrestricted designated funds. During 2024, the Global Interagency Security Forum (GISF) became a separate legal entity, and the Designated GISF fund balance was transferred out. As at the end of 2024 the balance of this fund was £0 (2023: £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 2024 stands at £5.7m (2023: £5.3m). Cash balances stand at £29.5m (2023: £22.8m) 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 £5.7m of unrestricted reserves to be sufficient to cover the existing and immediate position of the charitable company to respond to the risks identified in the reserves policy; a

floor of £4.7m is approved in the reserves policy.

assumptions on the anticipated reserves policy. level of business throughout this period. MAG has adequate Investment resources to continue in operational To date the funding of MAG’s existence for the foreseeable future activities and the need to access (being at least 12 months from the cash flow have not allowed longdate of approval of these financial term investments. MAG currently statements), cash headroom has only invests funds in short-term been analysed and is appropriate deposits providing market rate to current and forecast business interest. levels.During early 2025 the US Government issued Stop Work Going Concern orders and future grant funding was The trustees consider MAG to frozen, subsequently unfrozen and be operating on a going concern work then continued, with a small basis due to the number, value number of contract terminations. and financial viability of contracts Scenario analyses were performed secured through to September which modelled a best-case, mid2026 in addition to prudent case and worst-case scenario,

based on continued US funding at current levels, zero US funding from July 2025 and zero US & UK Government funding when current UK contracts end in April 2026. Minimum unrestricted cash headroom of £5.0m was forecast based on the worst-case scenario in May 2026. The Trustees, therefore, consider that the going concern assumption is an appropriate basis on which to prepare these financial statements.

Principal financial risks to be managed in the year ahead

Global Macroeconomic Volatility The conflict in Ukraine has driven

an increase in global inflation which has created a continuing global cost-of-living crisis. MAG has committed to a number of actions to increase and diversify income and optimise cost base to ensure long term financial sustainability.

Reduction in Funding from

the US Government

The decision by the US Government to reduce overseas assistance in January 2025 has cast new uncertainty on the historic levels of funding that MAG has received from the US State Department’s Office of Weapons Removal and Abatement.

Continued on Page 66

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MAG Annual Report 2024

Continued from Page 65

MAG’s associated US entity, MAG US, is driving intensive engagement efforts to ensure continued bipartisan support for funding levels by demonstrating how MAG’s work aligns with US foreign policy interests.

Diversion of Overseas Development Assistance (ODA) Funding

Throughout 2024, 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 continued to ensure strategic donor representation at Leadership Team level along with the appointment of a Head of Europe role as a strategic focal point for European donor relations in mid-2024.

In 2024, MAG launched an ambitious five-year Fundraising strategy, which included an investment of £2.3m in fundraising staff capacity over that period. The strategy aims to diversify and grow our unrestricted funding to address the macroeconomic and institutional funding changes. At the time of writing, the fundraising strategy is under review in light of the changes in the external environment, including the US policy changes.

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

and undermines organisational effectiveness.

are escalated to the appropriate and undermines organisational management level as soon as effectiveness. identified. The Board Committees MAG has necessary policies (AFRC, HSC and GNRC) oversee all and procedures (including contract-related risks including a frameworks relating to financial range of technical, personnel and crime, procurement, personal operational risks. conduct, gifts & hospitality, conflict of interests, whistleblowing, and Bribery and Corruption finance/HR) to reduce incidences MAG operates in areas where the of bribery and corruption to the risk of bribery and corruption is lowest possible levels and to considered to be high. ensure proper reporting and sound The Board and Leadership management of any events which Team recognise that bribery and come to light.

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

The AFRC monitors bribery and corruption-related risks..

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.

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

MAG is committed to complying with all relevant sanctions laws imposed by; the United Nations Security Council; the US Office of Foreign Assets Control (OFAC); the UK Office of Financial Sanctions

Implementation (OFSI); the

European External Actions Service (EEAS); and individual donor governments.

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.

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 FY24 and prior years.

maginternational.org

MAG Annual Report 2024

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 (including the strategic report) and the financial statements in accordance with applicable law and United Kingdom accounting standards (United Kingdom Generally Accepted Accounting Practice) including FRS 102 "The financial reporting standard applicable in the UK and Republic of Ireland".

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period. In preparing these financial statements, the trustees are required to:

h select suitable accounting policies and then apply them consistently;

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

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

The trustees are responsible for keeping adequate accounting records that disclose with

reasonable accuracy at any time the h there is no relevant audit financial position of the charitable information of which the charitable company and enable them to company's auditor is unaware; ensure that the financial statements h the trustees have taken all steps comply with the Companies Act that they ought to have taken to 2006. make themselves aware of any They are also responsible for relevant audit information and to safeguarding the assets of the establish that the auditor is aware of charitable company and hence for that information; and taking reasonable steps for the h the confirmation is given prevention and detection of fraud and should be interpreted in and other irregularities. accordance with the provisions of The trustees are responsible for s418 of the Companies Act 2006.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. In so far as the trustees are aware:

The Trustees' Report, including the Strategic Report, was approved by the board and signed on its behalf by

Julia Palca

Chair of the Board of Trustees 29 September 2025

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

h Ms Julia Palca, Chair (HSC) and Board Security Focal h Mr Julian Mason, Director h Mr John Malik, Vice Chair Point (resigned July 2024) of Governance and Business (until March 2025), Trustee Risk h Ms Frances Milner, Chair of Transformation Management Focal Point and the FC, Board Fundraising and h Ms Ria Ntabejane, Member of the Audit, Finance & Communications Focal Point and Director of Finance Risk Committee (AFRC) member of the AFRC h Ms Sonia Bate, Member of h Prof. Bertrand Taithe, Member Company Secretary: the Fundraising Committee (FC), of the GNRC (resigned July 2024) h Mr Julian Mason the Governance, Nominations h Ms Angela Mulholland-Wells, and Review Committee (GNRC) Chair of the AFRC and Treasurer Independent Auditor: and the People, Culture and h Mr Mark Grant, Chair of the h Deloitte LLP, 100 Renumeration Committee (PCRC) Health, Safety, Security and Embankment, Cathedral (resigned July 2024) Safeguarding Committee (HSC) Approach, Manchester, M3 7FB h Mr Patrick Costello, Member and Board Security Focal Point of the GNRC (appointed July (appointed July 2024) Bankers: 2024) Note: The role and function of h Barclays Bank UK plc, h Mr Khaleel Desai, Diversity committees are set out on Pages 1 Churchill Place, Canary Wharf, Champion and Member of the 57-59. London, E14 5HP GNRC and PCRC h Ms Renata Dwan, Chair of Leadership Team: Solicitors: the GNRC (from March 2025) and h Mr Darren Cormack, h Stephenson Harwood LLP, Member of the HSC Chief Executive 1 Finsbury Circus, London, h Ms Judith Greenwood, Chair h Mr Dean Anderson, Director EC2M 7SH of the GNRC (until March 2025), of Global Fundraising (resigned Safeguarding Trustee Focal Point April 2025) Registered and Principal Office: (until March 2025) and Member of h Mr Jon Brown, Director of h Suite 3A, South Central, the HSC (resigned June 2025) Engagement 11 Peter Street, Manchester, h Ms Nesta Hatendi, h Mr Greg Crowther , Director of M2 5QR. From 23 June Safeguarding Trustee Focal Point Programmes 2025: Suite A, Department (from March 2025) and Member of h Ms Josephine Dresner, XYZ, 2 Hardman Boulevard, AFRC and HSC Director of Policy and Strategic Spinningfields, Manchester, h Mr Peter Jones, Vice Chair Partnerships M3 3AQ (from March 2025) and Member of h Mr Jamie Franklin, Executive the AFRC Director — MAG America h Company Number: 04016409 h Ms Harbinder Kaur, Chair of (resigned May 2024) the PCRC and member of the h Ms Shari Bryan, Executive h Registered Charity Number: GNRC Director — MAG America 1083008 h Mr Chris Kemp, Chair of (appointed October 2024) the Health, Safety, Security h Ms Louise McDonald, and Safeguarding Committee Director of People and Culture

maginternational.org

MAG Annual Report 2024

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

Our Auditors say . . .

REPORT ON THE AUDIT OF THE responsibilities under those FINANCIAL STATEMENTS standards are further described in the auditor's responsibilities for the Opinion audit of the financial statements In our opinion the financial section of our report.

In our opinion the financial

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.

statements of Mines Advisory Group (the ‘charitable company’):

h give a true and fair view of the state of the charitable company’s affairs as at 31 December 2024 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

Conclusions relating

to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

h have been prepared in

accordance with the requirements of the Companies Act 2006. We have audited the financial

statements which comprise:
h the statement of financial activities;

activities; Based on the work we have h the balance sheet; performed, we have not identified h the statement of cash flows; and any material uncertainties relating h the related notes 1 to 25. to events or conditions that, The financial reporting framework individually or collectively, may cast that has been applied in their significant doubt on the charitable preparation is applicable law company’s ability to continue as and United Kingdom Accounting a going concern for a period of at Standards, including Financial least twelve months from when the Reporting Standard 102 “The financial statements are authorised for issue.

h the related notes 1 to 25. 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 (UK)) and applicable law. Our

Other information

The other information comprises the 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 it 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

Continued on Page 73

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Matters on which we are required

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

to report by exception

fraud might occur in the financial statements.

are unusual or outside the normal Under the Companies Act 2006 we statements. course of business. are required to report in respect As a result of performing In addition to the above, our of the following matters if, in our the above, we identified the procedures to respond to the risks opinion: greatest potential for fraud or identified included the following: h adequate accounting records non-compliance with laws and h reviewing financial statement have not been kept by the regulations in the following areas, disclosures by testing to charitable company, or returns and our procedures performed supporting documentation to adequate for our audit have not to address them are described assess compliance with provisions been received from branches not below: of relevant laws and regulations visited by us; or h income entitlement is dependent described as having a direct effect h the charitable company financial on compliance with grant on the financial statements; statements are not in agreement agreement terms and conditions. h performing analytical procedures with the accounting records and We consider the risk to be related to identify any unusual or returns; or to the recognition of income in unexpected relationships that h certain disclosures of trustees’ line with those agreements and may indicate risks of material remuneration specified by law are the Charity SORP requirements. To misstatement due to fraud; not made; or address this risk, we have reviewed h enquiring of management h we have not received all the the control environment governing concerning actual and potential information and explanations we the recognition of income, and litigation and claims, and instances require for our audit. further, we have tested a sample of non-compliance with laws and We have nothing to report in of grant income to contract regulations; and respect of these matters. documents, assessed whether the h reading minutes of meetings of performance conditions contained those charged with governance. Use of our report

h income entitlement is dependent h on compliance with grant on the financial statements; statements are not in agreement agreement terms and conditions. h performing analytical procedures with the accounting records and We consider the risk to be related to identify any unusual or returns; or to the recognition of income in unexpected relationships that h certain disclosures of trustees’ line with those agreements and may indicate risks of material remuneration specified by law are the Charity SORP requirements. To misstatement due to fraud; not made; or address this risk, we have reviewed h enquiring of management h we have not received all the the control environment governing concerning actual and potential information and explanations we the recognition of income, and litigation and claims, and instances require for our audit. further, we have tested a sample of non-compliance with laws and We have nothing to report in of grant income to contract regulations; and respect of these matters. documents, assessed whether the h reading minutes of meetings of performance conditions contained those charged with governance. Use of our report within have been met, and traced This report is made solely to the cash receipts to bank statements, REPORT ON OTHER LEGAL AND charitable company’s members, as to test whether income has been REGULATORY REQUIREMENTS a body, in accordance with Chapter accurately recognised in the 3 of Part 16 of the Companies Act financial statements; and Opinions on other matters 2006. h expenditure validity is likewise prescribed by the Our audit work has been linked to grant agreement terms Companies Act 2006 undertaken so that we might and conditions, and we consider In our opinion, based on the work state to the charitable company’s the risk to be related to appropriate undertaken in the course of the members those matters we are recording of expenses within the audit: required to state to them in an correct grant project. To address h the information given in the auditor’s report and for no other this risk, we have reviewed the trustees’ report, which includes the purpose. control environment governing the strategic report and the directors’ To the fullest extent permitted by recognition of expenditure, and report prepared for the purposes of law, we do not accept or assume further, we have tested a sample company law for the financial year responsibility to anyone other than of expense items to contract for which the financial statements the charitable company and the documents, invoices, appropriate are prepared is consistent with the charitable company’s members as authorisation and cash payments. financial statements; and a body, for our audit work, for this In common with all audits h the strategic report and the report, or for the opinions we have under ISAs (UK), we are also directors’ report included within formed. required to perform specific the trustees’ report have been procedures to respond to the prepared in accordance with risk of management override. applicable legal requirements. In addressing the risk of fraud In the light of the knowledge and vedo. ( 9 kK through management override understanding of the charitable of controls, we tested the company and its environment Nicola Wright appropriateness of journal entries obtained in the course of the audit, (Senior statutory auditor) and other adjustments; assessed we have not identified any material For and on behalf of Deloitte LLP whether the judgements made in misstatements in the strategic report Statutory Auditor making accounting estimates are or the directors’ report included Newcastle upon Tyne, UK indicative of a potential bias; and within the trustees’ report. 30 September 2025

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

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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maginternational.org

MAG Annual Report 2024

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 2024

FUNDS:		Year ended 31 Dec 2024 Unrestricted Restricted	Year ended 31 Dec 2024 Unrestricted Restricted	Total	Year ended 31 Dec 2023 Unrestricted Restricted Total	Year ended 31 Dec 2023 Unrestricted Restricted Total	Year ended 31 Dec 2023 Unrestricted Restricted Total
	Note	£’000	£’000	£’000	£’000	£’000	£’000
INCOME FROM:
Charitable activities	5	-	98,136	98,136	-	90,149	90,149
Donations and legacies	6	694	183	877	1,074	112	1,186
Other trading activities	7	3	9	12	2	9	11
Investments	8	4	3	7	3	3	6
Other income	9	157	84	241	456	110	566
TOTAL INCOME		858	98,415	99,273	1,535	90,383	91,918
EXPENDITURE ON:
Raising funds	10	606	-	606	594	-	594
Charitable activities TOTAL EXPENDITURE	10	10,783 11,389	87,648 87,648	98,431 99,037	10,564 11,158	81,244 81,244	91,808 92,402
NET INCOME/
(EXPENDITURE):		(10,531)	10,767	236	(9,623)	9,139	(484)
Transfer between funds	16	10,268	(10,735)	(467)	8,952	(8,952)	-
NET MOVEMENT
IN FUNDS		(263)	32	(231)	(671)	187	(484)
RECONCILIATION
OF FUNDS:
Total funds
brought forward	16	6,199	181	6,380	6,870	(6)	6,864
Net movement in
funds for the period		(263)	32	(231)	(671)	187	(484)
Total funds
carried forward	16	5,936	213	6,149	6,199	181	6,380

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 88 form part of these financial statements.

The Mines Advisory Group - Company Limited by Guarantee Balance Sheet as at 31 December 2024

Balance Sheet as at 31 December 2024
			31 Dec 2024		31 Dec 2023
	Note	£’000	£’000	£’000	£’000
FIXED ASSETS
Tangible assets	13		256		308
CURRENT ASSETS
Debtors due within one year Cash at bank and in hand	14	7,378 29,489		6,515 22,832
		36,867		29,347
CURRENT LIABILITIES
Amounts falling due
within one year	15	(29,453)		(23,275)
Provisions	16	(1,521)		-
		(30,794)		(23,275)
NET CURRENT ASSETS			5,893		6,072
NET ASSETS			6,149		6,380
FUNDS Unrestricted funds - General	17		5,936		5,641
Unrestricted funds - Designated	17		-		558
Restricted funds	17		213		181
TOTAL FUNDS	18		6,149		6,380

The notes on Pages 77 to 88 form part of these financial statements. These financial statements of The Mines Advisory Group (Company number 04016409) were approved by the Board of Trustees and authorised for issue on 29 September 2025.

Signed on behalf of the Board of Trustees

Julia Palca Chair of the Board of Trustees

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MAG Annual Report 2024

The Mines Advisory Group - Company Limited by Guarantee Statement of Cash Flows for the year ended 31 December 2024

Year ended	Year ended	Year ended
31	Dec 2024	31 Dec 2023
	£’000	£’000
Net cash fows from operating activities	9,476	949
Cash fows from investing activities
Interest received (see Note 8)	7	6
Purchase of plant and equipment (see Note 13)	(2,743)	(3,161)
Net cash fows from investing activities	(2,736)	(3,155)
Net increase/(decrease) in cash and cash equivalents	6,740	(2,206)
Cash and cash equivalents at beginning of period	22,832	25,830
Change in cash and cash equivalents due to exchange rate movements	(83)	(792)
Cash and cash equivalents at end of period	29,489	22,832
Analysis of cash and cash equivalents
Cash in hand	339	392
Bank accounts and Notice deposits (less than 3 months)	29,150	22,440
Total cash and cash equivalents	29,489	22,832
Reconciliation of net expenditure to cash
generated by operations:
Net expenditure for the period	(231)	(484)
Adjustments for:
Interest receivable	(7)	(6)
Decrease in cash and cash equivalents
due to exchange rate movements	83	792
Depreciation charges	2,795	3,196
Provisions	1,521	0
Operating cash fows before movement in working capital	4,161	3,498
(Increase)/Decrease in debtors	(863)	893
Increase/(Decrease) in creditors	6,178	(3,442)
Cash generated by operations	9,476	949

Notes to the financial statements

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.

funding was frozen, subsequently unfrozen and work then continued, with a small number of contract terminations. Scenario analyses were performed which modelled a best-case, mid-case and worstcase scenario, based on continued US funding at current levels, zero US funding from July 2025 and zero US & UK Government funding when UK contracts end in April 2026. Minimum unrestricted cash headroom of £5.0m was forecast based on the worst case scenario in May 2026. The Trustees consider that the going concern assumption is an appropriate basis on which to prepare these financial statements.

1 LEGAL STATUS OF THE CHARITY

The 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. There are currently 11 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.

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.

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.

3.3 Expenditure

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

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). 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.

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.

3 ACCOUNTING POLICIES

The principal accounting policies are set out below:

3.1 Preparation of financial

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 September 2026 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 (being at least 12 months from the date of approval of these financial statements), cash headroom has been analysed and is appropriate to current and forecast business levels. During early 2025 the US Government issued Stop Work orders and future grant

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. 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. Costs are apportioned to the activity based on the amount of

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. Donations, legacies and income from other trading activities are recognised where there is entitlement, probability

Continued on Page 78

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Continued from Page 77

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 MAG. These costs include costs related to statutory audit and legal fees.

3.4 Fund accounting

Restricted funds are income that

has been received and recognised in the financial statements, which is subject to specific conditions imposed by the donor, client or grant making institution. These funds are not available for the Trustees to apply at their discretion. The purpose and use of the restricted funds is set out in note 17. Unrestricted funds are monies received towards the general objectives of the charity as a whole to be spent at the discretion of the trustees. Where contracts accounted for within restricted funds include contributions toward support costs, an appropriate transfer is made between restricted and unrestricted funds.

3.5 Leasing contracts

Rentals under operating leases are charged on a straight-line basis over the lease term, even if the payments are not made on such a basis. Benefits received and receivable as an incentive to sign an operating lease are similarly spread on a straightline basis over the lease term.

3.6 Foreign currencies

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

3.7 Tangible fixed assets

Tangible fixed assets in the UK are stated at cost less depreciation. Assets in the overseas programmes costing more than £2,500 are capitalised and depreciated in full in the year of acquisition. Any assets costing less than £2,500 are expensed. Depreciation rates for HQ held assets are as follows: h Fixtures, Fittings & Equipment – 20-33% straight line h Motor Vehicles – 25% straight line h Leasehold improvements – 20% straight line

3.8 Stock

Stock represents items purchased by the charity for use in overseas projects where at the time of purchase the individual project has not been identified. Until the respective item is charged to a project, all stock is held at lower of cost or net realisable value.

3.9 Taxation

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

3.10 Overseas programmes

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

3.11 Financial instruments

Financial assets and liabilities are recognised when the charity becomes a party to the contractual provisions of the instrument. All financial assets and liabilities are measured at transaction price (including transaction costs), except

for those financial assets classified as at fair value through profit or loss, which are initially measured at fair value (normally the transaction price excluding transaction costs), unless the arrangement constitutes a financing transaction. If an arrangement constitutes a finance transaction, the financial asset or financial liability is measured at the present value of the future payments discounted at a market rate of interest for a similar debt instrument. Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Cash at bank and cash in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. The timing of some severance accruals are uncertain but enough evidence exists to record a liability at the balance sheet date.The charity uses derivative financial instruments to reduce its exposure to foreign exchange risk, in line with the charity’s risk management policies; the charity does not enter into speculative derivative contracts.

Derivatives are initially recognised at fair value at the date a derivative contract is entered into and are subsequently re-measured to their fair value at each reporting date. The resulting gain or loss is recognised in the Statement of Financial Activities.

3.12 Employee benefits

The charity operates a defined

revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

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

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

All known material liabilities have been properly included in the financial statements, including provisions for tax, severance and social security liabilities where a liability is considered likely to crystalise.

The 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. The estimates and underlying assumptions are reviewed on an ongoing basis.

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

4 CRITICAL ACCOUNTING assumptions are reviewed on an JUDGEMENTS AND KEY ongoing basis. SOURCES OF ESTIMATION Revisions to accounting estimates UNCERTAINTY are recognised in the period in In the application of the charity’s which the estimate is revised if the

5 ANALYSIS OF INCOME FROM was received and recognised from of achieving a safe future for CHARITABLE ACTIVITIES the organisations set out below those affected by armed violence, Income, all of which is restricted, to carry out MAG’s core activity conflict and insecurity.

	Year ended	Year ended
	31 Dec 2024	31 Dec 2023
	£’000	£’000
Australian Agency for International Development Belgian Ministry of Foreign Afairs	429 -	605 204
British High Commission Canadian Department of Foreign Afairs, Trade and Development	355 4,619	412 3,182
Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH (GIZ) Dutch Ministry of Foreign Afairs	(10) 2,432	790 3,692
European Commission	531	663
Fibertek	660	841
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	8,282 693 9,140 365 1,167	3,593 540 6,118 362 1,273
MAG America Ministry of Foreign Afairs of Finland Norwegian Ministry of Foreign Afairs	58,164 311 5,651	53,407 761 7,190
Stichting Vluchteling Swedish International Development Cooperation Agency United Nations Ofce for the Coordination of Humanitarian Afairs (OCHA) United Nations Ofce for Project Services (UNOPS)	496 - 1 28	358 1,238 194 406
United Nations Development Programme (UNDP)	1,293	558
Trusts & Foundations	1,777	3,144
Other Miscellaneous Donors	1,752	618
Total	98,136	90,149

Note

Of the £58.1m from MAG America, (2023: £53.4m), £57.8m (2023: £51.1m) had the U.S. Department of State’s Office of Weapons Removal and Abatement and £0.3m (2023: £0.96m) had the Office of US Foreign Disaster Assistance as the back donors.

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MAG Annual Report 2024

6 ANALYSIS OF INCOME FROM DONATIONS & LEGACIES	6 ANALYSIS OF INCOME FROM DONATIONS & LEGACIES	6 ANALYSIS OF INCOME FROM DONATIONS & LEGACIES
	Year Ended 31 Dec 2024			Year Ended 31 Dec 2023	Year Ended 31 Dec 2023	Year Ended 31 Dec 2023
	Unrestricted Restricted Total Unrestricted Restricted	Unrestricted Restricted Total Unrestricted Restricted	Unrestricted Restricted Total Unrestricted Restricted	Unrestricted Restricted Total Unrestricted Restricted	Unrestricted Restricted Total Unrestricted Restricted	Total
	Funds	Funds Funds	Funds Funds	Funds	Funds Funds	Funds
	£’000	£’000 £’000	£’000 £’000	£’000	£’000 £’000	£’000
Public Donations, Appeals & Fundraising Events 407 100 507 589 75 664 n~~e~~
Regular Giving (including gift aid)	221	2	223	209	209 5	214
Donations from Trusts, Foundations
and Partnerships	9	81	90	10	10 32	42
Legacies	57	-	57	266	266 -	266
Total	694	183	877	1,074	1,074 112	1,186

7 ANALYSIS OF INCOME FROM OTHER TRADING ACTIVITIES

	Year Ended 31 Dec 2024	Year Ended 31 Dec 2024	Year Ended 31 Dec 2024 Year Ended 31 Dec 2023	Year Ended 31 Dec 2023
	Unrestricted Restricted	Unrestricted Restricted Total Unrestricted Restricted	Total Unrestricted Restricted	Total Unrestricted Restricted Total
	Funds	Funds Funds	Funds Funds Funds	Funds Funds Funds
	£’000	£’000 £’000	£’000 £’000 £’000	£’000 £’000 £’000
Fundraising activities	2	- 2	2 1	1 - 1
Merchandise	1	9 10	10 1	1 9 10
Total	3	9 12	12 2	2 9 11

8 ANALYSIS OF INCOME FROM INVESTMENTS

	Year Ended 31 Dec 2024	Year Ended 31 Dec 2024	Year Ended 31 Dec 2024 Year Ended 31 Dec 2023	Year Ended 31 Dec 2023
	Unrestricted Restricted	Unrestricted Restricted Total Unrestricted Restricted	Total Unrestricted Restricted	Total Unrestricted Restricted Total
	Funds	Funds Funds	Funds Funds Funds	Funds Funds Funds
	£’000	£’000 £’000	£’000 £’000 £’000	£’000 £’000 £’000
Bank interest received	4	3 7	7 3	3 3 6
9 ANALYSIS OF OTHER INCOME
	Year Ended 31 Dec 2024		Year Ended 31 Dec 2024 Year Ended 31 Dec 2023	Year Ended 31 Dec 2023
	Unrestricted Restricted	Unrestricted Restricted Total Unrestricted Restricted	Total Unrestricted Restricted	Total Unrestricted Restricted Total
	Funds	Funds Funds	Funds Funds Funds	Funds Funds Funds
	£’000	£’000 £’000	£’000 £’000 £’000	£’000 £’000 £’000
Other income	157	84 241	241 456	456 110 566
Total	157	84 241	241 456	456 110 566

by armed violence, conflict and insecurity. All support costs relate to charitable activities. Included within support costs are governance costs of £191k

(2023: £128k), being management salaries attributable to the governance of the charity, trustee expenses, audit fees and other professional fees.

10 ANALYSIS OF EXPENDITURE

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

	Year Ended 31 Dec 2024	Year Ended 31 Dec 2024	Year Ended 31 Dec 2024	Year Ended 31 Dec 2023	Year Ended 31 Dec 2023	Year Ended 31 Dec 2023
	Raising Charitable	Raising Charitable	Total Raising Charitable	Total Raising Charitable	Total Raising Charitable	Total
	Funds	Activities		Funds Activities	Funds Activities
	£’000	£’000	£’000	£’000	£’000 £’000 £’000	£’000 £’000
Activities undertaken directly
Overseas programmes - restricted	-	87,648	87,648	-	- 81,244 81,244	81,244 81,244
Overseas programmes - unrestricted	-	410	410	-	- 803	803
Total direct activity expenditure	-	88,058	88,058	-	- 82,047 82,047
Support costs: Staff related costs including travel	360	7,969	8,329	333	333 7,175	7,508
Premises, IT & Communications	92	765	857	130	130 917	1,047
Fundraising Events & Advertising	103	-	103	97	97 -	97
Professional fees & other costs	51	1,491	1,542	34	34 1,374	1,408
Exchange loss	-	148	148	-	- 295	295
Total support costs - unrestricted	606	10,373	10,979	594	594 9,761 10,355	9,761 10,355
Total Expenditure	606	98,431	99,037	594	594 91,808 92,402

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MAG Annual Report 2024

Note The key management personnel of the charity are listed on Page 69. The total remuneration (including pension contributions and employers’ national insurance) of the key management personnel for the year totalled £841k (2023: £694k).

11 NET EXPENDITURE FOR THE PERIOD

Net expenditure is stated after charging:

11 NET EXPENDITURE FOR THE PERIOD Net expenditure is stated after charging:
	Year ended	Year ended
	31 Dec 2024	31 Dec 2023
	£’000	£’000
Depreciation of tangible fxed assets owned by the charity	2,795	3,196
Foreign exchange loss	83	792
Rentals under operating leases	2,023	1,903
Auditor’s remuneration:
- Fees payable to the charity’s auditor for the audit of the charity’s fnancial statements	120	110
- Fees payable to the charity’s auditor for other services: Grant certifcation services	46	30
Taxation services	-	-

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 2024	31 Dec 2023
UK employees:
- Overseas projects	166	175
- Programme support and administration	98	105
- Fund-raising information and education	9	9
Overseas national employees	5,521	5,300
Total	5,794	5,589
Their aggregate remuneration comprised:	£’000	£’000
Salaries and wages - UK employees (including those overseas)	17,314	17,315
Salaries and wages - Overseas national employees	38,268	36,207
Social security costs	722	726
Pension contribution	268	273
Total	56,572	54,521

13 TANGIBLE FIXED ASSETS

13 TANGIBLE FIXED ASSETS
	Field	Equipment	Total
	Assets	Fixtures &
		Fittings
	£’000	£’000	£’000
Cost
At 1 January 2024	23,067	1,218	24,285
Additions	2,640	103	2,743
Disposals	-	-	-
At 31 December 2024	25,707	1,321	27,028
Depreciation
At 1 January 2024	22,755	1,222	23,977
Charge for the year	2,692	103	2,795
Disposals	-	-	-
At 31 December 2024	25,447	1,325	26,772
Net Book Value
At 31 December 2024	260	(4)	256
Net Book Value
At 31 December 2023	312	(4)	308
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 2024	31 Dec 2023
	£’000	£’000
Trade debtors	516	144
Prepayments	3,169	1,976
Accrued income	2,736	3,368
Other debtors	957	1,027
Total	7,378	6,515

There are no payments to temporary staff (2023: nil) which are not included in the notes outlined above.

The number of employees whose emoluments, excluding pension contributions, over £60,000 in the period was:

, over £60,000 in the period was:			,
		Year ended			Year ended
		31 Dec 2024		31 Dec 2023
	UK	Int’l	Total	UK	Int’l	Total
between £60,000 and £70,000 per annum:	9	38	47	7	34	41
between £70,000 and £80,000 per annum:	3	26	29	5	24	29
between £80,000 and £90,000 per annum:	3	15	18	4	18	22
between £90,000 and £100,000 per annum:	7	14	21	-	16	16
between £100,000 and £110,000 per annum:	4	9	13	-	6	6
between £110,000 and £120,000 per annum:	-	1	1	-	-	-
between £120,000 and £130,000 per annum:	-	-	-	1	1	2
between £130,000 and £140,000 per annum:	1	1	2	-	2	2

15 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

	31 Dec 2024	31 Dec 2023
	£’000	£’000
Trade creditors	1,847	459
Deferred income (see note right)	20,111	15,300
Other taxation and social security Derivative fnancial instruments (see note 20)	387 -	364 -
Accruals	658	662
Other creditors	6,450	6,490
	29,453	23,275
Deferred income
Balance as at start of period	15,300	18,903
Amount released to income	(15,300)	(18,903)
Amount deferred in the period	20,111	15,300
Balance as at end of period	20,111	15,300

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

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MAG Annual Report 2024

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 PROVISIONS

16 PROVISIONS	16 PROVISIONS
Lebanon NSSF		International tax	Audit disallowances	Total
	£'000	£'000	£'000	£'000
At 1 January 2024	-	-	-	-
Transfer from other creditors	-	576	99	675
New provisions	1,081	-	123	1,204
Release of unused provisions	-	(358)	-	(358)
Utilisation of provision	-	-	(0)	(0)
At 31 December 2024	1,081	219	221	1,521

transferred to future employers when staff leave. Accordingly, the recognised provision represents management’s best estimate at the reporting date, but the final settlement may differ from this amount. The provision will be reviewed at each reporting date and adjusted to reflect developments in legislation, practice, or interpretation by the NSSF.

During the year, the Lebanese additional liabilities arising from Government revised the exchange this change. The provision reflects rate applied to social security the estimated incremental cost of contributions. As a result, MAG is social security contributions for required to settle contributions prior periods that are expected at the official rate set by the to be settled under the revised National Social Security Fund exchange rate regime. There is, (“NSSF”), which is significantly however, uncertainty as to whether higher than the previously all or part of these obligations applied rate. Management has will ultimately be borne by recognised a provision of USD MAG. In certain circumstances, 1.3 million (2023: nil) in respect of liabilities to the NSSF may be

17 MOVEMENTS IN FUNDS	1 Jan				31 Dec
	2024	Income Expenditure	Income Expenditure	Transfers	2024
Restricted funds analysed by Programme	£’000	£’000	£’000	£’000	£’000
Middle East
Iraq	(4)	11,882	(10,588)	(1,283)	7
Lebanon	20	5,742	(5,234)	(512)	16
Gaza	5	318	(265)	(24)	34
Syria	10	4,745	(4,240)	(514)	1
Jordan	-	24	(12)	(6)	6
East and Southern Africa
Angola	(8)	4,109	(3,656)	(449)	(4)
Ethiopia	-	16	(11)	-	5
Kenya/Tanzania	-	34	(32)	(2)	-
Somalia	(1)	449	(385)	(63)	-
South Sudan	27	5,260	(4,667)	(617)	3
Zimbabwe	2	1,657	(1,436)	(220)	3
Sahel and West Africa
Benin	-	1,040	(950)	(89)	1
Burkina Faso	-	1,325	(1,203)	(122)	-
Chad	-	1,096	(983)	(112)	1
Democratic Republic of Congo	16	-	-	(16)	-
Gambia	1	-	-	-	1
Guinea	(2)	-	-	2	-
Guinea Bissau	-	473	(428)	(45)	-
Mali	(4)	92	(79)	(9)	-
Mauritania	-	748	(679)	(69)	-
Niger	(18)	130	(114)	(16)	(18)
Nigeria	15	224	(207)	(16)	16
Sierra Leone	-	47	(46)	(1)	-
Senegal West Africa - non-country specific Asia Pacific Cambodia Lao PDR Myanmar Pacific Islands Papua New Guinea Sri Lanka Vietnam Eastern Europe Azerbaijan Bosnia and Herzegovina Ukraine Latin America & Caribbean	2 - (44) 75 7 - - 35 (36) - 3 1	957 1,239 5,235 9,474 727 6 60 6,688 9,844 1,491 2,867 14,573	(911) (1,068) (4,633) (8,488) (625) (4) (53) (6,154) (8,929) (1,355) (2,612) (12,913)	(49) (170) (574) (1,079) (105) (2) (8) (539) (865) (136) (256) (1,638)	(1) 1 (16) (18) 4 - (1) 30 14 - 2 23
Caricom Ecuador Peru Paraguay El Salvador Rest of the World UK Libya GISF Restricted funds Unrestricted fund	(1) (2) 2 - - 77 3 - 181	857 2,153 1,547 384 94 782 - 26 98,415	(741) (1,978) (1,333) (328) (89) (193) - (26) (87,648)	(116) (173) (213) (56) (5) (565) (3) - (10,735)	(1) - 3 - - 101 - - 213
General Designated Opportunity Fund	5,641 -	901 -	(11,341) -	10,735 -	5,936 -
Designated Foreign Exchange Fund Designated GISF fund Total Unrestricted funds	- 558 6,199	- (43) 858	- (48) (11,389)	- (467) 10,268	- - 5,936
Total funds	6,380	99,273	(99,037)	(467)	6,149

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MAG Annual Report 2024

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.	1 Jan 31 Dec 2023 Income Expenditure Transfers 2023 Restricted funds analysed by Programme £’000 £’000 £’000 £’000 £’000 17 MOVEMENTS IN FUNDS (continued)	1 Jan 31 Dec 2023 Income Expenditure Transfers 2023 Restricted funds analysed by Programme £’000 £’000 £’000 £’000 £’000 17 MOVEMENTS IN FUNDS (continued)

	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
ctual of their d funds llocated the tion’s cted		Latin America & Caribbean
		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

18 ANALYSIS OF ASSETS AND LIABILITIES BETWEEN FUNDS

	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	Funds	Funds	31 Dec	Funds	Funds	31 Dec
	2024	2024	2024	2023	2023	2023
	£’000	£’000	£’000	£’000	£’000	£’000
Tangible fxed assets	256	-	256	308	-	308
Net current assets	5,680	213	5,893	5,891	181	6,072
Total	5,936	213	6,149	6,199	181	6,380

19 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 2024		31	Dec 2023
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	88	-	-	266	84		-
Other	5	-	-	34	-		-

20 FINANCIAL INSTRUMENTS

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

	31 Dec	31 Dec
	2024	2023
	£’000	£’000
Financial Assets
Measured at undiscounted amount receivable
- Trade and other debtors (see note 14)	7,378	6,515
- Cash at bank and in hand	29,489	22,832
Measured at fair value
Derivative fnancial (liabilities)/assets (see note 20)	-
Total	36,867	29,347
Financial liabilities
Measured at undiscounted amount payable
- Trade and other creditors (see note 15)	(10,863)	(7,975)
Total	(10,863)	(7,975)

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.

21 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

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MAG Annual Report 2024

Glossary

22 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 £268k (2023: £273k).

23 RELATED PARTIES Trustees:

Expenses reimbursed or incurred directly by MAG in respect of 14 Trustees during the period amounted to £17k (2023: 14 Trustees - £18k).

Of this, £7k (2023: £4k) 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 £10,583 were received from the Trustees during the year (2023: £1,465). In 2024 and 2023, Trustees

were covered by the overall company indemnity insurance, the costs relating specifically to the trustees were not separately identified.

Edit Development Limited:

Sonia Bate is a Director of Edit Development Limited. There was no engagement with Edit during the period (2023: Nil).

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 $74.7m to MAG under various contracts funded by the US Government and Private sources. MAG paid $1.1m to MAG America to cover operating costs and the outstanding balance at year end was $8k.

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 2024.

MAG Poland:

MAG Poland is a Foundation registered in Poland as a coordination point for the Ukraine programme. During the year MAG paid €32k in legal fees on behalf of MAG Poland.

24 CONTINGENT LIABILITIES

At the date of signature, there are no contingent liabilities to report (2023: nil).

25 POST BALANCE SHEET EVENTS

During early 2025 the US Government issued Stop Work orders and future grant funding was frozen, subsequently unfrozen and work then continued, with a small number of contract terminations. The US Government review of funding is ongoing, but since the Stop Work orders were unfrozen, we have received continuation funding or extensions for a number of programmes. This is a non-adjusting post-balance sheet event.

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

MAG Annual Report 2024

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MAG Annual Report 2024

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

2024-12-31-accounts

Staying determined in an era of volatility

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

Saving lives in times of uncertainty

Our Strategic Framework 2024 – 2028

Who We Are

PUBLIC BENEFIT

Our Impact in 2024

~~Ls~~ HMA Key Indicators

~~O~~ U ~~R~~ IMPACT IN 2 ~~0~~ 24

Our Impact The Middle East

Lebanon

Syria

Iraq

Occupied Palestinian Territories

Egypt Saudi N Occupied maginternational Arabia .org Palestinian Territories

Our Impact

East & Southern Africa

South Sudan

Zimbabwe

Kenya and Tanzania

Ethiopia

Somaliland

Our Impact Asia-Pacific

Sri Lanka

Vietnam

Lao PDR

Cambodia

Myanmar

Our Impact

Sahel & West Africa

Chad

Continued on Page 20

Continued from Page 19

Our Impact

Latin America & the Caribbean

Our Impact

Eastern Europe

The political and security situation is unstable

Our Impact

Championing Change

Working in Partnership

Our Impact

Public Engagement

Fundraising

Fundraising Highlights

Our Progress Against Our Aims

Commitments 2 ~~a~~

People & Accountability

The MAG Community: Our Employees — MAG’s work relies on the

Total Employees

Redundancies

Ss Locations of Staff

Severance Payments 2024

Employee Relations

Continued from Page 33

Diversity: Gender

Diversity and the Gender Pay Gap

Diversity: Nationalities UK Affiliated

A Living Wage Employer

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

Actual Earnings for Employees in 2024

Senior Technical Grades

People & Accountability

Our Culture

Our Values

Employee Engagement

Wellbeing

Duty of Care: Safety & Security

People & Accountability

Our Commitment to Safeguarding —

Safeguarding reporting

People & Accountability

Upholding Ethical and Environmental Standards

Methodology

Intensity Ratio

Safeguarding Commitment

Risk Management and Internal Controls

Governance of Risk

Principal risks to be managed in 2025

Ls HMA Key Indicators

O U R IMPACT IN 2 0 24

Commitments 2 a