Good morning, dear colleagues.
I will kindly ask you to take your seats.
I declare open the third meeting of the annual session 2026 of the Executive Board, UNDP, and FPA and UNPS We continue our discussions with the UNOPS segment and we start our UNP segment with agin item 16, annual report of the UNPS Executive Director.
I'm pleased to welcome again in our midst, Mr.
George Maria Da Silva, Executive Director of UNOPS.
He will deliver his statement to the Executive Board and joining Mr.
Maria Da Silva and the board.
Today, we have miss Cecilia Balbna Chief of Staff.
And then, Mr.
Kal Ludvik Saul, Chief Financial Officer.
We have miss Valerie Cusato, Director of People and Culture Group, and misses Nicole Jordan, General counsel and of course, Mr.
Rajolal Hotra who is the Secretary of this UNO segment.
He's the director of the New York Board and External Relations Office here in New York.
And without further ado, I will give the floor to Mr.
Marra da Silva.
You have the floor, please.
Mr.
President, distinguished members of the executive board, distinguished member states, colleagues.
It's a pleasure to join you today in this important segment on ops following yesterday's very fruitful discussion with UNDP on the UN 80 process.
Since we last met, our world has continued its descent into crisis.
Harmed conflicts, the climate crisis and economic instability have continued to deepen communities' needs around the world.
25% of the world's population currently live in conflict affected settings, while poverty inequality, and anger are spreading.
This comes as official development, the system has fallen sharply to historical low levels, dropping by nearly 23% compared to 2024.
The limits of multilateral system are being tested.
Against this background, it is more critical and timely than ever for the United Nations to continue providing practical solutions that improve people's lives in particularly those most in it.
As such, UNPS continues to scale up and speed up project implementation with tangible results that bring an impact for the communities we serve.
In today's session, I will highlight how UNOPS has responded to ongoing global challenges.
I'd like to start by an element of enabling.
One of the key functions that ENP plays is not only delivering projects on infrastructure, procurement, project management, but also through our mandate, enabling others to deliver.
I'd like to provide a few examples starting with the current conflict raging across the Middle East region.
To mitigate the humanitarian consequences of this disruption in the Strait of Hormuz, the Sec General in March created a task force that I'm honored to lead with other UN agencies to facilitate the safe passage of fertilizers and related raw materials for humanitarian purposes.
The case is very clear.
One third of the fertilizers in the world goes through the Strait of Hormuz and the disruption of the fertilizers in the strait of Hormuz is causing a global disruption of fertilizers.
So it's no longer regional crisis, it became a global crisis with impacts across all continents.
We also noticed, namely from FAO and WFP projections that there is always a time lag between the increase of the prices on fertilizers and the impact on food.
Unfortunately, as you used to say, it's written on the wall.
If the current situation continues, very likely we'll get 45 million people being forced into acute food insecurity with massive impacts on poverty and inequality.
That's why the Sec General launched this initiative to find a way not to compromise or undermine the freedom of navigation, but while we fight for freedom of navigation, at the same time, finding a time bound, exceptional limited solution to allow fertilizers and related raw materials to transit, namely ammonia, urea, and sulfur.
We are ready.
From UN and from UNPS, we have developed the mechanism, and we are ready in seven days to put the mechanism functioning if the political will allows us.
We see and we witness an increasing support for this mechanism by member states.
Every day there is new member states issuing statements supporting the mechanism, and I continue engaging, as you know, with the parties in the conflict and with the parties in the region, to find a solution that would allow the mechanism to function.
This is just one example, Mr.
President and distinguished member states of UNPs role enabling.
It draws on the same experience in Yemen with UN V mechanism, the United Nations verification and inspection mechanism for Yemen, but also the UN 27 20 mechanism for Gaza.
In both cases, what we are basically doing is confidence building, the same as we are trying to do in the Strait of Hormuz is designing a mechanism to ensure accountability, transparency, and through that to build trust and confidence and through that to allow humanitarian and also commercial flows to flow.
Give you one example, some data.
It's always important to bring data to these conversations.
In Gaza strip with this mechanism, 27 20 mechanism that EOS is managing to help expedite and facilitate the delivery of humanitarian aid, over 445,000 metric tons of aid have been delivered and tracked through the mechanism since its inception in April 2024, including 338,000 metric tons since the October 25 ceasefire.
But some relevant data can also be shared from the UN V mechanism in Dibbouti and Yemen.
As you know, all transit of vessels going from Dibbouti to Yemen, sailing to the Yemen ports of Udeida Razza and Salif are monitored, verified, and inspected by UNOS in this initiative on behalf of the concerned member states and Ocean.
And the numbers are quite eloquent.
Since it became operational in May 2016, UN VM has successfully facilitated sailing for over 3,200 commercial vessels, transporting over 73 million metric tons of essential goods.
And we report the data to the Security Council.
This is, again, a confidence building mechanism that allows us to monitor, to verify, and to inspect, and through that, to report to member states about the full implementation of the regulation.
So I wanted to start this conversation precisely about this topic of enabling.
Not very often, it's the topic that I bring in session.
I tend to bring the topics about infrastructure, procurement, project management, and the concrete projects that we put on the place.
But in this case, I really wanted to stress and emphasize how much we do to enable other UN agencies to operate, how much we do to enable member states to operate, how much we do to enable commercial activities to operate.
Let me now focus on the annual report 2025.
Enabling our partners to deliver across humanitarian peace building and development context is at the core of what we do.
Our focus remains on implementation, on offering practical solutions.
Our 2025 annual report published this week with copies in front of you.
Highlights the scale and impact of this work.
Last year, NPS worked in over 130 countries and territories, delivering over 1,100 projects worth approximately $2.7 billion.
We created 26 million days of paid work for local communities, including 10 million days for women.
Two thirds of all our work was in complex and fragile situations where it's really hard to deliver.
Allow me to share some examples.
In Ukraine, Our teams continue to support much needed response and recovery efforts as communities face ongoing attacks and severe disruptions to basic services.
Recently, we built a new anti radiation shelter for a school in the southern Mykolav region.
As a result, nearly 250 students and over 3,000 residents now have a safe underground space.
For the first time in over four years, children will be able to attend their school in person, allowing them to reconnect with their childhood, learn, and thrive.
In Gaza, in addition to supporting monitarian deliveries through the implementation of the 27 20 mechanism that I just mentioned, UNPS also helps bring fuel in support to UN and humanitarian organizations including hospitals, desization plans, shelters, and immediate emergency needs.
As you know in Gaza, fuel is the only source of energy available.
That's why this operation of procuring, distributing fuel is fundamental to the livelihood in Gaza.
But let me stress the fact, and I will come to this later that it is fundamental to provide early recovery support in Gaza.
We can't wait for the reconstruction to do whatever we can to provide early recovery.
UNP UN mine action Service UN Mass are supporting critical humanitarian aid efforts through mitigating the dangers of land mines and unexploded ordinance and we stand ready to support the transition from humanitarian action to early recovery and eventual reconstruction, as I just mentioned.
Just give you some examples because very often member states ask me, what would early recovery look like? Are you ready to provide early recovery? We have indeed a concrete list of projects ready to implement, including the provision of prefabs to provide proper sheltering to people, the rehabilitation of networks, the rehabilitation of the power station, the damage assessment of the buildings, the provision of portable clinics and schools.
There are concrete solutions, not rocket science.
Easy to implement.
We just need the political will and the conditions for us to operate.
We can't wait for the big reconstruction to start immediately with early recovery because there are much more needs in Gaza beyond food.
I hope that we can establish the conditions in this area.
In the Democratic Republic of Congo where millions of people are internally displaced, ENS works with partners to provide income generating infrastructure projects.
This includes building schools, markets, youth centers, and health clinics in the eastern part of the country directly impacting 650,000 people.
Of course, this is also where much of the Ebola transmission is concentrated now, further complicating people's conditions and the delivery of our projects.
In Afghanistan, As communities grapple with impact of conflict, natural disasters, and socioeconomic challenges, my colleagues continue to manage the Az Afghanistan, a cult center that serves as a crucial lifeline for Afghans, providing assistance, vital information, and a platform to give feedback on humanitarian response and the delivery of basic services.
With nearly 700,000 calls and since it was launched in 2018.
As initiative has helped more than 5 million people across Afghanistan to access essential services and humanitarian aid.
You can see again, it's Es supporting the people and enabling the other UN agencies, particularly humanitarian agencies to operate.
Across Latin America and the Caribbean, our efforts continue to strengthen health systems and improve equitable access to healthcare.
In another example, UNOS is supporting the Brazilian Cooperation Agency, ABC, to deliver essential humanitarian assistance to countries affected by disasters and crisis from vaccines and medical supplies to food and water purifiers, UNPS facilitated the procurement and delivery of critical supplies to 35 countries in emergency situations in 2025, including Caribbean nations affected by Hurricane Milissa.
I had the chance in the first week after the Hurricane militia severely affected Jamaica to be on the ground and to mobilize UOP's team to conduct damage assessment.
I used to mention this as an example of readiness.
We are discussing this week in the last few weeks the reconfiguration of country teams.
As you know, I've been leading that reform.
One of the elements that I always try to highlight is we shall not confuse residents with readiness.
We shall be resident and present in many countries and UN needs to find a way for many agencies to be resident and to be present.
But in other cases, you don't need to be resident, you just need to be ready.
That's the case in Jamaica.
We were not resident in Jamaica, but we were the agency that was called in the first few hours about bringing the engineers that were fundamental to do damage assessment.
This is a good example of not confusing residents with readiness.
That's why I'm so passionate, as you know about the reconfiguration of country teams.
I think it's a fundamental pillar of UN AT reform and we need to get it well.
Mr.
President, distinguished delegates, these are just a few examples of how UNOPS provides practical solutions across core areas of infrastructure procurement and project and fund management.
UOPS also hosts and supports a range of multilateral partnerships to advance global priorities.
We host 14 entities, entities that are programmatic, we are non programmatic, but we help them operate, which is a very important element of the network multilateralism.
You don't need to be programmatic.
We are non programmatic and we don't want to be programmatic.
We can't be programmatic.
That's not our mandate.
But through our support on logistics, on financing, on administrative services, on procurement, we are enabling these hosted entities that are supported by member states in delivering those programs.
Through these partnerships, we have helped improve global health, drive climate action, and accelerate sustainable development.
This model allows critical partnerships to use our global presence and robust compliance frameworks to manage risk and deliver results transparently and effectively, creating faster and broader impact for communities around the world.
Let me give you some examples because this is not very often known.
Who are the 14 AST entities? I can't list all but just give you a few examples.
Stop DB partnership to address uberco losses, Cities Alliance, the Santiago Network on loss and damage.
Also the sustainable energy for all.
There are 14 AST entities that are supported by member states that we are very honored to host and to support them in some cases in partnership with other agencies.
For instance, the Santiago Network is supported by UNDRR and UNOS.
Let me now focus on a key element that you have been sharing with us that is about collaboration in the UN.
Because this is one of the key mottos of the UN 80, is to avoid fragmentation, to build coherence and collaboration across the system.
As a key player within the UN system, UNPs provide technical, operational, and logistical support that helps translate UN resolutions and mandates into tangible on the ground results for communities we serve.
How much do we deliver for the UN entities, 20%.
From our portfolio, 20% of everything we do is in support of UN entities.
But more important is how much are we delivering with those entities and that's 70%.
This is a very important element is even if we are delivering indirect support to those UN agencies, 20% of our portfolio, in practical terms, even when we are not working for them, we are working with them.
This is a key element of 70% of all our portfolio when it's requested and supported by the partner countries, by donor countries, by vertical funds, by IFIs, despite the origin of the demand is coming from non UN, in practical terms, 70% of everything we do with the UN.
I think that this is a good assessment and metric of collaboration.
Honorable delegates, let me emphasize now the centrality of climate action to our work.
Ep supports adaptation, mitigation and loss and damage efforts.
We help countries strengthen climate resilience, adapt, support the implementation of climate commitments, and we manage multi stakeholder initiatives, including the Initiative for climate action transparency.
2026 is a defining year for the climate agenda.
As you know, I've been working on climate since 1999.
I attended almost all cops since 1999 in multiple roles, and we knew that a The 1.5 degree objective by the end of the year would require tangible action and mutual accountability.
Unfortunately, what the facts and the evidence is being shared with all of us is that we are overshooting.
The main conclusion of the last cop was and it was a very important cop in Brazil, in the Balin Para, is that we need to do more.
That we are not in the past to 1.5, we are in the path to 2.3 to 2.5.
Clearly, the national determined contributions are not consistent with the agreement established in Paris a decade ago.
That's why 2026 is so important.
It's the moment where we need to get it right.
We need not only to revisit the national determined contributions and put them on the right path to 1.5, but it's also the moment where we need to implement the national determined contributions, and it's where NPS is ready to support member states.
Member states, particularly developing countries, need support to accelerate the transition to renewable energy and invest in infrastructure needed to make that transition work.
That includes modernizing, expanding, and digitizing energy grids, and scaling energy storage as the grid infrastructure has simply not kept up with remarkable growth in renewable generation.
We have to do whatever we can on the supply side.
But if we don't invest on grids and on storage, all efforts done on renewable energy and supply will not make tangible results on climate mitigation and on the clean energy transition.
Working with our partners, we have enhanced access to energy in rural communities in Sierra Leone powered hospitals in Haiti and improved access to essential services in Yemen.
And we support efforts to create efficient and resilient grids around the world, including through our hosted partnerships such as Sustainable Energy for all and Southeast Asia Energy Transition Partnership.
Excellencies, distinguished delegates, the impact I've described today is made possible by the trust of our partners.
Results from the latest UNOPS Global Partner survey show strong trust in UNOPS and growing demand for our integrated practical solutions.
A record, 85% of partners report satisfaction with UNOPS.
This is the best partner survey ever.
A similar share say they would recommend the organization to others.
Overall Partners trust UNP stands at 87%.
This is the testament of commitment of UNP teams working in some of the world's most challenging and high risk environments.
They also speak to the progress achieved through our reforms, guided by you.
There is no trust being rebuilt without a strong commitment on reform.
Under the guidance of the executive board, we have over the past three years implemented a comprehensive program of reforms that has delivered on our commitments and seen this effort to recognize it by third party assessments.
These measures have strengthened governance, accountability, and organizational performance while enhancing ability to deliver results for communities and partners.
The results of the reforms are manifesting in other ways too, not only the Partner survey, as I mentioned, but also our culture survey.
Our internal culture survey results, as my colleague, Valerie Cust has been sharing with you in other occasions, show encouraging progress.
In 2025, participation reached a record 75% with results showing progress in engagement, satisfaction, trust in local leadership, and transparency.
The demand for ENOP services is increasing and this is another signal that we are getting the results of the reform.
We saw it in the Partner survey, we saw it in the culture survey, but also on the increasing demand.
In 2025, we signed contracts at value of $3.4 billion exceeding the implemented amount in that year.
Just this year, I had with Carl the CFO and with the Sandra Eaton con a few days ago, we were checking the numbers for this year, and we signed in the first semester of this year more contracts than in the comparable period in 2025 and in 2024.
Clearly, There is an increase.
There is a growing demand from our partners, and those partners are from the UN and beyond the UN.
Very often you ask me numbers about portfolio.
Let me share some numbers.
20% of everything we do is for the UN.
14% is for program countries, 15% for donor countries.
You can see that we get the demand and funding that is very relevant for partner countries.
They use their own resources to ask DNPs to deliver to implement their strategies.
14% of everything is requested by the program countries, 15% by donor countries, 18% vertical funds and multilateral initiatives, and 26% IFIs.
International finance institutions, 6% regional and other international organizations.
You can see how relevant is our pipeline across the partnership? The idea that we work only for the UN is not consistent.
We work for the UN, we work with the UN, but we basically support a multitude of partners that are, as you could see, revealing strong confidence on our work.
That's why I would like to close precisely on this element of reforms.
The results underscore the agility of DNS demand driven fee for service operating model.
The model provides, as you know, full cost recovery and drives efficient resource management.
It keeps the organization's offerads low and allows it to rapidly and efficiently respond to community needs and partners demands.
In an operational context where value for money is most critical, UNOPS continues to deliver projects with a full cost recovery fee of on average 4%.
This is one of the lowest, if not the lowest in the entire UN system.
Europe is an active support of the UN 80 reform agenda and remains fully engaged across multiple workstreams.
At the request of the Sec General and under the leadership of the DSG, you know that I've coordinated the reconfiguration of country teams.
Yesterday we had a chance with Mr.
President to stress the relevance of connecting the conversation on the mergers with the conversations on reconfiguration of country teams, regional reset, thematic knowledge hubs, the funding compact and expertise on demand.
We will continue supporting this reform, and we are confident that the reconfiguration of country teams will strengthen the resident coordinator and will maximize our capacity to deliver at scale, which is the reason why we exist.
At as these discussions continue, it is important to recognize the distinct added value of unopsy for service, demand driven model at the contribution it makes to the efficient, accountable implementation across the system.
To conclude, Mr.
President, distinguished members of the executive board, at a time of growing global crisis, shrinking financial resources, increasing threats to the United Nations, the collective responsibility is crystal clear.
The UN is needed more than ever.
It's demonstrable practical solutions are needed more than ever.
UNPS will continue supporting people and partners across humanitarian development and peace building efforts, strengthening implementation capacity and efficient using resources to bring tangible results to improve lives for communities.
As we continue to advance the reform agenda and contribute to broader UN system reforms, I reiterate the support of UNOS for a more effective accountable and impactful United Nations.
I would like to end by thanking you, Mr.
President and all member states for the strong support that you have been providing to UNPS and if you allow me, I would also like in a session that is livestreamed to thank the amazing work of my outstanding team working not only in headquarters, but in more than 130 countries.
They are getting the job done.
Thank you.
Well, thank you very much, Executive Director.
That was quite an overview of a very rich work of UPS covering everything from the readiness of the organization to support a number of efforts that are promoted by the UN system, humanitarian work, peace and security also very much relevant.
Education, climate change, all of these areas which are very much impactful on the ground.
I also want to note and to acknowledge your availability in communicating with us.
It doesn't feel like you're based in Copenhagen.
It feels like you are based here.
We communicate on a permanent basis and it's so much important for all of us, being able to keep contact with you and to activate potential mechanisms that UNOS could support, as was the case for Gaza, it's something that member states are looking at very thoroughly and very seriously.
I look forward myself to reactions from member states.
Dear colleagues, we open the floor for comments and questions and we have a list already.
We have Finland, Mozambique, and then Bangladesh, and then I will inform you about the rest.
I give the floor first, Finland Vice President You have the floor.
Chair, Mr.
Executive Director, colleagues, I wish to sincerely thank for your very strong and clear presentation of the 2025 annual report and the accompanying materials, but before all for sharing your vision about where UPS is going.
I can clearly see that we share the same compass bearing and we are even on the same map.
You have our trust.
The report shows continued demand for UNOPS services, delivery in difficult and fragile contexts, and a free for service model that remains relevant for many partners.
The partner feedback is also clear.
UNOPS continues to be valued for practical delivery, its ability for agile and rapid responsiveness, and its cost effectiveness.
The increasing demand for UNP services is an impressive metric.
But it becomes even more impressive when we consider the results into which it translates, enabling children in Ukraine to once again attend school in person, creating access to health clinics for internally displaced people in the Democratic Republic of Congo and many others.
Indeed, the Bureau visited recently Panama where we could see how you operate very concrete terms on the ground in Panama and in the region and very often in excellent collaboration with other agencies, not least UNDP.
Alongside the tangible project services on the ground, it is important that adequate attention is given to sustaining the governance reform you have undertaken.
We value the progress ENS has made on accountability, internal controls, portfolio oversight, process innovation, and digitalization.
At the same time, diligent follow up is needed to make sure that implemented reforms translate into meaningful change and that those areas of the comprehensive response plan requiring long term action have the desired impact.
We encourage UNPs to keep the board closely informed on progress achieved, but also remaining weaknesses and further corrective action that may be required.
We appreciate your leadership in this regard.
In this context, financial stewardship remains a central aspect.
It is important that UNPS can fund necessary internal reforms and control improvements while maintaining full transparency and board oversight over the use of reserves.
Mr.
Executive Director, I would like to thank UNPS for your engagement in the UN 80 initiative, including your leadership and important work packages such as I thank our Vice President from Finland for the statement.
I give the floor to the Ambassador Mozambique speaking on behalf of the African group.
You have the floor, please.
Thank you, Mr.
President.
Mr.
President, distinguished member of the executive board.
I have the honor to deliver this statement on behalf of the African members of this board, namely Chad Côte D'ivoire, Madagascar, Mozambique, Nigeria, Rwanda, Tunisia, and Zambia.
The African members welcomed the UNPs annual report against a difficult global backdrop of armed conflict, economic instability, climate shocks, debt distress, food insecurity, and displacement that continue to affect many African countries disproportionately.
ENP on Europe's performance in Africa.
We note that in 2025, ENP implemented more than 1,000 hundred projects across more than 130 countries and territories, delivering approximately 2.7 billion.
Africa represented about 30% of regional implementation with a substantial portfolio in special and fragile situations.
These outcomes are significant.
We saw a visible in infrastructure, procurement, project management, emergency support, and climate resilience system.
They contribute directly to the SDGs and Agenda 2063 aspirations when they are aligned with national development plans and led by program countries.
Mr.
President, we appreciate UNPs role as an enabler of the broader UN system.
We encourage UNPS to continue strengthening its interface with the resident coordinators, United Nations Sustainable Development Cooperation frameworks, regional platforms, and joint analysis, while preserving their agility, technical expertise, and operational discipline that make it valuable to countries of operation.
On climate and energy, climate and energy remains urgent African priorities.
Our countries are among the most vulnerable to climate impacts while also holding significant renewable energy and infrastructure potential.
We encourage UNPS working with the UNDP, the resident coordinator system, and other relevant entities to support African countries in moving from climate commitments to implementation, resilient infrastructure, energy access, grid storage, adaptation, loss and damage, and bankable projects that mobilize public and private finance.
On UN 80 and UNDP UNPS merger.
We welcome UNPs engagement in the AUNAy reform.
Regarding the preliminary UNDP UNOPS measure assessment, our position is constructive caution.
We see value in a stronger complementarity between UNDP's policy, programming, and SDG integration role and UNOP's specialized implementation, procurement, and project services capabilities.
However, any structural option must demonstrate that it will preserve national ownership, executive board oversight, delivery continuity, partner trust, cost recovery discipline, and the distinct value of each entity.
These are fundamental.
We look forward to the Executive Director's reflection on three issues.
First, how will UNOPS protect delivery continuity, staff morale, and partner confidence during the UN Aid process? Second, how will UNOPS deepen alignment with the resident coordinators and cooperation frameworks while preserving its demand driven, policy neutral implementation role? Third and lastly, what safeguards would protect cost effectiveness, full cost recovery, accountability, national ownership, and services to program countries in any major or alternative arrangement.
African members are committed to strengthen ENPs capacity to serve African development priority.
I thank you.
I thank the Ambassador for Mozambique for the statement deliver on behalf of the African group.
I have Bangladesh, Brazil, the United Kingdom, the United States, I give the floor now to the ambassador of Bangladesh.
The, please.
Thank you, Mr.
President.
At the outset, let me thank the Executive Director for presenting the 2025 annual report, which highlights the remarkable resilience of self financing business model of UNPS.
We also commend UNPS for commissioning 1,100 projects across 130 countries supporting communities in special and fragile situations.
Bangladesh has some of the finest projects on climate resilience and social development.
Excellencies, following our recent national elections, Bangladesh has entered a new phase of stable and inclusive governance with a clear focus on strengthening long term structural resilience.
However, the recent global and domestic shocks continue to pose challenges.
To address these challenges and to ensure a smooth and sustainable transition, we proposed for a three year extension of the preparatory period until November 2029.
In this regard, we call upon ENPS to align its technical advisory support and infrastructural pipeline with this extended timeline.
We need support in trade investment, education, public health, and climate resilience procurement.
As a highly climate vulnerable country, Bangladesh also underscores the importance of accessible finance and affordable green technologies.
Mr.
President, regarding the UN AT initiative and the proposed UNDP UNOS merger, Bangladesh remains constructive yet cautious.
Any reform must be member state led, transparent, and evidence based.
It is equally important to preserve the distinct strengths of both entities, UNDP's grant based policy platform, and UNOS self financing fee for service model.
We also states that such integration should not result in shifting or increased financial burdens for the program countries.
Bangladesh remains committed to working closely with the UNPS to advance efficient, accountable, and impact driven delivery in support of the SDGs.
I thank you, Mr.
President.
I thank the Ambassador of Bangladesh for the statement.
I give the floor to Brazil to be followed by the United Kingdom.
You have the floor, please.
Thank you, Mr.
President and Mr.
Executive Director.
Thank you very much for taking the time for your comprehensive report.
It's quite easy to see how important NOPs work is, but it's not that easy to see how exciting it is.
I think you showed excitement and passion about the work of UNPS.
I do thank you for this.
Also believe it very important for the board to be ever more conscious of the importance of the work of UN OPS in key situations of armed conflict.
You mentioned some.
It goes beyond the work of UNPs in the sense that it does help to show members and the public opinion and especially those in those armed conflict situations that the UN matters and it may make a difference and quite often does make a difference in people's lives.
Thank you for that.
Reiterate our firm and continued support for UN OPS, whose operational expertise helps translate public priorities into concrete and sustainable results for people and communities.
The 2025 annual report confirms the scale and relevance of this contribution, particularly in contexts where implementation capacity is most constrained.
Mr.
President, colleagues in Brazil, in Forest de Guo, a city in the T border region between Brazil, Argentina, and Paraguay, Eunops is leading the implementation of the project to complete the new campus of Brazil's Federal University for Latin American Integration, Ula, in partnership hydropower company Italiu D National and the university with support from Brazil's Minister of Education.
Even ops has managed the procurement and contracting processes and is now overseeing the works in accordance with international standards of efficiency, transparency, safety, sustainability, and social inclusion.
By helping deliver modern academic, administrative and community facilities, the initiative will strengthen public higher education in the region, promote Latin American integration, and contribute to the social and economic development of Farage de Guassu and the wider Triborder region.
This experience demonstrates that delivery must go hand in hand with national capacity development, local value creation, and strong public institutions.
Brazil further sees important potential for UN ops to serve where appropriate, as a provider of shared back office services and to support the development and management of common premises in the UN system.
Under clear governance, transparent cost arrangements, and demand driven participation, such solutions can reduce duplication, generate economies of scale, and allow United Nations entities to direct more resources to their mandates and country level results.
I think I thank Brazil for the statement.
I now give the floor to the United Kingdom to be followed by Germany.
Thank you, Mr.
President, Executive Director.
The UK recognizes the great contribution and commitment of UNOS personnel operating in complex and often high risk environments.
Their professionalism and their dedication remains central to the UN's ability to deliver results for those most in need, including in Gaza and other frontline settings.
Sustained delivery across more than 130 countries across infrastructure, procurement, and project management continues to demonstrate UNP value as a practical and results orientated partner.
The emphasis on partnerships and strengthening financial management is particularly welcomed.
UN OPs capacity to deliver in crisis and conflict settings remains critical.
In Gaza, UNOS continues to play an essential role procuring and distributing fuel, deploying international monitors, and supporting early recovery planning amid severe access constraints.
We recognize UN OPs leadership on the Strait of Hormuz and this work is vital to averting a food security crisis.
On UN 80, we welcome UN Ops active engagement with the Secretary-General Initiative as co chair of the Business Ivation group under the high level Committee of Management.
UN Ops is well placed to drive efficiencies across the UN system, including through global shared services.
Common back office costs and effective delivery models.
On the proposed merger, we encourage UN ops to work more closely with UNDP to jointly agree, refine and narrow down merger and alternative options, and to provide jointly agreed and independently verified data on savings, transition costs, efficiency gains, as well as the timelines and the legal implications of the options.
We note UN ops involvement across several work packages elsewhere in UN 80, including on UNCT refiguration, the Unified Services roadmap, expertise on demand and the funding mechanisms.
We encourage UN Os to continue bringing its practical expertise to bear in shaping a more coherent and effective UN in partnership with other agencies.
On the core mandate, we want to see UN Ops continue to harness its comparative advantage, its demand driven non programmatic model enabling rapid and flexible and transparent implementation in settings where other options are not viable, ensuring value for money for the UN and its partners.
Thank you.
I thank the United Kingdom for the statement, and I'll give the floor to Germany to be followed by Nepal.
Thank you, Mr.
President, Mr.
Executive Director, colleagues.
In times of growing pressure on a multilateral cooperation, the ability to deliver concrete results matters more than ever.
UNPS plays an important role by providing practical, reliable, and cost effective implementation support to partners across the UN system and beyond.
We recognize the strong operational contribution UNOPS continues to make.
This work enables partners to deliver in complex environments, including fragile and crisis effective settings.
We also would like to express our appreciation to UNOPS personnel for their continued commitment under often difficult conditions.
At the same time, UNPS remains under a particular responsibility to demonstrate that reform efforts are lasting.
With the formal completion of the comprehensive response plan, the real test is is now whether these reforms are firmly embedded in systems, leadership culture, and daily management practice.
Continued follow up on process innovation and digitalization, recovery of SRI funds, and implementation of oversight recommendations therefore remain important.
Germany welcomes the stronger focus on accountability, risk management, and transparency.
These are essential to institutional credibility and partner confidence.
We encourage UNPS to continue reporting openly to the executive board on progress, challenges, and concrete results.
UNPS must also show that its work not only delivers efficiently from a business perspective, but that through its activities within its mandate, it also contributes to sustainable development targets.
Through its shared services platform, its co lead in the Business Innovations group, and its distinct operational comparative advantage, UNPS already contributes to improving the efficiency of the UN development system.
We also commend the improvement in UNPs feedback to RC performance assessments.
At the same time, we urge UNPS to find a solution that allows reporting on RC input into its own representative reviews, which we consider essential to strengthening the RC's leadership role and ensuring that delivery is aligned with cooperation frameworks.
Lastly, regarding the ongoing merger assessment, we count on UNPS and UNDP to ensure jointly that it is based on solid, independently verified evidence, comprehensive impact assessments, and inclusive consultations with member states.
Thank you.
I thank Germany for the statement.
I now give the floor to Nepal to be followed by the United States.
Thank you.
Thank you, Mr.
President, Mr.
Executive Director, Distinguished delegates.
Nepal thanks the Executive Director for the comprehensive annual report for 2025.
Mr.
President, first of all, let me appreciate the role of the United Nations Office for Project Services in supporting sustainable infrastructure, procurement, and project management services.
We recognize NPs contribution to strengthening national capacities and achieving sustainable development outcomes at the country level.
Nepal values development cooperation that strengthens resilience, promotes sustainability, and supports national ownership.
In this regard, we encourage NOPs to continue prioritizing climate resilient infrastructure, energy access, disaster risk reduction, sustainable public procurement practices, and to invest in expanding our digital and trade networks and connectivity.
Mr.
President, we welcome efforts undertaken by UNOS to enhance organizational effectiveness, transparency, accountability, and risk management.
Continued implementation of oversight and accountability measures remain essential to maintaining confidence in the organization and ensuring efficient delivery of results.
We welcome the report's emphasis on collaboration across the UN system.
This is indeed critical for delivering integrated solutions tailored to country priorities.
The scale of delivery over 1,100 projects in 130 countries and more than $2.7 billion in implementation demonstrates the value of a specialized entity that can deliver infrastructure, procurement, and project management with speed and integrity.
We emphasize the importance of supporting countries in achieving the sustainable development goals, including particularly digital and physical infrastructure and renewable energy.
Mr.
President, as we deepen implementation of our national development plan and the UN cooperation framework, Nepal encourages UNS to continue aligning its services with country level priorities, including digital transformation, economic transformation, disaster resilient infrastructure, and climate adaptation for delivering effective, transparent, and sustainable solutions that help countries advance national development priorities and the SDGs.
We look forward to working together to deliver high quality, resilient and nationally aligned development results.
Thank you.
I thank Nepal for the statement.
I give the floor to the United States to be followed by the Russian Federation.
Thank you, Mr.
President.
Thank you, Executive Director De Silva.
I wanted to take a moment in particular to thank all of UNP staff for the work that they do in extremely difficult contexts.
The United States welcomes the opportunity to engage with UNPS on its operational performance and strategic direction.
We appreciate UNPS for its forward leaning work and operational agility in response to the world's most complex crises.
In an era of compounding global volatility, our partnership has yielded vital lifelines.
In particular, the United States emphasizes that the UNOS managed 27 20 mechanism has served a crucial role in monitoring the delivery of humanitarian assistance to Gaza throughout the logistical supply chain in a transparent and accountable way.
We recognize UNP's efforts in providing viable options and technical frameworks for a humanitarian corridor through the Strait of Hormuz to protect global food and energy security.
Iran cannot be allowed to extort the global community and hold the world economy hostage.
Executing these critical missions effectively requires an absolute commitment to internal optimization.
To that end, the United States strongly supports UNPs work to become fit for purpose, first through the comprehensive response plan and now through efforts to advance comprehensive institutional reforms aligned with the UNAD initiative.
Faced with severe global budget constraints, the UN system must move away from fragmentation and toward a simpler, more coherent architecture.
We expect UNPS and all UN agencies to embrace the reform agenda outlined in UN 80, optimizing value for money and ensuring that precious taxpayer dollars flow directly to the front lines of crisis response rather than bureaucracy.
Finally, navigating these financial, these fiscal realities demands that the UN system leads by example.
Internal culture must match external frugality.
To maximize the impact of every dollar entrusted to the organization, we urge UNPS to implement rigorous cost saving measures immediately, including an explicit outright ban on business class travel for all personnel and leadership.
Thank you.
I thank the United States for this statement, and I'll give the floor to the Russian Federation to be followed by the European Union.
Mr.
Chairman, we wish to welcome the Executive Director of UN Ops and we wish to thank the office for the report that has been presented.
We wish to note the very impressive volume of projects on the balance sheet, $2.6 billion and those are funds which are being invested into development at very difficult times during times when the financing gap is growing, when longstanding obligations in financing for development are not being met.
It is important to bear this in mind also in the context of the UN 80 reform initiative and the proposed merger of various agencies.
As we mentioned yesterday, UNPS over the 30 years of its existence has gained a great deal of unique advantages in terms of flexibility and agility, which we should not like to jeopardize.
I would like to note in particular the projects which are being conducted under difficult humanitarian circumstances, including to deliver assistance to ordinary people in Gaza.
I wish to pose a number of questions on the basis of the report.
First of all, what steps are being undertaken by the office in order to ensure greater local capacity building in terms of government procurement and infrastructure development.
Second, to what degree in your view is it justified to continue to incorporate into the criteria for tenders sustainable procurement criteria, which we wish to recall, still have not been agreed upon at the intergovernmental format and also do not reflect criteria for economic feasibility.
Thank you for your attention and your responses.
I thank the Russian Federation for their statement and further questions and I give the floor to the European Union to be followed by Portugal.
Then we have Mexico and Ukraine and I know about the others.
The European Union, please you have the floor.
Thank you.
Mr.
President, Mr.
Executive Director, Excellencies, dear colleagues, I'm delivering this statement on behalf of the European Union as a donor.
Let me start by commending UNPs the progress achieved on the implementation of the comprehensive response plan.
The EU reaffirms its longstanding partnership with the UN as a reliable partner to advance the sustainable development goals.
We also reaffirm the important role of UNPS as a service provider within the UN system.
We appreciate its strength in infrastructure, procurement, and project management, particularly in fragile and politically constrained contexts.
UNOP's demand driven and implementation focused model is delivering impactful projects in challenging conditions and we commend its commitment to this objective.
Second, the EU is closely following and engaging in the UNAT reform process.
We welcome UNPs contribution to the collective effort and in particular, the executive directors leadership in driving the work on the development cluster.
My colleague previously presented the EU views on the ongoing merger discussions yesterday, so I will not address this today in detail.
We simply hope that UNPs operational characteristics can be safeguarded in whatever future configuration is decided.
Finally, we thank the Executive Director for presenting the 2025 annual reports and we commend UNOPS for its strong and steady results.
The EU particularly welcomes that UNOPS has implemented activities across all three UN pillars, all regions, and mostly in countries in special and fragile situations.
In this regard, the strategic alignment between UNOP's operations and the EU Global Gateway investment strategy allows us to jointly advance the SDGs, but also reinforces peace and security globally.
We see considerable opportunities for continued collaboration between UNPS and the EU, especially within global gateway priority sectors such as infrastructure, and we encourage ongoing synergy to achieve our shared objectives.
We also call for further attention to cross cutting priorities and sustainability of activities, favoring a systemic approach during the project design phase, particularly when it comes to gender mainstreaming and climate action.
Last but not least, the EU thanks you, Mr.
Executive Director, for your leadership and steadfast commitment to the ongoing UN efforts in the Middle East, in particular with regard to Gaza early recovery and as the heads of the task force on the Strait of Hormuz.
Let me also take this opportunity to thank once again all UNP staff for the very important work they do in difficult situations and to reaffirm the EU support to UNPs as well as our commitment to continued collaboration in pursuit of our shared goals.
Thank you.
I thank the European Union for this statement.
I give the floor to Portugal to be followed by Mexico.
Thank you, Mr.
President.
Portugal welcomes the 2025 annual report of the Executive Director and thanks UNPS for the presentation of its results.
We commend UNPS for the scale, breadth, and operational relevance of its work in 2025.
The report clearly demonstrates the value of reliable, agile, and accountable operational support in ensuring that partnerships, resources, and commitments are translated into tangible results for people and communities on the ground.
Portugal Commands UNPs continue to focus on fragile and compact settings where reliable implementation capacity is essential to sustain services, strengthen institutions, and support communities.
The results presented across health, education, infrastructure, employment generation and support of LDCs, LLDCs and seats underscore the value of operational delivery that is effective, context sensitive, and responsive to national priorities and needs.
We are encouraged by the reported increase in partner trust, which provides a strong dedication of confidence in ENP services, delivery capacity, and institutional performance.
This positive trend reflects the value partners place on reliable, transparent, and high quality operational support.
Looking ahead, Portugal Values ENPs continued to focus on effective delivery, sustainability, nationally owned priorities, and measurable results at country level.
We trust that UNOS will continue to bring its operational expertise, responsiveness, and commitment to accountability in support of partners and the countries and communities it serves.
Thank you so much.
I thank Portugal for the statement.
I give the floor to Mexico to be followed by Ukraine.
Thank you very much, President, and thank you, Mr.
Moda da Silva.
Mexico takes note of the progress and the challenges of UNP in the process of digital transformation and digital monitoring of its projects to ensure more integrated efficient operations that are better tailored to current needs.
Furthermore, we underscore efforts geared towards improving institutional and operational management of UNOPS, particularly when it comes to strengthening energy efficiency, innovation, and response capacity to contemporary sustainable development challenges.
In this regard, we recognize the creation of the Internal Climate Action Program focused on fulfilling institutional commitments on emissions reduction and achieving the goal of zero net emissions by 2050.
When it comes to supervision roles, we appreciate the fact that there are has been progress in the implementation of audit recommendations in 2025.
We reiterate that in order to achieve an ongoing and transparent improvement, it is essential to continue to fulfill the recommendations that stem from these internal and external supervision bodies.
We therefore launch an appeal to UN to continue to advance with its modernization processes, consolidating effective supervision mechanisms, strengthening organizational sustainability and promoting transparent management that's sufficient and focused on results.
This is key to fully fulfill the mandate, focused on project implementation.
Mr.
President, before I conclude, we'd like to make the most of this opportunity to reiterate the strategic cooperation that Mexico has had with UNPS.
We underscore that different strategically relevant projects for our country have been implemented in close collaboration with federal and state entities, such as the support provided to the government of Mexico City to modernize line one of our metro and second, the structuring and implementation of the cable car transport project for the metropolitan area of Tuxgla Gutierrez in the state of Chiapas.
Also, thirdly, supporting procurement processes for new passenger trains for the Mexico railway system through an agreement with the Inter American Development Bank, also comprehensive support to structurally addressing the migratory phenomenon in coordination with different UN entities and the Secretary for Foreign Affairs being one of these six entities engaged in the implementation of the Interagency Multi Services Center for Inclusion and Development Program.
Thank you very much.
I thank Mexico for the statement.
I now give the floor to Ukraine, please.
Thank you, Mr.
President.
Ukrainian delegation wishes to congratulate UNOPSs Executive Director, Your Excellency, Mr.
Da Silva, for your insightful and forward looking statement.
Ukraine highly values the fruitful cooperation with UNOPS and the support of this agency provided and being provided to my country.
UOPS currently manages projects in Ukraine in such as critical infrastructure and procurement for essential services with strong strong coordination with national and local authorities and UN partners.
Since the full scale invasion of Ukraine in 2022, EOPS has delivered emergency energy and winterization support to national and local authorities, including power generation and heating equipment and other enabling supplies.
We highly value this support.
The UNOS team continues to support much needed response and recovery efforts as communities face ongoing attacks by Russia and severe disruption of basic services.
As it was mentioned in the executive directors statement, recently, UOPS built a new anti radiation shelter for a school in the southern Mika region.
As a result, nearly 250 students and over 3,000 residents now have a safe underground space.
We are deeply grateful for such support.
Ukraine counts on your continued support and cooperation in addressing the challenges caused by the ongoing aggression against my country.
Taking this opportunity, let me also thank all donors whose contributions make UOP's assistance possible and enable the agency to continue its vital work in Ukraine.
I thank you very much.
I thank Ukraine for the statement.
This concludes for now the list of speakers, Executive Director, a number of comments, questions as well.
Thank you.
If you are ready, I will give you the floor to address some of those, please.
Thank you, Mr.
President and indeed, there is a long list of questions and I really want to thank you because this shows that you care.
The fact that you are taking the floor and meshing so many points is obviously very important to us.
I want to start by thanking all member states for the comments made about the work of my team.
Obviously, this is the most important words for us as obviously the most important talent of an organization.
The most important asset of an organization, it's the talent and particularly at opsis and non programmatic, demand driven, we are at service.
Basically, we are on the ground supporting our partners.
So the fact that they are singling out my team is obviously point that I want to acknowledge.
Second point that was mentioned by several delegations, the acknowledgment that we are putting in place the comprehensive response plan.
The idea that we didn't close our commitment and accountability to the board the moment we close the comprehensive response plan.
Believe me, this is exactly the way that we are managing the organization.
My team, the management team knows, as well as the regional directors and the old directors that the comprehensive response plan, it's not over from our side.
It's true that the list of actions were implemented, but we are in a daily basis checking the results of those reforms and if needed to adjust those reforms.
We really think that in the context of some distrust on multilateralism or at least some questioning about multilateralism, that there is a nexus between reform and restoring trust.
This is not about es, about multilateral organizations.
That's why I consider a sin qu condition to our way ahead to continue reforming, go beyond the comprehensive response plan, and it's precisely what we are doing in a daily basis.
I would like now to focus, if you allow me, after this generic comment about reforms because it was mentioned by several delegations to now focus on some specific comments.
Finland and A, Germany mentioned the value of results.
I think that this is one of the most important elements of the new strategic plan 26 29.
We want to move from outputs to outcomes.
We want to measure all deliverables from our project on people's lives.
No longer just counting schools and hospitals, but really the access to education and health, not the numbers of kilometers of roads, but also what is the impact of these roads that we are constructing on connecting people to the markets, connecting families to the schools, connecting economies to the ports to export goods and services.
This is a steadfast commitment from us becoming a real impact organization and reporting to you on the real impact that we provide in our projects.
I really think that these two elements that I mentioned, reform and results are the ingredients of trust and it's not about NPs only.
For someone that has been working on development for so many years, I consider that the more we do on delivering on the ground on results and communicating and being accountable on those results, the more we do reforming the organizations and being accountable on that, the easier it will be to make the case for development cooperation and to ensure that taxpayers, because at the end of the day it's what matters, Taxpayers in partner countries with master person mobilization and in donor countries with taxes from citizens are sufficiently confident that the results and the reforms are strong enough to continue retaining their support.
That's why I always advise everyone to be very humble when we comment on ODA decline or any kind of discussions on development finance drop.
We have to check and to ask ourselves, what else can we do? To ensure value for money.
What else can we do to show through results and through reforms that each euro or dollar that is provided to a UN agency is leveraging local capacity, generating jobs, creating more local capacities to protect the planet and to deliver on the SEs.
I really want to acknowledge the fact that so many delegations mentioned the topic of reforms and the topic of results.
Mozambique on behalf of Africa made a very important point, if you allow me on the cooperation frameworks, but also on energy.
On the cooperation frameworks and with the perspective of someone that has been working for one year on the reconfiguration of country teams in the UN system, The cooperation framework is the framework and should obviously be the framework to determine and to influence not only the relationship between the UN and the partner country, but also the relationship among the UN.
So the cooperation framework shouldn't be just the relationship of UN country teams with the country, but also the way that the entire UN system, the agencies work together.
That's why I think that we have found a good compromise of retaining the country program documents because for many agencies, that's not the case of UNPs because we don't have country program documents, but there are few agencies that have country program documents, and they consider those country program documents as fundamental accountability tools.
To the boards and also important tools to mobilize resources.
I think that we have found a good compromise, which is showing that the cooperation framework is the strategic framework and the country program documents are ways to implement the cooperation framework through the specific mandates of each agency, which is assured, making the country program documents being derived sequenced and consulted.
Country program documents should derive from the cooperation framework.
Country program outcomes should be approved after the approval of the cooperation framework, and country program documents shouldn't be a one agency process, should be consulted with other agencies in the country in the UN country team.
I really think that this is a fundamental pillar of the reform.
I can't waste your time in going through this conversation, but I really believe that as Mozambique was mentioning, that there is no possibility of reconfiguring the country teams, making country teams really helps for expertise on demand and regional reset.
Having modular approaches, avoiding a one fits all if at the end of the day we don't strengthen the resident coordinator and if we don't strengthen the cooperation framework.
Second point that Mozambique mentioned is about energy.
Indeed, Africa is in a paradox context where it's home to 60% of solar potential and only attracts one to 3% of all investments on renewable energy.
And that's why Again, we have to check, what are we doing at the UN to work together across the UN system and with international finance institutions to not only the risk investment, but to the risk implementation, namely in Africa, not only on renewable energy, but also on grids and storage.
I speak in a very passionate manner about this topic because I don't think it is normal in the 21st century to have 700 billion people without access to electricity and 2 billion people without access to clean cooking.
So we may continue talking just about renewable energy, but it's fundamental to focus on grids and storage.
For each dollar that is spent on renewable energy, only $0.60 is spent on grids and storage.
So just investing on supply won't fix the issue, which is we really need to work more on grids and on storage.
And one of the reasons why I speak passionately about this topic is because the paradox of grids and storage is that it's state owned.
On the energy supply, you have more and more private sector investing with the right policy frameworks, with carbon pricing, with regulatory frameworks, you have more and more investment on renewable energy and it's the cheapest.
But the problem is in most countries, in donor countries and in partner countries, in most countries, grids are owned by the state because it's considered a natural monopoly and states want to preserve the grids to ensure that they preserve the sovereignty.
The fundamental problem here is how can we ask developing countries that are already highly indebted, that cannot pass to their consumers, the investments made on grids because their consumers are already in a very vulnerable situation.
How can we do it without concessional finance? That's why the case for grids and storage is so important.
This connects a lot with my intervention yesterday when I said that one of the options in case we don't merge into a new agency, one of the options could be have a joint venture of UNOS and UNDP, on energy transition because this could tap the potential for the supply of energy, the storage, the grids, and energy efficiency.
I want to thank Mozambique for bringing this topic of the energy poverty eradication nexus, the energy climate nexus, and we can't overlook this.
Again, we have to be humble.
I insist on this point.
How much investment is UNOS and UNDP putting in place from the overall investment that is committed on clean energy just 2%.
And we are the largest.
So in the UN system, UNPS and UNDP are the agencies that do more on energy.
But despite that, you can check and only 2% of the entire commitment on energy is being done by these two agencies.
At the same time, again, we have to be humble and there are so many other agencies that play a fundamental role on energy, UDL, UNP, UNF TAC, UN DeSa, Unktat.
And it's very important that and I'm just mentioning a few.
It's so important that we work together on this topic.
There was a point that was made by Mozambique, but also by several other delegations about how to ensure safeguards in case there is a merger.
How can we safeguards not only the fee for service model, but also the specific interests of partner countries.
For me, this is the most important element.
Regardless of the modality of a merger, it's fundamental to ensure that when a country wants a school, it doesn't get an education policy.
When a country wants a hospital, it doesn't get a health policy.
The country today may want a health policy and education policy and they go to UNDP.
But what we must ensure that if a country has the education policy, the health policy, all policies, who strategies, I don't need someone to partner with them on the design of a policy, they still have the chance to choose the hospital and the school.
This is for me fundamental in the merger process.
That's why the scenario of an acquisition, I think it's a problem not for Enos, is a problem for the countries because would suddenly lose the neutrality, the independence, the demand drivenness, the possibility to get the school or the hospital without getting the package.
That's why the merging into a new agency needs to preserve the balance between policy and delivery.
It's not delivery below policy, it's policy and delivery, it's integration and alignment.
This element of safeguards is not just safeguarding the fee for service and avoiding the projects to subsidize policy.
It's also to ensure that from a conceptual point of view, We continue serving you and we ensure that the organization will be able to continue responding to your specific requests.
I think that I covered when it comes to Bangladesh, the point on green technology, green transition, climate resilience, and from my response to Mozambique, and we had a chance to meet yesterday and to take note of this graduation process to be deferred three years.
You can continue counting on our support.
And I always say that all world needs to learn about what is happening in Bangladesh on climate resilience and disaster risk resilience because you have been affected by a very difficult shocks on climate impacts and there is lots of experience that we all can learn from disaster risk resilience.
Brazil brought a very important point, if you allow me, which is why is Brazil asking us to put in place big infrastructure on an university? If there is a country in the world that has strong private sector on construction, on infrastructure, why UNOS? Because Brazil basically wanted, and this is happening in many other countries, to have a neutral organization to do project management.
Rather than being the government interacting directly with the private sector and to oversee the project implementation, you just decided to have a professional entity that knows about project management, you transfer to that entity, the management of the project, and that entity takes the risk.
Basically what we are doing, we take the risk.
We take the risk and we take the responsibility.
We charge a fee, and we ensure that the timelines and the commitment, the financial commitments are delivered.
This is a very important element to make the case for project management because we are getting this in many countries.
How can we preserve localization of aid and at the same time, having project management being deployed in the most efficient manner.
This connects with the question from the Russian Federation.
Our strong commitment is with localization and 50% of all procurement from EOPS, 50% of all procurement from EPS is local.
We buy locally, we procure locally, we recruit locally, and in some countries, for instance, in Mozambique, in Cabo del Go, it's more than 90%.
So the localization of aid and localization of procurement is important at the same time that we need a marketplace.
This allows me to connect directly with a point from the Russian Federation.
If you allow me, I'm not going to elaborate on sustainable procurement because it's a conversation we have in this room in many occasions, and there is, of course, some different views among member states on this specific point on sustainable procurement.
We follow the norms, the guidelines from the UN and the SDG rooted approaches.
But there is one point that I would really like to make, which is how relevant is procurement for the SEGs? 15% to 20% of GDP in countries are connected with procurement.
Procurement can be as important as 20% of an economy in a country.
The way we purchase, we buy can have massive implications on gender equality, on sustainable development, on competitiveness, on transparency, on accountability.
So the procurement element is not the technocratic bureaucratic tool.
It can really make a difference on the Ss.
The UK, And again, I am not going to repeat my appreciation for many comments that were made from the delegations.
You made a very important point about the efficiency agenda.
Because we tend when we discuss reforms like UN 80 to start everything from a blank page.
But in this case know what is needed.
We just need to get it done.
Common back offices, shared services, joint programming, pooled funding.
Those things are listed.
There is a marketplace for that.
It's fundamental that all agencies are accountable to your member states on how much we do in support of these initiatives that are part of the BIG that is co chaired by my colleague Sonja, with her counterpart from UNFPA, Andrew.
We can't live in an opt out world.
It's opt in by default.
I think and apologies if I'm being outspoken, but I think it's better that I'm outspoken in an audience like this because we are accountable to you.
I think that it's not normal, the number of common back offices that we have.
It shouldn't be rocket science.
Having the UN placed in the same place shared the premises and the services should be normal.
But unfortunately, if you check the number of common back offices, it's still very small.
So please, let's not just focus on UN 80 on the new things.
Let's make sure that the old things that are listed for many, many years get the traction and get implemented.
I think that we are accountable, of course, to you in this aspects.
I think that I covered the important points by Germany on the results, that you made an important point about accountability.
And I want to stress that all projects from ENPS are linked to SEGs.
We measure and assess all projects on the basis of our mandate and SEGs, but also that 97% of the internal oversight measures are implemented.
So only one is open.
In the last 18 months, 97% of internal oversight recommendations are implemented.
This, I hope can show how committed we continue on accountability, and even two weeks ago at the management team, we discussed a new framework for accountability.
To ensure that based on the strategic plan 26 29 and the chief of staff Hillary Valgana is overseeing this process, based on the strategic plan 26 29, we have a battery of indicators of accountability to report on our project.
We consider accountability is not just a reporting tool to you on the project, is also a way to ensure that each member of the UNPS team is accountable on its contribution to the specific deliverables of the strategic plan 26 29.
Apologies, Mr.
President.
I will try to be quick.
Nepal made an important reference to sustainable infrastructure.
Again, how relevant is sustainable infrastructure? Infrastructure represents 92% of all SEGs and roughly 80% of greenhouse gas emissions.
The case for infrastructure is fundamental on climate and on sustainability.
But other element that I think is somehow overlooked the infrastructure as a nex source or as a glue as an integrator.
We live in discussions that very often are fragmented.
We go to a place and we talk humanitarian.
We go to another place and we talk development, peace and security.
We go to a place and we talk loss and damage, mitigation adaptation.
We go to a place and we talk policy, finance, and delivery.
Infrastructure is really an integrator.
If we get it right, we can have sustainable and resilient infrastructure, which is key for mitigation, adaptation, and loss and damage.
If we get it right, we have infrastructure that is good to address humanitarian needs, early recovery, and development.
If we get it right, we have infrastructure that is designed in ways that are bankable and are implementable.
You have the policy, the finance, and implementation integrated.
I really think that, Mr.
President, if there is a topic that I think would be important to any kind of interactive dialogue in this board and apologies if I'm stepping out of my role because it's up to the board, it's infrastructure.
Infrastructure is an element of multiple collaboration in the UN system, and I think that it's an area where all agencies will have something relevant to say.
The United States made a fundamental point on value for money.
I never like EPS to be presented as a cheap organization because that's not the value of NOPs.
But indeed, the fact that we charge on average 4% speaks to the frugality of the way we deliver.
For instance, How can we just charge 4% on average? Of course, this is connected with our business model, with our layout of operations, but also making good judgment of the presence on the ground.
We don't get directors in all countries.
We have the resident coordinator.
If we have the resident coordinator in a country, that's the resident coordinator that can help us making the political conversations with the government.
I prefer to have engineers.
Of course, in some countries, we have directors, we have multi country offices with directors, but in most countries, we don't have directors.
We don't have D two or D ones.
UPS, out of the 6,000 personnel, we have 50, D ones and above.
This shows how frugal and how good judgment I think we make of the resource that we use.
How do we do it? Of course, we have more multi country offices, we have the critical mass at the multi country offices.
We use the multi country offices to deploy the search that is needed to the countries, and then we rely on resident coordinators.
That's why I've been saying for more than a year that in my opinion, but it's just my opinion, the resident coordinator should be the most senior person in a country, should be the ambassador of the entire UN to the country, and we should work for the resident coordinator and resident coordinator should work for us and it's the way I see the resident coordinator.
I see the resident coordinator being part of my team, and I also see my team being part of the team of the resident coordinator.
So Talk about fees and frugality and value for money, and of course, I'm using the question from the US to make reference to resident coordinator.
I think it's really important that we empower the resident coordinators as the integrator, as the honest broker, as the real coordinator.
The person that tells an agency, please stop.
This is not your mandate.
Please stop.
You have to stop competing and let's find ways to work together.
I think that part of the solution for value for money is ensuring that we make even more use of the resident coordinator.
I think that I responded to the important question from the EU on infrastructure and global gateway when I responded to Nepal, I think that this element was made.
The European Union mentioned that unopsy is present in all pillars.
Indeed, I'm not doing a PR operation here, but if you check the report from the Secretary-General, UN 80.
The first report with facts and figures, you have several UN agencies that work on humanitarian and development.
You have several UN agencies that work on humanitarian and peace and security, but you have only one organization that works simultaneously on peace and security, humanitarian and development, and that's UNOS.
I think that this is a key element when it comes to conversations on UN 80 is this role of UNOS cutting across the pillars and enabling others to operate.
The Portugal mentioned the fragile settings and how present we are in fragile settings.
Here, I think, Mr.
President and distinguished delegates, we have a market failure, and that's why we can't focus just on the speed meter, how much we spend because fragile contexts and particularly conflict affected contexts are not often in the top hierarchy of attractiveness of investments.
I think that if there is something where the UN needs to commit is to overcome the market failures.
Just follow the money won't work because the money will flow, public and private will more often flow to low risk contexts.
How can we eradicate poverty and foster sustained development if we don't prioritize precisely fragile and conflict and violent contexts.
That's why I'm very honored that you two thirds of everything we is in fragile context and 50% of everything we do is in conflict affected contexts.
That's why we are the number one partner of the World Bank on fragile and conflict and violent contexts.
It's precisely because we have a unique capacity to deliver in conflict, violent and highly fragile context.
On Mexico, and I'm going to Mexico this week, I'm going to Honduras and to Mexico this week, we value very much our partnership and the reference that you have made about climate and particularly our own obligations, internal obligations on the climate action program.
Indeed, we have a program at EPS that is not only supporting member states on their climate project, but also ensuring that we lead by example, reducing our own emissions, including on travel and on and on procurement.
Final final point is on Ukraine and we all look forward to have finally peace in such a difficult context.
But your reference is also very important if you allow me to other countries that are living in conflict context, which is, how can we continue rebuilding and building in the middle of the world? I'm hearing this from many donors and many partners.
Why are you doing projects in countries that are still under war? You are rebuilding, you are building a school, a shelter, and hospital when suddenly that can be whipped with a bombardment, a strike in Gaza or in Ukraine or in Somalia.
Because we can't hijack and procrastinate the future of the children in those places.
How can we compromise between giving them hope to get the school and the need to have resilient infrastructure that would last even during war.
That's why if there is something that we are proud of, is doing schools, hospitals in conflict affected countries because it's not only part of our responsibility, but it also gives hope.
To the people, having a hospital to go, having a school to go, having a market to go, it's fundamental and I want, of course, to thank all partners that have been supporting us in conflict affected countries.
Mr.
President, apologies.
I know that my responses were too long, but I really wanted to go in detail one by one on the questions that were tabled.
Thank you.
Thank you, Executive Director.
I think that brings clarity and of course, we give a chance to member states to also add additional comments or to ask questions.
I do have a request for the floor from China.
You have the floor, please.
President, thank you for giving me the floor.
I thank Executive Director Da Silva for his report.
China appreciates that ENOPS leveraging its demand driven fee for service operational model focuses on three areas, namely infrastructure, procurement, and project, and financial management and provides implementation services to a wide range of partners, including UN entities.
Its delivery scale has continued to expand, contributing to the advancement of the SDGs.
It is hoped that UNAPS will actively implement its strategic plan in the new cycle, continue to optimize the efficiency and quality of its services, strengthen coordination and cooperation with other UN entities, support the fair participation of enterprises from developing countries in UN procurement, and continuously enhance the efficiency and effectiveness of the development system.
We hope that while consolidating the outcomes of its internal reforms, UNAPS will actively participate in advancing the UN AD initiative and based on member states requests, work with UNDP to provide a consolidated, comprehensive and evidence based assessment report as soon as possible to inform decisions on the proposed merger.
At the same time, it should promote greater synergies within the UN development system, especially at the country level, and adhere to the principle of national ownership and leadership throughout the reconfiguration of country teams.
While further strengthening the resident coordinator system, it should adopt approaches suited to local conditions and avoid a one size fits all approach, ensuring continuity in program delivery and better serving the urgent needs and priorities of program countries.
It is hoped that UNAS will leverage its agility and flexibility in operating in complex environments to better empower delivery of results by other UN entities and play a positive role in addressing humanitarian crisis arising from disruptions in the Strait of Hormuz.
Finally.
As the ED proposed, the energy Transition Program, China is ready to play a constructive role in this process.
I wish to take this opportunity to recognize EOPS for its efforts in a more efficient, accountable, and impactful UN and its efforts in supporting this process.
Just now, the ED of UAS mentioned the UN resident coordinator system.
Let me speak in English.
Just now mentioned the RC system as a UN ambassador to the different countries.
For China, we support the RC and we believe.
Could you please turn on the mic again? Yes.
Thank you so much.
Apologies.
Give me a few seconds.
We support RC and we support the RC system.
But at the same time, we believe RC is a coordinator for the development system.
The RC focus should be on development.
By strengthen the development pillar, to contribute to the other two pillars rather than to expand RC into the other two pillars.
That's other two pillars mandate.
That's our very firm position.
We do not believe RC is the ambassador of the UN to the region to the different countries.
RC's role is the regional coordinator for the development system, no more, no less.
One question to Mr.
Da Silva.
In your report and I have read it before I came here, and you mentioned a record 85% of partners reported satisfaction with UNOS, and we want to have scored 100%.
Where's the other 15% dissatisfaction with your agency, and what are the improvements you envisaged to improve.
Thank you.
Thank China for the statement and for the question, you see the bar is very high.
Let me ask other delegations if they have any other comments or questions after your reactions to the statements.
When I see none, Executive Director, I give back the floor, please.
Thank you very much for distinguished delegate from China for allowing me to go again to the topic of the resident coordinator.
Of course, I was focusing on the development system.
Obviously, when I explained that it's the representative, it's to show that for me, it should be the person that is representing our relationship, our UN relationship on development issues with the country.
That's why the cooperation framework is so important.
The cooperation framework is silent between the resident coordinator and the country, and that's why the empowerment of the resident coordinator is a signal of coherence across the UN the UN system.
So we are totally in line on that aspect.
When it comes to the merger, indeed, as I mentioned yesterday, we will, be ready to continue supporting member states on the two elements where clearly we are not yet there, which is the cost effectiveness analysis and the transition costs.
And more than the transition cost, the transition process.
We heard from member states yesterday that you are considering and I will not enter into those deliberations because it's member states deliberation, you are considering to get some external third party support to that process.
Of course, we'll support member states in any deliberation you'll be doing.
I think that for us and for UNDP, it's going to be very difficult to go beyond what we already delivered on the scenarios and on the options.
As you've noticed, we don't even agree in some of the options.
But one thing is having different opinions on the options, a different thing is having different numbers.
Here, I'm a facts and evidence.
I'm coming from the statistics domain.
I'm an engineer.
I obviously think it's important to have numbers that are more consistent.
Today you have numbers that are very different.
UNPS considers that the establishment of a new agency would not cost more than $250 million during three years.
UNDP is saying that that would cost 1 billion during five years.
Obviously, member states may want to have numbers that are more consistent and that element, we heard you.
We heard you yesterday, we heard you today.
This element, of course, needs to be further considered.
The other element is the transition.
I would put the things in different perspectives.
We have an office at the UN, the Office of Legal Affairs, OLA.
That's why we decided not to give you our legal opinion.
UNOS did not provide member states with a legal opinion about the transition.
We provide you with four pages within our report on what would be the transition or what could be the transition and how we will be dealing with potential disruptions in the host country agreements, on the contracts, et cetera.
We provided member states with what is our a recommendations on how to ensure that the transition is feasible.
A different thing is legal opinion and a legal opinion should come from the Office of Legal Affairs.
That's why I would put these two elements in different perspectives.
One thing is the cost effectiveness of the assessments.
A different thing is the legal operation of the merger in case the merger goes forward.
Final point, if I may, is about the partner survey.
I had the same question to myself when I saw the survey.
I would like to have 100%.
But I've been told by my colleagues that 85% full satisfaction is the best that we have ever had.
If you put things in progress, 85% of full satisfaction is in the market, quite good rate.
We will aspire to go to 100%, but at the same time, let's be humble.
What are the partners telling us? Where do they think that we have to improve? And one element is the timeliness.
So that's why in our business plan and in our strategic plan, we are committing not only to scale up, but also to speed up.
It's not just to deliver at scale, but to deliver fast.
I hope that in a few years we'll come here with close to 100%, but it's very difficult to have 100% full satisfaction, but at least it's an aspiration from our side.
Thank you.
Thank you very much.
Very important points raised in the comments by member states, some of the key points, also in your reactions.
It's work in progress and we continue.
I think there is valuable work, which was acknowledged by member states being done by UNPS and the important activity that your staff has and some of us could see that directly.
UN AT continues to be of interest to all of us and after this board, of course, we'll be sitting down and look at the different angles.
It's very tempting indeed to look only at the figures and the money that's linked to the efficiency, but it's much more important also to look at the effectiveness of the work and how we cover all of the angles, how to ensure coherence of action and not only for UNIC but also UPS in relations with other UN organizations working on the ground.
That's something that I think we member states will have to look at.
Beyond this board meeting.
We have concluded now consideration of this agenda item 16, the annual report of the UN's Executive Director and I want to thank you very much.
There is also an ongoing discussion on a draft decision on this agenda item that will be presented to the board later.
We continue with our consideration, but I want to take a bit of a moment to adjust the podium.
I want to invite our vice president from Finland, His Excellency, Lori Vora to take over from me and we'll continue just indulge me for a second.
Thank you.
Very good.
Excellencies, distinguished delegates.
We will now continue the UNPs segment with agenda item 17, implementation of the UNPs mobility policy.
Under this item, the board will consider the report on the implementation of the UNPs global mobility Framework.
I now give the floor to miss Valerie Custa, Director of the People and Culture Groups, for her presentation.
Please, miss Custa.
Thank you, Mr.
Vice President.
Distinguished members of the executive board, colleagues, good morning, good afternoon wherever you're watching from.
I'm pleased to present an update on the UNPs global mobility framework developed in response to Executive Board decision 2025 slash 19.
At its core, this framework is about ensuring that UNP is the agile, globally connected and future ready workforce required to deliver effectively for our partners and the communities we serve.
In developing the framework, we undertook a comprehensive review of our workforce data and organizational trends.
Our objective was to design an approach that is evidence based, practical, and aligned with the unique business model of UNOPS.
The analysis confirmed that UNPS is already a relatively mobile organization.
Most international personnel move regularly through their careers at the average tenure in a position of 2.8 years.
At the same time, the data highlighted areas where increased mobility would strengthen organizational effectiveness.
Approximately 10% of our international personnel have remained in the same position for seven years or more, primarily at senior levels and in headquarter locations.
We also found that nearly half of our global leadership network has served in only one duty station during their UNPS career.
These patterns matter because mobility is not simply about movement.
It is about strengthening leadership, building skills, broadening perspectives, facilitating knowledge transfer, and creating opportunities for talent development across the organization.
It is also about building stronger connections between headquarters and the field.
The framework therefore establishes a flexible vacancy based approach that balances organizational needs with individual career aspirations.
International personnel will generally be expected to move within a three to six year period with a maximum tenure of seven years in any one position.
The approach is phased and supported by talent management measures designed to encourage and facilitate mobility over time.
Since presenting the framework to the board in February, we have made significant progress.
Our Talent plus recruitment system and onboarding platform is now operational and provides an important foundation for implementation.
Development of Italiant marketplace, which will serve as the mobility framework's digital engine is also progressing well and remains on track for launch later this year.
Mobility considerations are being integrated into talent acquisition and performance management policies and into workforce planning and budgeting processes.
This is an important step in ensuring that mobility becomes part of how we strategically manage our workforce.
We've also began implementing leadership mobility through a number of voluntary rotations and post swaps with additional senior leadership rotations planned during 2026 and early 2027.
These early movements demonstrate our commitment to leading by example.
Engagement with personnel remains a priority and consultations will continue throughout the transition period.
Implementation will be phased over 2026 and 2027, as I mentioned, and monitored through a set of key performance indicators.
By 2027, we aim to reduce the proportion of personnel serving more than seven years in the same position from 10% to 7% with a longer term target of 2% by 2030.
Mr.
President and distinguished members of the executive board, our executive director has consistently underscored building a mobile workforce is not simply a talent management objective.
It is a strategic investment in leadership, organizational effectiveness, and the long term sustainability of UNPS.
Mobility enables us to bring diverse perspectives together, strengthen connections between headquarters in the field, and ensure that our leaders are equipped to respond to increasingly complex operational challenges.
This framework represents an important investment in the future of UNPS.
It will help us build a workforce that is adaptable, connected, and equipped to meet the increasingly complex challenges of the environments in which we operate.
We remain in closing, Mr.
Chairman, we remain committed to implementing the framework in a transparent, fair, and accountable manner, and we welcome the continued engagement and guidance of the executive board.
I would also like to highlight what I highlighted in the informal, Mr.
President, that we are also learning from sister agencies who also have taken a different strance on pausing the rotations due to affordability, which is also something that was mentioned about frugality and being prudent in the way we implement this.
Thank you, Mr.
President.
I thank miss Gugena for her presentation.
I now open the floor for statements or questions and I have one group statement from Mozambique delivered by the permanent representative Mozambique.
You have the floor.
Your Excellency.
Thank you, Mr.
President.
Mr.
President, distinguished member of the executive board.
I have the honor to deliver this statement on behalf of the African member of this board.
The African members, thank you NPS for the update on the implementation of its global mobility framework.
For African countries, mobility is not merely an internal human resource matter.
It directly affects UNOP's agility, field orientation, and responsiveness to country needs, particularly in fragile, complex, and resource constrained context.
We welcome the framework objectives, namely increasing headquarters to field mobility, increasing senior level mobility, enhancing duty of care in hardship duty stations, and supporting career development for all international personnel.
We wish to highlight five points.
First, mobility must be cost conscious.
Given resource constraints across the UN system, relocation and transition costs must be assessed against benefits.
The cost of relocation, transition, and replacement must be carefully assessed against expected benefits.
We will welcome further information on how UNOPS intends to track the full cost of mobility and demonstrate that it strengthen delivery rather than diverting resources from programs and beneficiaries.
Second, mobility should complement, not substitute local capacity development.
UNOPS has an important role in increasing jobs, transferring knowledge and building sustainable national capabilities beyond the life cycle of individual projects.
Mobility should link to mentoring, knowledge transfer and succession planning in program countries.
Young professional women, and national expert must have real advancement opportunities.
Third, maintain a genuine field first orientation.
We welcome the target to increase geographic moves to or from headquarters from 35% to 45% by 2030.
These ensures becoming rotation, this ensures two way experience flow and prevents mobility from becoming rotation among privileged posts.
Field experience should be recognized as a core criteria for senior leadership.
Fourth, enforcement measures should be transparent, fair, and accompanied by strong duty of care.
We request clarity on safeguards, appeals, family, and hardship consideration, and how UNOS will prevent unintended impact on morale, diversity, and retention.
Fifth, the digital tools should be used to democratize access to opportunities.
Transparency platforms should reduce informal a gatekeeping and make opportunities accessible across region, including in low bandwidth environment.
They should also help the executive board monitor progress through disaggregated data on geography, gender, grade, duty station, hardship, classification, and staff category.
We note that 14 senior level moves are currently being facilitated in 2026 with global leadership networks member expected in 2027.
We welcome regular updates on how these changes produce more diverse field experience and geographically balanced leadership.
The Afghan members support the mobility policy objectives provided that the implementation remains transparent, adequately resourced, sensitive to personal and family realities, and firmly connected to country level delivery and firmly connected to UNPs performance.
Finally, we look forward to continued engagement and reporting on costs, safeguards, and results.
Thank you, Mr.
President.
I thank the distinguished delegate, Your Excellence, the permanent representative of Mozambique, for delivering the group statement, and in particular for speaking on behalf of the value of the field experience and the culture it transpires in an organization such as UNS.
I now give the floor to miss Custa for her responses.
Thank you.
Thank you, Mr.
President.
Thank you, distinguished member from Mozambique on the five questions and also the comments and the support on the mobility framework.
We are very aligned.
Board experience is basically the mobility is an organizational need and an expectation on our staff.
But we are aligned in many of the things that you have shared, distinguished member.
Especially the reason why we have taken a bit long to come up with a mobility is the construct of our modalities.
When we talk about costs, we have a structured costs setup to move staff, but staff are only 13% of our personnel and 87% are non staff modality.
This is where we have been looking at, to what extent can we provide for that movement and what the cost would look like.
But the interesting thing is that mobility has been happening within ENPs interestingly, and it has been happening in the non staff category, more than staff category, but it has not been happening in a strategic focused manner.
That's why we but this framework to guide the movements and also to be able for us to measure or to have a good idea of what the cost is and the impact of those movements.
This framework, indeed, like I said, it will definitely encourage the field HQ movements.
I really like the point that you mentioned about complementing, not substituting.
It is part and parcel of from our DI strategy of inputting into this framework on how do we assess candidates for the mobility.
We have an in built mechanism that ensures that particular situations impacting personnel are accounted for in considering mobility requirements.
This will also extend to how enforcement measures will be implemented when mobility does not happen.
If I go back again to the non staff modality, where we actually still need to reinforce on how do we support even families, like you mentioned, families of those moving because we have a clear structure for staff.
This is where we are working with our general counsel and their team in terms of how do we now have a framework that encompasses our non staff contract modality.
Indeed, the intention of mobility is to promote and enhance talent management and not to replace it with a process mechanism.
UNIC personnel will have the opportunity to increase professional expertise and to get access to lateral moves as well as career progression.
And when you look at our delivery model, again, this is one of the things that took us longer to determine what does mobility look like at UNOS? Because we have short term defined time bound projects that are implemented.
How do we either retain or implement mobility when there are projects that will end and how do we retain talent? These are the things that have been taken into account if you've read the mobility framework.
The digital solutions that we have created, the talent marketplace, It was going to support us in a very efficient way with minimal costs associated with the administration of the framework.
This will come with the ability to provide comprehensive reporting and and transparency and also informing the performance monitoring of people that have been moved around.
And for the board's information already before the framework, and we're also integrating this, we have started a very robust onboarding and offboarding, especially to difficult or hardship locations, D&E duty stations where we are encouraging were actually supporting colleagues that are going there, including how do we support their families away from the colleague that is being moved.
And also when they're leaving the duty station, we also have an exit off boarding process where we try to understand what can we do differently when we onboard our other colleagues.
I know I've jumped back and forth Mr.
Ambassador, but I hope I've touched on the five things that you've mentioned.
I've taken note of your support to increase the target, the geographic move from HQ, it is one of those things that our executive director is very keen on and it's important that as a result, we're starting with the GLN, which is the global leadership Network, which is where we found that there were longer tenures for such senior leadership roles.
Thank you.
I don't know whether my executive director would like to add anything, so.
I'm so committed with this topic that I want to add something, which is, Mr.
President, distinguished delegates, Valerie Cusato who has been a remarkable leader in the transformation of culture in the organization has put in place a system for the mobility under the leadership of the DD Sonja Latenc.
But we will not wait until everything is ready from a systemic point of view, to advance immediately with some initiatives on mobility, namely starting by some senior leaders on the N because we have to lead by example and before making an initiative maximalistic, I think that we shall pursue this objective and that's why you have noticed that we started with some regional directors.
The regional director from Africa is now the regional director in Latin America.
The colleague that was the regional director in Asia is now the regional director in Africa.
We have some directors that were in headquarters that went to the field.
So I've used the prerogatives that I'm allowed in terms of reassignments to already give some examples of mobility, starting by the leaders, and we'll pursue this with additional initiatives.
So just to ensure you that even before we have the complete policy put in place, we are already taking decisions in the context of managerial decisions of reassignments precisely to clearly send a signal.
This is a cultural change in the organization, and this is being very well received by colleagues because they see the mobility as an opportunity to develop their own careers, to be exposed to other realities, and to ensure that we can deliver better.
Thank you.
Very good.
Thank you for I wish to specifically thank the presentations and you, miss Valerie Cucita for being so specific about the matter and also going into some of the nitty gritty parts.
Well, this is a room full of diplomats.
We do know something about mobility.
But it was very interesting and inspiring to hear how NPS is working on the matter.
And I valued greatly the leadership's vision about mobility as a strategic investment in an ever more complex environment where challenges are not only complicated and complex, but also interlinked.
So this is not only about skills development, skills capital of the organization, it's also about the resilience and a deeper culture in the instilling a deeper culture in the organization.
So thank you for your leadership also in that regard.
Very good.
Are there any further observations? Now everyone is thinking about how mobility is actually happening in my case.
Maybe I should stop the discussion here before we go into the nitty gritty part.
I now wish to thank miss Chata for her response and indeed you for your responses.
This concludes the consideration of agenda item 17, implementation of the UNPs mobility policy.
If I hear no objections, I shall take it that the executive board wishes to take note of the report on the implementation of the UNPs global modity framework.
It is so decided, I There is still one announcement to be made Bs on the negotiations on the decisions.
I believe over to you, Ron.
Thank you, Mr.
Chair.
I deliver this statement on behalf of the Secretary of the executive board.
I'm delighted to announce that decisions will resume in conference room E in exactly 15 minutes.
I make that 12 42.
Thank you.
Very good.
Thank you, everyone.
See you around.
ECOSOC
Economic and Social Council
3rd meeting - Executive Board of UNDP, UNFPA and UNOPS (Annual Session 2026)
Executive Board of the United Nations Development Programme, the United Nations Population Fund and the United Nations Office for Project Services - Economic and Social Council, Annual Session 2025 (8-11 June 2026).
Description
UNOPS SEGMENT
STATEMENT BY THE EXECUTIVE DIRECTOR
Item 16
ANNUAL REPORT OF THE EXECUTIVE DIRECTOR
• Annual report of the Executive Director for 2025
• UNOPS report on the recommendations of the Joint Inspection Unit in
2025
Item 17
IMPLEMENTATION OF THE UNOPS MOBILITY POLICY
The Executive Board provides intergovernmental support and supervision for the activities of UNDP, UNFPA, and UNOPS in accordance with the policy guidance of the General Assembly, the Economic and Social Council, and the United Nations Charter. The Executive Board ensures that UNDP, UNFPA and UNOPS remain responsive to the evolving needs of programme countries.
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