(4th meeting) Executive Board of UNDP, UNFPA and UNOPS (First regular session 2026)
Economic and Social Council
Date: 3 February 2026
Language: English
Transcript: https://transcripts.un.org/en/asset/k1h/k1hklv0s7j
Transcripts available through this tool are created by using automatic speech recognition and are not official records nor official documents of the United Nations. Official records and official documents are available on the Official Document System of the United Nations.

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UNDP/UNFPA/UNOPS Executive Board · President [0:44]:

Good afternoon, dear colleagues. I declare open the fourth meeting of this first legal session of 2026 of the executive board of undp, unfpa, unops.

We continue our deliberations with the UNOPS segment. And we will first hear a statement by the executive director of UNOPS. And I'm very pleased to welcome again with us Mr. Georges Moreira da Silva, UNOPS Executive Director. He will deliver the statement from the podium over there. And I want to introduce the senior officials that are with us here at the podium.

We have Mrs. Sonia Leighton Cohn, Assistant Secretary General. No, I think we have an update, right? Yes. She's not. Okay, All right, that's an update.

So we have Mrs. Hilary Balbuena, Chief of Staff. We have Mr. Carlos, Chief Financial Officer.

We have Mrs. Valerie Cushata, Director of People and Culture Groups. And we have Mr. Oren Ginsberg, Director of the Process, Innovation and Digitalization Program. And we also, of course we have Mr. Rahul Malhotra, the UNOPS Director, the New York Board and External Relations Office. And he will be serving as Secretary for this segment. Mr. Executive Director, I would give you the floor.

And please, looking forward.


UNOPS · Executive Director · Georges Moreira da Silva [2:38]:

Mr. President, distinguished members of the Bureau, distinguished members of the Executive Board, colleagues, it's an honor to address you today. In addition to the colleagues that are on the podium, I also want to signal that in the room we have our General Counsel, the Director of iag, the Director of Ethics, and also the Director of the Global Portfolio Office.

Mr. President, distinguished members, we gather at the moment of profound global turbulence and uncertainty. So this is a moment of truth. Daily realities for millions of people around the world are challenging shared values, commitments to peace, prosperity and development. Needs are rapidly increasing and inequality, conflicts and crises deepen and spread. Instead of more support for multilateralism and work of the United nations, there is the absolute dangerous opposite, dwindling, if not in many cases, eroding support.

Our world is more vulnerable, violent than at any time point since the Second World War. We can see that from the forced displacement from the refugees, but also from the number of people that live under conflict. 25% of the population today live in conflict affected contexts. Climate related natural disasters are intensifying with severe consequences for people's lives and livelihoods around the world. Only in the past few months we witnessed a trail of devastation from Hurricane Melissa in Jamaica, cyclones and floods in Southeast Asia, wildfires in California and most recently floods in Mozambique.

Poverty continues to undermine human dignity with 1 in 10 people living in extreme poverty. Progress towards reaching the sustained development goals. Our commitment for a better future for all is seriously off track. Fragility doesn't come out of a vacuum. Food insecurity, natural disasters, economic crisis combined are the perfect recipe for hindering progress.

Take, for example, the recent floods in Mozambique. They have devastated communities and increased disease and malnutrition risks further strength straining conditions for a nation reeling from years of conflict. These are not just figures, numbers or at best, news headlines. These are people. Mothers and fathers, children and older people whose lives have been turned upside down, often overnight.

This board knows well that words don't feed angry children, nor do they rebuild shattered communities. It's time for action Deliver at scale timely results, practical and coordinated response that serves communities. Yet huge gaps remain between policy, finance and implementation, development and climate Funds continue to go to where it's the easiest and maybe not the neediest. And even when funds and policies are in place, implementation lacks. So the urgent question for all of us is are our current approaches to development working?

I believe that we can do better. It's time to rethink development models that respond to the complexities of the seismic moment we face. This is the spirit that guides the work of UNOPS, including in our Strategic Plan 2629 endorsed by the Executive Board last year. We are determined to scale up and speed up impact through practical solutions. The lives of people hanging by a threat cannot wait.

And it is the spirit with which we embrace reforms and the UN80 initiative so that together we can build a United nations that delivers more effectively and more coherently. I I insist on the point that I've been making in the last few months. The UN 80 is not about adjusting the size of the UN to the support that is being provided. It suggests the size of the UN and its capacity to respond at scale consistent with the needs of the people. Today.

The UN is needed more than ever before and here are a few examples on why INOPS brings practical solutions to respond to needs where they are the greatest. INOPS is dedicated to action. While we do not have a programmatic or policy mandate, as you are very much aware, we expand the implementation capacity of our partners around the world through our expertise in procurement, infrastructure and project management. We enable the work of our partners across development and humanitarian and peace efforts. And this really matters.

92% of the SDGs depend on infrastructure. 15 to 20% of GDP in many countries is triggered by procurement. The ability to de risk investment and de risk implementation depends on project management. So an agency that is rooted on infrastructure procurement and project management can play is playing a fundamental role to advance the sustainable development, peace and security and humanitarian aid. UNOPS enables implementation of global multilateral partnerships, supporting over a dozen multilateral initiatives working across a range of areas in health and nutrition, climate and energy and sustainable development across 130 countries and territories.

I'm just mentioning two or three examples stop TB rollback, malaria cities, Alliance Sustainable Energy for All. These are just four examples out of 13 entities that are being hosted by UNOPS. Those entities are programmatic, we are non programmatic, but the fact that they are hosted at UNOPS enables them to operate and this is a way to support what we call what has been called by the SEC channel as the Network Multilateralism. UNOPS is about taking risks, often on behalf of others, in a safe, transparent and effective manner. We receive no core funding.

We are fully self financed through cost recovery for projects we deliver on behalf of our partners. This means that for every project we implement, we agree every upfront with our partners on delivery time, cost and quality, charging a minimum management fee to cover oversight and institutional costs at just over 4% on average. And as I mentioned yesterday, this remains one of the lowest if not the lowest average fee across the un. The recent MOPAN review recognizes that the business model of UNOPS is unique and demand driven and organization makes efficiency and performance a necessity, not a luxury. Allow me to share a few examples of the work that UNOPS does with your support with partners to bring impact for communities in Ukraine where relentless attacks on civilian infrastructure as we witness last evening continue against the backdrop of extreme cold weather, leaving thousands without electricity, heating and water.

We continue to work with partners to restore basic services. We have purchased and delivered over $45 million worth of heating equipment last year, helping municipal workers keep the heating on for hundreds of thousands of families in conflict affected regions. Last month our EU funded school repairs project completed repairs at 21 war damaged schools in the northeastern Kharkiv region, allowing in person classes to resume for thousands of children. And the same has happened, as you know in previous projects that I mentioned in Mykolaiv on the rehabilitation of of neighborhoods. In parallel, my colleagues in the war torn country work hard to support communities with water towers, school buses, firefighting equipment, demining solutions and medical supplies.

In the Gaza Strip we provide critical operational support to humanitarian partners procuring, delivering and distributing distributing fuel for humanitarian operations, running the so called UN 2720 mechanism to facilitate, streamline and accelerate the delivery of aid, supporting explosive threat management together with UN mass emergency procurement and facilitating aid personnel movement in and out of Gaza. These are just a Few examples of the work that you UNOPS has been doing in Gaza. I've just returned from my third visit to Gaza since the war began. I've been there two weeks ago. The scale of devastation is unimaginable.

The people of Gaza need everyone of our support as they recover and overcome destruction and trauma. And let's make no mistake, while reconstruction and long term development is fundamental, we can't wait, we can't procrastinate. We must bring immediate relief to the people now. It can't wait six months or a year for reconstruction. We need to provide early recovery in Gaza and I've had the chance with many of you in this room in the last few days to bring you some concrete solutions that UNOPS is ready to provide.

Supporting early recovery in In Gaza In Myanmar we work with partners to improve health, livelihoods, rural development and agriculture. UNOPS manage some of the largest development projects in livelihoods, health and food security. My colleagues in Myanmar also support humanitarian efforts to reduce the risk posed by mines in Sierra Leone. We continue our work to expand access to sustainable energy in communities across the country together with the government and several partners, namely the EU and also sustainable energy for all. And in Afghanistan, which is becoming almost a semi forgotten crisis, we work with our partners and communities to address urgent needs and create livelihood opportunities.

One example is the Afghanistan Community Resilience and Livelihood Project funded by the World bank and Afghanistan Resilience Trust Fund which has so far improved access to essential services for over 15 million people, half of them women. Most of this is done through a cash for work program providing small income to communities and I had the chance on the ground to see how this project is being developed, relying completely on people's legitimate aspirations which shows that it's possible to serve and support directly the people. In another example, UnopsCompass, our latest smart digital product, uses geospatial technology and an AI powered platform to support decision making in conflict, disaster and development contexts. It is enabled by satellite imagery, data analytics and information management systems and turns complex data into actionable insights, helping response teams make better decisions in challenging environments. And we are using this already in several regions.

This is just a drop in the option. A few examples of the work of unops in over 130 countries needless to say that all of this great work would not have been possible without the support and commitment of our partners. And I want again to thank Member States here in this Executive Board, but also other partners for the support to the people on the ground through UNOPS. So it's not about supporting UNOPS, it's supporting the people through for 30 years, we have worked with a wide range of partners, the United nations governments, intergovernmental, international and regional financial institutions, vertical funds, and the private sector and NGOs. According to our latest survey, Partners Trust, UNOPS commend our response and value the effective and unique model of how we work.

And we'll be very glad in sharing the data from this partner survey. Yesterday I already mentioned that 85% of our partners express satisfaction with our work, and this is an improvement vis a vis previous years. Over the past three decades, unops delivery has grown nearly eight times. As we mark our 30th birthday last year, the average annual delivery has been $3 billion every year, and that's only through just 5,500 people working around the clock to deliver results. As I mentioned, we charge one of the lowest average fees across the un.

This same fee covers all our institutional costs. All costs are covered by this fee, distinguishing our operating model from other models that are based on core and earmarked or voluntary contributions. That's why I've been making the case for fee for service, not making the case for unops. I've been making the case and you heard on this previous discussion, Mr. President, on UN80, that the fee for service is a very effective model to support projects on the ground. This is a model worth replicating.

As I mentioned, especially amid funding cuts and other key challenges to the UN and the aid and development sector, UNOPS is a flexible organization. It scales up and scales down on demand and is only present in locations where we have projects reducing costs but maintaining impact. But let's not confuse residents with presence and let's not confuse visibility with impact. And I would like to give you two examples. In the context of UN80, what does it mean relevance and what does it mean or impact and what does it mean presence?

When the Hurricane Melissa hit Jamaica, as I mentioned, in 24 hours, we were asked by the Prime Minister and the Resident Coordinator to provide support to Jamaica. Why could we do it? Because we were in the region and we could provide search capacity from the region to Jamaica. But let me take an extreme case in the other end. In Myanmar, when we had the earthquake that affected Mandalay, we were the agency that has been asked to provide the quick support.

Why? Because we were and we are the largest agency in Myanmar. And therefore because it's so difficult to bring support search support to Myanmar in the context of the country, it was easier to use an agency that was already there to Shift some of the work that we were doing. We agreed with the partners, in this case the Global Fund, and we immediately reprofiled our support to support the people affected by the hurricane, by the earthquake. So you can see in these two examples that in one case being present matters, the residence matters, because you have the capacity to quickly provide the search capacity.

But in the other case, you don't need to be present, you just need to be ready. And this is the kind of conversation that we need in the context of UN80, making the reconfiguration of country teams as a real opportunity to delink somehow relevance from residents and ensuring that we have more capacity to deliver on the ground, but not obligatory the need to have all agencies present exactly in the same places. And Mr. President, I thought that this is not the topic for today, but somehow everything is about UN80. So I allow to bring this element to the discussion, particularly as you know, because I've been under the debit Secretary General guidance leading this work stream on the reconfiguration of country teams going back to unops. Our teams are the backbone of unops and I really want to pay tribute to the outstanding work that they have been doing.

Both the colleagues on the ground, but also the colleagues that are in headquarters, enabling others that are on the ground to deliver in an agile and flexible manner. Their commitment, flexibility and passion to serve are what enable us to deliver in some of the most challenging environments in the world. Strengthening our organizational culture, as you have heard in many occasions from my colleague Valerie Cushato, the Director of pcg, has therefore been a central part of our reform agenda over the past three years. The results from the 2025 Culture and Engagement Survey show encouraging progress, a clear momentum in culture transformation. We see better results now, which means that reforms are delivering results.

Engagement and overall satisfaction continue to improve. We saw that from the surveys with an increase in trust in leadership at local level, transparency, communication and psychological safety echoed in personal feedback. I'm mentioning this because I've heard in many occasions Member States asking, how is the staff? How is the morale of the personnel? How are you going?

How are you doing despite the challenges? So I think that the good news is that with your support during this rescue phase in the last three years, we have planted the seed to better results on culture and on engagement and on. And now we are seeing such results underpinning all these efforts in our continuous commitment to reforms at unops. Let me provide some context here, and I'm almost finishing following the crisis in 2022 UNOPS embarked on a far reaching reform journey to strengthen governance, accountability and organizational resilience. This included reinforced risk management and internal controls, clear lines of responsibility and oversight, strengthened ethics and compliance functions and a renewed focus on organizational culture.

At the same time, UNOPS has advanced reforms in planning, performance management and transparency, embedding a stronger results based and impact oriented approach aligned with our operational mandate. Last year, as you know, we have completed the Comprehensive Response Plan with exception of the Project Innovation and Digitalization project. But also as I had a chance to outline at the time, one thing is approving reforms, the other thing is ensuring that those reforms are sustained, monitored and getting the impact, no complacency allowed. I want to reiterate that we continue committed in ensuring that even if the program is concluded, that the content of the program is duly monitored to ensure that it's well implemented and if needed, we course correct. But our reforms go beyond the recommendations in the Comprehensive Response Plan.

Our objective is clear, to emerge stronger with systems culture and governance fit for a complex and high risk delivery environment. Let's not forget that UNOPS works in high risk environments. And this also makes this organization different than other organizations. An organization whose 70% of its activity is concentrated in fragile context and almost half is in conflict affected context. Obviously we operate in a high risk delivery environment, but that's crucial to support the people.

This is ongoing. So these reforms beyond the CRP and my colleagues, the CFO and the Chief of Staff with also the Chief Transformation Officer will provide latest updates on our PID program. The Director of PID is also in the podium and our broader transformation initiatives. I wish to take this opportunity to emphasize the strength of our independent internal oversight functions. I assure you that UNOPS structures are in accordance with United nations standards.

And I'm confident that UNOPS has robust integrity and accountability systems in place. For reforms to deliver lasting impact and tangible results, we need your support. Investing in our systems and organizations capacity to deliver is key. And when you talk about this kind of strengthening of the systems that are needed, there are only two ways to address it. One is to increase the cost of our services, placing an unfair burden on our partners at the time of dwindling resources, I think that nobody thinks it's a good idea to increase the management fee to address our needs to strengthening our systems.

And alternative is to allow us to use the reserves to advance, namely the Process, Innovation and Digitalization program.

Our partners need us to deliver fast, effectively and at scale on the ground. And as leader of unops, and I think that you need to hear this from me, because this is an oversight function. As the CEO of the organization, I need to be in a position, as I'm accountable to the Member States, to invest in our expertise and capacity to deliver. Several members have already raised questions about the continuation of temporary measures introduced with the Comprehensive Response Plan in many bilaterals. In several meetings, Member States are asking, do we want to continue with these temporary measures introduced at the crp?

These measures limit my ability to approve continued institutional investments in the organization. And I stand ready to discuss this with Member States. You will decide what's the best moment to have this discussion, Mr. President, probably in time for the next session. But indeed, the points that Member States have been making make sense. And I've not been taking these initiatives.

It's Member States that have approached us asking, do you think that we should continue with those temporary measures, or do you need something else to ensure that you have the capacity to invest on your systems to deliver better? I'm totally open, of course, to engage with Member States on this discussion. Let me conclude we are no stranger to reforms as an organization. Continuous learning and adaptation is in our DNA. Welcome the assessment on the work of UNOPS and UNDP to promote and achieve sustainable development at this time of grave need globally.

We will build on learning from our reforms as we work together with UN and member states to make UN 80 meaningful with a focus on tangible results. And we stand ready to build on what works. Preserving and advancing the FIFA service model offers a possible pathway for our collective efforts to reform the development system in a world marked by growing uncertainty and complexity. Our collective challenge is clear to adapt, stay focused and deliver better. We remain committed to turning ambition into action with integrity, accountability and results at the center of the work we do.

With your guidance, we will continue strengthening our organization and contribute to reforms that enable the United nations to deliver more effectively where it matters most. This is the minimum we can do for the people we serve. They need and merit a fairer, greener, more peaceful future. And they need a stronger, united nation. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [28:56]:

Thank you very much, Executive Director. I think this also brings into the discussion some of the key points.

I recall a point that you made yesterday in the context of unity discussion, and I think we discussed about it today. You know, looking at UNOPS as an organization that doesn't need to be fixed, but as an organization that needs to be supported in promoting his job, I want to applaud the important role and. The. Reaction that UNOPS has in multiple conflicts. I mean, especially Ukraine and Gaza.

Some of US have been traveling to Ukraine and could see that firsthand how immediately the reaction from UN staff and UN operations is when needed.

We discussed beyond this meeting as well about the the FIFA purpose concept which normally we member states were used to it not in intergovernmental process, but much more in multinational approaches, you know, corporate type of instrument. But I think it proved to be working quite well and being efficient and of course we'll have to is also a reflection of how UNOPS has to adapt to the new realities. And of course all of us now are is very trendy to talk about technology and artificial intelligence. And if you want to ask a question, you ask how do you use AI? But I think in the operations of UNOPS there is quite a lot of room to use artificial intelligence and technology more in general to advance the purpose of more efficiency and being more effective.

And probably it's something that will be, you know, we'll be discussing in this session as well and if you or your colleagues could provide some additional insights. Now there is a again a protocol for this conversation that follows. We will first take, as we normally do, interventions from Bureau members, followed by groups and cross regional statements. And then we'll hear from PRs and then DPRs, first from those who requested to be on the list before the 28th of January, and then those PRs and DPRs requesting for the floor in the room. And then we will continue with the list of speakers.

So in other words, including during this morning session, we were able to go through the list of speakers even if it was a bit longer. Our purpose actually is to facilitate this input from Member states and interaction speaking time as well. Five minutes for regional groups, three minutes for national statements. Microphone, as you noticed, will be cut off after that. There is no warning.

There is a flashing light 30 seconds before the end, but there is no grace period and we start our list of speakers. We have. First I'm going to announce the several few. Right.

All right, so we will have Finland, Germany, Bangladesh and then Brazil Finland. As Vice President of the Bureau, please.


Finland · Vice-President [32:27]:

The President. Mr. Executive Director, thank you for your insightful remarks and strong vision. To begin, I would like to express my gratitude to UNOPS and its staff for their commitment to the important work they do, including in the most difficult of circumstances such as Gaza and Ukraine. We would like to express our appreciation to UNOPS leadership for the organizational changes that aim to increase trust and transparency both among the donors as well as within UNOPS itself. Central to this work is the ongoing development of robust accountability and risk management policies, functions and practices.

In this context, we encourage the leadership to ensure effective whistleblowing mechanisms, zero tolerance for retaliation and consistency in the handling of complaints and investigations.

A strong risk culture rests on confidence that all concerns are heard and addressed in a fair and transparent manner. We ask that the Executive Board is kept appraised of any material developments. In this regard, we welcome the progress that UNOPS has made in its process innovation and digitalization program and thank the organization for providing the Executive Board with a thorough and comprehensive analysis ahead of this session. We note positively the conservative approach taken in its design which has been adjusted to the new realities of a potential merger with UNDP by building it around an ERP agnostic approach.

Finally, Finland welcomes the active engagement of UNOPS in advancing the UN 80 reform agenda. We appreciate your commitment to reform that is constructive, evidence based and focused on accelerating delivery towards achieving the SDGs. We also welcome your efforts in advancing the work on UN country team reconfiguration and thank you for your update on this work package. I wish to thank you for your statement which reminded us indeed that that your leadership and efforts of your staff secure very often the last mile in often very challenging circumstances. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [34:56]:

I thank Finland for the statement. I give the floor to Germany to be followed by Bangladesh.


Germany [35:03]:

Thank you, Chair. At the outset, like my colleague from Finland, I would like to thank you, George, first of all for the very compelling and clear presentation today, but also for your personal commitment in many crises, not least in Gaza. And of course I want to thank UNOPS for the important work. I was able to visit you on the ground in Moldova and Ukraine a year ago and we saw what UNOPS is able to do. A very few short reactions from our side.

First, on UN reform in general, we support UN in 80 initiative, of course, and we think collectively we must be bold if we want to achieve the ultimate goal, which is really a UN that is more efficient and more effective in delivering on the ground. Germany will create the necessary incentives to reach this goal and we aim to prioritize our collaboration with multilateral partners who demonstrate a strong commitment to reform and a clear focus on achieving tangible results. The second, the proposed merger. I will not repeat my statement from this morning, but only this. It is essential that Member States receive in a timely manner a fact based assessment with different options and that we get the necessary time to discuss the full range of options in detail.

Third, at country level the work of the UN development system must be guided by an empowered Resident Coordinator. We urge units, but not only units Everybody to take up recommendations on how to further strengthen the functioning of the UN country teams and the cooperation with the rcs. Fourth, on the boards, transparency, meaningful participation and clarity about the role of the Executive Boards is critical for success. And in this regard, the implementation of the JIU recommendations is crucial and must be pursued with determination. Finally, we welcome UNOPS sustained commitment to pursue internal transformation and reforms.

Take into account the findings of the Board of Auditors Report. We urge UNIPS to continue to strengthen effective internal control, monitoring and oversight mechanisms to ensure prudent application of accountability in procurement policies and to continue a focused communication with the Executive Board on progress, challenge and concrete measures achieved in this regard. Let me close because I have, like this morning, 40 seconds left to express our sincere gratitude to you and the entire UNEP staff. You said it correctly. You work in the most difficult situations and we're extremely grateful for what you and your team are doing under extremely difficult situations.

Thank you very much.


President [37:40]:

I thank Germany for the statement. I give the floor to Bangladesh to be followed by Brazil and then the United States and Ukraine. Bangladesh, please.


Bangladesh [37:51]:

Thank you, Mr. President. I thank the Executive Director for his update on the implementation of the new strategic plan. Amidst the persistent liquidity crisis and widening global inequalities, I'd like to reiterate that Bangladesh remains committed to supporting UNOPS as its strategic partner. I also emphasize that UNOPS must maintain its integrity and excellence and collaboration to accomplish its comprehensive plan. As we start the 202629 cycle, I'd like to highlight some of our specific priorities.

First, we appreciate that UNOPS is contributing to different projects in Bangladesh related to health well being and climate resilience through its technical and advisory support. Second, as Bangladesh is prepared preparing for graduation from LDC status, we need support in transition process, especially in areas of trade, investment, education and health for ensuring long term growth and sustainability. We need the support of the units, particularly through targeted capacity, targeted capacity building and infrastructure development. Third, importance of affordable and sustainable solutions for climate vulnerable countries like Bangladesh has never been more urgent than now and for that, LDCs and developing countries need accessible climate finance. Fourth, sustainable procurement is another vital area for the Global south where the leadership of the UNOPS can guarantee affordable green technology.

We encourage UNOPS for the use of digital monitoring tool to ensure the sustainability of every project with transparency and accountability. Fifth, while we support the Unity Initiative, we also emphasize that any reduction under the Unity Initiative must be guided by due measures including principles of equitable geographical representation, inclusive engagement of Member states, avoiding duplication without affecting operational requirements or mandate, Integrating innovation and other reform or merger in the UN should be through pros and cons assessment, cost benefit analysis, balanced staffing both in terms of numbers and levels of posts, and maintaining gender parity. Any proposal must be reviewed objectively to ensure its reflects, ensure it reflects Member States priorities and conforms to the Organization's mandates. In conclusion, Mr. President, Bangladesh retards this commitment to working closely with the Bureau to transform challenges into opportunities and support accountable, mandate driven, efficient institutions under the UN in achieving the SDGs. I thank you.


Speaker 9 [40:36]:

I thank Bangladesh for the statement. I give the floor to Brazil to be followed by the United states.


Brazil [40:42]:

Thank you, Mr. President. Mr. Executive Director. Brazil reiterates its firm and continued support for UNOPS whose work remains indispensable to assisting States deliver concrete results for people and communities around the world.

For more than three decades the Office has provided invaluable service to the membership. Brazil is a good example. UNOPS has delivered tangible and meaningful results ranging from improved access to health services and strengthened regulatory capacities to the construction of educational facilities. We greatly value such a productive partnership and the able leadership of the executive director. Mr. President, the UN aid initiative is a timely and necessary effort to enhance efficiency and above all, improve delivery across the UN system.

As my delegation stated on other occasions, Brazil will review all proposals by the Secretary General constructively with the expectation to be provided with sufficient quantitative and qualitative information, options and rationales for suggested reforms regarding specifically the potential merger of UNOPS and undp. As we have already stated, we must be able to understand the problems that need to be resolved, what gains are to be made and how reforms may help us achieve such goals. UNOPS Fee for Service, Self Financing, business model and UNDP's integrated development platform represent distinct yet complementary approaches that have proven effective in their respective areas. Change must not come at the expense of mandates of both entities and existing commitments as well as the comparative advantages each brings to the system today. In weighing options, Brazil will be guided by the imperative of not only maintaining but also significantly improving delivery and enhancing impact on the ground.

Mr. President, executive director, Colleagues, Brazil stands ready to engage in good faith, as always in deliberations aimed at more effectively implementing mandates and meaningfully strengthening the UN capacity to support sustainable development across the globe. I thank you.


Speaker 11 [43:03]:

I thank Brazil for the statement. I give the floor to the United States, to be followed by Ukraine and the United kingdom.


United States of America [43:10]:

Thank you, Mr. President and Executive Director Da Silva.

First, let me begin by acknowledging UNOPS for its work in implementing the 2720 mechanism we recognize the professionalism and flexibility of UNOPS staff in responding to urgent humanitarian needs in Gaza. This effort underscores the value of UNOP's mandate and its ability to deliver practical results on the ground. As President Trump has made clear, the United States will no longer support organizations that do not directly advance our interests. We will continue to press for serious, durable reforms so that organizations can focus on their core mandates effectively and produce concrete results for American taxpayers. In that context, UNOPS must remain anchored to its comparative advantages in infrastructure procurement and project management.

We acknowledge the steps UNOPS has taken to refocus on its core functions and advance internal reform. At the same time, we strongly discourage UNOPS from taking on programmatic work or duplicating the functions of other agencies. UNOPS should avoid engagement engagements that distract from its operational mandate. Regarding the potential UNOPS UNDP merger, we appreciated yesterday's discussion, particularly the emphasis on bold thinking and new structural approaches rather than incremental adjustments. The United States will assess any organizational change proposals through the lens of efficiency, reduced duplication and demonstrable cost savings.

Thanks. We will continue to insist on the highest standard of oversight, accountability and ethical conduct. In that regard, we welcome UNOP's prompt action to address concerns with the Process Innovation and Digitalization program and to ensure that systems are interoperable and usable across the organization. We also welcome the new Staff Mobility Plan, which, while delayed, addresses several remaining concerns following S3.3I in closing, we thank Younop staff who have come through repeatedly in difficult situations to save lives, clear debris and help communities rebuild. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [45:36]:

I thank the United States for the statement. I give the floor to Ukraine to be followed by the United Kingdom.


Ukraine [45:46]:

Thank you President.

My delegation wishes to congratulate the Executive Director, Your Excellency Da Silva, for your insightful and forward looking statement and for mentioning Ukraine as well. Ukraine highly values the fruitful cooperation with UNOPS and the support of this agency provided and being provided to my country. UNOPS currently manages projects in Ukraine in different areas such as critical infrastructure, procurement for essential services, mine action, with strong coordination with national and local authorities and UN partners. Since the full scale invasion of Ukraine in 2022, UNOPS has delivered emergency energy and militarization support to national and local authorities of Ukraine, including power generation and heating equipment and other enabling supplies. We are extremely grateful for this support.

Now Ukraine is living through unprecedented times. As a result of Russia's deliberate and sustained attacks against critical infrastructure. Our population is enduring one of the most difficult winters with temperatures dropping below minus 2022 degrees Celsius and prolonged disruptions in electricity, heating and water supply. In such dire conditions, the need for international support in restoring and strengthening Ukraine's infrastructure first and foremost in the energy sector is more urgent than ever. In particular, there is a significant need for core equipment equipment for the electricity transmission system required to restore damaged facilities.

In this respect, we hope that UNOPS would consider providing Ukraine in coming weeks with urgent assistance in the form of energy related equipment in order to support the stabilization, repair and resilience of the country's energy infrastructure and to help ensure the basic needs of the civilization civilian population during the winter season.

Taking this opportunity, we would like to thank you Executive Director for the fruitful bilateral interaction with our permanent mission. We would also welcome visit by the UNOPS Executive Director to Ukraine which would contribute to a better understanding of the current situation and help explore ways to further deepen our cooperation. Thank you so much.


Speaker 15 [48:33]:

I thank you Crane for the statement. I give the floor to United Kingdom to be followed by Mozambique.


United Kingdom of Great Britain and Northern Ireland [48:40]:

Executive Director on behalf of the United Kingdom, let me begin by thanking UNOP staff around the world for their continued dedication in complex and often high risk environments. Their professionalism underpins the UN system's ability to deliver tangible results for those most in need, including in Gaza and other frontline settings. We welcome the implementation of The Strategic Plan 2026-2029 and its vision for a demand driven, non programmatic service provider which reinforces UNOP's core mandate in infrastructure delivery, procurement and project management. The focus on agile efficient delivery as the engine that partners rely on for implementation and to progress to sustainable development goals is the right one for this strategic cycle. United Kingdom's firm expectation is that UNOPS remains focused on its unique role in the UN development system to de risk implementation for partners.

President we acknowledge the progress made to strengthen unops. Reform requires consistency and determination. We therefore emphasize the importance of proactive open engagement with the Executive Board on all significant organizational developments including those related to risk management. UNOP's internal transformation must align with system wide reform, including the UN 80 initiative. In this regard, we welcome your updates on the Comprehensive Response Plan and the Process Innovation and Digitalisation Program.

The UK welcomes the work that the Agency has been doing as Commissioners Co Chair of the Business Innovation Group and encourages UNOP to continue engaging constructively and ambitiously while maintaining clarity on its comparative advantages and value for money offered to the system. At country level, we need to see UN country teams that plan and deliver together under Resident Coordinators with the levers needed to respond to National Priorities UNOP should continue to provide reliable service delivery. We expect the assessment of the proposed UNDP UNOPS merger under the UN 80 initiative to be robust and evidence based with clear analysis of implications for delivery. The United Kingdom remains a committed partner. We value UNOPS contribution to sustainable development, humanitarian response and peace building and we look forward to continued collaboration to ensure UNOPS delivers effectively, efficiently and ethically for those it serves.

Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [51:08]:

I thank the United Kingdom for the statement and I give the floor to Mozambique to be followed by Canada.


Mozambique · Africa Group [51:23]:

Thank you Mr. President, Mr. President, distinguished members of the Executive Board, I have the honor to deliver this on behalf of the African members of the Executive Boards. We listen carefully to the statement delivered by the executive director, Mr. Georges Morela Da Silva and we commend UNOPS and its teams for the clarity of purpose. It is time for action delivery at scale, timely results and coordinated response that serve communities in need. This interactive dialogue is timely given UNOPS mandate and today's complex operating environments. We look to UNOPS not only for updates on operations and follow up to Board guidance, but also for practical proposals to strengthen efficiency, delivery and risk management.

We encourage UNOPS to maintain this rhythm of transparency and early engagement with reinforced oversight, auditability and accountability. Mr. President, Africa's priorities are clear. We need faster, more predictable and needs based delivery, especially for climate adaptation, resilient infrastructure, energy access, health and education facilities and resilient procurement. We encourage UNOPS to further sharpen its comparative strengths such as its infrastructure, delivery, procurement and project management so that partners can translate commitments into measurable outcomes on the ground. We recognize that UNOPS operates under full cost recovery model without CO funding requiring disciplined agreements on time, cost and quality for each project.

When matched with robust safeguards and a strong organizational culture, this model can be practical accelerator of results in complex and high risk settings. It is in this sense that we see the relevance of UNOPS to the UNH discussions on the effectiveness and future deployment models that improve delivery and reduce fragmentation. UNOPS implementation focus and agility represent operational approach that should be preserved and strengthened. Mr. President, while decisions on governance arrangements rest with Member States and the respective governing bodies, the Afghan Group underscores that any future model should demonstrably strengthen needs based delivery and preserve implementation agility and be accompanied by clear safeguards on transparency, accountability, oversight and risk management. The Afghan group recognize UNOP's contribution and the partnership in different region and countries across the African continent.

We therefore reiterate our expectation that the UNOBS supported interventions, particularly in innovation and digitalization, contribute more effectively to youth employment and skills deployment, technology transfer and local content and greater access for local enterprises including SMEs through procurement opportunities consistent with integrity and quality standards. We welcome the continued emphasis on organizational culture and the well being and integrity of personnel which is the backbone of delivery in difficult contests and encourage UNOPS through continuous strengthening transparency, communication and and personal psychological safety. In conclusion, Mr. President, the African members of the Board reiterated our full support and readiness to work with the UNOPS to make the Strategic Plan 2026, 2029 and the broader reform ambition of the United nations meaningful through tangible results, especially when where the needs are greatest. I thank you.


UNDP/UNFPA/UNOPS Executive Board · President [55:55]:

I thank Mozambique for the statement delivered on behalf of the African Members of the Board.

I give the floor to Canada to be followed by Ethiopia and the European Union.


Canada [56:06]:

Thank you Mr. President and Mr. Executive Director. Canada appreciates the update that was shared with the Executive Board today. We welcome UM OP's ongoing commitment to accountability and transparency including upholding the actions taken under the Comprehensive Response Plan. We wish to highlight that any merger scenario should continue to uphold the CRP progress that has been made to date on the subject of UN80, Canada notes UNOP's commitment to undertaking a thorough and evidence based analysis of the proposed merger and we look forward to receiving this information as soon as possible. We wish to reiterate that the Executive Boards holds a key decision making role.

We expect that the Executive Board will be presented with options in a timely fashion on how the proposed merger or integration of functions could take shape. We also welcome your leadership on the Reconfiguration of Country Teams Work package. Finally, Canada notes the scope of UN OP's growth in recent years as well as the unique nature of UNOP's fee for service delivery model which was highlighted yesterday as an important value add. We appreciate the work that UN OPS is advancing in fragile and conflict settings and encourage you to continue to pursue this important work within the scope of the UN OPS mandate. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [57:22]:

I thank Canada for the statement. I give the floor now to Ethiopia to be followed by the European Union.


Ethiopia [57:32]:

I thank you Mr. President. We thank the Executive Director for the insightful statement. We appreciate the dedication of UNOPS to harnessing innovation, digitalization and sustainable practices to address development challenges towards the SDGs and Agenda 2063 as evidenced by its expanded presence and partnership. My delegation appreciates the commitment of UNOPS to infrastructure development, improving connectivity and economic growth, as well as its dedication to healthcare infrastructure, providing critical services to children in need. We also recognize efforts of UNOPS to strengthen partnerships to deliver results oriented projects.

We urge UNOPS to tailor its innovation and digitalization effort to the unique needs of developing States, prioritizing capacity building, knowledge transfer and job creation for use. We emphasize the need for inclusive digital solutions that bridge the digital dividend and promote economic empowerment. We commend UNOPS for its enhanced commitment to transparency and accountability and its willingness to address areas that need improvement. We also acknowledge the efforts of UNOPS to strengthen its governance structure including establishment of new framework which bolster oversight and decision making processes, further consolidating accountability and effective management within the organization. Mr. President, Ethiopia supports the UN 80 initiative.

Given the changing global context and UN development system, we see merit in the merger of UNOPS with undp, which will increase not only the capital of the agencies but also with the immense convergence of substantive content. The synergy benefits the UN development system in the era of fading trust. To build confidence in multilateralism, we request UNOPS to keep its values and mandates within this synergy, thereby mitigating risks associated with this process. In the same vein, we encourage States to work in partnership with unops, spending the potential merger and transition period in accordance with its strategic plan. In conclusion, Mr. President, we encourage you not to explore innovative ways to mobilize private capital for infrastructure development in the most vulnerable countries.

Finally, we would like forward to deepening our collaboration and strengthening our partnership with Europe to achieve meaningful impact. I thank you, Mr. President.


President [59:59]:

Thank you Ethiopia for the statement. I now give the floor to the European union.


EU · EU [1:00:07]:

Thank you, Mr. President. Mr. Executive Director, Excellencies, I have the honor to deliver this statement on behalf of the European Union. As a donor. The European Union commends UNOPS for the progress achieved on the implementation of the Comprehensive Response Plan and reaffirms our long standing partnership in advancing the Sustainable Development Goals. The EU has always been and remains a reliable partner for the UN system.

We also reaffirm the important role of UNOPS 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. The EU welcomes the UNAT reform process and the proposed assessment of a merger of UNDP and unops. A merger will ensure greater system wide efficiencies but should keep the strength and capabilities of each organization.

In particular, we hope that UNOPS operational characteristics can be safeguarded in whatever future configuration is decided while discussions unfold in New York on the future of UNOPS operations on the ground must continue. The strategic alignment between UNOPS operations and the EU's 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 UNOPS and the eu, especially within global gateway priority sectors such as infrastructure, and we encourage ongoing synergy to achieve our shared objectives. Furthermore, we underscore the critical importance of UNOPS in maintaining high standards of transparency and accountability in its operations. This aligns with EU Member States ongoing calls for strengthened performance across all facets of UNOP's work.

Lastly, we assure you of the EU's steadfast support for multilateralism. Our strategic engagement is focused on partners that align with the Global Gateway priorities and provide tangible impact. This reflects our commitment to driving sustainable and inclusive development worldwide. Mr. Executive Director, let me take this opportunity to thank all UNOP staff for the very important work they do in difficult situations and to reaffirm the EU's support to UNOPS as well as our commitment to continued collaboration in pursuit of our shared goals. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [1:02:41]:

I thank the European Union for the statement. We don't have other speakers requesting the floor. I wonder if anyone else would like to add anything?

No, I think. Executive Director, we will go back to you. Please, you have the floor. Thank you.


UNOPS · Executive Director · Georges Moreira da Silva [1:02:59]:

Thank you, Mr. President.

Mr. President, if you allow me, once I finish, I would like to hand over to my colleague Oren to respond to your point about AI, which is a fundamental topic for the UN, but also for unops. But let me start by thanking all Member States for for the strong support to UNOPS and particularly your words about UNOPS personnel. Any organization values basically from the talent we attract and we retain. In an organization that works in conflict affected countries this is even more important. And 2025 was not an easy year.

It was by contrary the worst year when it comes to the impact of the conflicts in humanitarians and in UN staff and personnel. We never had in the last eight years such a negative impact on the well being and on the lives of those that work at un, serving those on the ground. And the same happened with my colleagues. We had lost a colleague in Gaza, Marin, several colleagues severely injured. We have colleagues with significant degradation or decline of their safety in places like Yemen, Myanmar, Afghanistan, Sudan, Somalia, colleagues that have been detained, colleagues that have been threatened, colleagues that have had their families in very difficult circumstances.

So I really want to thank you for the fact that in all interventions you are praising my team. That's the most important part of my work is Benefiting from that talent. Let me go to the questions you have raised first. And in some questions I will try to combine because some questions were mentioned in several interventions. So I will try to start by UN80 because UN80 has been addressed in many, many interventions.

So I would like to try to respond to the topic. Even as Mr. President, you have said yesterday, the board will find their own way to ensure that we don't need just to have conversations in formal sessions and we can also remain engaged during the process. This is a members driven organization, not the members managed organization. It's a members driven organization and therefore what the members think on such an important process, it's not nice to have is a fundamental element of deliberations. Our mindset for UN80 is, is nonconformist.

As I mentioned yesterday, we are not in a common moment in the history of development. We are in a defining moment. I know that we tend to say that every year is a difficult year. But this time we are dealing with some challenges that affect the fundamentals of multilateralism and the fundamentals of development. And that's why we can approach this conversation with low hanging fruit, light touch, incremental changes or we shall embrace change with all the risks that may also need to be addressed.

But in my humble opinion, this is a moment. This is not a moment to lowering fruit. This is a moment to really pick the most important reforms to deliver at scale. And to that I insist on the point. Logos matter.

But much more important than the logos, what matters is the people we serve. So UNOPS is an instrument, it's a tool for member states is not something that needs to be the focus of everything. With do, the focus is the people. And therefore when you ask it, what's the problem you are trying to fix? When we discuss the merger, what's the problem we are trying to fix?

Is it the overlapping? Yeah, there are some overlapping, but that's not really the issue. It's true that UNDP is doing a great job, I think. UNOPS I also think is doing a good job. I think it's great.

But I have to be a bit more humble on that. I think that UNDP is doing a great job. So the point is, is the overlapping the issue? I don't think so. If it was overlapping, we could fix that.

This kind of overlapping or redundancies are things that wouldn't need to waste your time and energy in a reform. It's just a matter of the dos and don'ts. No, the issue is not the overlapping or the redundancies the issue is, are we able to integrate policy, programming, finance and implementation? Is there a case for integration or not? Because that's the issue.

The issue that we are trying to address is the implementation gap and the misalignment between policy and finance and delivery. So the issue is not just the speed meter. We tend to have conversations on financing for development that are very often rooted on the speed meter. How much do we spend? That conversation won't provide much impact.

I think that what we need to discuss is to which extent we mobilize more, we align better policy with finance, but also overcome the implementation gap. So the topic that merger is trying to address is the integration is a way to integrate policy, programming, financing and implementation. There are pros and cons, and that's exactly what we need to address. The pros and cons and to which extent the cons or the risks are mitigated, can be mitigated, or the risks are of a certain magnitude that can be addressed. Again, this is up to Member States to consider.

And you have my commitment, as you heard also from my colleague Alexander, the crew that we'll work together in, in bringing the evidence, the facts, the data that allows member states to see the pros and cons and through that to consider the merit of the merger. But I insist on the point. We are not, as Mr. President, you said, we are not fixing UNDP and we are not fixing unops. Those organizations are not in a crisis. By contrary, I think that what we are trying to answer is to to which extent the two organizations being merged could help fixing the system.

And the system is the development gains that must be provided to the people who need it most. Regarding the resident coordinators, it was also mentioned by several delegations. Namely, I'll start with Germany, because it was mentioned in the the statement from Thomas, the Resident Coordinator. The strengthening of the Resident Coordinator is part of the reconfiguration of country teams. The idea of the country teams moving more into a hub or a gateway where we can plug in search capacity and expertise on demand also requires the Resident Coordinator to operate as an integrator and doing not just the arbitrage but also the convening capacity that is needed to call the agencies.

What we are getting from some resident coordinators is very important. They call us when they need. So I always say that in my opinion the Resident Coordinators are our ambassadors, not the ambassadors of the un, but they are representatives of my team. And that's why I don't need anyone in a country with the same Level of the resident coordinator. If the resident coordinator is a D2 or a D1, I don't need to have anyone that is higher than a P5 or D1.

If the resident coordinator is the representative at institutional and political level, that's the person that we should use when we need to accede to the Prime Minister, to the President, to the ministers. And therefore, I don't need to have someone at the same level of the resident coordinator. We just need to have the resident coordinator being supported by the agencies and the resident coordinator supporting the agencies. This is the cultural shift that we need to consider. And I really believe that the 2018 reform has produced good results, but now it's the time to move forward.

So the reconfiguration of country teams is a way to strengthen the resident coordinator and to generate more critical mass on the ground. But we still need to have a discussion between humanitarian development and peace, because as you notice, we don't have, in many countries, one country team with lots of agencies. You have in some cases three country teams, humanitarians, the development, and then those on peace and security. I think that some progress has been achieved with in many countries, the same person being the resident coordinator and humanitarian coordinator, but we need to go further. So we need to ensure that the operational backbone, including common back offices, shared services, joint programming, pooled funding, it's something that goes across the pillars and not just within development or within humanitarian.

I could spend hours, Mr. President and distinguished members on this topic. And anytime you want to discuss the reconfiguration of country team, I'll be happy to engage if you allow me. Going now to the reforms you mentioned, starting with Finland, for instance, but also Germany, the United States, uk, Canada, eu, for instance. You have mentioned the reforms in the organization and the need to continue reforming, and also the interest that you have on the results of this reform. There is one topic that I didn't cover in my intervention, which is the financial performance.

And this is. I don't think that financial is everything. My cfo, I hope our cfo, I hope he agrees. But indeed, the financials matter, if you want to know how not wealthy, but how healthy is an organization. And the preliminary performance, the Preliminary data about 2025 performance indicates that delivery grew by 2%.

We signed new projects for $3.4 billion with our partners. This performance exceeds our expectations for 2025. And this shows that it's a bit countercyclical In a year 2025, where we all face in the UN, such a difficult context. The fee for Service. The frugal, flexible, agile and low cost approach has provided, I would say, good results.

But what matters is obviously the entirety of the reforms. And for instance, the point that was made by Finland is a very important one about integrity. To which extent? Well, thank you first of all for, for your kind words of appreciation about the reforms we have conducted, including on the integrity systems. But you asked.

Not asked, but stressed the need to continue reinforcing the whistleblowing process. The whistleblowing process was or mechanism was very important, particularly during the crisis, but now we moved even beyond that. It's no longer about speak up, it's about speak up, speak out and speak with. We don't want a system that is just about whistleblowing. It's about creating the conditions to work better together.

And I would like to give you a few examples of the strengthening that we have done in this area. For instance, we approved the first Code of Ethics at unops. We have also provided Executive Board with all documents over the last three years and in closed sessions, my colleagues that are dealing with the administration of justice and with integrity have been able to answer to all questions from Member states. So I think that indeed this element has been strengthened and it's a key pillar of our reforms and we continue in this area. Let me go back to, to the questions raised, namely by Bangladesh, if you allow me, on particularly on capacity building and on infrastructure for the development of infrastructure.

The topic of the implementation gap can't be overlooked and we are very pleased in working with Bangladesh in many areas, namely on resilient infrastructure.

And we think that some of the elements that are a bit overlooked in international discussions needs to be addressed when it comes to the implementation gap. I'm not talking about the Bangladesh specifically specifically, but more broadly about the implementation gap. Issues like technical assistance, capacity building, as you mentioned, project design, project preparation, procurement, those elements are the elements that can make the difference to go from ambitious towards results. And I think that our partnership with Bangladesh is a good example, namely on resilient infrastructure in a country that is disproportionately affected by climate change is a good example of integrating resilience on infrastructure. So the issue of infrastructure cannot be just about greening infrastructure.

It's about resilient and sustainable infrastructure using infrastructure as a continuum of adaptation, loss and damage and mitigation. That's why, as I mentioned in a previous occasion, in a conversation with Mr. President of the Executive Board, I think that infrastructure can operate as a continuum to adaptation, mitigation, humanitarian development and peace.

Brazil, I Think that I already answered partially to your question about UN80, but I want again to to stress one point that you have made and also the distinguished delegates from the EU and Ethiopia about continuity on delivery. I think it's extremely important to ensure that UN80 is not causing any uncertainty on delivery and I'm confident that that won't be the case. We have institutions that are ready to continue developing even in the middle of the reforms. And the good example during the three years you haven't noticed any disturbance on the ground. We managed to reform and to continue delivering.

But that's extremely important that this continuity is ensured but also from the partners side that they continue maintaining the partnership with UN agencies, namely UNDP and unops, even during this process.

The United States thank you for the kind words about the UN 2720 mechanism and this allows me to make a point about UNOPS as an enabler. Why is the 2720 mechanism in Gaza relevant? Why is the UN Vim mechanism in Yemen relevant? Why is the mine Action activity that will do under UN mass relevant? It's because through those mechanisms we enable other UN agencies to operate.

We don't do it for ourselves. These trust building mechanisms are fundamental for other UN agencies to operate and and also for our partner countries and donors to provide to get the results they want from their projects. That's why the 2720 mechanism in my opinion should be strengthened even in the next phase. But it's of course up to member states. 27:20 Mechanism is a Security Council mechanism.

It was decided that the Security Council it has built trust. You go to the website of the 2720 and you see how much consignments have been approved, how many have been rejected, why it has been rejected. This kind of transparency on humanitarian aid in Gaza will also be important in the next phase for the early recovery and reconstruction. So let's use. My point is let's use what works and this is I think a good example to move forward.

Took note of your reference not only the United States but also UK and others about ensuring that UNOPS remains focused on implementation and doesn't cross the line to programmatic. Rest assured we have no interest at all in crossing that line because there is no added value. There are so many good agencies doing policy and programming starting with UNDP and the specialized agencies. You don't need UNOPS on that space. And by contrary we have huge demand as you can see, both from MDBs, UN and developing countries on implementation.

So we have no interest in in going that direction. But we Want to get ready. So one thing is being programmatic, the other thing is being agnostic. We are not agnostic. We only deliver what is consistent with SDGs, with the UN values and principles.

And therefore we reject projects. I insist on the point that in 2024 I think we rejected. I hope that I'm not missing the number but around $300 million even last year. And I will not going to mention the name of the country because I don't want to create any embarrassment. But we said no to a very significant project of more than $200 million.

And we said no, it's not consistent with the reduction of greenhouse gas emissions. So this is an important point for member States. We are non programmatic, but we are not agnostic. Which means that we only deliver on the project that are consistent with UN values and principles and with the sustained development goals. I took note of your applause or recognition about staff mobility.

I really think this is a way to get organization more agile, but also to help my colleagues to have more opportunities to progress in their careers. We are not a career organization. We are a project based organization. But it doesn't matter. But it doesn't mean that someone cannot work in the organization for many years.

It can work in a country then going to another country. And that's this kind of mobility that we are encouraging. From headquarters to the region, from regions to. To the headquarters and also across regions and my colleague Valerie Kushat, Sonja Leyton Kon are working on this area. Ukraine.

I would like to thank you for your the partnership we have had in Ukraine also with many countries present in this room. Indeed, Ukraine is a context where we can't wait until the end of the war to support the people, namely the children that have not been access to education for so long time. I remember very well when I visit Mykolaiv, but also Odessa engaging with with professors, with the teachers explaining me that the school is destroyed, the kids have been out of school for Covid and now with the war. So obviously we need to support the rehabilitation of schools, but also all the public services that are needed to provide basic human needs. And as you know, we are eager to continue this partnership, namely now on the energy.

On the energy sector. And as we discussed, I'm planning to visit again Ukraine soon going back to the uk.

You said in the same sentence two things that really shows the. I wouldn't say the dilemma, but the nature of unops. You praised us for remaining focused on de risking activities in difficult contexts. So you praised us for being an Agency that helps countries dealing with risks and managing to deliver even in the middle of wars or highly fragile context. And at the same time you said that you want us to engage with more with executive board on risk management and that makes absolutely sense because you are dealing with an organization that needs to take more risks than others that are working mainly maybe in not so risky context.

But at the same time we need to assess risks and to take judicious decisions on the kind of risks that can be accepted. And we are eager to continue sharing with us, with you our portfolio what works, what doesn't work, lessons learned about some of the projects. Because we are not here to massaging or to create any rosy picture. It's difficult in some of the contexts, it's very difficult to operate, it's extremely difficult. We work in context with de facto authorities.

We work in Afghanistan, we work in in Myanmar and we work in places where working for the UN is a risk, that my colleagues cannot tell their families that they work for the UN because they are a target. And I heard that from colleagues in one country that not even the family know that they work for the UN because working for the UN is a risk. So you can see that obviously we work in very risky contexts. So I think it's very important to have a conversation with member states on this topic about how much risks are we taking, how much risks can we accept? And I think that we have found you can see that from the numbers about the write offs.

I think that we have numbers that are quite good and consistent with an organization. With this profile, I'm fast pacing. Apologies for for being so exhaustive, but I think that the questions were quite comprehensive. The UK also mentioned the Big. The Big, the value for money.

I would encourage member states to engage even further with the Big. The Big is an initiative that is co chaired by my colleague Sonja, the DD from UNOPS with a DD from unfpa. This is even. It started even, as you know, before UN80 and it's about the efficiency agenda. But the key question here is are we ready to create the incentives to use the existing mechanisms?

Nobody needs to reinvent the wheel. Common back offices, shared services, mutual recognition, joint programming, common premises. Those things are in the menu. Those things are established for a long time now we need to ask the question why are we not getting so much traction on this? And that's why in the reconfiguration of country teams we'll be trying to work on the incentives, not maybe no need to develop new mechanisms, but asking ourselves how can we ensure that we have more common back offices, that we have more shared services?

And what are the incentives that need to be to be used on that? I'm bringing you back to the UNITY conversation. And I think that Canada, I think that I covered the point that we've made about the country, team configuration, and more broadly about UN80. I also think that I covered the point made by Ethiopia on the continuity of the services, even during the reform process.

I think that I covered the questions from the EU about UN80 and the merger. But you also mentioned one point that I would like to respond with some statistics about UNOPS being a service provider in the UN system. And it's very interesting, the semantics, because you said very rightly we are a service provider in the UN system. We are not a service provider to the UN system. And that's what we were 30 years ago.

And history matters precisely because we can't pretend that we, we are where we were 30 years ago. We are a service provider in the UN system, not a service provider to the UN system. And I'm going to tell you a couple figures that can help understanding this. The UN represents 20% of UNOPS delivery. 30 years ago, UN represented 100% or even UNDP represented almost 100% of what UNOPS was doing.

Now UN as a whole represents 20%. The international finance institutions represent 29%. So we have a larger pipeline with international finance institutions, MDBs than with UN.

The vertical funds and multilateral initiatives represent 15%, the donor countries represent 15%, the partner countries represent 13%. And regional and other intergovernmental organizations represent 6%, other partners 2%. I'm happy to share this data, by the way. This is data that you have in our reports, but I'm happy to share this data in this granular manner. Why?

Because it shows how diversified is the composition of our partnerships. And being a service provider in the UN system is different than being a service provider to the UN system. We are very proud of providing services to the un and I think that we should do even more. But it's important that we don't overlook that UN while being very relevant in our pipeline, we are mainly serving the people through the partners with whom we work directly. Final point that I would like to make is on the process innovation and digitalization.

And then it will be the perfect segue to my colleague who is the director of the Process Innovation and Digitalization Program. To answer the question on AI, I want to reiterate again because I know that that topic is going to be addressed in other discussions. To reiterate again that process innovation and digitalization is not about digitalization or even about any kind of erp. It's about re engineering the way we work. So it's about reframing the way UNOPS works.

It was never intended to be a software or ERP centric conversation. What we want to change is the way we work. And that's why your support to peace is is so important, because you will be supporting.

Our way to do better, to deliver better, and we need to strengthen the system. So I want again to thank delegations because I heard during this week lots of support for the continuation of this project. And I want to reiterate that the focus of the project is innovation, process innovation, to be more impactful, more efficient, more agile. And now I would like to give the floor to my colleague Oren to this specific topic of AI, to which extent UNOPSY is working on AI tools. Perfect, thank you very much.


UNOPS · Director PID · Oren Ginsberg [1:34:30]:

Just as background, the program, the PID process innovation and digitalization program started in 2023. The idea then was to simplify the processes used by UNOPS and to digitalize and to digitalize these processes better. Importantly, this followed 10 to 15 years of a very stark under investment by UNOPS in its processes and digital solutions. And so there was a real need for to invest, to improve and to get back to the cutting edge of the world. Originally this included an erp.

As you know, right now on the table, there is no discussion of an erp. We are waiting for, as the Executive Director just said, we are waiting for the UN 80, the merger discussions, et cetera, to take place before we go to an erp. So what are we talking about if we're not talking about an erp? We are talking about specialized solutions. We are talking about process improvement and specialized solution in specialized areas in hr, in procurement, in finance, in project management, grant management, et cetera.

So then coming to AI. AI. So the project, as I said, the program started in, was thought of in 2022, started in 2023, more or less. Together with the latest explosion of AI that we've seen through LLMs. If you project yourself three years ago, four years ago, none of us had used an LLM yet.

And today they are everywhere. And AI is in all of the solutions that we are developing. There is not a single specialized solution that we are developing which does not have an AI first kind of approach. What does it mean? I'll give you two quick examples.

In specialized solutions, for example, for project management, you use to start a project by just taking information from wherever you could find it, putting it in the form and starting a document that you are going to build into a proposal, into a project, into a signed contract with partners. That's completely changing with the new solution. The new tool that we are putting in place, which is called Opportunity Plus. As soon as I start typing my project in Opportunity Plus, AI immediately suggests to me it looks like you are thinking of a project in water and sanitation in a conflict affected area. Here are other projects that UNOPS has done.

Here are things that you need to think about. Here are people that you can talk to. Here are other UN organizations that you can connect to in order to improve your, your, your project. So you see how AI is used in that context. A second example, which is an actual specialized AI solution, we have just rolled out something that we call the Playbook.

The Playbook allows you. And when I say you, it's really all of us who you don't need to be an AI specialist, you don't need to be a computer with AI allows you. Sorry. The Playbook allows you to automate repetitive tasks to an extent that is difficult to believe. We have a team in UNOPS that is called the Health and Safety Team.

The purpose of this team is to make sure that all of our construction sites around the world and all of our offices are safe and that there are no, you know, that people are not going to get hurt by that. Normally the way it operates is that people need to go to the construction site, most often travel there, spend the night, come back, write a report about what they've seen, send the report to the team, et cetera. We now have a Playbook that is specialized in health and safety. Anyone can take pictures, you can take five pictures, you can take 1000 of the work site. You upload this in the, it's called the HSSC playbook.

Immediately, within 2 minutes, 30 seconds. The playbook gives you all the risks that you run in that space based on the pictures and you have in five minutes. And we tested it a month ago and it works. It got to a 90% accuracy. I'll come back to that in a second.

You immediately have the report that normally would take you a month or two months to get. So just to say that the promises of AI within our specialized solutions, within the solutions that we're putting in place for procurement, for, for hr, et cetera, and in and of itself, the promises are incredible and we are really at the forefront, you know that we're working with Google, the AI specialist from Google came to UNOPS and looked at our use of AI a few months ago and they were very impressed by that, by what we're doing, by the new LLM, by the LLM that we have put in place specifically for you Knops, which is trained on 5,000 UNOPS documents. And I could go on and on, but just to tell you that AI is central to what we do, but it's very important. It's very important to mention three more points and I'll be very quick, George, please don't. Don't kill me.

One is governance. AI is governed very, very closely in UNOPS because we are aware of the fact that it's a new technology and we want to be sure. So we have the paid board that is governing it, we've got the Deputy Executive director and we've got IAIG who are periodically looking into what we're doing. The second one is ethics. We are applying the UN ethics code, which is the hlcp for those of you who know.

We are looking at that. We are referencing it everywhere and we are, we are following that. Lastly, unless you have more questions, we have, We've, we've trained thousands of people and we are constantly training and retraining people and very important, we're training people on the fact that AI is a tool to support you. It is not a tool to replace you. Whatever we send to the world, whatever we implement in the world has been vetted by a human being.

Nothing goes directly from AI to the world. Let me stop here. There are other things I could say. But yeah, thank you. And I hope that this can be used as a, as a, as an appetizer.


UNOPS · Executive Director · Georges Moreira da Silva [1:41:11]:

Mr. President, to a dedicated conversation on, on AI just with you knops or even with other UN agencies. As I really think that this is a game changer, particularly for project management. We have even developed our own AI tool that we call Bob that has been very helpful to some of the data analytics that we are conducting. But I ask the floor because I forgot to answer to Mozambique. So apologies, I had mentioned Mozambique in my statement, but then I forgot.

Mr. Ambassador, to respond, particularly your point on jobs, and if you allow me to link that with procurement. Procurement capacity to generate economic activities and jobs is fundamental. We are more and more committed in this kind of localization of procurement through transparent and competitive processes. As we know by experience around the world that the procurement is more than procurement.

We are not talking about purchasing, we are talking about supporting countries through capacity building exercises on procurement and partnering on these activities. That can generate, I insist, jobs and generate local economic activities. And this is a topic that is obviously been mentioned in many occasions at the executive board. And Mr. President, we are will be delighted in continuing bringing procurement infrastructure project management to interactive conversations. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [1:43:06]:

Thank you very much, Executive Director. And I could detect the enthusiasm yours and your colleagues as well. And I think that probably, yes, we have to look at ways to make this dimension of the work of UNOPS more visible to Member States to get a direct feel. And I very much value this interaction that we had so far. You taking time to address all the comments and questions.

I think that's important. This is not just a dialogue for today. It's a dialogue. It's an ongoing, it's continuous. And you've been yourself available.

And we've been trying to create additional opportunities to compare notes together with Member States in formal and informal settings. And I'm also very grateful to Member States for their inputs and contributions. That was indeed a rich conversation. So thank you very much. And this concludes our discussion with UNOP's executive director.

I have to use the gavel for that.

And now I would just give me one moment because I will hand over the chairmanship for the remainder of the session to our Vice President Elaurima and he will be leading the conversation. Please. For the remainder of the session. Please.


Speaker 30 [1:44:40]:

It.


UNDP/UNFPA/UNOPS Executive Board · Vice-President · Elaurima [1:45:21]:

Excellencies, distinguished delegates, colleagues, good afternoon to you all. We will now proceed to Agenda Item 2017, UNOPS Process Innovation and Digitalization Program Implementation. Under this item we will hear a presentation by Mr. Carl Ludwig Sol, UNOPS of Chief Financial Officer. I now give the floor to Mr. Sol. Please.

You have the floor.


UNOPS · Chief Financial Officer · Carl Ludwig Sol [1:45:55]:

Thank you, Mr. Vice President, distinguished members of the Board, let me now introduce a session that we already started talking about. So this is about the PID program. So when the PID program started, as oren explained in 2023, its goal was to simplify UNOP's operations and modernize the backbone of our systems to better serve our partners and beneficiaries. Over the last three years, as UN harmonization has become more and more central, it is legitimate to ask, how relevant is this program to the current context?

Our response is clear. This program is more relevant than ever. First and foremost, because the tools developed under the PID are here to serve the whole of the un, not just unops. So these are tools that can be used by any UN entities with any erp, current or future. We are creating multi tenant solutions that can be adopted by any UN sister agency.

A major contribution to UN efficiency. Third The Chief Information Officers of UNOPS and UNDP are in constant communication and there is no duplication in what we are developing. Every solution adds distinct value, making the UN more efficient. It is important to repeat that in 2026 we are not working on nor investing in a new erp. The what and how of an eventual new ERP for UNOPS are left for later discussions when questions around UNDP UNOPS harmonization have been clarified.

For now, the PIT is delivering exclusively specialized solutions across hr, project management, procurement, partnerships and data. In the area of human resources, we launched Talent Plus, a tool that streamlines recruitment and in 2026 will significantly improve the management of personnel in partnerships and project management. Opportunity plus is now operational, utilizing AI to manage the full cycle of partner works across country context. It will be augmented with a full project management cycle in the first half of 2026 and we touched upon opportunity plus just in the previous session. In late 2025 we successfully launched the first iteration of a full online AI powered grant management system which will be completed in 2026.

More generally, we have now moved from ad hoc AI powered tool to the systematic adoption of AI in all our processes and systems. As you saw in documentations and briefings shared with the Board, we are paying special attention to the mitigation of risk to the PID program. Following the KPMG formative evaluation mandated by the Executive Board, we have integrated all 19 recommendations into our management practices in relation to cybersecurity. In particular, we have shared information about how we have formalized accountability and are rolling out a new cybersecurity framework to protect our digital assets. The most immediate risk to the program today is actually the lack of of predictable funding.

We're coming to you today with a request to authorize UNOPS to use an additional 10.12 million from the reserves in order to be able to continue this ambitionous program for the year 2026. By increasing our efficiency, we pass cost savings directly to the project and beneficiaries Reserve. We look forward to revisiting the Multi Year Plan with you at the second regular session. Thank you for your attention and we stand ready for your questions.


President [1:50:10]:

I thank Mr. Sol for his presentation and I now open the floor for comments and questions and I have one requested intervention by Mozambique on behalf of the Africa Group, which will be delivered by His Excellency, the Permanent Representative of Mozambique. The floor is yours.


Mozambique · Africa Group · Permanent Representative [1:50:31]:

Thank you. Thank you, Mr. President. Mr. President, distinguished members of the Executive Board, I have the honor to deliver this statement on behalf of African members of the Executive Board, namely Chad, Cote d', Ivoire, Madagascar, Nigeria, Rwanda, Tunisia, Zambia and my own country, Mozambique.

We commend you not for the annual update submitted pursuant to the Board's decision and for the clear articulation of progress achieved priorities for 2026 and the steady modernization of UNOP school operations Mr. President, modernization and innovation remain among the most demanding challenges challenges for organization today, both in pursuit of efficiency and better results and in responding to the evolution of technologies, particularly advances in artificial intelligence. In this regard, the Afghan Group welcomes the tangible progress delivered since the program's launch in 2023, including the modernization of key corporate functions and the deployment of new digital solutions. We note in particular the strengthening of talent acquisition and partner engagement systems, improvements in procurement tools and risk assessment, the roll out of centralized policy and process guidance, and the practical uptake of AI enabled productivity and knowledge tools. The Group also commenced efforts to expand data capabilities to improve project information access and cybersecurity integration, which is essential foundations for faster, more consistent delivery to partners and beneficiaries. Mr. President, the report underscores that the program is now at a critical juncture, especially in light of funding uncertainty and the imperative to complete business critical deliverables to avoid sunk costs and protect the value of investments already made.

The Afghan Group takes note of the current pause in ERP replacement pending further clarity linked the Secretary General's request for analysis of the potential UNDP UNOPS merger. We encourage continued transparency as implications for scope, timelines and costs become clear. In the same vein, we reiterate the need for UNOPS to continue to address outstanding recommendations related to the Process, Innovation and Design Digitalization program focusing on modernization the Agency as the program moves forward, we emphasize how innovation and digitalization can be harnessed to strengthen ENOP's operational effectiveness while addressing the specific needs and context of program countries, particularly those in Africa. These mean solutions that work in low bandwidth environment, stronger technology transfer and local capacity building, support for youth skills, decent job creation, robust data governance and cyber security across diverse operating settings.

The Afghan Group therefore supports UNOPS request for approval of the 2026 Work Plan and for predictable financing arrangements that safeguard delivery, strengthen accountability and enable UNOPS to serve countries in need with greater efficiency and responsiveness. I thank you.


UNDP/UNFPA/UNOPS Executive Board · Vice-President · Elaurima [1:54:41]:

I thank the Distinguished Delegate of Permanent Representative of Mozambique for his statement on behalf of the African Group and I give the Would there be any comments from Mr. Sol or from our side? Yes, I pass on to my colleague, Mr. Oren Ginsberg. Thank you very much. To the distinguished delegate from Mozambique I think you've outlined exactly where we are and why this is important. I also want to say that we have already invested 17 to 19 million dollars, depending how you count from the core from the comprehensive response plan in this program that was outlined.


UNOPS · Director PID · Oren Ginsberg [1:55:35]:

It was outlined in a comprehensive end to end framework in something that we call the PID roadmap that was submitted to the board in 2024 and again in 2025. Currently we are absolutely following the implementation that we had highlighted in the roadmap. It's going according to plan. The only thing that is posed is the ERP, as I said. And so your support to funding 2026 is very highly appreciated.

We have already, as we say, sunk costs, but very usefully sunk costs into the pit. And now we basically have these two more years that are going to mark the two years that we need to finalize the specialized systems and tools of the program and waiting for higher level decisions so that we can know what to do about the erp. So thank you very much. I think we are absolutely aligned with you. Thank you.


UNDP/UNFPA/UNOPS Executive Board · Vice-President · Elaurima [1:56:41]:

Thank for your insightful responses. And this concludes now the consideration of agenda item 17.

I wish to inform the Board that draft decision on agenda item 17 on the process Innovation and Digitalization Program implementation is under preparation and will be presented to the Board's consideration later in the session.

We will now proceed to agenda item 18, transformation initiatives LinkedIn to the comprehensive Response Plan. Under this item we will hear a presentation by Mrs. Hilary Balbuena, UNOP's Chief of Staff. I now give the floor to Mrs. Balbuena. Please. The floor is yours.


UNOPS · Chief of Staff · Hilary Balbuena [1:57:36]:

Thank you. Mr. Vice President's Excellencies, distinguished members and observers of the Executive Board. It is an honour to speak to you today to outline the ongoing transformation initiatives linked to the Comprehensive Response Plan. These are long term actions which include the multi year Process Innovation Digitalization Program that our Chief Financial Officer and our Director of PID have just presented. And I will focus my intervention on other long term actions where UNOPS is committed to achieve the intended impacts.

In the areas of risk management, accountability, our internal control environment, ethics and organizational culture. We have prioritized these actions, these action areas in our four year strategic plan which the Board endorsed last year. The first of these action areas is risk management and accountability. We are embedding robust risk management into core processes and enhancing a culture of risk awareness. We want our personnel to make risk informed decisions that are supported by risk based policies and internal controls.

New mechanisms such as the Portfolio Oversight Committee is ensuring appropriate oversight and timely executive intervention for high stake engagements. Our enhanced Accountability framework is strengthening UNOP's governance and oversight through clear accountability principles and a well defined accountability system. This year we are implementing enhancements to the Enterprise Risk Management Framework including an institutional risk and appetite model and a new corporate risk management mechanism. We are also updating key policies in this area. All of these enhancements and updates will be integrated into our digital systems under the multi year PID program.

Ethics is another action area high on our radar screen. We have made significant progress with the new whistleblowing mechanism which is supported by the Integrity Portal and Code of Ethics. Our experience in 2025 shows us that this new portal is being adopted and used by colleagues who wish to report matters related to retaliation. We will continue to run ethics campaigns throughout 2026. All of these efforts, including mandatory training, will strengthen ethical decision making and reinforce the shared responsibility of speaking with out and up in the area of HR and from a people perspective.

At unops, we are reinforcing a forward thinking ethical culture characterized by agility, creativity, learning and adaptability which reinforce UN values. We are systematically conducting annual culture and engagement surveys with targeted team interventions. 360 performance assessments for senior leaders have been made mandatory and we are integrating culture across all people practices as we implement our integrated people Strategy and our Culture Work plan. Following the successful implementation of our new recruitment system under the PID program in 2025, we are doing even more in 2026 and 2027. This includes an internal talent marketplace, a revamped job architecture, a new performance management system, a roadmap to advance on issues relating to anti racism, discrimination, discrimination, intergenerational equity and inclusive leadership.

We are also updating key policies in areas such as mobility, talent acquisition and performance management and as we implement our four year strategic plan, we are solution focused and impact oriented. Guided by the impact principles of our new RESULTS framework and in response to external recommendations, we are embedding institutional capabilities to measure and manage for for impact and systematically learn from implementation through training, guidance and change management. For successful adoption at unops, we are determined to reinforce accountability for results with every member of the management team. We will do this through the establishment of senior level accountability compacts for results to reinforce the achievement of both implementation and management targets in the RESULTS framework. Here again the PID program is key as it will improve data availability in the dashboards and enhance performance reviews and last but not least, we are also reviewing our legislative framework to ensure our policies are clear, consistent and fit for purpose.

In tandem with the PID program Which of course, focuses on innovative processes and systems. To conclude, all of these transformation initiatives are interconnected and governed by our Transformation Board and supported by structured change management processes. And finally, we are accountable to you. We are driving forward these actions so that we remain agile, responsive and fit for purpose, serving as a valuable asset of and for the UN system and its partners. Thank you, Mr. President.


UNDP/UNFPA/UNOPS Executive Board · Vice-President · Elaurima [2:02:31]:

I thank Ms. Balluena for her presentation. To my knowledge, I can see that there are no comments or questions from the floor. This concludes the consideration of agenda item 18.

If I hear no objections, I will take it that the Executive Board wishes to take note of the transformation initiatives linked to the Comprehensive Response Plan. It is so decided.

And I understand that there is an announcement to be made. Please go ahead.


Speaker 40 [2:03:10]:

Thank you, Mr. Chair, distinguished delegates, I just wanted to relay a message on behalf of the Secretary of the Board that you actually have 20 minutes to get some fresh air and to stretch your legs. And at 5:30, decision negotiations will resume in conference.

Conference room D. Thank you.


UNDP/UNFPA/UNOPS Executive Board · Vice-President · Elaurima [2:03:32]:

Very good. Thank you for this announcement. And I have one from my side. Tomorrow at 10am we will continue the first regular session with the UNFPA segment. The afternoon meeting is adjourned.