Economic and Social Council: 25th plenary meeting, 2026 Management Segment

I call to order the 25th meeting of the Economic and Social Council. Madam Deputy Secretary-General, Excellencies, distinguished delegates, it's an honour to welcome you to this roundtable discussion during the 2026 June Management Segment of the Economic and Social Council, discussion under the theme Enhancing the Effectiveness and Responsiveness of ESCOSOC Subsidiaries architecture for the final mile to the 2030 Agenda. The world continues to be reshaped by intersecting crises, economic uncertainty, widening inequality, climate impacts. And the rapid pace of technological transformation. This is why it is so important to deliver on the promises of the 2030 Agenda for Sustainable Development and its Sustainable Development Goals. With less than 4 years remaining until their deadline, until only 35% of the SDGs targets are on track. Delivering on the SDGs in this last mile demands collective resolve. It also requires coherent policy guidance by governments. And improved coordination and collaboration across all the United Nations system. And it begins here, with the ECOSOC system, which brings a remarkable wealth of expertise, of evidence, of data and policy insight across the economic, social, and environmental dimensions of sustainable development. At a time of interconnected crises and rapid change, we must ask how this system— the ECOSOC system— The ECOSOC architecture can operate more effectively and in a more integrated manner to deliver its full potential. The ongoing review process, including the UNAT Initiative, the General Assembly review of ECOSOC, and the HPLF, HLPF, and the OCOSOC's forthcoming 2027 review of its subsidiary body are important opportunities to this end. As we enter the final stretch toward 2030, the challenge is not It is not simply to do more. It is to work better together. To deliver. Dear colleagues, today's discussion invites us to consider how the Council can better leverage the collective strengths of its subsidiary machinery. Our shared objective should be clear: to ensure that the Council's subsidiary architecture serves as a stronger force multiplier for sustainable development, demonstrating the enduring power of multilateralism. to deliver meaningful results for people and for the planet. I thank you. I am pleased to welcome Her Excellency Amina Mohammed, Deputy Secretary-General of the United Nations, and invite her to deliver keynote remarks. Madam Deputy Secretary-General, you have the floor.

Thank you very much, Excellency Vice President of ECOSOC, our Excellencies, ladies and gentlemen. Thank you for the opportunity to join you today at ECOSOC. We meet at a pivotal moment for sustainable development. 2027, we will have the SDG Summit that will review our progress And we hope that we will find the acceleration for the action that is needed, but also begin the journey to look beyond 2030. Today, we are faced with global challenges that are mounting in scale and complexity, that are growing more interconnected and harder to address through fragmented approaches and amidst weakening international cooperation. That makes the work of the Economic and Social Council more important than ever. ECOSOC occupies a unique place within the multilateral system. It brings together economic, social, and environmental dimensions of sustainable development. It serves as an inclusive platform for policy dialogue and coordination among governments, the UN system, and key stakeholders. It also plays a key role in the follow-up and the review of progress towards the Sustainable Development Goals. The Council's subsidiary bodies, including the 5 regional commissions and many functional commissions and expert bodies, are central to that mission. Together, they foster mutual accountability and they generate analysis, evidence, expertise, and recommendations across the full spectrum of sustainable development issues. They also help us to identify emerging challenges and to shape our policy responses and to support member states in implementing internationally agreed commitments. Today's discussion offers a powerful illustration of how the different parts of the ECOSOC machinery are working to accelerate the implementation of the SDGs and mobilize adequate financing for sustainable development. To make the goals a reality by their 2030 deadline, We need data to understand where progress has been made and where gaps continue to persist. One of the main achievements of the past decade is the progress on data. We must measure better. With data available for over 80% of the targets, policies can reach furthest— can reach the furthest behind. We need geospatial information to connect those realities to specific places and communities. Enabling better planning of urban and rural areas, designing transport networks, and protecting the oceans and forests. We also need strong public institutions capable of turning policies into concrete results through better and faster access to public services for everyone, stronger systems that deliver on health and education. We need gender-responsive solutions that work for everyone across the life cycle. From equal access to social protection systems to equal pay and gender parity in decision-making positions. We need responses that address the complex health challenges that pose not only a risk to people's health, but have social and security dimensions that need solutions. And we need regional cooperation to adapt global ambitions to diverse circumstances and contexts. The Regional Economic Commissions play an important role, linking global frameworks with country-level implementation and fostering regional cooperation on transboundary dimensions of sustainable development and providing evidence-based policy and technical support. Through their different mandates, areas of expertise, and institutional perspectives, the Council's subsidiary bodies, including those that are represented here today, can help us understand challenges more fully and connect knowledge across disciplines, identifying solutions and drive policies that are more integrated, that are more inclusive and effective in supporting critical intergovernmental decision-making. The question before us is how to ensure that this work translates much more effectively into coordinated action, implementation, and results on the ground in people's lives. How do we reduce fragmentation? Enhance coherence and create stronger feedback loops across the system? How do we ensure that the Council's subsidiary architecture functions as a force multiplier for SDG delivery in the final stretch towards 2030? This is the task of the ECOSOC itself. Through its guidance, coordination and oversight functions, the Council can weave these diverse strands of expertise into a coherent whole, helping to transform knowledge into action, implementation, and impact. The Secretary-General's UN80 initiative challenges us to ensure that the United Nations remains fit for purpose and focuses on impact. At its core, the UN is about ensuring— the UN80 is about ensuring that our institutions deliver better results for people. At the same time, Member States are engaged in the review of the General Assembly resolutions 75/290 A and B on ECOSOC and the HLPF. Looking ahead, ECOSOC itself will undertake a review of its subsidiary machinery during its 2027 session. These processes should not be viewed in isolation. Together, they offer an opportunity to consider how ECOSOC can further strengthen its role as a platform for integrated policy coherence coordination, accountability and follow-up for sustainable development. It also helps to guide our UN development system with the actions that they have to take on the ground in response to national priorities. The upcoming review of the Council's subsidiary bodies is more than a procedural exercise. It's a moment to ask whether our current architecture is helping us to respond to today's challenges with sufficient urgency coherence, and impact. A chance to identify the synergies to reduce duplication, strengthen our collaborations, and ensure that recommendations are connected much more directly to implementation and results that can be measured on the ground. An opportunity to ensure that the Council continues to evolve in response to changing realities and continues to support member states in delivering on the development frameworks. Excellencies, the chairs and members that are gathered here today represent an extraordinary wealth of expertise and lived experience. From data and geospatial information to governance, gender equality, our regional cooperation and beyond, this is all central to the achievement of sustainable prosperity for people and our environment. I hope this discussion will generate timely and practical ideas, ideas that help to position ECOSOC's subsidiary architecture to accelerate development action, ideas that strengthen the Council's role as a platform for accountability and follow-up, and ideas that help us to ensure that our institutions can respond to the complex challenges of our time and in the future. I thank you.

I thank the Deputy Secretary-General.

Thank you, Mr. President. Thank you, Mr. President, for this introductory remark.

I understand, I understand that the Deputy Secretary-General has to leave for another engagement. I briefly pause the meeting to allow her to depart.

Podio.

Thank you. With your permission, we will now proceed with the roundtable.

discussion.

I'm pleased to welcome the panelists. His Excellency Wellington Ben Cosme, Permanent Representative of the Dominican Republic to the UN and Chair, Chair of the Commission on the Status of Women at its 71st session and Vice President of the ECOSOC. His Excellency Andranik Hovhannisyan, Permanent Representative of Armenia to the United Nations in Vienna, and also Chair of the Commission on Narcotic Drugs at its 69th Session.

Thank you, Mr. President.

Ms. Graciela Márquez Collin, President of the National Institute of Statistics and Geography of Mexico and Chair of the Statistical Commission at its 57th session. Ms. Deirdre D'Alpaz Bishop, Associate Director for Economic Programs at the United States Census Bureau and co-chair of the Committee of Experts on Geospatial Information Management. Mr. Rolf Alter, Senior Fellow at the Hertie School of Governance in Germany and Chair of the Committee of Experts on Public Administration at its 25th session, who is connected via video conference. And last, Mr. Claver Gatete, Executive Secretary of the Economic Commission for Africa and Coordinator of the Regional Commissions for 2026, from whom we will hear a video message. It's a very impressive gathering. I will give the floor to each of the panelists in turn, and I kindly remind speakers to keep the intervention to 3 minutes each. Ambassador Ben Cosme, in September last year, the Council adopted Resolution 2026/2 on the revitalization of the Commission on the Status of Women. Strengthening implementation, follow-up, accountability, and collaboration. What insight— what insight can be drawn from this resolution, and how can they be applied across the ECOSOC subsidiary architecture, across UN system entities and other actors to support SDG implementation while advancing gender equality and the empowerment of women and girls. You have the floor, sir.

Thank you, Mr. Vice President, dear Ambassador Benjamin. Distinguished delegates, as it was mentioned by the Ambassador, the adoption of ECOSOC Resolution 2026/2 last year on the revitalization of the Commission on the Status of Women is an important step towards strengthening the Commission's role in the broader ECOSOC subsidiary architecture, thereby advancing gender equality and empowerment of all women and girls. Reflecting on this experience, several key lessons emerged that could be relevant to other subsidiary bodies and the UN system entities seeking to enhance their effectiveness and responsiveness. First, clear accountability mechanisms help bridge the gap between agreed conclusions, and tangible follow-up. The introduction of state-led dialogues where member states share progress, challenges, lessons learned, and best practices offers a useful model for regular monitoring and peer learning. While the modalities are still being developed, this approach holds promise for more meaningful engagement as in the case of the Beijing Commitment. Second, the decision to hold high-level meetings on critical cross-cutting issues while also addressing emerging areas of concern creates a structure that is both strategic and adaptable, flexible. It sustains political attention on persistent challenges while allowing for timely response to new developments. Third, the provision for rotation location for 5-yearly review sessions of the Beijing Declaration and Platform for Action can help bridge global commitments with local realities. This has the potential to broaden participation and ensure more context-specific implementation. Fourth, convening an interactive multi-stakeholder hearing prior to CSW session provides a platform for governments, civil society, academia, and the private sector to contribute evidence, experience, and practical solutions. I cannot stress how important this approach is, and I believe this inclusive approach could be institutionalized more widely across the UN system. Last but not least, the revitalization process underscores the value of integrating key priorities across all areas of work rather than treating them in isolation. This approach can too help improve policy coherence, implementation, and overall impact across the ecosystem. Looking ahead, this lesson might inform the work of the Commission's upcoming session, the 71st session, and contribute to more effective collaboration across the system. I thank you, Mr. President— Vice President, for the opportunity.

I thank Ambassador Benkos.

Thank you.

My question is to Ambassador Jovanissian, and drawing on the experience of the Commission on Narcotic Drugs, what practices have proven most effective in enhancing responsiveness, strengthening follow-up to agreed outcomes, and translating intergovernmental commitment into action on the ground at the national level? And what lesson could this offer to other ECOSOC subsidiary bodies in support of the implementation of the 2 2030 Agenda. You have the floor, sir.

Thank you, Mr. Vice President, Excellencies, distinguished colleagues. The Commission on Narcotic Drugs, CND, as the United Nations principal policymaking body on drug control with treaty-based functions, continues to see strong engagement and increasing demand on its work. In this context, enhancing effectiveness and responsiveness is essential. Allow me to highlight 3 priority areas alongside concrete recommendations for ECOSOC and its subsidiary bodies. First, actionable outcomes and follow-up. The CND's intersessional thematic discussions grounded in UNODC data and expertise, have proven to be a valuable platform for sharing national experiences, lessons learned, and good practices in implementing international drug policy commitments contained in the 2019 and 2024 Ministerial Declarations. They also promote inclusive participation across governments, international organizations, civil society, and the scientific community. The Pledge for Action spotlights during these thematic discussions provide Member States an opportunity to update the Commission on progress made in the implementation of the commitments they made at the time of the 2024 Ministerial segment. As a matter of recommendation, ECOSOC may wish to better leverage the technical outputs of its subsidiary bodies by ensuring these are systematically reflected in Council policy documents. In addition, the Council and its subsidiary bodies could promote structured follow-up mechanisms, such as strengthened pledge monitoring, to translate commitments into measurable progress. Second, coherence across the system. The CND benefits from collaborating with other functional commissions, including not only the Vienna-based Commission on Crime Prevention and Criminal Justice, but also the Statistical Commission, the Commission on the Status of Women, and the Commission on Science and Technology for Development. A useful practice is the roundtable which one of my predecessors, the CND Chair of the 67th session, held at the margins of the 2024 ECOSOC Coordination Segment, seeking the views of other functional commissions ahead of the CND's 2024 ministerial segment. Further strengthening system-wide coherence remains critical to addressing the complex, cross-cutting nature of drug-related challenges. The Council may wish to foster stronger horizontal cooperation by increasing the visibility of joint substantive work across its subsidiary bodies. Moreover, enabling Chairs of the functional commissions, particularly those based outside New York, to regularly present their outcomes at ECOSOC would ensure that their expertise is more fully integrated into Council deliberations and decision-making. Third, technological innovation and working methods. Recent experience within the CND has demonstrated that the hybrid meeting format and use of modern technology significantly enhance inclusivity, allowing capital-based experts to participate effectively and cost-efficiently. However, such hybrid arrangements for formal proceedings were unfortunately considered to be only time-bound contingency arrangements for COVID times and are no longer in place. ECOSOC could take the lead in modernizing intergovernmental working methods by enabling hybrid formats and the use of modern technology in formal proceedings. meetings. This might require appropriate procedural adjustments, but would ultimately strengthen participation, inclusiveness, and responsiveness across the system. Mr. Vice President, the CND remains committed to supporting ECOSOC's work and to strengthening cooperation across the UN system. We stand ready to contribute to a more effective, coherent, and future-oriented architecture. I thank you.

I thank Ambassador Hovhannisyan. Turning to Ms. Colleen, and drawing on the experience— excuse me— of the Statistical Commission in supporting evidence-based decision-making across a wide range of intergovernmental processes and policy areas. What lesson— what lesson can be learned from the collaboration, from its collaboration with other ECOSOC subsidiary bodies and stakeholders? Excuse me. And how can such collaboration help strengthen coherence and informed decision-making and drive integrated implementation of the SDGs across all the ECOSOC subsidiary architecture? You have the floor, brother.

Thank you, Mr. President.

Muchas gracias.

La pregunta que se me hace es— Thank you very much. The question that was asked is quite relevant indeed because it is exactly this collaborative work that as a This is at the heart of what the Statistics Commission has been doing for decades. Indeed, this is linked to all of the entities and bodies of ECOSOC, demonstrating that there's a need to respond effectively to implementation problems of the SDGs today. It is crucial to strengthen these mechanisms to allow for an acceleration of the implementation of the SDGs collectively. Beyond identifying what is missing as we head toward 2030. We must also learn from the past and focus on collaboration, collaboration within ECOSOC as well as with all of the rest of the UN system. Our work within the Statistics Commission is aimed at finding consensus on methodology and on concrete measures We view ECOSOC as the ideal platform for fruitful collaboration in areas such as eliminating poverty, gender equality, as well as sustainable development. And within this framework, we have created information, data, Through traditional means, through surveys and studies, but we also have been innovative, especially by using geospatial information and more recently by using AI. All of these issues link us to one another. I'm speaking of all of the entities and bodies of ECOSOC. As we head toward 2030, we must also think about new horizons, which today are already clearly defined but will require a great deal more work over the next few years. Those initiatives concerning measures that go beyond GDP. The high-level expert group working on this issue is already an excellent starting point. Today, the priority is to move forward through various intermediate stages to establish This collaboration that involves all of ECOSOC, this will allow us to transcend mere aggregated results worldwide. We need to have an analysis of data that allows us to have tangible action at the level of each member state. We must Take a look at useful cases beyond merely technical exercises. We must think about and think in terms of functioning for the entire system to guarantee smooth coordination throughout ECOSOC and all of its bodies in order to guarantee coherence. It is vital to pursue our work on the SDGs until 2030. We must ensure that the initiatives aimed at measures beyond GDP are organized in a coordinated manner within the Statistics Commission.

Thank you.

Our technical work will continue to contribute to the efforts of ECOSOC and subsidiary bodies. Our work consists of providing robust technical elements allowing policy implementation. Thank you.

I thank Ms. Collin. I now turn to Ms. Bishop. How has the Committee of Experts on Geospatial Information Management sought to bridge institutional silos and strengthen collaboration across ECOSOC subsidiary bodies to support more coherent, more integrated implementation of the 2030 Agenda. You have the floor, madam.

Your Excellency, Mr. Amar Benjama, Vice President of the Economic and Social Council, thank you for providing me an opportunity to address this Council in my quality as co-chair and for sharing perspectives on behalf of the Committee of Experts on Global Geospatial Information Management. Whether for land administration, coastal management, community planning, public services delivery, or disaster prevention, geospatial information enables governments to make informed decisions, monitor outcomes, and better serve their populations. Geospatial information is a nation's digital currency and a critical component of public digital infrastructure. providing a nation's blueprint of what happens where. As Deputy Secretary General Mohammed stated this morning, it is critical to connect knowledge across disciplines. Geospatial information serves as the foundation to make this happen. It provides the means to integrate, to understand, and to act across topics. At the national level, Geospatial information enables a whole-of-government approach by integrating across government services and action that contribute to economic growth, national security, social development, environmental sustainability, and national prosperity. Through the framework developed by our committee of experts, the United Nations Integrated Geospatial Information Framework, we support countries in strengthening national geospatial capacities and coordination across institutions. This framework helps bridge traditional institutional silos and promotes a coherent, integrated approach to public sector delivery and policymaking. Geospatial information acts as a powerful integrator that advances data-driven decision-making. Geospatial information underpins everything. It is literally everywhere and can help you take effective decisions and monitor progress of these decisions, advancing progress for our world. Geospatial information is indispensable as it uniquely provides the ability to link people, activities, and resources to territories, allowing us to understand where progress is made and where gaps remain. From planning health infrastructure to monitoring ecosystems to understanding disease transmission, geospatial information transforms global ambitions into actionable insights and measures outcomes, delivering integrated support across our global priorities. Finally, our committee is already working across ECOSOC subsidiary bodies. This includes the joint expert group focused on integrating statistical and geospatial information reporting to the Statistical Commission and to our committee, as well as a collaboration project with the United Nations Group of Experts on Geographical Names. We welcome collaboration across ECOSOC subsidiary bodies, and we are convinced that geospatial information can further make valuable contributions to their respective objectives. Our data, methodologies, and analytical capabilities provide critical insights into where challenges occur and how interventions can be targeted most effectively. At the same time, our committee is at the forefront of harnessing artificial intelligence and other emerging technologies, creating opportunities to contribute to broader discussions such as science and technology for development. Thank you.

Thank you, Ms. Bishop. I now turn to Mr. Alter through videoconference. With this question: What can be learned from the experience of the Committee of Experts on Public Administration in translating its analytic work and recommendations into timely, coordinated, and actionable outcomes? that directly accelerate SDG implementation in the final years to the year 2030. You have the floor, Mr. Alta.

Thank you so much. Thank you very much, Your Excellency, for inviting me to join this very very interesting and important meeting. I'd like to make 3 short comments right away in terms of a context, the experience of the CEPA, the Commission Committee of Experts on Public Administration, and a few ideas about contributions of CEPA. First of all, I'd like to really highlight And we have heard this, this morning clearly. Public administrations all over the world are under pressure. They had to adjust as much as international organizations to the requirements of the SDG implementation. They dealt with COVID-19 and the ensuing crises. And they operate today in a very turbulent global context. Against this background, I'd like to share a few experiences of the CEPA over the last years until, of course, our last session in New York in April. First, we developed a set of 11 principles for effective governance on the implementation of the SDGs. This type of work organized around effectiveness, accountability, and inclusion provides an internationally recognized standard for public administration. Just to note that in close cooperation with our friends from the African Peer Review Mechanism, we demonstrated, and I think it has become clear, that countries benefit from these key principles in advancing towards a common agenda. In the case of the APRM, in the AU's Agenda 2036, and of course the 2030 Agenda of the UN. Second, I'd like to make sure that to operationalize this these principles, we have produced 62 or more, at least than 60 guiding strategic pieces of work that allows countries to follow and use this contribution for their transformation of public administration. And by the way, and I say by the way because time is running, policy coherence has been one of the key elements in this strategic framework. I will just mention also a pentagram of action that was developed by the CEPA in 2024 because of the emerging pressures and where the weak SDG performance implementation made sure that we had to add something specific on this issue. There are more examples, but I will actually skip them here just to say that we would like to suggest that the cooperation with the United Nations development system and relevant UN entities is key to transmitting this work as an advisory council, transmitting this work into the activities of the UN agencies in countries and therefore assist countries to adapt their public administrations to this critical element of pursuing the SDGs. It's a true challenge, and I think one has to admit that the multitude of crises that countries have to manage means that public administration remains under stress. My second point is simply to say, in terms of contributions, of course we would be delighted— CEPA could very much contribute to a mapping of SDG interactions of all bodies with a reporting relationship to ECOSOC, and then make also perhaps proposals for institutional measures. And certainly the assessment of the effectiveness of ECOSOC subsidiary architecture through the policy coherence indicator of SDG 17 would be another contribution we would like to offer to make. Thank you very much, Your Excellency, for giving me the floor.

Thank you, Mr. Alta. I now invite you to hear a video message by the Executive Secretary of the Economic Commission for Africa. He is also the coordinator of the Regional Commissions for 2026. Mr. Claver Gateti.

Excellencies, distinguished colleagues, there is no doubt that we meet at a decisive moment for maritime tourism and for sustainable development itself. With only 5 years remaining to achieve the 2030 Agenda, the uncomfortable truth is that progress is not moving at the speed or scale required. Africa's experience illustrates both the gravity of the challenge and the scale of the opportunity. Despite progress in recent decades, about 600 million Africans still lack access to electricity, over 400 million lack basic drinking water, And more than 700 million remain without safely managed sanitation. Moreover, climate change is already costing African economies up to 5% of GDP annually, while debt servicing in many countries exceeds spending on health and education. Youth unemployment and underemployment are among the continent's biggest development risks. Excellencies, the opportunity is equally compelling. Africa is one of the fastest growing regions globally, with 12 out of 20 fastest growing countries being African. The continent holds about 30% of the world's critical minerals for the energy transition and vast renewable energy potential. It is also home to significant shares of the world's arable land, highlighting the need to better translate potential into productivity. At ECA, we believe the final stretch toward 2030 must be one of implementation and acceleration. Fast, effective implementation must become our central focus. The era of pilot projects without scale and recommendations without execution must give way to investments that generate industries, jobs, and resilience. With intra-African trade still below 20%, the Africa Continental Free Trade Area remains one of our greatest opportunities to unlock regional value chains for industrial development and economic transformation. Second, we must adopt more integrated and coherent approaches to development. Development challenges across climate, energy, water, food systems, and finance are interconnected, and our institutional architecture must reflect this reality. Third, we must fully harness the power of regional cooperation. Here, regional commissions are uniquely positioned to connect global priorities with national realities while helping countries scale successful solutions collectively rather than individually. Your Excellencies, I'm confident that as we strengthen coherence, accountability, and implementation, we can deliver tangible results for our people. I thank you very much for your kind attention.

I wish to thank Mr. Gateti. I wish to thank also all speakers for their insightful remarks. I now open the floor Thank you very much. I now open the floor to delegations to participate in this interactive discussion. Please, delegations are requested to keep their intervention as concise as possible so that all requests from the floor can be accommodated. Please limit the intervention to 5 minutes on behalf of groups and 3 minutes for intervention made in national capacity. I now give the floor to the representative of Mozambique, then Nepal, Poland, Indonesia, Canada. Mozambique, you have the floor.

Thank you, Chair, and thanks to the insights of the panelists. Chair, with less than 5 years remaining to 2030, We are indeed in the final mile of SDGs implementation. Yet, last-mile delivery remains a persistent challenge. Member States have invested immense political capital in the processes that led to the SDGs and other major global outcomes. Our task now is to deliver on them, not to relitigate them every time implementations become difficult or political winds shift. Ideally, global policy decisions should inform ECOSOC subsidiary bodies. These bodies should generate integrated guidance to ECOSOC. That guidance should support national development plans and cooperation frameworks. Cooperation frameworks should in turn guide CPDs, regional support, financing, etc. In practice, however, this transformation belt does not yet function as it should. What can be done in light of the forthcoming Council's 2027 review of the subsidiary bodies? 3 practical recommendations and one call. First, ECOSOC should undertake an annual mapping of the major recommendations of its subsidiary bodies. Second, the Financing for Development follow-up process could be strengthened through a standing AFI SDG coherence track. Third, ECOSOC could establish a simple follow-up dashboard. And finally, we as constituents of the development system, and particularly from Africa, must also organize ourselves better for impact. In this regard, we look forward to the A14 mechanism in action and to your forthcoming presidency as an opportunity to strengthen coordination, build common positions, and ensure that Africa's priorities are translated more effectively into policy guidance and last-mile delivery.

I thank you. Thank you, Mozambique. Nepal, you have the floor.

Thank you, Mr. Vice President, Excellencies. I have the honor to deliver this statement on behalf of the Group of Least Developed Countries. The Group welcomes this timely discussion as we enter the final years of implementation of the 2030 Agenda and the Doha Programme of Action. Mr. Vice President, for the LDCs, the key question is not whether we reform institutions, but whether those reforms result in stronger support for most vulnerable countries facing the greatest structural challenges. As discussions on UNAID and the review of ECOSOC's subsidiary architecture advance, we must ensure that efficiency gains translate into greater development impact on the ground. On the first question regarding how ECOSOC subsidiary bodies can better translate analysis into action, the LDC Group believes that recommendations must be accompanied by clear implementation pathways, sustained financing, accountability mechanisms, and follow-up arrangements. Too often, valuable analytical work does not sufficiently influence operational activities and financing decisions. We therefore call for a stronger transmission of recommendations from ECOSOC subsidiary bodies into country-level implementation through the Resident Coordinator System and UN Sustainable Development Cooperation Frameworks. Aligned with national development priorities and context. Systematic tracking of implementation of key recommendations affecting LDCs, including those related to financing, climate resilience, productive capacity development, and sustainable graduation support. Greater use of evidence from countries in special situations to inform ECOSOC deliberations and policy guidance. On the second question, concerning coherence and reducing duplication across subsidiary architecture, the LDC Group underscores that UN development system must be strengthened, diversity of the mandates be respected, and system-wide coordination be enhanced. However, efficiency should not come at the expense of political attention to the unique needs of the LDCs. We thus stress better alignment of the work of ECOSOC subsidiary bodies with the 6 priority areas of Doha Programme of Action, enhanced coordination among functional commissions, expert bodies and regional commissions on issues that cut across development, finance, climate and resilience; preservation and strengthening of LDC-specific mandates and priorities in the outcome of the UNAID initiative. The review of subsidiary machinery should identify overlaps while also addressing existing gaps in support to countries furthest behind. On the third question regarding integrated approaches, LDCs strongly support a more holistic approach across ECOSOC architecture. From LDC's perspective, development challenges do not occur in silos. Climate vulnerability affects food security and inclusive growth. Debt pressures constrain social investment. Weak productive capacities limit resilience and economic diversification. ECOSOC subsidiary bodies should therefore act as a force multiplier by promoting integrated solutions that connect financing, climate action, trade, technological innovation, productive capacity development, and social protection. We underscore joint and cross-cutting work programs among relevant subsidiary bodies on issues affecting countries in a special situation, more systematic engagement between ECOSOC bodies and the Financing for Development, Climate, and Development Cooperation processes, stronger support for nationally warned integrated strategies that advance both SDG implementation and DPOA priorities. In closing, Mr. Vice President, as we approach the 2027 DPOA review, The group believes that success should be measured by whether ECOSOC's subsidiarity architecture becomes more responsive, more coordinated, and more action-oriented for LDCs facing the greatest development challenges. We view the UNAID initiative as an opportunity to build a more effective and efficient United Nations system. For LDCs, this must mean delivering tangible results, increased ODA and resilience, technology transfer, accelerated SDG progress, strengthen productive capacities, sustainable graduation pathways, and fulfillment of international commitments under Doha Programme of Action. Let us be clear: no reform effort will be successful if it leaves the LDCs still waiting for delivery. I thank you.

Thank you, Nepal. Je voudrais demander votre indulgence.

I would like to request your indulgence. I need to leave the room for a few minutes because I must deliver a speech of 3 minutes just across the road. My colleague, the Vice President of ECOSOC, the Permanent Representative of Armenia, has very kindly agreed to take my place for those few moments, and so I will now hand over to my colleague for the moderation of this roundtable. I thank you in advance for your indulgence.

Thank you, So, dear colleagues, I now give the floor to the distinguished representative of Poland, to be followed by Indonesia and Canada.

Thank you, Mr. Vice President. I feel especially privileged to deliver my statement in this very special occasion that you are presiding over. the meeting today. Mr. Vice President, thank you for selecting this important topic for the roundtable discussion. As a current ECOSOC member and the former Vice President, we hold a strong belief that the ECOSOC system must become more focused and better coordinated. We have observed that the Council's coordination mandate is still not fully understood across the system, across the UN system. We therefore welcome the thoughtful attention it that it is receiving in this ECOSOC LHPF review, led by Malta and Barbados, particularly with regard to clarifying and justifying the intended role of the ECOSOC Coordination Segment. If we are ever to accelerate SDGs delivery by 2030, ECOSOC's diverse subsidiarity machinery must operate with greater discipline, constantly asking a simple but essential question: What legal obligation or concrete SDG target requires the work being undertaken by a particular subsidiary body. In our work in New York, we also maintain that the clear division of labour between the General Assembly and ECOSOC, and the avoidance of overlap, is essential. The GA's role in providing political direction and ECOSOC's responsibility for implementation and operational oversight are complementary, and preserving this balance will strengthen the system as a whole. The UN80 process is generating positive momentum for greater focus and more effective delivery on the ground. Resolution 80/251 should strengthen discipline across the UN system, including within the ECOSOC subsidiary architecture, by requesting cost-efficiency and value-added assessments for new mandates. This is especially important given the significant share of the UN's active mandates housed within the ECOSOC bodies. There are already encouraging examples of this UNAID cultural shift. In our region, we appreciate UNICEF's ongoing audit of its frameworks, which reflects a strong commitment to clarity and relevance, as well as its plans to further enhance internal coordination, streamline internal workflows and processes, as well as plans to reinforce data-driven and cross-sectoral approaches. UNECE's unique role, with more than 30 environmental conventions, 57 transport agreements, and over 250 global technical regulations and standards, illustrates the value of grounding activities in clear legal obligations or SDG requirements. We also appreciate the efforts of the other regional commissions in implementing changes arising from the UNEP initiative and encourage continued efforts to ensure its successful implementation. Finally, we encouraged all ECOSOC subsidiary bodies to make full use of the guidance developed by the Working Group, including concept notes, templates, as well as review and retirement clauses in support of the effective implementation of Resolution 80/251. These tools are among the most significant UN-AIT deliverables, and their consistent application by the UN system including ECOSOC subsidiary bodies, will be essential to achieving the coherence and focus we collectively seek. And I thank you.

I thank the distinguished Ambassador, Permanent Representative of Poland, and now give the floor to the representative of Indonesia, to be followed by Canada and Algeria.

Thank you, Mr. Vice President. Indonesia welcomes this timely roundtable and thanks the presenters for their insightful briefings. And for helping frame this timely discussion. As we approach the final mile of the 2030 Agenda, ECOSOC subsidiary architecture has an important role to play in making the work of the Council more coherent, responsive, and results-oriented. For Indonesia, 3 points are essential. First, greater coherence across ECOSOC subsidiary bodies is important. Functional commissions expert bodies, and regional commissions should be encouraged to work in a more connected manner, reduce institutional silos, and provide clearer, more integrated policy messages. Coherence should not remain a procedural objective. It should translate into tangible impact for the people and communities we serve. Their recommendations should be action-oriented, evidence-based, and accessible to policymakers, at the country level, including through stronger use of regional platforms, South-South and triangular cooperation, and national and local expertise. Reform of ECOSOC's working methods should also strengthen inclusivity and trust. Smaller delegations and developing countries must be able to engage meaningfully in the work of subsidiary bodies. Second, ECOSOC strengthening should not unfold in isolation. It takes place alongside the broader UNEP process, and both tracks can be mutually reinforcing. At the same time, any reform effort should remain firmly grounded in intergovernmental mandates and guided by the priorities set by member states. Third, effectiveness requires adequate means of implementation. For many developing countries, the final mile to 2030. depends on financing, technology transfer, capacity building, data systems, and resilient institutions. ECOSOC subsidiary bodies should therefore help identify gaps, mobilize partnerships, and provide integrated guidance that supports the balanced implementation of the economic, social, and environmental dimensions of sustainable development. I thank you.

I thank the representative of Indonesia and now give the floor to the distinguished representative of Canada, to be followed by Algeria, Vice President Sylvain Cassot.

Thank you very much, Excellency. Good morning, and I thank the panelists for their participation today. It's nice to see you, and in particular would like to thank the Chair of the CND for his travel from Vienna to New York. Sometimes the subsidiary bodies that are outside of headquarters, we don't get the chance to hear from them as much, so we deeply appreciate your participation. In listening to the conversation, we took note of many of the suggestions and also comments on what has been done to implement some of the resolutions on revitalization, to improve working methods and ensure that the work of the subsidiary bodies are very effective and efficient in implementing the 2030 Agenda. And so we thank you for following up on that work, and we're very appreciative of all the efforts that you're making, including in this difficult context of liquidity and the geopolitical challenges that we are facing. We have a few questions. We invite the panellists to answer any or all of them, including in their personal capacity, as I know that in the capacity as Chair, you also represent the members of your committee. So any reflections would be helpful. One question is, do your respective committees and commissions have a standing agenda item on revitalization? Another question would be, you spoke— some of you spoke about the cooperation between ECOSOC's subsidiary bodies. Could you elaborate a little bit more about what that looks like in practice? We heard of your participation on roundtables, which include the chairs of the different committees, But in terms of the substantive work of your bodies, is there cooperation, joint meetings? Do you receive reports from other subsidiary bodies? Do you follow up on recommendations from those subsidiary bodies? Any information you could provide would be helpful. Third question: Do you find that the recommendations and policy documents which emanate from your discussions are adequately being implemented? And the final question would be, as member states consider the review of ECOSOC subsidiary machinery in 2027, if you had one recommendation to make as it pertains to your committee, what would that be? Thank you very much.

Je remercie le représentant.

I thank the distinguished representative of Canada, and I now give the floor to the distinguished representative of Algeria, VP of the Council.

Thank you, Mr. Vice President. We thank you for selecting this timely and relevant theme for the roundtable at the management segment, especially during the ongoing GA process on ECOSOC HLPF review and ahead of the ECOSOC 2027 review of its subsidiary body. We also appreciate and thank the Deputy Secretary-General for her presence and for her insightful remarks, as well as the very insightful remarks of the speakers and panelists, especially those coming from outside of New York. We also believe that ECOSOC has a very important role in coordinating and integrating the outcome of its subsidiary body on its own work, and also to give— also to make better use of their contribution into the HLPF. I have 2 questions for the distinguished panelists. Taking into consideration the diversity of the ECOSOC subsidiary bodies, how do you see we can further promote cooperation among them and how to ensure that they work closely together when they address similar issues, each within its own mandate? mandates? The second question would be also how to ensure that the relevant input, including from functional commissions, are taken into consideration in the HLPS Ministerial Declaration.

I thank you.

I thank the distinguished representative of Algeria. We have heard from the last speaker in the interactive discussion. I now invite each of the panelists to share in around 3-4 minutes the key key insight or takeaway message based on the discussion. I'll give the floor to Ambassador Benkosme. Sir Wellington, you have the floor.

Thank you, Mr. Vice President, and thank you for your comments to the delegates, the different delegates. Something that came up, it's on the issue of how to— and this is on a personal note— how do we think there's an interaction between the different subsidiary bodies. I mean, I think this is key. I took note of definitely of the need to enhance collaboration and enhance coordination perhaps between the different— definitely between the different subsidiary bodies, but also between the different spaces created. I mean, I think one thing from my own experience that has been extremely helpful is the creating the spaces for the different stakeholders to receive input from the different stakeholders. We have made efforts in that sense, and I think that the more interactions we have from the— one, from the different stakeholders, and definitely among ourselves within the different subsidiary bodies is definitely critical. So most definitely an effort should be made a greater effort towards that. With respect to how about making sure that recommendations trickle down to HLPF, and I think it's also— it's all about communication. I think it's critical to also maintain strong channels of communication within our regional groups. I think, you know, we have a responsibility, us that are serving in different bodies, to report back to regional groups and try to, once conveyed, and obviously try to get feedback from the different regional groups. So I think, to the point of making sure that recommendations trickle down to the different spaces, I think is critical, that level of communication. Regarding the— no, I think I will stop it there. Thank you.

Thank you very much. Ambassador Hovhannisyan, if you would like to add, you have the floor.

Thank you very much, Mr. Vice President, and it's a pleasure to take the floor under your chairmanship, and thank you to all delegates for your valuable comments and inputs. I thank the representative of Canada for his kind words and address to me for being here today from Vienna to present the work of the CND. I think this is also partially an answer to one of your questions about the cooperation between the subsidiary bodies of ECOSOC, more interactions, more mutual visits between duty stations and UN Headquarters, but also vice versa from UN Headquarters to the duty stations like in Vienna in my case. Of course, these are critical importance for strengthening the cooperation between subsidiary bodies and They are different, of course, subsidiary bodies, some of them. In case of the CND, the CCP CJ is also situated in Vienna and it has a shared secretariat, so in that case the cooperation between these 2 functional commissions are easier, of course, but also regular reporting and meetings between representatives of different subsidiary bodies are of utmost importance, and I can testify it also personally, being here and sharing our experience from Vienna here with different stakeholders. So we would very much encourage these interactions. I also put that in my statement with regard to this horizontal cooperation, which is of utmost importance. But also the reporting back and forth, which is also the case, I think, with the HLPF Ministerial Declaration. As for the CND, we are regularly contributing, and this year we have already made our submission. Thank you very much.

Thank you, dear Antranik. Ms. Gollnig, the floor is yours.

Thank you very much, Vice President, and thank you to all of the delegations who've been participating this morning. I would like to acknowledge the concerns that were expressed in relation to interaction, cooperation, coordination, collaboration. All of this indicates a need for there to be collective work, collective purpose that can really bring results as we approach this final mile, this final stage of ensuring there are concrete results that emerge from the 2030 Agenda for Sustainable Development. In this regard, I think there are some worthwhile things we can do. Firstly, implement what we have learned along the way. So what I'm saying is that we are not starting from scratch. We are starting from a position of experience, a path that has led us to some very significant achievements. And I think these lessons really show us the successful ways forward that we can use in the future. And for statistics, this means robust measurements, clear, solid data and statistics that puts the emphasis on ensuring that the greatest number of countries can sustain and maintain these kinds of measures. But above all, it is work that needs to be done in terms of communication, not just what we were saying about cooperation and coordination, but also about Also in terms of communicating where we are and what is missing ahead of this final mile to get us through the final mile. There are spaces for cooperation. There are fora where we can highlight specific actions and when we come to 2027, we will know exactly what the path is to achieving the goals and how we can transition beyond that into new initiatives that are going to place sustainable development not as the final post but as a starting point for the following 15 years. Thank you. I thank Ms. Colleen.

The floor goes to Ms. Bishop.

Thank you, Mr. Vice President, and thank you to the distinguished delegates for your insightful comments this morning. Before I begin my response, I would like to point back to one of the panelists' remarks, specifically Mr. Alter, who mentioned that countries benefit from the use of common strategic frameworks and principles. goals. I'd like to share that since 2021, the United Nations Committee of Experts on Global Geospatial Information Management, or UNGGIM, has witnessed over 100 countries using our framework, the United Nations Integrated Geospatial Information Framework, to implement or to advance geospatial infrastructures within their respective countries. This is a significant achievement related to the adoption of a UN framework. This framework is focused on governance, on technology, and people, and it's used to connect knowledge across disciplines, whether that's economic, social, environmental resilience, or focused on revitalization. To the delegate from Mozambique who suggested that perhaps mapping of recommendations be considered. The high-level group of the Integrated Geospatial Information Framework is very active, and we have mapped our recommendations against our progress over the past several years, and we'd be happy to share that as an example of how we're making that work. To the delegate from Nepal who suggested that we employ the use— better use of evidence, I'd like to share that the UNGGIM Committee of Experts recently began publishing policy briefs, clear examples of ways integrating geospatial information with other information like statistical and Earth observations is very important. And these policy briefs may be used to encourage ministries of finance, ministries of development to better understand how to integrate this information for decision-making. To the delegate from Canada, thank you for your questions specifically related to collaboration between ECOSOC subsidiary bodies. I'd like to point to our working group focused on integrating geospatial and statistical information. This group reports to both the Statistical Commission and the UNGGIM Committee of Experts. Together, we have worked very hard to publish information about how best to use statistical frameworks for success, and we can share more information about that with you. And then finally, are recommendations adequately being tracked? I would say yes. Our working groups, whether those focused on land administration, geodesy, Integrating geospatial and statistical data, marine geospatial data. The working groups are very active, and every year the expectation is such that when you come to the annual meeting in August, you'll have a full report on how you advanced since the last session. The working groups are ensuring this throughout the year with regular meetings. I will say this can be further demonstrated that we've recently opened 2 centers of excellence One focused on global geospatial knowledge, another focused on geodesy, and a third, soon to open, focused on the future geospatial ecosystems. And so I think that's a great example of how recommendations have been put into action. Thank you.

Thank you. And finally, the floor goes to Mr. Alter.

Chairman, and thank you very much for those comments that were made. I'd like to perhaps refer first to the fact that governments all over the world are struggling really with making sure that that type of coherence, collaboration, and cooperation becomes a reality and not just an institutional setup. And I think that's not to be surprised that that happens, because in fact, wherever you go, this is something that means a mindset that is organized around collaboration and cooperation and looking for trade-offs It's a mindset that I think the UN has already a few years ago very well pursued as an important feature of this transformation of public administration to be better placed for implementation. My second point is, I think we As a CEPA member and the chair, I can say that we are very closely, of course, looking towards the themes that ECOSOC develops every year, and of course the selection of SDGs under review. And I perceive this as being very close to the concerns and the decisions that are taken by ECOSOC. In that sense, in a vertical sense, CEPA is close to the thoughts, the ideas, the decisions, and the expectations of ECOSOC. But of course, there's always space for improvement, so I'm not saying it's all perfect, but I know that when we start our work program for the sessions to come, the theme is an extremely important guidance, and maybe that also helps to at least perceive it as being in the mainstream of what ECOSOC considers critical at, at a given point in time. And my third point is about strengthening horizontal cooperation. I can say that CEPA has been always very welcoming to observers outside the system, but also, of course, inside the system. And some of our colleagues have been with us regularly and extremely appreciated by the CEPA members themselves in enlarging insights that can only come from places and from people who are in places where challenges exist. Therefore, I think that we should promote the mindset for collaboration, not just in governments that the UN serves, but of course also inside the UN system. And let me just say, the speaker before me, you were very clear about what it is that needs and is important to know, has it been— has the work been adopted? Has it been used? Is it of practical and pragmatic relevance? Maybe there I would recommend that this dashboard that was mentioned this morning, a very, a very up-to-date dashboard, I think it would be a good thing to know whether, and if so, to what extent recommendations that were made have actually found its way into this practical approach that governments everywhere are pursuing. Thank you very much.

I thank you and I thank all panelists for their valuable insight. I now will proceed to the closing remarks on behalf of Ambassador Benjamin, Vice President in Charge for the Management Segment. Excellencies, distinguished delegates, my appreciation again to all for the commitment and expertise you have brought our discussion. Your insights come at a pivotal moment. Today's global challenges demand greater responsiveness, which requires stronger coherence and coordination. We have heard about the value of bringing together data, knowledge, and policy approaches to address the complex and interrelated challenges of sustainable development. We have also heard about the importance of effective monitoring, follow-up, and accountability mechanisms in helping intergovernmental commitments into tangible actions towards achieving the SDGs. A recurring theme throughout our exchanges has been the importance of fostering stronger connections between the ECOSOC subsidiary bodies and to build on their mandates, institutions, and areas of expertise to ensure better support to Member States in advancing integrated solutions that can yield more effective and lasting results. Dear colleagues, the challenge before us is to ensure that this ecosystem operates not as a collection of individual bodies, but as a mutually reinforcing system that harnesses its collective expertise to generate greater impact in support of the Sustainable Development Goals. Today's discussion will help inform ongoing review process and future efforts to strengthen the effectiveness of the Council and its subsidiary machinery, in particular ECOSOC's upcoming review of its subsidiary bodies. I look forward to working with you all to ensure a meaningful and impactful review. I thank you. I briefly pause the meeting to rearrange the podium. Please remain seated. I invite the Council to begin its consideration of Agenda Item 12, Coordination, Programme and Adequations, Reports of Coordination Bodies, to hold a dialogue with the Secretariat of the United Nations System, Chief Executive Board for Coordination. I invite the Secretary of the Chief Executive Board. Ms. Maike Jansen, to introduce the Annual Overview Report of the United Nations System Chief Executives Board for Coordination for 2025, as contained in Document E/2026/50. Ms. Jansen, you have the floor.

Thank you very much, Mr. Vice President. Thank you, distinguished delegates. The Council has before it the Annual Overview Report of the United Nations System Chief Executives Board for Coordination, CEB, for 2025, describing major activities carried out under the Board's auspices. Over the course of 2025, the Board continued to advance coherence across the United Nations system in support of Member States and implementation of intergovernmental mandates. Against the backdrop of complex and interconnected global challenges, Board members emphasized the importance of multilateral cooperation and collective action in delivering coordinated and effective responses. As you will see in the reports, through the High-Level Committee on Programs, HLCP, organizations advance work on key policy issues requiring system-wide engagement, including demographic change, transnational organized crime, artificial intelligence, measures of progress beyond GDP, and climate action. These efforts generated practical outcomes, including common messages, policy dialogues, and coordinated approaches, thereby strengthening policy coherence and support to Member States. The Committee also continued to support implementation of the Doha Programme of Action for the Least Developed Countries and preparations towards its midterm review. Through CEB's High-Level Committee on Management, HLCM, organizations prioritized efforts to strengthen resilience and impacts— and the impact of United Nations operations. In the context of sustained financial constraints, coordinated action was undertaken to safeguard mandate delivery and operational integrity. Work focused on advancing a portfolio of far-reaching efficiency initiatives, to simplify, integrate, and modernize core business operations, as well as on strengthening risk management, enhancing digital solutions, expanding system-wide statistics, and promoting data-driven decision-making to support transparency and accountability. The Board also continued to advance priorities including disability inclusion, multilingualism, and efforts to prevent and address sexual harassment. These initiatives contribute to a more inclusive, effective, and accountable organization. The experiences reflected in the annual overview reports are relevant in the context of reform efforts in the UN, including the Secretary-General's UN80 initiative. They demonstrate how CEB and its mechanisms are supporting efforts to enhance effectiveness and efficiency by fostering coherence, and leveraging the comparative advantages of organizations across the system, while remaining firmly grounded in the mandates that have been established by Member States. System-wide coordination is ever more essential in delivering intergovernmental mandates. In today's demanding environments, the logic is simple: when the system aligns, it delivers more, and when it delivers together, it delivers better. Because coordination is not an added layer, it is a force multiplier and an enabler. So I trust this report demonstrates how CEB continues to serve as a platform for coherence, coordination, and collective problem-solving across the UN system, in support of Member States and the people it serves. I welcome the Council's view on the work of the Board, and I thank you very much.

I thank the Secretary of the Chief Executive Board. I now invite the Council to dialogue with the Secretariat of the CEB. The floor is now open for comments and questions. Does any delegation wish to take the floor?

Yes. I think it's not the case.

I see no request for the floor at the moment. I thank the Secretary of the Chief Executive's Board for joining us this morning, and that concludes this stage of the Council's consideration of Agenda Item 12A. We will pause for 1 minute to rearrange the podium.

Thank you.

I now invite the Council to resume its consideration of Agenda Item 4, Elections, Nominations, Confirmations, and Appointments. In accordance With Council Decision 1995/223, I now invite the Council to consider an outstanding vacancy on the Program Coordinating Board of the Joint United Nations Program on HIV/AIDS. As circulated on the e-delegate platform on 10 June, Nigeria has submitted its candidature for a term of office beginning on the date of election and expiring on 31st December 2028. Before proceeding to the election, does any delegation wish to make a statement? Russian Federation.

Distinguished Chair, I'd like to simply clarify This question was already on the agenda before because we were not aware of the upcoming elections. The candidacy of Nigeria was presented yesterday, just before the elections. We don't have any objections to that candidacy. It's simply a question of the rules of procedure.

Thank you.

This question was added at the last minute, but I'll allow the Secretary to answer the question.

Thank you, Mr. Vice President. The item on elections was added— I think delegations were informed through ECOSOC yesterday. It's an outstanding vacancy for a term that has already begun, and that was the reason the Vice President wished to have action taken at the management segment today. It's a uncontested seat for an outstanding vacancy on the board.

But there was a message highlighting the addition to the program circulated through ECOSOC Place yesterday.

Thank you.

I see no further requests for the floor. May I take it that the Council wishes to elect Nigeria by acclamation to to the Programme Coordinating Board of the Joint UN Programme on HIV/AIDS for a term beginning on 11 June 2026 and expiring on 31 December 2028. I hear no objection. It is decided. Does any delegation wish to make a statement after the election? I see no request for the floor. The Council has thus concluded this stage of its consideration of Agenda Item 4. Distinguished delegates, we have thus completed our programme of work for this morning, as well as the programme of work of the June management segment of the Council. The meeting is adjourned. Everyone laughed.