Good morning, good afternoon and good evening to all our colleagues, all over the world.
Thank you for joining us today.
As you know, the Independent Commission on the review of sexual abuse and exploitation during the response to the 10th Ebola outbreak in DRC published its report last week.
It’s important to note that this is an independent report by an independent commission, but because WHO established the Commission, we have published its report on our website.
This is the first time a UN agency has appointed an independent commission, with an external investigator, hired by the Independent Commission itself, to conduct an investigation of this nature. We did it this way because we wanted a truly independent assessment; we wanted to know the truth.
The report makes for harrowing reading, to say the least.
The behaviour it describes is a sickening betrayal of the people we were there to serve and protect, for which there can be no excuse.
But it’s also a betrayal of the many colleagues who worked with integrity and professionalism in DRC, day in, day out, some of whom paid the ultimate price, killed by armed groups while working to protect vulnerable communities and save lives from Ebola.
The Commission examined more than 80 reports of sexual exploitation and abuse, including 9 allegations of rape, and multiple allegations of offers of employment in exchange for sex.
The Commission identified 83 actual and alleged perpetrators, including 21 who it confirmed were employed by WHO at the time of the events.
The majority of the alleged perpetrators were nationals hired on a temporary basis for the Ebola response, and some were international personnel.
But the nationality and contract type of the perpetrators makes no difference – we cannot tolerate this kind of behaviour from anyone, anywhere.
The Commission made 21 recommendations, in 8 areas. Let me describe how WHO is responding, in three ways:
First, justice, support and protection for the victims and survivors.
WHO has terminated the contracts of 4 people who were still employed by WHO when we were made aware of the allegations against them.
The other actual and alleged perpetrators had ceased employment with WHO before we were made aware of the allegations against them.
We are also referring the allegations of rape to national authorities in DRC for investigation, and in the country of nationality of the alleged perpetrators, in the case of international staff.
The victims were only able to fully identify some of the alleged perpetrators, and WHO is engaging an external investigative service to assess what additional steps are required to fully identify the others.
All identified perpetrators have been banned from future employment with WHO, and we are taking steps to notify the broader UN system.
Second, actions to address management and staff failures.
The Commission identified structural failings in the way WHO handles allegations of sexual exploitation and abuse, including some cases of alleged negligence that may amount to professional misconduct.
We must have zero-tolerance for sexual exploitation and abuse, and zero tolerance for inaction against it.
As recommended by the Commission, we have asked the Independent External Oversight Advisory Committee to conduct an investigation to identify responsibility for any such failures, using an external investigation service.
We have also asked the IEOAC to engage an external company to conduct an audit of cases received by WHO. This will establish whether any cases of possible sexual exploitation and abuse were subject to procedural failings.
While that investigation proceeds, the Organization has placed two staff from headquarters on administrative leave, and we’re taking steps to ensure that others who may be implicated are temporarily relieved of any decision-making role in respect of allegations of sexual exploitation and abuse.
I want to be clear that these actions do not in any way prejudge the outcome of the investigation. They are not a disciplinary measure or attribution of guilt.
Third, wholesale reform of WHO’s policies, processes, structures and culture.
We did not wait for the Commission to deliver its report to take action that we already knew needed to be taken.
At the beginning of July, we established an organization-wide Task Team for the prevention and response to sexual exploitation, abuse and harassment, led by a full-time, dedicated Director, Dr Gaya Manori Gamhewage.
Many of the actions recommended by the Commission are already underway as part of the work of the Task Team.
We have done an initial review and update of all 4 policies relating to the prevention and response to SEA;
We are now including a statement on SEA in all vacancy notices, and informing all applicants that final candidates will be screened;
We have begun using the UN system’s ClearCheck database to screen candidates;
We’re piloting new induction training for new staff and WRs;
We will also take steps to integrate standards of behaviour relating to sexual exploitation and abuse into performance management, starting with leaders and managers;
And more.
At the same time, we will intensify our work in some areas and introduce new ones as recommended by the Independent Commission.
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At the Independent Commission’s press conference last week, I apologised to the victims and survivors of these horrific events.
Today, I want to say sorry to you – very sorry – to our WHO workforce, that our operations, policies and mechanisms failed to prevent sexual exploitation and abuse from occurring, and being acted on appropriately.
Although I am embarrassed and ashamed of the behaviour of some of our employees in DRC, I am pleased that it has come to light, because it has exposed weaknesses in our systems that we must fix urgently.
That’s why we did this investigation differently.
Working for WHO is a great privilege, and it comes with great responsibility.
We expect the highest standards of conduct in the way we relate to people outside the organization – and inside.
As you know, the Regional Directors and I designated 2021 the Year of the WHO Workforce.
I have always said that WHO’s greatest asset is its people, and I mean it.
The Transformation journey that we have taken together over the past four-and-a-half years has been built on your ideas; many great ideas that you have provided.
I’d like to give a very brief update on eight projects we have initiated to make WHO a safer, easier, more respectful and inspiring place to work.
First, diversity, equity and inclusion.
With your participation, we are building a new DEI strategy, through a project called “Listen, Learn, Act Together”.
We thank those of you who participated in the recent DEI survey, the results of which will be distributed to all staff early next week. I encourage you all to participate in the All Staff Seminar at the end of next week, where our DEI external experts will present the results and explain how you can engage in the next phase of the project.
In coordination with this initiative, we are also developing the first version of a comprehensive Diversity, Equity and Inclusion policy for the WHO workforce, which will be published in 2022.
Second, mental health.
The COVID-19 pandemic has taken a toll on mental health around the world. We recognize that just as we work to protect and promote mental health around the world, we need to do the same for our own people.
That’s why, In March this year, we formed the Mental Health Task Force. Specifically, the work of the Task Force includes:
Ensuring quality care, mental health support and psychosocial support is available to all workforce members who need it;
Protecting workforce mental health through prevention and promotion approaches and interventions;
Putting effective policies and infrastructure in place;
And establishing and implementing evaluation mechanisms.
I thank everyone who participated in the recent survey on mental health. Over the course of this year and next, the Task Force will implement an action plan, including a new application on mental health and well-being, and webinars on stress management, work-life balance, returning to the office, and more.
In addition, we have augmented the capacity of the Staff Counsellor to provide support to employees for challenges related to personal and professional demands, and the WHO psychologist to provide individual support for HQ staff and managers facing challenging work situations. We can expand this further.
Third, disability.
We are implementing our new Disability Inclusion Strategy, and by the end of this year we will introduce a new policy on Employment of Persons with Disabilities, together with a fund to give people with disabilities better access to employment opportunities and support at WHO.
Fourth, contracts.
Many of you have been on short-term contracts for many years, as consultants, and we know that this is a source of uncertainty and frustration.
That’s why we created the Task Force on Contract Modalities. All contract modalities are being reviewed.
More than 5000 of you participated in the recent survey, and the results will be presented by the end of this month. The issues you raised will inform recommendations for better use of existing contracts, as well as improvements and modifications to the contracts themselves. Improving contractual arrangements will help in giving you independence and a better working environment.
Fifth, flexible working.
By the end of this year, in consultation with the Global Staff Management Council, a new Flexible Working Arrangements policy will be introduced, covering teleworking at the duty station, remote teleworking, flexible working hours and compressed work schedules.
Sixth, career pathways.
We have now defined a new career management framework with two pathways: public health and operations.
Your input into the career pathways survey is now being used to elaborate the pathways, and additional interviews and focus group discussions will be held with you to define specific elements including the requirements for upward and lateral movements within and across pathways, with related learning and development objectives and performance goals.
In the first half of next year, the first cohort of our Young Professionals Programme will begin with 12 individuals from least developed countries, and we have introduced new targeted career development programmes, such as “Advance” for female National Professional Officers and G-staff.
In addition to the rollout of the Leadership Pathways programme led by the African Region, more than 200 staff at all levels have participated in leadership courses organized by the UN System Staff College.
Seventh, performance management.
Implementation of the Transformation agenda in this area continues, with all staff worldwide linking their performance objectives to GPW13, as highlighted in Goals Week, which takes place in March each year.
At the same time, recognizing the Transformation and IEOAC recommendations, as well as your feedback, calling for improvements to the performance management system overall, in August, we launched a process to conduct an audit of our performance management policies, systems and processes globally.
Our aim is to improve our performance culture, capabilities and accountability.
And eighth, recruitment.
As part of Transformation, we introduced a new recruitment process, which, in its pilot phase, has reduced the average recruitment time by a month, from 156 days to 126 days – and our aim based on the new process that was reengineered is to reduce it to 80 days.
But we must do better. In the next phase we will pilot new tools, such as artificial intelligence and psychometric testing, as well as increased services for screening and vetting candidates, to further streamline recruitment and address bottlenecks. We are also increasing investments in outreach services to further improve gender balance and geographic representation.
We have established a new dedicated Sourcing and Recruitment team, which will be fully operational by the end of the year.
Finally, I’m pleased to announce that today we are launching this year’s edition of the WHO Awards for Excellence.
As you know, last year, the Regional Directors and I made the decision to recognize the entire WHO workforce.
This year, we once again invite all employees to nominate colleagues and teams who you believe have delivered exceptional performance over the past 12 months.
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Last month I visited Lebanon and Afghanistan with the Regional Director for the Eastern Mediterranean, my brother Dr Al-Mandhari, to see the challenges those countries face, and what WHO is doing to address them.
In both countries, we had the opportunity to meet with our colleagues, and to thank them for everything they’re doing to serve people who face multiple threats to their physical and mental health.
It brought home to me in a new way that we have incredible people doing incredible things in incredible and difficult circumstances.
Many of you have been working under intense pressure for more than 18 months, responding to the pandemic or other emergencies, supporting countries to maintain essential health services, and continuing with the normative and technical work on which so many Member States depend.
We can’t know when the acute phase of the pandemic will end.
But I know this: our world needs WHO more than ever, and our world needs you.
It is my privilege and honour to be your colleague.
I am proud of you, and proud to be WHO.
Carey, back to you.