Improving the Organization’s management and administration is key to improving efficiency and delivering value for money and will also bolster implementation of technical programmes and the ability to respond to health emergencies.

The COVID-19 pandemic placed WHO under tremendous pressure from multiple directions, as it was at the centre of the global response. Because of the speed and scale of the work required, financial management processes and human resources were put to the test, with reorganization of staff functions to respond to new challenges, in addition to ensuring the business continuity of WHO operations.

The Secretariat was able to adapt effectively and respond to countries’ needs promptly, performing adequately and more broadly through effective adoption of new technologies, workplace safety protocols and efforts to maintain business continuity, including by leveraging business processes. Thus, although pandemic-related issues were the primary challenge, they lead to significant achievements.

The Secretariat mobilized resources to strengthen teamwork, leadership and coordination to respond to increased requests for support, which was critical for business continuity. Workplace practices were shifted to hybrid and remote working methods, which enabled WHO to preserve the health of its staff and continue to ensure programmatic support to Member States. Several infrastructural changes were made to allow staff to work remotely, such as acquiring logistical and technical equipment and modifying working environments to enable physical distancing, despite disruptions to global supply chains.

To mitigate the risk of disruption of the organizational supply chain, the supply chain strategy was finalized, covering and integrating all elements of an end-to-end supply chain (planning, sourcing, stock management, warehousing, logistics), including for emergency situations.

At the three levels of the Organization, initiatives such as the Global Assurance Hub increased transparency and oversight of WHO grants. This and other initiatives proved invaluable in the uncertainty of the COVID-19 pandemic by contributing to direct, transparent, reliable financial cooperation between Member States and WHO. Improved virtual platforms also enhanced the cost–effectiveness of support services. Review processes and continuity plans helped the Secretariat to achieve substantial value for money and accountability.

Nevertheless, the COVID-19 pandemic revealed areas for improvement in human resources, service delivery and asset procurement. In addition, the pandemic was a source of strain for staff and led to discussions on fundamental issues in the workplace and staff well-being. This triggered consideration of more flexible working arrangements and adaptation of the Organization’s human resources policy to the “new normal” and to ensure a respectful workplace open to all.

As the Secretariat and Member States interact increasingly on virtual platforms and rely on online tools, the increasing focus on more effective, efficient support should be accompanied by sufficient information technology to respond to increasing cyber-security threats and growing demand for online tools and web-based communication and coordination platforms.

As the technical units continue to adapt to changing needs and contexts, especially for effective responses to emergencies, WHO is committed to creating more flexibility and being more agile in responding and providing support to ensure that every team, department, budget centre and major office can make an impact where it is needed the most.