MANAGEMENT Progress in the implementation of the nine OEAPs is outlined below, highlighting key achievements from headquarters and the field in 2019. Strategic Leadership and Direction UN Human Rights leadership bodies are making timely, evidence-based strategic decisions in line with results-based management principles. • A UN Human Rights Global Meeting was organized, in Geneva, in July, bringing together approximately 400 staff, including over 70 colleagues from field presences, to inspire, innovate, learn, communicate and operate as One Office. The Global Meeting furthered the discussions from the 2019 Strategic Leadership Retreat and confirmed the commitment to the four “re-sets” to sharpen the focus of the Office on: 1) Leadership and silo disruption; 2) Technical cooperation; 3) Engaging with Member States; and 4) Storytelling and communication. In addition, a fifth “re-set” was confirmed with regard to how the Office can enhance its work on the three priority areas identified by the High Commissioner in 2018 (SDGs, prevention and ESCR). • The High Commissioner also launched a number of initiatives to “re-set” key operational issues, such as a review of the terms and conditions for national staff and General Service staff and the launch of a UN Human Rights health and well-being action plan. Three communities of practice were launched in relation to communication (CommsNet), administration (AdminNet) and leadership (LeadingNet) in order to foster exchange, peer learning and information sharing. 72 UN HUMAN RIGHTS REPORT 2019 • Following the adoption of the Dignity@ Work Policy and Action Plan, in line with the Diversity and Gender OEAP, a Dignity Dialogue (2018) and a Diversity Dialogue (2019) were rolled out to the Office. Over 700 staff members took part in each Dialogue. The Dialogues are tools to encourage an open exchange on the actions that could be taken to improve the working environment, uphold respect and dignity in the Office and accelerate change to ensure that its demography is more in sync with the world’s population. Furthermore, in February, a Network of Dignity Contacts was introduced to provide UN Human Rights colleagues with the full range of confidential formal and informal options that are available to them in case of concerns about how they are treated within the Office, including prohibited conduct in the workplace. Following a six-month pilot period and an internal evaluation, the Network was expanded into the field with approximately 20 new trained volunteers from all corners of the world. It went live in February 2020. The Dignity@Work Policy was a finalist in the 2019 Secretary-General Awards. • In preparation for the Secretariat’s move towards an annual programme budget document in 2020, UN Human Rights developed the 2020 Budget Report programme plan. One element of the new format entailed the drafting of narrative “results stories” from the four sub-programmes reflecting the entirety of the UN Human Rights work programme. The preparation of the document required a higher investment of time than in previous years due to a complete change in its format. As an example, the new format requires the presentation of a fully achieved and a planned result for each sub-programme. In addition, UN Human Rights defined a strategy to engage with Member States, which included a presentation of the programme plan to Member States that was conducted by the High Commissioner. The briefing was well attended and many countries from different regions took the floor to support the programme. Nevertheless, due to a lack of consensus on the new format of the Secretary-General’s programme plans, the Committee for Programme and Coordination referred the programme plans to the General Assembly for review. • In 2018, a 360-degree feedback mechanism was rolled out as a project with 19 senior leaders across the Office. The mechanism was subsequently rolled out to 130 managers supervising four or more staff in Geneva, New York and the field. The mechanism could be relaunched in two years to allow for benchmarking. Targeted training and learning opportunities will be explored to enhance skills on performance management with a focus on innovation, change, communication and team coaching, complementing the OEAP on Talent and Career Management. • To further enhance internal communications, senior management approved a Standard Operating Procedure on Internal Communications, which was initially developed in 2018 and stipulated everyone’s responsibility to inform and stay informed. Several internal communications initiatives were implemented during the Global Meeting, including a Knowledge Fair and a team building event. A new intranet homepage was launched to improve access to information. Weekly and quarterly office-wide updates were issued and regular Hardtalks and allstaff meetings were organized.