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  1. The future of the FS Staff. ICSC - Proposed definition of the Field Service category

    Staff in the field service category are employed in field duty stations and are subject to rapid deployment to perform technical, logistical, security or administrative support functions, in particular in the context of setting up new or expanding operationsmaintenance and liquidation thereof, where impartiality, independence and neutrality is of particular concern.
    They qualify to serve in the context of:
    • peacekeeping operations; 
    • special political missions;
    • peacebuilding operations;
    • humanitarian operations;
    • emergency operations.

    Staff in this category perform functions that may require freedom of movement within and across national borders; 

    handling of sensitive information; where the required skills and expertise are not readily available in the local labour market or local staff are otherwise precluded from performing these functions; and where there are risks to properties, assets or United Nations personnel.  

    Employment in the field service category is on the basis of international recruitment. Employment of nationals of the country shall not be allowed.

  2. Links

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    Torel Palace, Lisbon/Portugal.


    A boutique hotel in the heart of Lisbon cannot come better located than our charming and sophisticated Torel Palace: sitting on top of one of Lisbon’s seven hills, the two elegant Portuguese townhouses and their surrounding gardens offer a stunning view over the city – and yet our guests are only a few steps from the centrally-located Avenida da Liberdade, Rossio and the Baixa. Dating back to 1902 and 1904, the two buildings were carefully renovated to keep their traditional character. The décor, a mix of traditional, elegant Portuguese style and selected modern pieces, emphasizes the individual character of the palaces. The 28 exquisite and individually designed rooms feature a royal theme, each being named after a Portuguese King or Queen.


     Experience exceptional excellence.

    At Torel Palace, we want our visitors to feel like a Queen or King in our elegant palaces. Passion for our project and our constant striving for outstanding service lie at the core of everything we do. While our extraordinary setting and the beautiful palaces already make for a stunning place to stay, the most important feature of Torel Palace is our staff. Our young and motivated team takes pride in providing our clients with individual and personalized service with careful attention to detail. And where else can you enjoy breakfast all day? J

    Special offer for United Nations staff members.

    One of the three owners of Torel Palace has for many years worked in UN peacekeeping missions in Africa and the Middle East – and the current UN SG is from Portugal: Reasons enough to provide a special offer to all UN staff members. Simply go to our website, use the code “UNFSU” on our booking tool, and enjoy a special discount for your unforgettable stay in fantastic Lisbon.


    About us.

    Torel Palace is a story of three people whose paths crossed in Lisbon after all of them decided to change their lives.

    In 2013, the Portuguese-born Joao Pedro Tavares, who had left a career of over 20 years in banking, decided to start a new project. He rented a beautiful, but abandoned villa on top of the Sant´ana hill in the heart of Lisbon and transformed it into a bed and breakfast. On 23 December 2013, Torel Palace opened its doors, offering a delightful and welcoming place with twelve unique rooms.

    In early 2014, Barbara Ott from Austria visited Torel Palace as a guest, and was smitten by the charming palace – and by Lisbon. After a few months of reflection, she decided to leave Austria, settle in Portugal – and become a partner in Torel Palace. Together, Joao and Barbara renovated the second building alongside, which in spring 2015 became part of Torel Palace, expanding the boutique hotel to 28 rooms.

    In autumn of the same year another Austrian, Ingrid Koeck, who had been working for ten years in four UN missions in Burundi, the DR Congo, in Somalia and in Lebanon, was looking to establish a B&B in Portugal. She walked into the bar of Torel Palace, where she met Barbara. It was only a question of time before she became the third partner in what has become a steadily growing hospitality business marked by passion for people, dedication to personal service, and a joy for life.

    Torel Palace, Rua Camara Pestana 23, 1150-082 Lisbon, PORTUGAL.

    Tel: +351 218 290 810



    Instagram:             @TorelPalaceHotel



  3. UNJSPF Image.JPG


    On 13 April, the election results for the UN Staff Pension Committee were announced. Almost 18 thousand voters took part.

    Yet one month later, the Pension Fund still hasn’t recognized the results, despite a commitment to do so at the recent meeting of the Staff-Management Committee.

    Why? It is not clear. However, what is clear is that the elected members are due to attend the meeting of the Pension Board in July (UN SPC members are also members of the Board), and on the agenda will be the issue of the extension of the current CEO, Sergio Arvizu. Over the past three years, several of those elected have questioned the actions of the current CEO, especially during the recent payments crisis. A recently published OIOS report sheds further light.

    To this end, the newly elected representatives sent this letter to the UN Staff Pension Committee and its Secretary (who just happens to be the fund’s CEO).

    If the Pension Fund does not recognize the elected representatives of UN staff and thereby prevents them from attending the Board meeting in July, then 75,000 members, representing 70 percent of the Fund, will be disenfranchised. And in these difficult times, that’s your retirement income that will be jeopardized.

  4. SMC 2017

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    Some of the pictures from SMC 2017 are available here


  5. Dear colleagues,  

    Let me begin by expressing my gratitude for the outstanding support you have provided to me in these early months of my term.  At a time of immense challenge, we have faced heavy demands and set many changes in motion that
    I hope will bear fruit for our United Nations as we strive to better serve the world’s people.

    I write now to update you on the status of our ongoing management reform initiative.  Along with renewing the development system and the peace and security architecture, this effort is designed to revitalize our operations for the years ahead.  I am determined to work with all of you to ensure that we deliver results with efficiency and effectiveness.  As management reform proceeds, we intend to build on existing initiatives and develop new ones.

    I suspect that none of us is alone in being frustrated by cumbersome bureaucratic procedures.  The United Nations needs to be nimble and responsive.  We need to simplify and streamline our processes and workflows, further decentralize decision-making in a framework of strengthened transparency and accountability, and ensure appropriate flexibility to do what is needed, when it is needed.  Through it all, I am committed to ensuring that staff – our most important resource – is cared for, and your voices are heard.

    Following a retreat in February that considered a number of initial ideas, I have appointed an Internal Review Team to deepen the discussions and develop concrete proposals.  We will begin a consultative process with staff and Member States in the coming weeks.

    We have already instituted more effective protection for whistle-blowers, strengthened actions against sexual exploitation and abuse, and are finalizing a system-wide gender parity strategy.

    Of course, management reform requires the effective execution of programmes and mandates, as well as the sound use of financial resources and assets, while actively managing the performance and development of staff.

    All United Nations Staff Members

    In this regard, I am requesting that all managers give considerable thought to how their programmes are being carried out and whether these mandates can be done better and with less cost.  I encourage all staff to be a full part of this effort and share your cost savings ideas with your managers.  

    I am further requesting that managers carefully monitor programme delivery and expenditures.  Consultants and contractors should be engaged only when the knowledge, skills and capacity are not available among our staff.  Travel should be curtailed to the extent possible, in particular given the availability of numerous alternative means of communication.  For my part, I have substantially reduced the size of my own travel delegations.

    Similarly, I expect all of us to be frugal in the acquisition of supplies, materials, furniture and equipment, and in the replacement of IT equipment and software upgrades, and to purchase only what is absolutely essential.  

    I count on the support of all staff for our efforts to be more prudent in our expenditure, more responsive to the mandates originating from legislative bodies, and more effective in our delivery of programmes.

    I count on your active participation and support in our efforts to strengthen the United Nations for the twenty-first century.  You can continue to count on my commitment to pursue our common interests and values.  It is only when we work collectively, that we will achieve our shared goals.  

    Thank you again for your commitment and hard work.

    Yours sincerely,
    António Guterres


    20 avril 2017

    Chères collègues, chers collègues,

    Je tiens avant toute chose à vous remercier du soutien sans faille que vous m’avez apporté au cours de ces premiers mois de mandat.  Dans cette période éminemment difficile, nous avons été fortement sollicités et avons insufflé des changements qui, je l’espère, porteront leurs fruits, afin que notre belle Organisation puisse encore mieux servir les peuple du monde.

    Je vous écris aujourd’hui pour vous donner des nouvelles de la réforme de la gestion actuellement en cours dans l’Organisation.  Tout comme le remaniement du système des Nations Unies pour le développement et du dispositif de paix et de sécurité, cette initiative vise à redonner un souffle à nos activités.  Je suis déterminé à travailler avec chacun d’entre vous pour faire en sorte que nous produisions des résultats de manière efficace et efficiente.  Dans le cadre de cette réforme, nous entendons nous appuyer sur des initiatives existantes et en élaborer de nouvelles.

    Je ne pense pas être le seul à ressentir une certaine frustration vis-à-vis de la lourdeur des procédures bureaucratiques.  L’ONU doit être une organisation souple et réactive.  Nous devons simplifier et rationaliser nos procédures et nos flux de travail, décentraliser davantage la prise de décisions tout en promouvant la transparence et l’application du principe de responsabilité, et garantir une certaine flexibilité pour pouvoir faire ce qu’il faut, quand il le faut.  Mais à travers tous ces changements, je m’engage à veiller à ce que le personnel de l’Organisation, notre ressource la plus précieuse, soit épaulé et entendu.

    À la suite d’un séminaire organisé en février, au cours duquel plusieurs idées et projets ont été examinés, j’ai créé une équipe d’examen interne chargée d’approfondir les discussions initiales et d’élaborer des propositions concrètes.  Le processus de consultation avec le personnel et les États Membres commencera dans les semaines à venir.

    Nous avons d’ores et déjà mis en place un dispositif de protection plus efficace des lanceurs d’alerte et renforcé les moyens de lutte contre l’exploitation et les atteintes sexuelles, et nous mettons la dernière main à une stratégie pour la parité hommes-femmes à l’échelle du système.

    Tous les membres du personnel des Nations Unies

    La réforme de la gestion exige que les programmes et mandats soient dûment exécutés et que les biens et les ressources financières de l’Organisation soient utilisés de manière rationnelle, tout en suivant de près les performances et la formation professionnelle du personnel.

    À cet égard, je demande à tous les cadres de l’Organisation de réfléchir en profondeur à la façon dont sont menés les programmes dont ils ont la responsabilité et à la manière de mieux les exécuter, à moindre coût. J’invite tous les fonctionnaires à participer pleinement à cette réflexion et à faire part à leurs supérieurs de leurs idées pour réduire les coûts.

    Je demande en outre aux responsables de programmes de suivre de près l’exécution des activités et les dépenses engagées à ce titre.  Il ne faut faire appel aux consultants et aux vacataires que si les connaissances, les compétences et les moyens font défaut en interne.  Dans toute la mesure du possible, il convient de limiter le nombre de voyages, sachant qu’il existe de nombreux autres moyens de communication.  J’ai moi-même considérablement réduit la taille des délégations qui m’accompagnent lors de mes déplacements.
    J’attends également que chacun d’entre nous fasse preuve de mesure dans l’achat de fournitures, de matériel, de mobilier et d’équipement, ou lors du remplacement du matériel et des logiciels informatiques, et s’en tienne à l’achat du strict nécessaire.

    Je compte sur l’appui de l’ensemble du personnel pour nous permettre de modérer nos dépenses, d’agir dans le plein respect des mandats que nous confient les organes délibérants et d’être plus efficaces dans l’exécution des programmes.

    Je compte sur vous pour apporter votre soutien et pour participer activement à l’effort entrepris pour faire de l’ONU du XXIe siècle une organisation plus forte.  Vous pouvez compter sur moi pour continuer de défendre les intérêts et les valeurs qui nous unissent.  C’est en travaillant tous ensemble que nous atteindrons nos objectifs communs.

    Merci, encore une fois, de travailler si dur et avec autant de cœur.

    António Guterres