ILO STAff UnIOn BULLETIn – OIT BULLETIn DU … · blée générale des Nations unies en décembre dernier. Dès février 2017, ... des passerelles facilitées pour le recrutement

ILO STAff UnIOn BULLETIn – OIT BULLETIn DU SynDICAT – OIT BOLETIn DEL SInDICATO

No 379 - Décembre 2016

• The aims of Deborah Greenfield, new Deputy Director-General for Policy

• Turin Centre: what to do• En route pour le centenaire

And more …

In this issue…

Staff Union: the odd thingsabout a representational role

Staff Union: the odd thingsabout a representational role

Union_no379_decembre2016_FINAL_Mise en page 1 16-12-06 11:01 Page1

2 • UNION Magazine - No 379 - Décembre 2016

Y.B1 travaillait sur un projet de coo-pération technique à Genève. Au mois dejuin 2016, elle a appris la mauvaise nou-velle : son contrat ne sera pas renouvelé !Résignée, c’est tout un rêve qui s’évanouitpour cette collègue. Sans contrat, elle a dûquitter précipitamment la Suisse où sonséjour était conditionné par ce contrat.

Comme Y.B, beaucoup de nos col-lègues travaillent sur des projets decoopération technique. Leur point com-mun, c’est la peur du lendemain à causede la précarité de leur emploi. Certains col-lègues ont travaillé pendant plusieursannées sur ces projets. Avec les années quis’accumulent, le rêve d’une carrière au BITprend forme. Ce rêve, c’est la possibilitéd’avoir une vie professionnelle épanouie,avec une sécurité de l’emploi afin de s’of-frir de meilleures conditions de vie avecleurs familles. Hélas, le désenchantementest souvent au rendez-vous et les espoirsd’une vie meilleure fondent comme neigeau soleil!

Que faire pour ces collègues quiaspirent à une vie professionnelle plusstable au sein de notre Organisation ?Pour le syndicat du Personnel, la sécuritéde l’emploi pour les personnes bénéfi-ciant de contrats financés par lacoopé ration technique reste et demeureune priorité absolue. Le syndicat s’estengagé dans le cadre des négociationsavec l’Administration à tout faire pour éli-miner les contrats précaires au sein denotre Organisation. La route est longue etdifficile mais, l’espoir d’une solution dura-ble est encore permis pour mettre fin auxcontrats précaires.

Car après tout, la fin de la catégorisa-tion qui existe malgré nous entre le« Personnel de Budget régulier » et le « Per-sonnel de coopération technique »constituera un grand pas pour atteindre lavision d’une « seule OIT »; une vision quine prévaut pas toujours pas en dépit dufait que l’OIT prépare déjà son centenaire. _______________________________________________1 Nom connu par la rédaction.

Y.Bi was working on a technicalcooperation project in Geneva. In June2016, she was told the bad news: hercontract would not be renewed! Castaside, the dream suddenly vanishing forthis colleague… Without a contract, shehad to quickly leave Switzerland whereher stay was conditioned by thiscontract.

Like Y.B, many of our colleagues areworking on technical cooperation pro-jects. Their common feature is the fear oftomorrow because of their precariousemployment status. Some colleagueshave been working for several years onthese projects. As the years accumulate,the dream of a career in the ILO takesshape. This dream is the opportunity tohave a fulfilling professional life, with jobsecurity in order to provide better livingconditions for their families. Unfortuna-tely, disenchantment often follows, andhopes for a better life melt away just likesnow in the sun!

What can we do for these collea -gues who aspire to a more stable careerwithin our Organization? For the StaffUnion, security of employment for peoplewho have contracts funded by techni calcooperation funds is, and remains, a toppriority. The Staff Union is engaged innegotiations with the Administration todo everything to eliminate precariouscontracts within our Organization. Theroad is long and difficult, but we remainhopeful that a lasting solution will befound to put an end to this situation.

Ultimately, addressing the dividethat exists, despite our efforts, between"Regular Budget Staff" and "TechnicalCooperation Staff" constitutes an impor-tant step towards achieving the vision ofa "One ILO" – a vision which still doesnot prevail despite the fact that the ILO ison the point of celebrating 100 years ofexistence._______________________________________________i Name known by the Committee

Contrats de coopération technique: la peur du lendemain…

Technical cooperation contracts: the fear of tomorrow...

Mamadou Kaba SOUARÉRédacteur en chef/Editor-in-chief

Editorial

SommaireEditorial ..........................................................2

Coin du Comite� ...........................................3

EntretienThe aims of Deborah Greenfield, Deputy - Director General for Policy......................5

Opinion

Turin Center: what to do..........................6

The odd things about a representational role.............................8

En route pour le centenaire..................10

La retraite après le BIT ...........................12

Teleworking: an alternative to reduce stress andgreenhouse gas emission? ...................12

TerrainOutstanding Working Women 2016: An ILO colleague awarded in Thailand.......................................................14

Humour La ne�gociation pour les nuls ................15

Rédacteur en Chef : Mamadou Kaba Souaré

Secrétaire de Rédaction : Elisabeth Fombuena

Comité de Rédaction : Adina Fulga Radi,Catherine Comte-Tiberghien, ElisabethFombuena, Yvan Poulin, Mamadou KabaSouaré

Contributeurs : Antonio Graziozi, RaziMujtaba Haider, Patricia Myriam Isimat-Mirin, Zsuzsa Kuna, Julia Lee, Faustina VanAperen

Photos et illustrations : Adina Fulga Radi

Courrier : Syndicat, Bureau 6-87, [email protected]

Infographie : Nathalie Proulx

Imprimeur : onlineprinters.ch


UNION Magazine - No 379 - Décembre 2016 • 3

Avertissement:

Le comité communique régulièrement avec ses membres par d’au-tres moyens que cette publication. Cet article est un condensé résumédes évènements les plus marquants intéressant le personnel et s’étantdéroulés depuis le dernier numéro d’UNION. Certaines situations ont puévoluer depuis la rédaction de cet article et le Comité encourage toujoursses membres à consulter la page Web du syndicat : http://www.ilostaf-funion.org/?lang=fr ou sa page Facebook « ILO Staff Union » ou encoreà suivre la présidente sur son compte twitter @ILOUnionPres

L’état des négociations« Compensation package » et amendements au Statuts dupersonnel.

Comme vous le savez déjà, en décembre 2015, l’Assemblée géné-rale des Nations�Unies a modifié l’ensemble des prestations desfonctionnaires du système. Ces modifications doivent entrer en vigueuren janvier 2017, voire au plus tard en janvier 2018 pour l’âge de laretraite et les allocations pour frais d’étude. Le syndicat est persuadéque l’administration avait une marge de manoeuvre quant à la mise enoeuvre des décisions de l’Assemblée générale, notamment eu égard àla notion de droits acquis. Ces modifications ont fait l’objet de négocia-tions et les points discordants figurent sur les minutes du Comité denégociation paritaire. En effet, s’agissant de certaines dispositions, lesyndicat a essuyé une fin de non�recevoir sous prétexte que les déci-sions de l’Assemblée doivent être purement et simplement appliquées.Un document modifiant le statut du personnel pour prendre en compteces décisions a été présenté au dernier Conseil d’administration

Dans son discours devant la PFA (disponible sur le site du syndicat),la présidente a expliqué les raisons pour lesquelles ces amendementsconstituaient une atteinte aux conditions d’emploi des fonctionnairesdu système des nations unies dans son ensemble.

L’introduction de l’âge obligatoire de la retraite à 65 ansau plus tard en 2018.

Cette décision faisait également partie de celles prises par l’Assem-blée générale des Nations unies en décembre dernier. Dès février 2017,le Comité a demandé à discuter de ce sujet et un accès à toutes lesinformations nécessaires. A ce jour, aucune discussion n’a encore eulieu. Il est évident que l’administration gagne du temps sur ce sujet etchoisit ses priorités. Pour le syndicat, ce sujet est une priorité, notam-ment en ce qui concerne les mesures transitoires accompagnantl’introduction de cette mesure et d’autres corolaires tels que le réemploides fonctionnaires et l’inégalité de traitement actuel concernant la pro-longation des contrats. Les dernières informations semblent laisserprésager une ouverture imminente des discussions.

Négociations sur une possible réforme contractuelle.

Une réunion d’information organisée par le Comité pour ses mem-bres ainsi que tout le personnel a eu lieu le 7 juin dernier. Pour ceux quin’ont pas pu participer à cette réunion, de plus amples informationssont disponibles sur le site web du syndicat. Huit réunions informellesont eu lieu aboutissant à une retraite conjointe afin de déterminer lespoints de convergence et de divergence suite aux propositions faitespar l’administration. La position du Syndicat est très claire : tout chan-gement devra être basé sur une amélioration des conditions d’emploid’une majorité du personnel et non de leur dégradation. Cela com-

prend la conservation des droits acquis, entre autres choses, le contratsans limitation de durée et le renforcement les droits des travailleursprécaires en exigeant une application stricte des statuts du personnel etdes directives en vigueur en matière de contrat. Les conditions d’emploide nos collègues bénéficiant de contrats financés par la coopération audéveloppement (ex Coopération Technique) sont également au coeurdes préoccupations du syndicat. Il a fait des propositions concrètes enattente de réponse de la part de l’administration, à savoir : un contratd’une durée égale à la durée du projet, une meilleure protection sociale,des passerelles facilitées pour le recrutement sur le budget régulier etl’établissement d’un mécanisme de redéploiement. Les négociationssont difficiles mais, lors de la retraite conjointe, le Syndicat a exigé la pré-sence de toutes les personnes pouvant jouer un rôle, �notammentFINANCE, PARDEV, JUR et HRD � pour obtenir des réponses claires et unengagement de la part de l’administration quant à la faisabilité des pro-positions du Syndicat. Malheureu sement, cette retraite n’a pas généréd’avancement significatif. Certes des points de convergence ont été défi-nis mais nous sommes loin de la rédaction d’un accord. De plus, ledouble langage de l’administration et l’absence de consultation sur cer-tains documents présentés au dernier Conseil d’administration necontribuent pas à favoriser l’atmosphère des discussions.

C’est pourquoi, l’assemblée générale ordinaire du 20 octobre ademandé au Comité d’organiser une Assemblée générale extraordi-naire afin d’avoir les dernières informations disponibles sur lesnégociations en cours et donner mandat au Comité de prendre lesmesures qui s’imposent au cas où tout ne se passerait pas idéalement.

Rénovation du bâtiment

Comme vous le savez, le Syndicat est observateur au sein duComité de pilotage (Steering Committee) sur la rénovation du Bâtimentdu siège à Genève. Le processus va bientôt entrer dans sa phase 2 avecun retard de 3 ou 4 mois. A partir de l’année prochaine, la partie cen-trale du bâtiment va être fermée avec une partie rénovée (Sud) et unepartie non rénovée (Nord).

Le syndicat a dû intervenir concernant une nouvelle propositionémanant de l’administration qui propose notamment que les fonction-naires au grade P4 partagent un bureau dans la partie rénovée sud, cequi va à l’encontre des règles actuellement en vigueur concernant l’at-tribution des bureaux en fonction du grade du fonctionnaire (directivedu bureau IGDS n° 433 (version 1) du 6 juillet 2015). Après plusieursséries de discussions, de consultations avec les principaux intéressés, etune discussion finale au sein du Comité de négociation paritaire le 13octobre, une nouvelle directive devrait être publiée mentionnant lanouvelle répartition, son caractère provisoire ainsi qu’un ensemble demesures pouvant faciliter le travail individuel des fonctionnaires concer-nés ou garantissant la confidentialité de certaines tâches.Assurance santé

L’Assemblée générale de la Caisse d’assurance pour la protectionde la santé (CAPS) a eu lieu le 29 septembre 2016 après deux annéessans réunion. La réunion a été enregistrée et vous pouvez accéder aucontenu par sur la page web de la caisse de santé. Les assurés ont posédes questions très claires notamment en ce qui concerne les médica-ments remboursés, les accords existants avec les praticiens genevois etsurtout, l’assurance santé après la cessation de service et la possibleexternalisation de la caisse.

Sur la question de l’assurance santé après la cessation de service, legroupe de travail mis en place au niveau des Nations�Unies n’a pas finises travaux et continue d’explorer toutes les possibilités de faire des éco-nomies sur le dos des anciens fonctionnaires. Ce sujet requiert toujoursla plus grande attention du syndicat et il convient de rester attentif à cequi sera proposé lors des prochains Conseil d’Administration. ...

Lecoin du comité



En ce qui concerne une possible externalisation de la caisse et lerecrutement d’auditeurs pour en étudier la faisabilité. Le syndicat estencore extrêmement vigilant sur ce dossier et vous informera dès lorsqu’il aura plus d’information à ce sujet. Parallèlement, des groupes detravail au sein du comité de gestion sont en train de travailler ardem-ment sur les possibilités d’une meilleure gouvernance de la Caissebasés sur des critères reconnues mondialement.

Warning

The Staff Union Committee keeps in regular touch with its membersthrough other media than this publication. The article below contains a briefsummary of the most important developments affecting the staff since thelast issue of UNION magazine. Certain situations may have evolved since thearticle was written, and members are encouraged to visit the Union’s websiteat http://www.ilostaffunion.org/?lang=fr or the “ILO Staff Union” Facebookpage. They may also wish to follow the Chairperson on her Twitter account@ILOUnionPres

State of negotiations“Compensation package”, and amendments to the StaffRules

As you are aware, last December the United Nations GeneralAssembly introduced changes to all staff benefits under the CommonSystem. The amendments are scheduled to come into effect in January2017, or at the latest by January 2018 in the case of retirement age andeducation allowances. The Staff Union is convinced that the ILO Admi-nistration did have room for manoeuvre with respect to theimplementation of the General Assembly’s decision, particularly theconcept of acquired rights. The amendments were the subject of nego-tiations, and the points on which there were differences of opinion arerecorded in the minutes of the Joint Negotiating Committee (JNC). TheStaff Union’s proposals regarding some of the provisions were rejectedoutright, on the grounds that the General Assembly’s decisions shouldsimply be accepted without discussion. A document calling for theamendment of the Staff Rules along the lines thus set out was submit-ted to the Governing Body at its most recent session.

In her statement before the JNC the Chairperson explained in whatway the amendments constitute an attack on the conditions ofemployment of United Nations staff members as a whole.

Introduction of compulsory retirement at the age of 65,by 2018 at the latest

This was one of the decisions taken by the General Assembly lastDecember. The Staff Union Committee has requested access to all rele-vant information and for the matter to be discussed further no laterthan February 2017. So far there has been no positive response to thisrequest, and it is pretty clear that the administration is playing for timewhile considering its priorities. For the Staff Union this is a matter ofpriority, especially the transitional steps and certain side‐issues such asthe reemployment of former staff members and the unequal treatmentthat staff members receive with respect to the extension of contracts.According to the latest information, discussions should begin shortly.

Negotiation of a possible contracts reform

An information meeting organized by the Committee for its mem-bers and for all staff was held on 7 June 2016; those who were unableto attend will find further details on the Staff Union’s website. Eightinformal meetings with the administration have been held, the out-come of which has given a breathing space for both sides to take stock

of their points of agreement and of disagreement following the pro-posals put forward by the administration. The Staff Union’s position isclear: any changes that are made must be aimed at improving theemployment conditions of the majority of the staff rather than makingthem worse. That means that acquired rights have to be maintained,notably the principle of contracts without limit of time, and that therights of staff members with precarious contracts must be reaffirmedby insisting on the strict application of the Staff Regulations and of alldirectives on contracts currently in force. The Staff Union is also verymuch concerned with the employment conditions of our colleagueswhose contracts are financed by development cooperation funds (for-mer technical cooperation), and it has submitted a number of specificproposals to which it is awaiting the administration’s response. Theseinclude contracts that are of the same duration as the projects them-selves, better social protection, easier access to employment under theregular budget and the introduction of a redeployment mechanism.Negotiating these points has not been easy, and the Committee hastaken advantage of the time�out to demand the participation of repre-sentatives of all the departments concerned (notably FINANCE,PARDEV, JUR and HRD) so that it can obtain clear answers and a com-mitment from the administration as to the feasibility of the Union’sproposals. Unfortunately this breathing space has not brought anysignificant progress; some points of agreement have been defined butthey are still a long way from forming the basis of a concrete agree-ment. Furthermore, the double language used by the administrationand the absence of consultation on certain documents has done littleto improve the general tone of the discussions.

This is why the Ordinary General Meeting on 20 October invitedthe Committee to organize an Extraordinary General Meeting to informthe staff of the latest developments in the current negotiations andagreed to mandate it to take appropriate steps should the situation sodemand.

Renovation of the building

As you know, the Staff Union has observer status on the SteeringCommittee for the headquarters building renovation project. The pro-ject, which is three to four months behind schedule, will shortly beentering Phase 2. As from next year the central part of the building isto be closed, with one part (South) completed and one part (North)awaiting renovation.

The Staff Union has had to intervene on a new administration pro-posal that, among other things, P4 officials should share an office inthe renovated part (South) of the building, which goes against the rulescurrently in force for the allocation of office space according to the offi-cial’s grade (IGDS No. 433 (version 1) of 6 July 2015). Following a seriesof meetings, the consultation of those directly concerned and a discus-sion in the JNC on 13 October, it was decided that a new directivewould be issued drawing attention to the temporary nature of the newdistribution of offices and indicating a series of measures that will betaken to facilitate the work of the officials concerned and to ensurethe confidentiality of certain tasks performed by them.

Health insurance

The General Assembly of the Staff Health Insurance Fund (SHIF)took place on 29 September 2016 after two years during which it hadnot been held (the recording of the meeting can be accessed throughthe Fund’s website). A number of very pertinent questions were raisedby the members present about the kind of medication that is reimbur-sed, the arrangements that exist with medical practitioners in Genevaand, especially, the availability of health insurance after separation andthe possibility of outsourcing the Fund.

... continue on page 14



The Deputy Director-General for Policy on her aims ashead of this portfolio and possible interaction with ILOStaff and the Staff Union.

In her office on the 7th floor at ILO head-quarters in Geneva, Deborah Greenfield iswaiting for me, to give her first interview withUnion Magazine. American Trade unionist andnewly appointed as Deputy Director-Generalfor Policy, Deborah is more than happy to bepart of an ILO team, in which she has alreadyfound a lot of expertise and commitment fromher new colleagues. With a ready smile, sheagreed to talk to me, in the early afternoon of 16 June 2016.

Union: You took over as the ILO's Deputy Director-Generalfor Policy on the 3rd of May 2016. Could you please intro-duce yourself to ILO staff?

Deborah Greenfield: First, let me say that I am delightedto be here in Geneva and I think this is a huge opportunity towork with so many talented colleagues on critical issues invol-ving workers and the world of work.

In brief, I was born in New York City and have worked inWashington DC for the last 35 years. I’m a lawyer by trainingand I have spent my entire career working on issues involvingwork. I worked for Unions, the US Department of Labour, theAmerican Federation of Labour and Congress of IndustrialOrganizations (AFL-CIO) and right before I came to the depart-ment, I worked again for the Department of Labour, but as apolitical appointee in the Obama Administration.

Union: What does the ILO represent for you?For me the ILO is really the world’s premier institution

focusing on issues about the employment relationship in theworld of work. I can’t think of a more exciting and significantinstitution to be placing all of my efforts, using all my expe-rience right now. I think also that, unlikeworking at the country level, the ILO to merepresents a very different way of working. Wetalk about the unique tripartite structure andsocial dialogue; it’s very different from the waythat I’m accustomed to work in the US onlabour issues. For me, it is an opportunity todevelop solutions that have some sustainabilityto them, because the institution itself requiresbuy-in from all the constituents.

Union: What are your aims as head of this portfolio?I would like to build on the work of my predecessor San-

dra Polaski. I want to continue to make the ILO moreinfluential around the world in the global discussion about therole that work plays in economic development and economicsustainability in moving beyond economic crisis and post-cri-sis period. But it is not just being more influential in the kindof economic forums that we have access to; it is also lookingforward at what the world of work will look like and how we

can make sure that we are protecting workers as the natureof work changes. For example, the nature of employmentrelationship shifts and becomes even more precarious for mil-

lions of workers than it is now. Being able toinsert ourselves at the head of the dialogueabout what’s to come not just what it is.

Union: You have experience from your pre-vious involvement in the labour movement, inparticular with the AFL-CIO in the US. As ahigh-level manager, how do you see yourfuture work, and the possible interactions withthe staff?

In my last job at the Department of Labour where I wasthe deputy solicitor and ran a national office of 750 people,I’ve always found that the expertise really goes deep in anorganization and I’m certainly finding that out at the ILO:while I have many dealings with people at the high level, theexpertise is often at the staff level. I want to make sure thateverybody has an opportunity to do his or her best, to growprofessionally and to work in a more integrated way than per-haps we do now. I think we’ve made a lot of strides in thatrespect but I really want to make sure that our portfolio is knit-ted together with the field portfolio for example, which meansgiving our technical experts much more of an opportunity anda licence and mandate to work closely with our field col-leagues.

Union: From the US to Switzerland - how does it feel being inGeneva as a new ILO Official?

Well it feels great but I have to say that there are notenough hours in a day to do this job. So I can’t say that Ispend a lot of time going hiking or travelling around or evenexploring Geneva. That will come I am sure, but I am still in aprocess of immersing myself in absolutely everything that thisvery broad portfolio entails.

Union: Do you have a message for colleaguesand the Staff Union…

As I said earlier, I am so impressed with theexpertise and the commitment of people here.It is truly an honour and a pleasure to workwith people. I just came out of the two-weekInternational Labour Conference where I wasthe Director-General’s representative on theglobal supply chains discussions. And there, Ireally saw how so many people who work here

and staff members completely put their lives on hold to makethings happen because we are advancing a critical agendainvolving workers and employers, and strengthening thedecent work agenda. So I have tremendous respect for mycolleagues and staff in the ILO.

Of course I came from the Union movement and I thinkUnions play an important role at the workplace. I look for-ward to seeing what role the Staff Union plays here at the ILO.

Mamadou Kaba SOUARE

with Interview Deborah Greenfield

“I want to make surethat everybody has

an opportunity to do his/her best

and to growprofessionally…”


My first visit to the Turin campus dates back to 1961...The pavilions that now host the ILO training centre werebuilt to celebrate the first centennial of Italy’s unitythrough an international exhibition in the first capitalcity of the country. I was four years old then, but Istill remember taking a ride on the monorail andwatching a movie on ancient Romans and Egyp-tians in the Cinerama.

As I grew up in Turin, it seemed obvious to me–a couple of decades later, when I graduated inlabour economics – to call the Turin Centre’sswitchboard and ask what I should do to get a jobthere. The operator politely explained to me thatthere was nothing I could do.

However, you cannot fight against destiny. In early1986 I joined the ILO and since then I spent in Turin alto-gether thirteen of my thirty years with the Organization.Having worked in Turin as well as at ILO headquarters andfield offices, I feel in a privileged position to better unders-tand the turbulent love story between the Office and itstraining centre.

The Centre is a tool that no other UN organizationhas. Every year it reaches out to thousands of policy-makers, managers, practitioners and trainers from ILOconstituents and partners all over the world. As such, it isa unique platform to disseminate and validate ILO policies,standards and approaches with a large audience beyondthe regular activities of the ILO.

In practice, however, this is not happening enough.One problem relates to blurred roles and responsibilities.On one hand, ILO technical cooperation has progressivelywithdrawn from direct implementation and increasinglyfocused on institutional capacity development. On theother hand, training has been gradually moving awayfrom the classroom and into the workplace, with the intro-duction of experiential and distance learning. The ensuingoverlap between training and technical assistance oftengenerated misunderstandings orcompetition between the Office andthe Centre.

In addition, the institutionaland legal set-up of the Turin Centreis in itself a recipe for complication.The Centre is a “controlled entity” ofthe ILO with its own legal persona-lity, governance, staff and budget

and a very different operationalmodel from the parent organiza-

tion. This was inevitably bound togenerate integration challenges.

This ambivalent situation has crystallized pre-conceptions and stereotypes on both sides. Many ILOcolleagues think that the Centre is too independent,expensive and little knowledgeable on subs tan tiveissues. The Centre is still often regarded as an externalsupplier rather than an internal arm. Likewise, Turinstaff has developed over the time a sort of “poorrelative” syndrome, lamenting ILO’s little ownershipand understanding of the Centre’s role in capacitydevelopment and knowledge-sharing. The percep-

tion that the Office does not make full use of theCentre’s potential has encouraged Turin managers toexpand their training offer beyond the specific mandate ofthe ILO.

One peculiar feature of the operational model of theCentre is the fact that only one third of its budget is cove-red through regular contributions. A large portion of theincome generated through the provision of training ser-vices to paying donors or clients is used to cover the gapbetween the Centre’s fixed revenues and its fixed costs.This has promoted an entrepreneurial culture and a strongattention to cost-effectiveness and client orientation.However, the Centre’s dependency on paying demandgenerates several challenges, such as unpredictability ofincoming funds, which in turn hampers long-term invest-ment; a permanent tension between compliance with theinstitutional mandate and market demand; and limitedaccess to training opportunities by national institutionswith insufficient purchasing power, including labour minis-tries, employers’ and workers’ organizations.

Despite these constraints, the Centre succeeded inexpanding its activities and generating financial surplusesfor many years. The training programme grew five-foldbetween 1994 and 2010 and has remained stable since.

The main drivers for growth weredonor diversification and reducedearmarking, institutional partner-ships, a re-organization of trainingteams, a more efficient and trans-parent pricing and costing policy,the diversification of deliverymodalities, the introduction ofquality assurance mechanisms.


Turin Centre: What todoAn agenda to enhance the sustainability of the Centre and ILO ownership.

Opinion



The Centre also succeeded in overcoming the drasticreduction of the annual contribution from its main donor,the Italian Ministry of Foreign Affairs, in the years that fol-lowed the economic and financial crisis.

At that time, however, the potential impact of thesecuts on the financial and institutional sustainability of theCentre triggered an animated debate on both sides of theAlps. Between 2010 and 2012 several missions, consul-tants, papers and reviews went back and forth betweenGeneva and Turin trying to forge a common answer to thechallenges faced by the Centre. The Office made a genuineeffort to involve the Centre more systematically in its workprocesses. However, this mostly translated into the Centrespreading its human resources thin across innumerableplanning, reviewing and monitoring exercises rather thanaddressing the specific issues concerning the interface bet-ween the Office and the Centre.

Eventually, this discussion fizzled out, also due to thereluctance of the previous Director of the Centre toaddress strategic issues. However, I believe that solutionsdo exist and, contrary to conventional wisdom, they donot entail increased funding to Turin, but rather streamli-ning the way the two institutions interact. With a newDirector of the Centre who is far more open-minded thanhis predecessor, it may be time to start thinking a bit outof the box of ‘business as usual’. Possible options include:

• The Office could encourage donors to make annualcontributions helping to close the gap between thefixed costs and the fixed income of the Centre. Evensmall regular contributions could generate an emula-tion effect with other governments and institutions. Inreturn, the Centre could offer its sponsors adequate vi-sibility, set concessional conditions for their staff to at-tend training courses and maybe ensure them apermanent seat in its Board.

• The Office could recognize the Centre’s lead role in re-lation to ILO staff development, multimedia productionand the dissemination and validation of ILO research.

• A programme approach could be adopted for transfer-ring ILO extra-budgetary, RBSA and slippage resourcesto the Centre. The ILO provides approximately onequarter of the Centre’s income. However, these re-sources mostly come through a multitude of small andmicro highly earmarked transactions. Some pastILO/donor partnerships included a core component forthe funding of Turin training activities related to thegeographic and thematic priorities of each agreement.This modality worked well and could be re-introduced,if the donors concerned agree.

• A joint business process review could help streamlinethe complicated interface in the administrative and fi-nancial transactions between the Office and the Centre,entailing heavy overhead costs for both.

• Staff mobility could be enhanced between the Officeand the Centre. Beyond institutional mechanisms, a keyfactor to ensure synergy between the two organizationsis the positive experience of working together. The op-portunity for staff to serve in both institutions has pro-ven indeed to be the best ingredient for enhancingmutual understanding and collaboration. However, thecurrent arrangements in place to facilitate staff ex-changes are ineffective. In particular, the handling ofreturn rights represents a big disincentive to mobility.To start with, Turin professional staff could be assimila-ted to technical cooperation staff with over five yearsof service in the context of selection processes. Also, theOffice and the Centre could agree to mutually recognizecareer advances of staff seconded to the other organi-zation (e.g. promotions and steps of merit).

These different measures imply a joint decision makingbetween ILO and Centre management. Still, there are thingsthat the Centre can do on its own to enhance its effective-ness and sustainability. These include a leaner managementstructure to produce savings and to simplify the decisionmaking process; a further partial re-organization of the trai-ning teams to attain economies of scale and improve thecost-effective use of available technical, pedagogical, linguis-tic, managerial and administrative competencies; a similarre-organization of the administrative sector, reducing thenumber of unnecessary internal transactions; improvedfinancial monitoring; the investment of savings and sur-pluses in a drastic overhaul of the managementinformation system, eliminating duplications and mis-matches among the current applications; and a furtherdiversification of training tools and methodology.

This ambitious, but feasible agenda should be imple-mented through an inclusive approach where solutionsare forged jointly between the managers and the staffinvolved in the different work processes, making all offi-cials feel that their views and ideas are taken into account.In that regard, the first and foremost priority is to find areasonable solution to the plight of a large number ofTurin staff who have been on precarious contracts, insome cases, for over ten or even twenty years, thoughtheir functions differ in no way from those of regular bud-get colleagues. This discriminatory situation is a big sourceof stress affecting the staff’s morale and motivation. A planshould be negotiated with the Staff Union for the progres-sive regularization of precarious staff through acombination of criteria related to length of service, natureof the job and performance.

Antonio GRAZIOIZIILO Budapest



Representational roles are never easy, they make onevulnerable on the one hand and place a lot of expecta-tions and responsibilities on the other. Even more thanthat, you cannot imagine the magnitude of such expecta-tions when the role is acquired through elections …

The Staff Union (SU) in the ILO is a vibrant force thatdisseminates a thriving energy resounding the length andbreadth of the globe among the SU members. When I joi-ned the ILO, well more than a decade ago, my mentor(who was none other than the SU Representative of myoffice) asked me to join the Union. That done, it has beenthe beginning of a journey of learning, of solidarity, ofchallenges, of hopes, of fears, of convictions, of triumphsand of faith through the platform of the SU.

What do you do when you become a Staff UnionRepresentative (SUR)? What training do you get? Whatresources do you have? What becomes your strength?These are all relevant questions that come and must comein the minds of those around the globe who embark uponthe journey of serving their colleagues.

You start your journey like someone who is all at oncemade the captain of a ship that is not sailing in smoothwaters. You are ill equipped and definitely not on thehighest pedestal of professional knowledge and skills tosail the ship through the rising tides, to ensure both thesafety of your staff and of the ship. You grab the helm andthink which way to go and which direction to take., Thepath is not visible and the view is murky and you are pon-dering all the possibilities…Suddenly, a few kind, seasonedand diehard sailors emerge and hold your hands, a few letyou know how to handle the helm, and a few navigatorsintroduce you to the intricacies of finding your wayaround. Then there are a few divers who are always readyto take a plunge and explore the unfathomable depths ofthe oceans to investigate the situation underneath too.

And these, my friends, are none other than the electedSURs in other Offices in your region and across the regionsand far away at Headquarters too. They immediatelybecome the strength of the new SUR, the new captain ofa ship sailing in turbulent waters. What a blessing! What aresource! What a strength!

So, how can the representational role and journey bedifficult now? Because one cannot always be on the recei-

ving end – a blessing and a favour has to be returned too.Therefore, a newly elected SUR has to build thesestrengths in herself/himself so that she/he may alsobecome a source of strength for her/his colleague andhelp them as they helped her/him.

Moreover the SUR is always faced with the adminis-tration, and here her/his strength of character and tenacitycomes under test. The visible pressures and the latentimplications, then immediate personal rewards and grati-fications are daily felt by SURs, and the administration usesthese tools relentlessly. But the cause – standing up forstaff rights, not selling out on the interests of the staff andbearing all the accompanying afflictions and threats withcourage – is the basic lesson that the representational roleteaches. In the end, an honest SUR thus keep strengthe-ning herself/himself with these tests.

Opinion

Theodd about things a representational role



Another strength of the SUR is the faith of their staffin them, and the faith of staff is also not easy to acquire.Tenacity, strength of character, knowledge of rules andregulations and the strength to be vocal at the right timeand in the right place are a few of the assets that enable aSUR to gain the confidence of her/his staff.

An additional factor for SURs is the expectations oftheir members. Members expect their representatives tomake things possible – whether they be contracts reachingan end, whether they be new job opportunities, whetherthey be matters of reclassification, or whether it’s a case ofinjustice on any account to staff, the SUR has to be the ulti-mate saviour. And yes, that is justified also –the staff electyou with faith in you and with the conviction that you willhelp to resolve their issues, guide them, advise them, be alawyer for them, be a socializer for them, be a bridge bet-

ween them and the administration in some cases and bea stern spokesperson on the other cases. These are just afew of the expectations that the SU members have of theirSURs.

And it’s now no more a surprise that the same peoplekeep on acquiring the staff representational role time andagain in many offices in the ILO around the globe. It’sbecause a lot hangs in the balance and the journey is nota smooth one. Staff want to continue to have the best pos-sible SURs, who have in turn taken their responsibilities asa mission to serve their colleagues to the best of their abi-lities and capabilities.

There have been innumerable dedicated SURs whomI personally know, who dedicated their lives and whobecame an example for many of us in the representationalrole now. They have been the beacon of light for all of usand definitely for me, both as a Staff Union member andas a representative.

Representational roles are never easy but they are fullof blessings too. In addition, there are innumerable chal-lenges, such as:

• The learning and repository of knowledge that you getfrom the SU globally,

• The innumerable friends who become your friends inthe cause of staff rights,

• The immense respect and esteem that you get fromyour SU members,

• The opportunities that you get to meet the highest ad-ministration of the ILO from the platform of the SU; and

• The esteem that the other UN staff associations give toILO SURs – to name but a few!!

Razi Mujtaba HAIDERRegional Titular Member of the ILO Staff Union

for the Asia and Pacific RegionCountry Office-Islamabad, Pakistan



S’adapter au changement oudisparaître, c’est la menace quiguette de nos jours, de nombreusesinstitutions condamnées à se réfor-mer. Notre Organisation qui prépareson centenaire en 2019, n’échappepas à cette exigence perpétuelle dechangement. Aujourd’hui la globali-sation, les crises environnementales,économiques et financières, les nou-velles technologies de l’informationet de la communication n’ont decesse de bouleverser l’ordre social etéconomique mondial tous azimuts…L’OIT n’y échappe pas ! Selon unancien fonctionnaire trésorier -contrôleur financier, Greg Johnston(qu’il ne faut pas confondre avec l’ac-tuel Directeur du Trésor et ContrôleFinancier, Greg Johnson, Ndlr) -l’adaptation de l’OIT au changementa été possible sur la base de deuxcaractéristiques principales : l’ « inno-vation » et la « politique de laprésence ».1 Cette observation a étéfaite à l’occasion du cinquantenairede notre organisation en 1969. Cettedouble exigence impulsée dès sacréation en 1919 par son tout premier Directeur-Général,Albert Thomas et suivie par tous ceux qui lui ont succédédepuis 1919 a été payante puisque la « belle dame » aurabientôt 100 ans et que le monde entier aspire au travaildécent en 2016.

Cependant deux questions se posent aujourd’hui.

La première serait de savoir si le personnel du BIT aencore les moyens de développer les capacités et les pro-cessus d’innovation? Il est permis d’en douter avecl’évolution vers la flexibilisation du statut du fonctionnaireinternational en lien avec un budget qui stagne depuis denombreuses années, avec la pression sur le personnel defaire toujours beaucoup plus avec moins de financementinstitutionnel/structurel, avec les embauches sous contrats

précaires pour une plus grande flexi-bilité et pour une plus grandecompétitivité avec les autres organi-sations et agences, en faisant fiparfois du pourquoi l’OIT a été crééeet dans quel domaine, elle devraitexceller par-dessus tout, à savoirl’entretien de relations profession-nelles équilibrées tant pour lepersonnel que pour l’Organisationelle-même et dans les pays danslequel elle intervient.

La deuxième question serait desavoir si la politique de la présencede l’OIT suit toujours la demande deplus de paix et de justice sociale ?L’adage selon lequel « les absentsont toujours torts » était cher à AlbertThomas. Selon sa vision, l’OITdevrait être présente partout où ellea un « intérêt légitime » pour la paixet la justice sociale. Aujourd’hui, ilnous semble évident que le monderêve d’une OIT plus présente, plusproche et, au service de ses man-dants d’où la reconnaissance de la

pertinence de l’agenda du travail décent dans la réalisationde tous les Objectifs de Développement Durable. La poli-tique de présence de l’OIT est indéniable aujourd’hui dansles fora mondiaux mais qu’en est-il au niveau national?Peu de pays ont un système d’organisation du travaildécent effectif et assez solide pour assurer, à la fois, la pro-tection des personnes les plus vulnérables, et encouragerles plus forts dans la création d’emplois, la production derichesses et sa redistribution. Dans le cadre de la coopéra-tion pour le développement, la présence de l’OIT restelimitée dans la majorité des pays où elle n’est qu’une« agence non-résidente ». Au nom du changement, la ten-dance semble pencher vers l’oubli des engagementscollectifs, des réglementations du travail, des accords envigueur et des conventions émanant de commissions pari-

route. . .En pour le centenaireS’adapter au changement : OUI… mais dans la continuité !

________________________________________________________________1 Johnston G.A: “Two ILO Characteristics : Innovation and the Policy

of the presence” in UNION Num. 6 Nov-Dec. 1969

Opinion



...

taires pour les remplacer souvent par le néant, déstabili-sant ainsi l’équilibre du tissu social et organisationnelnational. Les crises s’enchainent les unes après les autresà la suite de mesures d’ajustement structurel et d’austéritépoussant à la dérégulation et à la destruction du cadresocial sans crier gare. Sans l’OIT, la violence monte et lesguerres aussi. L’OIT, plus que toute autre Organisation aumonde du fait de ses principes et valeurs de paix et desécurité, reste un modèle pour instaurer le travail décentet la justice sociale à travers le monde. Sous peine d’êtrecelui qui dit mais qui ne fait pas, notre Organisation doitencore continuer à montrer l’exemple sans renier sonpassé. Les bonnes réponses au changement, c’est à-direl’efficacité des actions de l’OIT émaneront du respect et del’application de nos propres principes et politiques enmatière de sécurité de l’emploi. Car les fonctionnaires sontnos représentants auprès des mandants que nous servons.

Ainsi, un des rôles de notre syndicat est de veiller à ceque les règles inhérentes au statut de la fonction publiqueinternationale obtenues suite à des processus des négocia-tions laborieuses ne soient pas jetées à la poubelle au nomdu changement. C’est à ce niveau que la « continuité »nous semble importante pour faire face au changement.De même que les mandants se retrouvent chaque année

dans les mêmes locaux, les mêmes salles,les mêmes places pour leurs débats dansle cadre des réunions du Conseil d’admi-nistration, et de la ConférenceInternationale du Travail ; de même cebesoin de continuité est important pour lepersonnel. A celles et ceux qui en doute-raient, Johnston les rassure : la continuité« n’est en aucun cas incompatible avec lechangement, même lorsque l’effet cumulatifde l’innovation devient grande et justifie leterme de « transformation ». Nous devons,dit-il, « nous réjouir du fait que la rénovationet la revitalisation constante de l’OIT soiteffective aussi sur la base d’une continuitésous-jacente de principes et de politiques ».

Ce n’est pas parce que la mer esttumultueuse ou que les orages grondent

que les capitaines et les commandants oublient les règleset les cartes de navigation internationale ! Pour que per-siste la foi en l’OIT et ses principes comme ses valeurs,notre devoir est de continuer à veiller au respect du statutde la fonction publique internationale malgré une actualitéinstitutionnelle, politique, sociale et financière sévère. Lesservices publics internationaux y gagneraient davantageen réputation, en cohésion, en continuité, en transparenceet en égalité dans la délivrance de leurs services…

Au final, l’OIT a tous les atouts pour toujours s’adapterau changement, encore faut-il ne pas céder aux sirènes du« tabula rasa ». Bien au contraire, il lui faut garder commepoint de repères, ses propres valeurs et ses principes, àcommencer par, la mise en place et l’entretien d’un parte-nariat social fort, la tenue d’un dialogue social -franc ettransparent- entre l’Administration et le Syndicat du per-sonnel. C’est à ce prix que notre Organisation qui est lecreuset du tripartisme et du dialogue social pour la paix etle progrès tant social qu’économique, sera encore plusforte et plus efficace, face aux tumultes du changement, àtravers le monde, dans les années à venir…

A suivre…Faustina VAN APEREN

BIT, Genève



Teleworking:an alternative t Familier du monde du travail et fin connaisseur des

difficultés vécues par les travailleurs vieillissants, il est rarequ’un fonctionnaire du BIT ne prépare pas sa retraite…Cependant, pour les collègues qui travaillent au siège àGenève, différents obstacles restent encore à franchir.Ainsi, faut-il rester dans le confort et la paix de Genève,ayant acquis quelques habitudes d’une vie facile ? Com-ment penser et entreprendre la démarche d’un retour aupays après plusieurs années d’absence? Faut-il continuerà travailler ? La vie à l’étranger dans un luxe relatif et unesécurité certaine rend difficile toute idée de départ. Lescongés dans les foyers tous les deux ans restent générale-ment brefs et superficiels.

En ce qui me concerne, il s’estagi d’une retraite anticipée pour rai-sons de santé. Cette fragilité asuscité une réflexion plus approfon-die sur le choix de vie. Commentprofiter au mieux des quelquesannées qui restent à vivre en« bonne » santé ? Mon choix s’estporté sur l’option de travailler surplace quelque temps puis de parta-ger mon temps entre Genève etl’Afrique, pour profiter des avan-tages de chaque lieu.

Magistrate de formation et membre fondatrice de plu-sieurs associations parmi lesquelles l’Association desFemmes Juristes de Côte d’Ivoire créée en 1984 et Prison-niers sans frontières (une ONG œuvrant pour l’améliorationdes conditions de vie dans les prisons d’Afrique de l’Ouest) ;le besoin de me sentir utile m’a encouragée à procéder endeux étapes. D’une part, réveiller ces réseaux et d’autre part,faire une formation continue sur la médiation, mon objectifétant d’intégrer l’institution du Médiateur de la Républiquede Côte d’Ivoire. La formation dûment effectuée à Genève,et les contacts repris à Abidjan, j’ai la chance d’être bienoccupée à la fois comme Conseiller du Médiateur de laRépublique et en qualité d’expert à la Commission natio-nale des Droits de l’homme.

Pour rappel, la Côte d’Ivoire sort d’une décennie decrises politiques graves qui se sont soldées par des milliersde morts et de victimes civiles. Les dégâts sont nombreuxtant au niveau du tissu social, des liens intercommunau-taires et les fragilités politiques toujours perceptibles.

C’est à cette œuvre de reconstruction sociale et juri-dique que je participe modestement mais activement, eny apportant toute l’expérience acquise au BIT.

Patricia Myriam ISIMAT-MIRIN,Côte d’Ivoire

retraitele BIT

Laaprès

Opinion Field

Is there any connection between stress, green-house gas emission and teleworking? Of course, thisis not a quiz, but here you will find some reasons whyteleworking could be a good alternative to reducestress and greenhouse gas emission.

StressIt is a response to a remarked discrepancy bet-

ween demand and ability – which could occur athome, in our private lives, but also at work. In thesesituations someone finds themselves in a situation ofmore demand and less ability, or more ability and lessdemand. Work-related stress for, example, may arisefrom inflexible work schedules or unpredictable wor-king hours. The private life and workplace-relatedstress may follow each other: if a worker has familyproblems, it will impact on his/her job performance,and relationships. If somebody is not satisfied withthe content or context of his/her work, it will have animpact on his/her private life.1 And sooner or laterhis/her health might be in danger, too.

Greenhouse gas emissionThe United Nations emitted over 2 million tons of

carbon dioxide (CO2) equivalent in 2014...”2 – accor-

ding to the Report of the UN System`s footprint3. Thereport indicates that 44% of these two million tonscomes from UN paid travel, and 43% from facilities,like electricity, etc. Nevertheless, some activities arereported voluntarily in this study: e.g. the commute ofpersonnel, couriers, water and waste treatment. Theseare optional categories, not included in this data. Canyou imagine how many million tons of carbondioxide are emitted during the commuting of UN per-sonnel? 251,886 people worked in 65 UN entities in2014. Their commuting-related gas emission must bea huge number.

___________________________________________________________1 “Workplace stress: A collective challenge”, ILO, 2016, pages 2-3. 2 http://www.greeningtheblue.org/news/un-reports-greenhouse-gas-emissions-2014

3 “Moving Towards a Climate Neutral UN, the UN system`s Foot-print and Effort to Reduce it”, UNEP, 2015, page 6.



e to reduce stress and greenhouse gas emission?

Teleworking and the ILOTeleworking would not only decrease commuting-rela-

ted gas emission, but it would also increase the timeavailable for more effective official work, personal deve-lopment or better management of official time, family andsocial life. Better management of work and family lifewould lower work- related stress and burnout. In the caseof colleagues who are soon to be retiring, this possibilitywould assist them to change their lifestyle slowly, step bystep.

In addition, the teleworking possibility would increasethe confidence shown in staff by the ILO. All the increasedpossibilities given to employees increases the loyaltyshown towards the employer. The increased loyaltycontains the motivation for better performance.

Extending the possibility of teleworking to each col-league would be advantageous for the organization, theindividual and the environment. The days granted fortelework could be increased step by step, while monito-ring and evaluating the related experience.

How can the ILO implement a newpolicy on Teleworking?

Actually, teleworking in the ILO is regulated by IGDSNo. 142 and Office procedure No. 141 issued in February2010, six years ago (!). Unfortunately, these rules excludesome functions from the possibility of teleworking. In themeantime, our new integrated information system, IRIS,has been introduced in the ILO field offices worldwide inaddition to other online collaborative tools offering newpossibilities for administrative, technical and professionalofficials to work remotely. Taking into account these newopportunities, the rules referred to above might be revie-wed, leading to more possibilities for implementation ofteleworking. The final solution should be based on a detai-led discussion between the staff, the Administration and

the Staff Union.

It may start with a survey, requesting the opinion ofthe staff on this subject. Depending on the opinions recei-ved, the possibility of 1 day per month could be given asan option for all, and the possibility of accumulation couldbe discussed. The teleworking day has to be monitored bythe supervisor right after the option has been taken, onthe basis of the given criteria: availability (within half anhour?) and performance (on a scale of three levles: excel-lent, adequate, or insufficient. If an insufficient evaluationis given, it has to be explained and discussed).

The overall experience collected from offices andsubregions can be evaluated on the basis of previouslyagreed criteria. Or pilot offices (one from each continent)can be nominated, and the experiences collected for anevaluation.

Regarding the technical tools required, the teleworkermay use his/her own devices or the assets of the office.Both cases require a special process and attention. Perhapstaking the Information Security Awareness course wouldbe an advantage for teleworking.

Last, but not least, a UN Organization could set a goodexample for other Organizations and enterprises by gran-ting the possibility of teleworking for all staff.

Zsuzsanna KUNA, DWT/CO Budapest


Humour


Il arrive un temps où la négociation devient indispen-sable pour faire évoluer une situation… et parfois cela neva pas sans un besoin évident de clarifier la situation.

Pour faire entendre votre point de vue à votre interlo-cuteur, il faut souvent utiliser des arguments percutants. Ilest toutefois préférable de lui remettre les points sur les « i »que de lui mettre votre poing dans sa face !! (bien que cettedernière option pourrait soulager, à court terme, une frus-tration grandissante, elle n’est pas la meilleure option pourgarantir de bonnes relations professionnelles à long terme).

Selon l’orientation de la discussion, il vous est égale-ment possible de remettre l’église au milieu du village.Toutefois, suivant l’origine culturelle de votre contradicteur,il faudra plutôt remettre la mosquée au milieu du bled ou lasynagogue au centre du kibboutz…

An ILO Colleague awarded in Thailand

The ILO Programme Officer for Thailand and Laoand member of the Staff Union Committee, Khun Jit-tima Srisuknam has been awarded on the occasionof the International Women’s Day 2016.

Nominated by the Thai ministry of labour,Ms. Srisuknam received her award from Her RoyalHighness Princess Soamsawali of Thailand.

“I was awarded, among other 32 ladies, the “Outs-tanding Working Women 2016” for the work I have beendoing to support the well-being of the people in Thailandand contribute to the development of society”, said Ms.Sriuknam.

“I would like to thank all of the ILO colleagues, espe-cially those at Country Office-Bangkok for their supportand friendship. The ILO is not only a workplace, it is mysecond home. It is my school. There is always a lot to learn(…). I am grateful to the ILO for the working and learningopportunities”, she added.

This award is given to women who have anoutstanding performance in different areas of theirwork. Congratulations to our colleague for this welldeserve recognition of her work.

Mamadou Kaba SOUARE

négociationpour les

LaWorking Women2016

OutstandingField

As to health insurance after separation from the ILO, the wor-king group set up at the United Nations level has not yetcompleted its examination of the subject and is still exploringevery possible way of cutting costs at the expense of former staffmembers. The Staff Union therefore needs to keep a very closeeye on things and we must all watch carefully any proposals thatcome before the coming sessions of the Governing Body.

Concerning the possible outsourcing of the Fund and therecruitment of a team of auditors to conduct a feasibility study,the Committee continues to be extremely wary on the subjectand will inform the staff if it has any further information. Meanw-hile, working groups set up by the Management Committee arebusy studying ways and means of improving the Fund’s gover-nance using internationally recognized criteria.

Le coin du comité • suite


You have an opinion, an experienceor comments on a particular topic? Wha-tever your language (English, French orSpanish), regardless of the subject (well,almost ;-)) we are interested in your pro-posals.

So go ahead, please pick up yourpen and take part in the life of yourmagazine. Send us your article by email:[email protected]

Vous avez une opinion, une expé-rience ou un commentaire sur un sujetparticulier? Quelle que soit votre langue(anglais, français ou espagnol), quel quesoit le sujet (ou presque ;-)) vos proposi

tions nous intéressent. Alors n’hési-tez plus, prenez votre plume et participezà la vie de votre magazine. Envoyez-nousvotre article par email: [email protected]

Tiene opiniones, experiencias,comentarios sobre un tema en particular?Sea cual sea su idioma (inglés, francés oespañol), independientemente del tema(o casi ;-)) estamos interesados en sus pro-puestas.

Así que adelante, tomen su pluma yparticipen en la vida de su revista. Envíe-nos su artículo por correo electrónico:syndicat@ ilo.org


s nuls...Les passionnés d’horlogerie préféreront peut-être

remettre les pendules à l’heure. Ceci demande du doigté etde la subtilité. Rien à voir avec la première proposition. Dansles cas extrêmes, vous devrez peut-être même combiner plu-sieurs options et ainsi vous retrouver à devoir remettre lapendule de l’église à l’heure… après l’avoir remise au centredu village… bonjour la logistique….

Lors de négociations en groupe, il s’agira de savoiraccorder ses violons avant d’entrer dans la fosse d’orchestreaux lions, afin que les points ne passent pas sur les « j » etque les poings ne s’écrasent pas dans votre camp….

Il apparaît donc que la négociation peut être un art sub-til dans lequel la linguistique joue parfois un rôle deperturbateur ludique. A vous maintenant de trouver votrepropre voie.

SYD




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