UNOPS Orientation Manual EN

©UNOPS/F.
FEKI – March 2016
Discover UNOPS
Orientation Manual
1
2
Table of contents
Welcome from the Executive Director
Getting Started
Welcome and Congratulations
Your 90-day-onboarding
How to use this orientation manual
Mandatory UN and UNOPS learning programmes
SECTION 1: ABOUT UNOPS
What we do
UNOPS mandate
UNOPS history
UNOPS mission, vision and values, gender
UNOPS services
Sustainable Project Management
Sustainable Procurement
Sustainable Infrastructure
Other services: HR services
Organizational structure
UNOPS in the UN System
UNOPS global structure
Groups, regions, regional hubs and country offices
How UNOPS works

Strategy: UNOPS 2014-2017
UNOPS leadership team
UNOPS results
UNOPS partners
Gender mainstreaming
Sustainability at UNOPS
3
SECTION 2: WORKING AT UNOPS
UNOPS tools & systems

Setting your workspace
Early essentials
The intranet
oneUNOPS
Learning site
Communicating and collaborating
Work environment and wellbeing

Work/life balance
Harassment at the work place
Personnel engagement
Policies: ODs and AIs
Gender Policies
Your Compensation
Compensation at UNOPS
Insurance
Provident Fund
Merit rewards
Your professional development

Learning opportunities at UNOPS
Performance Management
Mobility
Talent benches
Completing your induction
4
WELCOME FROM EXECUTIVE DIRECTOR
GRETE FAREMO
Dear colleague,
Welcome to UNOPS!
Working at UNOPS is challenging, varied In addition there are several mandatory

and rewarding – our teams help deliver vital courses you must take in your first few
services to people in need in some of the months on the job. You can learn more about
most remote locations around the globe. Our these on the learning and development
success depends on the efforts of the intranet site.
talented, committed professionals who work
for us.
These resources, along with regular
The work we do is fulfilling and offers discussions with your manager, will help you
opportunities for ongoing professional and to better understand how your role contributes
personal development. This orientation to the ultimate success of UNOPS.
manual, along with the onboarding site on
the intranet, is only the start of this journey. Good luck and welcome on board!
In this manual, you will also be guided to a

number of helpful resources that will quickly
familiarize you with UNOPS role in the UN,
UNOPS goals and values, as well as how
we operate.
5
6
Getting Started
Welcome and Congratulations
Welcome to UNOPS, if you are a new colleague. Congratulations on your new

posting, if you just took a position in a new duty station.
This Induction & Orientation Manual (known hereafter simply as the Manual) has
been designed for newly recruited UNOPS personnel. It is always challenging to
adjust to new work environment, new tasks in a new job and new living conditions
if you are an international colleague. It takes time to become familiar with role(s),
adjust to different performance expectations, and understand the working culture
of UNOPS and particular Offices/Units. The purpose of this Manual is to facilitate
the induction process to enable you to contribute to your full potential as quickly
as possible.
This Manual provides you with a step-by-step framework that will help you
integrate more smoothly into the organization and your new post. You will acquire
a broad understanding of what UNOPS is, what it does, how it does it, and to what
ethical and operational standards it holds itself. This will help you to better
understand where you fit in and what may be expected of you.
The Manual provides only a very broad introduction and will leave you with many
important questions unanswered; we hope it will give you inspiration to know
more, encourage you to ask questions, and help you find out where to look for
answers.
7
Section 1: About UNOPS provides general information about UNOPS
and its services.
Section 2: Working at UNOPS is focused more on you in your capacity

as a UNOPS personnel-member and provides some resources with
which you will want to become familiar with for success in your day-to-
day work.
Your 90-day-onboarding
Giving new personnel members clear guidance when they join the organization
helps them understand where they’ll start, where they’re going and what they’ll
learn along the way. It’s proven that personnel members value transparency
because a clear direction lets them know what’s expected of them. Laying out this
plan gives our new personnel members that roadmap.
As a UNOPS new personnel member, we expect your onboarding to follow this
roadmap:
30 days. This is when you start the ramping-up process. During these first days,
you’ll be introduced to the tools and systems you’ll be using, started off with small
projects (if you are a project manager, you’ll be introduced to the context of your
project) and have goals set for you to achieve. And most importantly, you’ll get
acclimated to UNOPS culture, through our Buddy programme.
During this first month, you are invited to explore the learning opportunities and
are expected to take the security training (during your first week). By the end of
the 30 days, you should have a good idea of your responsibilities, what to expect
in your role and what’s expected of you.
60 days. The next 30 days will involve more collaboration and you’ll be handed
over bigger responsibilities. So this is when we’ll be easing off on the training and
focus more on the doing. You’ll be introduced to bigger tasks/projects and longer-
term responsibilities. As you are now comfortable with the organization’s culture,
you’ll be collaborating with other teams.
90 days. The last 30 days are all about removing the training wheels. As you are
taking on more responsibilities and accomplishing bigger tasks, you’re going to
start becoming more accountable for your own work. You’re now able to tackle
projects with limited guidance from your supervisor, and you’re now equipped with
bigger responsibilities.
8
Starting a new job is tough. But having a clearly laid out plan lets our new
personnel members understand what they’ll learn, when they’ll learn it and how
they’re going to accomplish each goal. Use the 90-day-onboarding roadmap
(available on the onboarding site “Discover UNOPS/Essentials”) as a
checklist to help you tackle this approach and keep track of progress.
How to use this orientation manual

You should receive this Manual at the time of your recruitment if you are a new
personnel-member. If you are already a UNOPS personnel-member, you will find
it on the Learning site. The Manual takes new colleagues through the various
phases of the induction process. For most of the steps, the Manual provides a
basic text, directs you to mandatory and recommended e-learning opportunities
and offers additional sources of information for further reading. The Manual can
act as a stand-alone resource for initial readings about UNOPS.
Each chapter in this Manual has a number of repeating features that will help you
complete your self study. They are as follows:
About this chapter

Each chapter begins with a short description of its contents and an objective for
you, to alert you to the main purpose of the chapter and to identify the importance
of the chapter’s contents.
E-learning
Some chapters have associated e-learning modules that you can complete by
going to the Learning site on UNOPS’s Intranet. You will be given instructions on
how to locate and complete your e-learning successfully. Some of these e-courses
are mandatory for all personnel and must be completed as part of your induction
process. At the end of this chapter you will find a list of all the mandatory learning
courses for new personnel. Please note that this list is not exhaustive: new
mandatory courses may be added as they are developed. Notification will be
given to all personnel through the Learning site on the intranet.
Additional resources
Many chapters contain additional resources such as texts and websites where we
recommend that you look for more information on the subject at hand.
9
Mandatory UN and UNOPS learning programmes
At the time of writing, UNOPS has the following mandatory e-learning courses,
which are accessible through the UNOPS’s intranet, via the Learning site.
We recommend that you take these courses as you work through the relevant
sections of this Manual. Be sure to complete them before you finish working
through your Induction and Orientation. Consult with your supervisor on deadlines
for completion.
Please note that, there are other e-learning courses that although not mandatory,
we recommend you take, to help you further understand UNOPS.
Please remember to register your mandatory courses once completed. More
guidance can be found on the mandatory courses page on the Learning site.
10
Basic Security in the Field
The continuing rise of conflict situations, together
with conditions of general insecurity and criminal
activities, continues to place staff of international
organizations at greater and greater risk. This
trend means that increased awareness and focus
is required for security planning and training. This
course will help you understand basic security
concepts and techniques - to help ensure your
safety, health, and welfare.
Advanced Security in the Field

This course is mandatory for staff-members
travelling to, or working in, field locations. This
course is
the second in a series that helps you learn how to
avoid or minimize dangers and risks. It builds on
the concept you learned in Basic Security in the
Field - Staff Safety, Health and Welfare.
Prevention of Harassment, Sexual

Harassment and Abuse of Authority in the
Workplace
Prevention of Harassment, Sexual Harassment
and Abuse of Authority in the Workplace course
aims to ensure that all UNOPS personnel fully
comprehend the policy on harassment, sexual
harassment, and abuse of authority in order to
create a harmonious working environment, free
from any hostility, harassment or retaliation.
I Know Gender
This course has been developed by UN Women
with the valuable feedback from other UN
entities. UNOPS is making the completion of this
course (3 core modules) mandatory for all
personnel. Very positive feedback was received
for this course: clarity of the concepts, up to date,
comprehensive, focus on shared responsibility for
gender mainstreaming, interactive content,
quizzes.
11
Information Security Awareness
As part of our efforts to further strengthen the
information security defences of UNOPS, the ICT
Services Group, in collaboration with the UNOPS
Learning Team, is launching the UN Secretariat-
developed Information Security Awareness
Course. The course aims to provide you with the
knowledge and skills necessary to protect you
online, both as a user of UNOPS information
systems and as a private individual.
The seven foundational modules are mandatory
for all UNOPS personnel with a UNOPS login.
13
SECTION 1:
ABOUT
UNOPS
14
What we do
About this chapter
UNOPS mandate
UNOPS history
UNOPS mission, vision, values and diversity
UNOPS services
Project Management
Procurement
Infrastructure
Organizational structure
UNOPS in the UN System
How UNOPS works

UNOPS results
UNOPS partners
Sustainability at UNOPS
15
16
What we do
About this chapter
The objective of this chapter is to provide you with the scope of UNOPS’s
mandate. The chapter discusses our core areas of work and briefly presents our
history, UNOPS’s mandate, mission statement, vision and values.
UNOPS Mandate
On 20 December 2010, the United Nations General Assembly adopted a

resolution in which the 192 Member States reaffirmed UNOPS mandate and the
range of partners that the organization can work with. The Assembly highlighted
UNOPS role as a central resource for the United Nations system in procurement
and contract management, as well as in civil works and physical infrastructure
development, including capacity development services. This resolution recognized
the potential for the value added contribution that UNOPS can make in providing
efficient, cost-effective services to partners in the areas of project management,
human resources, financial management and common/shared services.
In this context, UNOPS acts as a service provider to various actors in the
development, humanitarian and peacekeeping arenas, including the United
Nations, donor and recipient governments, intergovernmental and non-
governmental organizations, international and regional financial institutions,
foundations and the private sector.
17
UNOPS history
UNOPS was established in 1973 as part of the United Nations Development
Programme (UNDP). It became an independent, self-financing organization in
1995. UNOPS vision is to "advance sustainable implementation practices in
development, humanitarian and peacebuilding contexts". As a central resource for
the UN, UNOPS provides sustainable infrastructure, procurement and project
management services in some of the world’s most complex environments.
Mission, vision, values and diversity

Mission: serve people in need
UNOPS mission is to serve people in need by expanding the ability of the United
Nations, governments and other partners to manage projects, infrastructure and
procurement in a sustainable and efficient manner.
UNOPS transparent, accountable management services meet the highest
international standards. Partners are assured consistent performance to agreed
standards of quality, timeliness and cost, and safeguards against implementation
risk.
Vision: advance sustainable practices

UNOPS vision is to advance sustainable implementation practices in
development, humanitarian and peacebuilding contexts, always satisfying or
surpassing partner expectations.
Values: service to others

UNOPS values are firmly grounded in the United Nations Charter and legislative
mandates of the General Assembly. They form the bedrock for the organizational
culture, are reflected in its policies, tools, products and services and shape the
behaviour of UNOPS personnel. Specifically, they underpin the strong
commitment of UNOPS to providing service to others.
The four core values of UNOPS are:
• National ownership and capacity
We respect and support national ownership and help develop national capacity.
• Accountability for results and transparency
We ensure our own accountability for resources entrusted to us, and for
contributions we make to the sustainable results of our partners.
18
• Partnerships and coordination
We recognize that strong partnerships and effective coordination among
diverse actors, including the United Nations, governments, non-governmental
organizations and the private sector are crucial to efficiency and innovation.
• Excellence
We believe that we will add value and make strong contributions to the
sustainable results of our partners only if our practices and performance are of
recognized world-class standards of excellence and are well-adapted to local
conditions.
Diversity
As a standard-setting organization with moral authority on a global scale, the
United Nations has a particular responsibility to achieve gender equality within its
own system and is expected to lead by example when it comes to respect the
principles enshrined in the Charter of the United Nations.
As a UN organization, UNOPS is committed to promoting equality between men
and women, within its organization as well as in the projects it carries out for its
partners.
UNOPS will particularly endeavour to improve the gender balance of the
personnel, as it has been established that the more an organization mirrors the
demographic it serves, the better equipped it is to meet its partners and
beneficiaries needs; and to better mainstream the gender aspects in its projects,
as a prerequisite to achieve sustainable results matching the needs of both men
and women we serve.
Meeting these objectives will help UNOPS better address the challenges our
partners face and will increase our added value. It will require the mobilization of
the whole organization.
UNOPS services
UNOPS tailors its support to the needs of partners, offering a range of advisory,
implementation and transactional services. We aim to have the best possible
impact on communities in need. This means developing capacity, promoting
sustainability and increasing efficiency at every level.
UNOPS provides these services in three main areas:
• Project management
• Infrastructure
• Procurement
19
Project management
UNOPS manages over 1,000 peacebuilding, humanitarian and development
projects for a range of partners, ensuring that quality, efficiency and results reach
the highest standards.
UNOPS project managers are driven by the firm belief that better projects —
those that are better designed, better implemented and better coordinated —
improve the lives of people in need. We use our project management expertise to
help governments and donors make development budgets go further, often in
some of the world's most challenging environments. UNOPS manages an annual
project portfolio of around $1 billion.
UNOPS helps its partners deliver tangible and sustainable results by providing a
range of high quality, cost-effective project management services. UNOPS can
manage a single project component or run an entire programme for partners.
UNOPS incorporates global best practices such as PRINCE2® and Project
Management Institute standards. These standards are tailored to the development
environment, with an emphasis on:
• strong internal controls through project management tools
• systematic stakeholder management
• good governance
• benefits/impact management
20
Infrastructure
UNOPS helps partners design, construct, rehabilitate and maintain infrastructure
— such as schools, hospitals, roads and bridges — in some of most challenging
environments around the world.
Investing in basic, sustainable infrastructure is vital for improving the living
standards of communities worldwide. As a central resource for physical
infrastructure projects within the United Nations system, UNOPS helps partners
implement the infrastructure required to drive sustainable development, from
building roads in Afghanistan to community health centres in Indonesia.
UNOPS offers a wide range of cost-effective infrastructure services. Specifically,

we support partners in the following areas:
• Buildings
• Water and waste management
• Transport infrastructure
• Disaster risk reduction and recovery
In accordance with our policy for sustainable infrastructure, UNOPS develops
national capacity and promotes sustainable building practices. We also work to
improve gender equality and the empowerment of women. Many of the facilities
we construct specifically help girls and women receive vital education, justice and
healthcare services.
21
Procurement
UNOPS is a central procurement resource for the United Nations system and its
partners. We emphasize efficient, transparent, cost-effective and sustainable
delivery of goods and services.
Procurement is an integral part of the work of UNOPS, which supports partners in
ensuring the sustainable and timely implementation of peacebuilding,
humanitarian and development projects around the world. With over 30 years of
specialized experience, UNOPS is the provider of choice for many partners.
We procure around $800 million worth of high quality goods, works and services
each year, on behalf of partners, which include: the United Nations; donor and
recipient governments; intergovernmental and non-governmental organizations;
international and regional financial institutions; foundations; and the private sector.
UNOPS partners benefit from a focus on quality procurement, highly competitive

prices, experience in disaster and emergency response, and international reach.
Our global buying power and long-term agreements give UNOPS considerable
leverage with suppliers and ensure cost savings for partners.
UNOPS goal is to make sustainability an integral part of all its procurement
practices. Procurement is sustainable when it integrates requirements and criteria
that promote social progress, economic development, and the protection of the
environment.
22
In support of its focus areas, UNOPS provides the following high quality human
resources management services to its partners:
• HR management
one-off, customized solutions or long-term management support
• Human resources advice
Immediate and localized guidance on all aspects of human resources
management (UN rules and regulations, appropriate contractual modalities,
up-to-date techniques, standards for managing performance, developing
talent and guiding organizational change)
• Recruitment, selection and contract management
Selection and recruitment process from start to finish
• Individual Contractor Agreement (ICA)
Flexible and all-encompassing contract modality
UNOPS website - www.unops.org
Annual brochure 2014
UNOPS Factsheets
23
24
Organizational
Structure
About this chapter
The objective of this chapter is to provide you with an overview of the

organizational structure of UNOPS.
Even if you are not a new colleague, UNOPS can seem a daunting organization,
each group having its own alphabet soup of acronyms and abbreviations. This
chapter offers some insight into that structure and attempts to give you a sense of
how everything fits together and ultimately how you fit in as an individual
personnel-member.
UNOPS in the UN system
The United Nations System includes:

• the United Nations
• the subsidiary bodies (such as the separately-administered funds and
programmes, research and training institutes, and other subsidiary entities)
• specialized agencies
• and affiliated organizations.
The principal organ of the UN System was the United Nations itself. It consists of
the six principal organs established by the Charter of the United Nations:
• the General Assembly (the main deliberative assembly)
• the Security Council (for deciding certain resolutions for peace and security)
• the Economic and Social Council (ECOSOC) (for promoting international
economic and social co-operation and development)
25
• the Secretariat (for providing studies, information, and facilities needed by the
UN)
• the International Court of Justice (the primary judicial organ)
• and the United Nations Trusteeship Council (inactive since 1994)
26
Sustainable Development Goals (SDGs)
The sustainable development goals (SDGs) are a new, universal set of goals,
targets and indicators that UN member states will be expected to use to frame
their agendas and political policies over the next 15 years.
The SDGs follow and expand on the millennium development goals (MDGs),
which were agreed by governments in 2001 and are due to expire at the end of
2015.
Sustainable Development Goals (SDGs)
27
UNOPS organizational structure is established by the organizational directive No.
15 (OD 15) “UNOPS Global Structure”.
Ethics
ED (ET)
Internal Audit &
Investigations
Group
(IAIG)
Security
HQCPC (ST)
DED/
COO
Infrastructure,
Procurement Quality
Project Mgmt
Group Assurance
Group
Communications &
(PG) (QA)
(IPMG)
Partnership Group
(CPG)
Asia Region
(AR)
Brussels Europe & Central Asia Region

Finance
(ECR)
Group (FG)
Geneva Middle East Region Regional
People &
Change (MR) Offices
Nairobi Group Africa Region
(PCG) (AFR)
New
Legal Group Latin America & Caribbean Region
York
(LG) (LCR)
Tokyo Corporate
Support Peace & Security
Group (PSC)
Washing
(CSG)
ton DC Jerusalem Office
(JO)
Regional Offices
Asia Region (AR)
Bangkok* Afghanistan Cambodia Myanmar Sri Lanka
 Pakistan  India  Bangladesh

 Indonesia  Bhutan
 Nepal
 Maldives
Europe & Central Asia Region (ECR)
Small Water and

Geneva** Dev. Group Serbia Pristina
Grants Energy
Middle East Region (MR)
Amman
 Lebanon
 Yemen
 Syria
 Iraq
Africa Region (AFR)
Cote
DR Congo Ethiopia Ghana Kenya Tunisia
d’Ivoire
 Central  Sudan  Gambia  Somalia
African  Liberia  South
Republic  Sierra Sudan
 Mali Leone
 Senegal  Nigeria
Latin America & Caribbean Region (LCR)
Argentina Panama Peru Haiti

 Brazil  Colombia
 Paraguay  Costa Rica
 Uruguay  El Salvador
 Guatemala
 Honduras
 Nicaragua
 Saint Lucia
29 *incl. Asia HR partner services
**incl. Hosting & Global Fund
Groups
UNOPS’s four core Management Groups – “People and Change”, “Finance”,
“Procurement” and “Infrastructure and Project Management” – are fixtures of the
Organization constituting the backbone of the operational infrastructure. The
purpose of a group is to enable efficient and effective provision of support and
advice to users and external clients while ensuring adequate internal controls.
In addition to the four core Management Groups, other UNOPS functions include:
Legal, Corporate Support (e.g. information and communications technology,
general administration and security), Partnerships and Communications, Business
Improvement, Ethics, Audit and Investigations. These functions may also benefit
from the principles of the practice approach to ensure appropriate linkages and
alignment of related policy, tools and people.
Regions or regional offices

A Regional Office coordinates and integrates delivery of the regional portfolio, and
plays a central role in informing and implementing the corporate improvement
agenda. The purpose of a Regional Office is to oversee and enable efficient and
effective delivery of support to partners and clients in line with the corporate
strategy.
The Regional Office performs these functions vis-à-vis Operational Hubs,
Operations and Projects Centres, as well as Clusters anchored in the region. It is
headed by a Regional Director who reports to the Executive Director with a
secondary reporting line to the Chief Operations Officer.
Operational Hubs and Operations Centres

Operational Hubs and Operations centres manage strategic and operational risk
associated with a subset of the regional portfolio of engagements; developing and
delivering cost-effective services contributing to partners’ sustainable results an
the achievement of UNOPS management results. The purpose of these structures
is to oversee and enable efficient and effective delivery from project centres and
country offices.
The difference between an Operational Hub and an Operations Centre lies in the
net entity revenue target of the structure. The target for Operational Hubs is
slightly higher than it is for Operations Centres. Both structures perform their
functions vis-à-vis Projects Centres and country offices and are headed by a
Hub/Centre Director who reports to the Regional Director.
30
Operations Centres
An Operations Centre is UNOPS primary delivery platform. It is established to
develop and manage a subset of a regional portfolio. The Operations Centre
Director represents UNOPS at the country level and participates in the United
Nations Country Team and the Security Management Team. The purpose of an
Operations Centre is to oversee and deliver cost-effective support to partners and
clients.
Project Centres
A Project Centre is an alternative delivery platform. A Project Centre will normally
be established when the nature of an engagement does not warrant immediate
establishment of a full-fledged Operations Centre. A Project Centre is headed by a
Project Centre Manager who has a primary reporting line to the Regional Director.
The Project Centre Manager represents UNOPS at the country level and
participates in the United Nations Country Team. The purpose of a Project Centre
is to oversee and deliver cost-effective support to partners and clients. In most
cases a Project Centre will be established for the purpose of developing a portfolio
warranting the establishment of an Operations Centre.
Clusters
A Cluster is an alternative delivery platform, headed by a Cluster Manager who
reports to the Regional Director.
A Cluster is a thematic, or otherwise defined, business unit tailored to specific
partner and client needs for coordinated global or multi country delivery of
programmatic support. Examples: Peace & Security Cluster (PSC), Water &
Energy Cluster (WEC)…
The purpose of a Cluster is to enable and oversee cost-effective delivery of
support to partners and clients. As appropriate, the Cluster will deliver support
directly to partners and clients, or institute modalities enabling coordinated
integration of delivery into the portfolio of other business units.
ELearning
An online induction course for all new staff-members of the entire UN system is
available. To understand better the UN system, we strongly recommend you to
take this course.
www.unssc.org/W2UN/
31
A Prezi presentation explaining UNOPS organizational structure and work is
available on Discover UNOPS intranet site.
32
How UNOPS
works
About this chapter
This chapter provides you with an overview of how we work at UNOPS, serving
our partners and people in need.
UNOPS helps contribute to a UN "fit for purpose" by ensuring a high level of
excellence and risk management in our implementation operations, while
promoting resilience and national ownership throughout all of our work.
Sustainability, focus and excellence. These are the key messages in the new
strategic plan that will guide UNOPS from 2014-2017.
The plan provides direction and focus for the organization. It highlights
sustainability and national capacity development, a focus on project management,
infrastructure and procurement, and renewed efforts to bring excellence to how
we work, and the services we provide.
By doing so, we will better support partners in their peacebuilding, humanitarian
and development work serving people in need. We make a difference.
The strategic framework of UNOPS establishes its identity and direction for the
planning period. It provides the results framework, the approach to results-based
management and results-reporting, and accountability for both.
33
The UNOPS identity is articulated through its mission, vision and values. (see
“What we do” section)
UNOPS strategic goals drive its focus on national capacity and sustainability.
Three contribution goals guide and provide focus for what UNOPS contributes to
partners’ results and their achievement of development outcomes, and how it
does so.
In addition, four management goals provide direction for UNOPS to improve its
ability to provide partners with high-quality services and ensure the viability of its
business model. (Figure 1 below)
Figure 1: UNOPS results framework
34
35
UNOPS results
UNOPS 2014 Annual brochure provides an overview of who we are, where we

work, our priorities and our main partners. It also showcases key results achieved
in 2014. Below an aggregate of key operational results completed on behalf of
partners around the world in 2014.
36
UNOPS Partners
In 2014, UNOPS supported more than 1,200 projects worth $1.2 billion on behalf
of such partners and this visualization shows implementation expenditure
according to partner type.
UNOPS partners include:
• UN agencies, funds and programmes: UNICEF, UNDP, WHO, etc.
• International financial institutions: World Bank, African Development Bank, etc.
• Intergovernmental organizations: European Union, etc.
• Governments: UK, US, Italy, Afghanistan, Haiti, etc.
• Non-governmental organizations: Interpeace, etc.
• Foundations and the private sector: Bill and Melinda Gates Foundation, etc.
37
UNOPS counts hundreds of qualified women who contribute to make it the

dynamic and efficient organization it is. But, women only count for about 34% of
the overall personnel (as of September 2015). As we recognize that diversity in
the workforce (diversity of gender, background, and professional and social
experience…) is an asset to better address our partner’s challenges and needs,
UNOPS set targets in the strategic plan to improve the gender balance of the
personnel.
In 2013, UNOPS adopted a corporate framework for gender mainstreaming which

establishes a basis for projects and partners to promote gender equality and
defines the core standards of performance for its personnel.
“The key objective is that UNOPS activities are designed and implemented in a
manner to contribute to gender equality in clearly defined ways. For projects,
these are developed for and with partners as an intrinsic element of the project
planning and implementation processes. Internally, these are developed in
coordination with UNOPS personnel at all levels and across all groups through
specific goals and supported by gender-specific data and indicators.”
38
ELearning
The completion of the 3 first modules of UN Women’s “I Know Gender” e-learning
is mandatory for all personnel.
Strategic Plan 2014-2017
Gender equality intranet site
Gender community
Gender Factsheet
Infographic on Gender Equality on Discover UNOPS intranet site.
39
Sustainability
at UNOPS
About this chapter
This chapter provides you with an overview of UNOPS’s work on sustainability.

UNOPS will is to become a global leader in the implementation of sustainable
practices with the aim of more effectively serving human development.
In our current strategic plan (2014-2017) we have made a clear commitment to
working in a more sustainable manner across our core areas; Infrastructure,
Project Management and Procurement.
This section explores the dimensions of sustainability and how it’s embed in what
we do.
Focus on sustainability
Sustainability is not simply about the attempt to build roads that can last a
thousand years but rather those that provide safe access for children to get to
school or for communities to reach market. We need these roads not only to be
constructed to excellent international standards, reducing the environmental
impact in both their construction and use, but crucially we also need to make sure
that communities have the ability to maintain them themselves afterwards for the
use of future generations.
The UNOPS approach to sustainability is framed by the three mutually reinforcing
dimensions of sustainability.
Equitable economic growth

• Ensuring optimum economic value by pursuing effective management and
investment strategies and practices;
40
• Supporting livelihoods through the creation of local employment and
income opportunities, enhancement of market access, and use of
local suppliers;
• Considering, where possible, the total cost of ownership (financing,
operating, maintaining and replacing assets);
• Upholding the principles of transparency and accountability.
Social justice and inclusion

• Facilitating a rights-based approach, and the exercise of due
diligence and respect for international human rights principles;
• Engaging local communities and beneficiaries and ensuring
equitable access to project benefits, with particular emphasis on
protecting the most vulnerable individuals and groups;
• Facilitating access to food, water, sanitation, energy, health,
education, justice and security related services;
• Mainstreaming gender equality in all activities.
Environmental impact
• Mitigating adverse impacts on the environment and improving
biodiversity and ecological resilience;
• Using renewable resources, taking into account the interactions
between human development and environmental sustainability;
• Increasing the resilience of nations and communities to natural
disasters.
Figure 1: 3 + 1 dimensions of sustainability
National Capacity
Equitable
Economic Growth
We have committed
to encourage local
procurement, using
local workforce and
committing to working
ourselves out of the
job by up-skilling Environmental Social Justice
Impact and Inclusion
local governments to
take over from us.
41
Global Reporting Initiative and sustainability reporting
Sustainability reporting can help organizations to measure, understand and

communicate their economic, environmental, social and governance performance.
Sustainability – the ability for something to last for a long time, or
indefinitely – is based on performance in these four key areas.
Global Reporting Initiative is a multi-stakeholder network of thousands of
individual experts and representatives of diverse society groups, (e.g. business,
NGOs, experts, academic institutes), in more than 30 countries. They participate
in governance bodies, use GRI Guidelines or GRI based reports and/or contribute
to developing the Reporting Framework in other ways – both formally and
informally.
Since 1999, GRI has provided a comprehensive Sustainability Reporting
Framework that is widely used around the world. The cornerstone of the
Framework is the Sustainability Reporting Guidelines. As a result of the credibility,
consistency and comparability it offers, GRI’s Framework has become a de facto
standard in sustainability reporting.
UNOPS is now working towards becoming a global leader in the implementation

of sustainable practices by consolidating and reporting sustainability initiatives
using the Global Reporting Initiative (GRI) principles.
UNOPS has the ambition to publish its first Sustainability Report in accordance
to the ''Core'' level of GRI in 2016 and a first step towards this is to define the
material topics which our organization can report on and to set up the reporting
boundaries.
42
Sustainability site on UNOPS intranet
Infographic on sustainability on Discover UNOPS intranet site.
43
44
SECTION 2:
WORKING
AT UNOPS
45
UNOPS tools & systems
Early essentials
The intranet
oneUNOPS
Learning site
Communicating and collaborating
Work environment and wellbeing

Work/life balance
Harassment at the work place
UNOPS legislative framework
Gender Policies
Your Compensation
Insurance
Provident Fund
Merit rewards
Your professional development

Mobility
Talent benches
Completing your induction
46
UNOPS tools
& systems
About this chapter
These tools and resources are designed to help you access and contribute
information related to your work and the work of UNOPS. The tools come in the
form of software, websites, and documents, such as guidebooks and manuals.
Over the following pages we briefly introduce the most important UNOPS work
tools.
Prior to your first day, you’ll receive your UNOPS credentials. You’ll need them to
access to your laptop, your Outlook account and the intranet,.
Your ICT support team will also provide you with guidance for the use of the
printers and the setting of your desk phone.
Early essentials
The intranet
The Intranet is the internal online repository of information related to UNOPS and
its personnel. Updated information related to all regions, groups, policies, projects,
links to working tools, and many other resources can be found there. The Intranet
is only available to personnel-members of UNOPS. You may enter the Intranet by
going to intra.unops.org.
47
Figure 1: Intranet Homepage
John DOE
oneUNOPS: UNOPS new ERP
oneUNOPS will serve as our single entry point to all the IT-systems and tools we
use in our everyday work. oneUNOPS could be thought as a way to
update UNOPS 'engine room'. The current 'engine room' is made up of a number
of separate IT systems, such as the leads system, GloCon (Global Contracts), the
Management Workspace and Atlas (UNDP’s ERP we use since the creation of
UNOPS). These systems will be redesigned and brought together on one
integrated, global platform: oneUNOPS.
oneUNOPS will officially be launched on 1 January 2016. From this date, we will
only need to log-in once to get access to all of UNOPS internal tools, and we will
be able to do everything we currently do – and more - through oneUNOPS.
48
Management Workspace
This tool will become your best friend as it consolidates all UNOPS data from
corporate performance to human resources analytics.
Projects data centre
This site, accessible to all public, is a platform that provides users with dynamic
and linked information about over 1,000 ongoing projects around the world.
Explore UNOPS work and get to know how we serve people in need.
Learning site
The Learning site provides you with an overview of UNOPS learning and
development activities, with the corporate expectations for core (mandatory),
recommended and optional learning activities. We encourage you to take a look at
the available training and consider learning and development activities as a mean
to enhance and improve individual and business performance.
The courses catalogue is available for download on the Learning site.
Figure 2: UNOPS Learning site

John DOE
49
UNOPS website
UNOPS website www.unops.org is used as number one resource for external

communication.
Figure 3: UNOPS website
Communicating & Collaborating

External communication
UNOPS is present on Facebook, LinkedIn, Twitter, YouTube and Flickr. Through
this presence on social media channels, UNOPS ensures constant and
transparent communication to its different stakeholders and to the world.
50
UNOPS supports several campaigns on its social media channels like the
following ones:
* TB stands for Tuberculosis
Internal communication
At UNOPS, we use the following collaborative communication tools:
Microsoft At UNOPS, we use Outlook email service as

Outlook our primary communication tool.
UNOPS intranet serves as a knowledge

management system, communication
SharePoint channel but it also hosts teams sites,
communities sites and is in itself a corporate
social network.
Skype is the standard instant messaging tool

Skype
used in UNOPS between colleagues.
Web based conference software, WebEx, is

WebEx used to join UNOPS people together in
meetings over the internet.
Storing documents online, sharing them with

colleagues and co-authoring is possible with
OneDrive OneDrive private cloud. Each colleague has
access to this service and we strongly
recommend you to use it.
51
ELearning
Communications online team is developing a series of Intranet self paced training
modules. Discover them here.
Guidelines on how to use OneDrive and on document management
52
Work environment
and wellbeing
About this chapter
The objective of this chapter is to introduce you to UNOPS’s work environment.

The chapter discusses what shapes UNOPS’s work environment from policies on
work/life balance and harassment at the work place, initiatives to increase
personnel engagement, gender mainstreaming to general policies that govern
how we do our work.
Work/Life balance
The Work Life Harmonization policy is designed to support personnel and
managers in meeting UNOPS business goals in a more effective manner. All
requests for flexible working solutions must be considered by the managers
against the goals of the individual and the work plan of the team.
At UNOPS, we offer the following types of flexible solutions:

• Flexible working schedule
• Telecommuting
• Compressed work schedule
• Part time work
• Job share
• Tailored flexible working arrangements
More information to be found on the intranet under Resources | Support > HR

processes and support > Work-life Balance.
53
Harassment at the workplace
UNOPS supports the commitment that all international organizations must have
"zero tolerance" for discrimination and harassment in the workplace and will not
tolerate conduct that can be construed as discrimination, harassment, sexual
harassment, or abuse of authority. Such behaviour or conduct is contrary to the
Charter of the United Nations, to the Standards of Conduct for the International
Civil Service, and the United Nations Staff Regulations and Rules and personnel
responsible for such behaviour or conduct may be subject to appropriate
administrative or disciplinary procedures.
UNOPS takes pride in creating and maintaining a work environment that fosters
cooperation, fairness, integrity and respect for diversity. In support of achieving
these objectives, basic principles govern the behaviour of personnel. They are
clear, they are not subject to interpretation and they apply to all persons working
for UNOPS, irrespective of location, function, seniority or contractual status.
Please find here UNOPS code of conduct.
The policy on Prohibition of Discrimination, Harassment, including Sexual

Harassment, and Abuse of Authority (OD 08), was promulgated to ensure that all
personnel of UNOPS are treated with dignity and respect and are aware of their
roles and responsibilities in maintaining a workplace free of any form of
discrimination, harassment, including sexual harassment, and abuse of authority
‘Engagement’ is the extent to which our personnel are motivated to contribute to

UNOPS success. A strong and consistent link has been identified between
engagement and various performance measures including personnel retention,
customer satisfaction and financial performance.
Engagement is influenced by various work experiences and processes that impact
how people view their work and the organization. These experiences and
processes are the ‘drivers’ of engagement and are the focus points for action in
the engagement survey process.
54
To measure personnel engagement, UNOPS partnered this year with
PricewaterhouseCoopers (PwC) to conduct an all-personnel-engagement-survey.
UNOPS People Survey is an important opportunity to improve your work
experience while helping shape the future of UNOPS. Honest feedback is
extremely important to this organization’s future and helps make informed
decisions about where improvements or changes where necessary.
UNOPS legislative framework
UNOPS legislative framework is developed from both UN-wide and UNOPS

specific requirements and is outlined by the following structure:
• External legislation: UN-wide or UNOPS specific requirements

• Organizational Directives (ODs): Organization-wide policies on strategic,
governance, and/or oversight matters
• Administrative Instructions (AIs): General guidance on implementing the above
policies
• Practice and quality management system (PQMS): Processes, instructions and
supporting guidance on the UNOPS way of working
What are OD's?

Organizational Directives (OD's) are organization-wide policies issued by the
Executive Director to govern actions within UNOPS and/or external relations.
OD's contain information with institutional consequences that arise from strategic,
governance and/or oversight matters, such as external communication, control
and oversight, and client relations.
What are AI's?
Administrative Instructions (AI's) issue instructions, procedures and business
process maps for implementation of superior United Nations legislation applicable
to UNOPS or OD's. AI's contain information with institutional consequences that
arise from responsibilities assigned to the relevant group. AI's shall require the
approval and signature of the relevant Group Lead.
What is the PQMS?
The PQMS provides an overview on UNOPS practices and a detailed guide to
their mandatory processes. The practices are owned and maintained by the
Groups’ Leads. In addition, instructions, templates and related roles are available
on the intranet for your reference.
55
Gender policies
This policy establishes the basis for UNOPS programmes and projects with
partners to promote equality between women and men, and defines the core
standards of performance that are expected from its personnel and in all their
activities. This policy also addresses the responsibilities and expectations of
UNOPS personnel at all levels.
Gender-equality is considered a core matter cutting across all groups within
UNOPS’ operations.
UNOPS Policies On Gender Equality

AT THE STRATEGIC LEVEL
The Strategic Plan 2014-2017 provides two gender-related Key Performance
Indicators (KPIs):
• a business process perspective KPI which plans to screen 100 percent of

projects using sustainability standards, including gender markers.
• a people process perspective KPI on gender equality which plans to increase

by 10 percent the share of females in the overall workforce and the share of
females in the international professional categories of the UNOPS workforce,
including level P5 and above (senior levels).
AT THE POLICY LEVEL

AT THE OPERATIONAL LEVEL

UNOPS created a gender Community of Practice, which has more than 80
members and which developed a comprehensive gender work plan for 2014
aligned with the requirements of UN SWAP.
56
Gender equality site
Policies and Procedures Site
PQMS site
YouTube video on Gender Policies at UNOPS
57
58
Your
Compensation
About this chapter
The objective of this chapter is to give an overview of UNOPS’s compensation

model. The chapter presents the fees setting, depending on the contract modality,
as well as Insurance, Provident Fund, Merit rewards, Special position allowance.
At UNOPS, we distinguish two types of contracts:
ICA contract
The Individual Contractor Agreement (“ICA”) is a UNOPS legal instrument used to
engage the services of individuals who are not staff. The ICA falls within the
UNOPS procurement regime and It aims at providing UNOPS with a flexible and
competitive contract modality, which aims to attract and retain high quality
personnel.
UN Staff contract
United Nations staff contracts offer an attractive remuneration package with
competitive pay and benefits. Staff members at UNOPS perform primary functions
and are employed under temporary or fixed-term appointments.
Fixed-term appointments are granted for service of a prescribed duration, for a
period of one year or more, up to five years at a time. Temporary appointments
are granted for less than one year to meet seasonal or peak workloads and
specific short-term requirements. Both appointment types have Professional or
General Service categories.
59
N.B: As of January 2016, 85% of UNOPs personnel are ICA holders.
Fee and salary setting
• For staff members

Salary scales for staff members are determined by the ICSC (International Civil
Service Commission).
The ICSC is an independent expert body established by the United Nations
General Assembly. Its mandate is to regulate and coordinate the conditions of
service of staff in the United Nations common system, while promoting and
maintaining high standards in the international civil service.
• For international ICAs

A fee setting tool for international ICAs exists and can be found here.
The tool considers several criteria like the position level, the applicant work
experience, the cost of living of the duty station and its hardship classification,
as well as eligibility for rest and recuperation (R&R) and danger pay.
• For local ICAs

You’ll find in this section of the intranet a list of documents representing the
country scales for almost all countries. UNOPS local ICA fee is aligned to the
ICSC salary scale.
Insurance
Health and insurance helps protect our personnel or their family from financial loss
for costs incurred because of sickness or injury. At UNOPS, we offer different
options and type of coverage. These options depend on the type of contract you
hold.
Insurance options for ICA holders and staff contractors are issued by different
authorities and thus are different.
As stated above, staff members benefits and entitlements are determined by the
ICSC.
The following table gives an overview of the coverage UNOPS provides for
international and local contractors but it’s not exhaustive. For the full list of
insurance, please consult the health and insurance page on the intranet under
“Working at UNOPS” section.
60
Insurance International ICA Local ICA
Health insurance
Insurance for service-incurred

injury, illness or death
Malicious Acts Insurance Policy
(MAIP)
Death and Permanent Disability
Merit Rewards
UNOPS has a reward program that value and compensate our personnel
contribution. The programme is driven by organisational performance – taking into
account corporate, regional, business unit and individual performance and is
designed to use resources wisely to focus and engage personnel on the
organisation’s targets.
The merit rewards are based on net revenue targets (not delivery), ensuring that
we recognise efficiency and results.
Merit rewards apply to both staff and ICAs. Personnel engaged under ICA retainer
or lump-sum contracts are not eligible for merit rewards.
The reward is based on two elements:
a) The salary reference point for your personnel category - either Director,
International, national professional or local support in December 2014
b) The financial performance of your region and business unit.
More details can be found on t the Merit Rewards intranet page.
Provident Fund
All ICA holders, both Local ICAs and International ICAs, have the option of
participating in the UNOPS Provident Fund.
There are two contribution types in this scheme - Mandatory Provident Fund
Contribution and a Voluntary Contribution.
Mandatory Provident Fund Contribution is applicable only to LICA contract

holders. All eligible LICAs are automatically enrolled into the UNOPS-PF.
Participants receive a welcome email from Zurich International with a guide, plan
overview and instructions on how to activate their account. Participants need to
61
activate their online profile and also designate their beneficiaries in the online
platform.
All ICA holders with a regular month contract of minimum three months duration
have the option to participate in the UNOPS Provident Fund via voluntary
contribution.
Compensation page on the intranet
62
Your professional
development
About this chapter
The objective of this chapter is to illustrate the opportunities UNOPS offers you to
develop your skills and career. The chapter discusses all potential learning
opportunities, how we manage performance at UNOPS, initiatives for internal
mobility at UNOPS and talent management mechanisms such as talent benches
to internally develop targeted population.

UNOPS offers a holistic approach to learning including personal, professional and
leadership development focused on a continuous learning model. Our continuous
learning model is composed of four main elements that need to be in place to
support our personnel to develop and improve performance. The elements are as
follows:
a) Education: Formal learning events (e.g. classroom training, e-learning, exam
certifications, professional certifications, internal certifications, among others);
b) Exposure: Development by building connections. It involves interaction and
relationships. (e.g., professional conferences, volunteer assignments, COPs,
coaching and mentoring);
c) Environment: Tools and systems used on the job to learn or support our
personnel in the work (e.g., IT systems, job aids, performance support tools,
and online asset libraries); and
d) Experience: A fundamental part of learning continuously is the application of
the knowledge acquired and the opportunity to learn by doing. It includes
stretch assignments, job rotations, special projects, among others, aiming at
developing skills and competences in certain area.
63
Talents benches
“Talent benches” are internal rosters for business critical roles. They are designed
to further strengthen UNOPS capacity to identify internal talent and to enable
succession planning for business critical roles that UNOPS will recruit for
periodically. The talent bench members are those candidates who have been
assessed and endorsed as most suited to the foreseeable needs for these
recruitments.
Talent benches will be established to identify internal candidates for future
opportunities in leadership and business critical roles, as they may arise. Talent
benches will be based on a consistent and robust approach to identify qualified
internal candidates, succession planning, as well as to support mobility and drive
a more diverse workforce (gender and geographical).
In filling talent benches, and without prejudice to priority given to internal
candidates, UNOPS former personnel (staff member and ICA) who have been
under contract with UNOPS for 12 months over the last 18 months, with
satisfactory performance, may be considered.
Talent benches shall be established based on business needs, and coordinated
by the People and Change Group (PCG).
Mobility
By introducing the new talent management framework in September 2015, we
shifted from a forced mobility for all staff members in a fixed time frame to a more
flexible rotation for all management roles.
Mobility is no longer mandatory for all staff members and the notion of rotational
and non-rotational posts does not apply anymore. Mobility will apply to the roles
for which a talent bench has been established and will be linked to professional
development opportunities. At the same time, we will specifically encourage
international staff serving in hardship locations beyond two years; to reach out to
PCG should they wish for career support.
Application criteria for a bench will include an aspiration for international mobility
and mobility will be recognised in selection from a talent bench. Mobility and
diversity will be integrated into succession planning, through the use of benches.
Internal talent for senior roles – will be identified and assessed in advance of
immediate requirements – provides a longer term planning horizon.
64
Learning site
New Talent Management Framework
65
Performance
Management
About this chapter
This chapter gives you an overview of how we manage performance at UNOPS.

offers you to develop your skills and career. The chapter discusses all potential
learning opportunities, how we manage performance at UNOPS, initiatives for
internal mobility at UNOPS and talent management mechanisms such as talent
benches to internally develop targeted population.
Performance management at UNOPS

Performance management of personnel means:
“a continuous process of identifying, measuring, and developing the performance
of individuals and teams and enabling the alignment of individual performance
with corporate goals”.
UNOPS people are the organization’s most important asset. Our ability to attract,
motivate, and retain high performing personnel is key to the success of our
organization. This is reflected in one of the organization’s corporate goals, which
focuses on the recruitment, development and retention of talent in the
organization. Performance Management is the cornerstone of UNOPS People
Strategy, providing the framework to recognise and reward excellent results.
Performance appraisal is the process of evaluating and recording individual

performance, including strengths and weaknesses. The completion and
participation of personnel and supervisors in the yearly performance appraisal
process is a very important for the continued professional development of our
workforce. Therefore, personnel and supervisors must dedicate sufficient time and
efforts to prepare and complete the performance appraisal process.
66
The above figure illustrates the performance management cycle which has 3 key
milestones, coupled with ongoing feedback.
Holding mid-year reviews is highly recommended. They provide an excellent

opportunity for a more structured discussion. These conversations help to ensure
that objectives continue to be aligned to corporate priorities. No evaluation is
required, these meetings give you an opportunity to give and receive constructive
feedback and address key challenges.
67
Performance Management intranet site
Giving and receiving feedback
Defining SMART objectives
Performance Management - Video
68
Completing
Your Induction
By working through this Manual, you should now have a much better idea of how
UNOPS works and how you will work within the organization.
Remember, all your colleagues were once new to UNOPS at some point but since
then, they’ve learned a lot and they can be a great source of comfort and support
to you. Your induction or orientation should not be a solitary, isolated experience.
If you have consulted and worked through all the relevant resources
recommended in this Manual and in the full onboarding curriculum, you should
feel after three months that you are more informed about and prepared for work
at UNOPS.
The Buddy Programme

The Buddy Programme is the link between new colleagues and local colleagues
at UNOPS. We make sure that every new colleague is well taken care of by a
local so that they feel welcome in their new country and at UNOPS. Learn more
about the Buddy Programme by reading the Buddy Book.
“Discover UNOPS” intranet site

As part of onboarding process, you must visit and explore the Discover UNOPS
intranet site. It provides you with a comprehensive and larger overview of the
organisation, its policies and procedures and its internal and external
environments. For each area of work (project management, procurement,
infrastructure, support services, clusters), we suggested a selection of internal
resources to go through. Go through the selected materials and discuss your
questions with your supervisor and your colleagues.
Data centre
As we exposed in the paragraph ‘Essentials’ of this section, you can explore
UNOPS, its projects, partners, resources, countries where it operates via the data
website or the internal tool. Find your office/region/cluster and learn more about it.
69
70
SUBSCRIBE TO OUR NEWSLETTER
HERE
FOLLOW US ON SOCIAL MEDIA
71

UNOPS Orientation Manual EN

Uploaded by

Copyright:

Available Formats

You might also like

UNOPS Orientation Manual EN

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

UNOPS Orientation Manual EN

Uploaded by

Copyright:

Available Formats

©UNOPS/F.

FEKI – March 2016

SECTION 1: ABOUT UNOPS

How UNOPS works

UNOPS tools & systems

Work environment and wellbeing

Your professional development

Completing your induction

Working at UNOPS is challenging, varied In addition there are several mandatory

In this manual, you will also be guided to a

Welcome and Congratulations

Welcome to UNOPS, if you are a new colleague. Congratulations on your new

Section 2: Working at UNOPS is focused more on you in your capacity

How to use this orientation manual

About this chapter

Advanced Security in the Field

Prevention of Harassment, Sexual

How UNOPS works

About this chapter

On 20 December 2010, the United Nations General Assembly adopted a

Mission, vision, values and diversity

Vision: advance sustainable practices

Values: service to others

UNOPS offers a wide range of cost-effective infrastructure services. Specifically,

UNOPS partners benefit from a focus on quality procurement, highly competitive

The objective of this chapter is to provide you with an overview of the

UNOPS in the UN system

The United Nations System includes:

Sustainable Development Goals (SDGs)

Brussels Europe & Central Asia Region

Asia Region (AR)

Bangkok* Afghanistan Cambodia Myanmar Sri Lanka

 Pakistan  India  Bangladesh

Europe & Central Asia Region (ECR)

Small Water and

Middle East Region (MR)

Africa Region (AFR)

Latin America & Caribbean Region (LCR)

Argentina Panama Peru Haiti

Regions or regional offices

Operational Hubs and Operations Centres

Strategy: UNOPS 2014-2017

Figure 1: UNOPS results framework

UNOPS 2014 Annual brochure provides an overview of who we are, where we

UNOPS counts hundreds of qualified women who contribute to make it the

In 2013, UNOPS adopted a corporate framework for gender mainstreaming which

This chapter provides you with an overview of UNOPS’s work on sustainability.

Equitable economic growth

Social justice and inclusion

Figure 1: 3 + 1 dimensions of sustainability

Sustainability reporting can help organizations to measure, understand and

UNOPS is now working towards becoming a global leader in the implementation

Work environment and wellbeing

Your professional development

Completing your induction

Setting your workspace

oneUNOPS: UNOPS new ERP

Projects data centre