Joint Statement: Board of UNICEF Annual Session - Address by the Chairperson

Joint Statement delivered by H.E. Ms. Anna Jóhannsdóttir, Permanent Representative of Iceland,
Executive Board of UNICEF ANNUAL SESSION 2026
Item 17: Address by the Chairperson of the UNICEF Global Staff Association
18 June, 2026

Mr. President, Madame Executive Director, distinguished staff association representatives, distinguished colleagues,

I deliver this statement on behalf of the following cross-regional list of member states: Belgium, Bulgaria, Canada, Denmark, Equatorial Guinea, Eritrea, Estonia, Eswatini, Finland, Germany, Ireland, Japan, Lesotho, Liechtenstein, Luxembourg, Mauritania, the Kingdom of the Netherlands, Nigeria, Norway, Senegal, Sweden, United Republic of Tanzania, Ukraine, and my own country Iceland.

We thank the Chair of the Global Staff Association for a frank and thoughtful intervention. We commend the courage of staff representatives who speak up at a time of profound change for UNICEF.
UNICEF’s greatest asset is its people. The concerns voiced today go to the core of UNICEF’s ability to deliver for children. As strong supporters of UNICEF, we take these signals very seriously.

We recognize that the Future Focus Initiative, office consolidations, and workforce adjustments are taking place in a context of tight and often unpredictable funding. We also recognize the need for UNICEF to adapt in order to remain effective and efficient. But reform cannot come at the expense of the wellbeing and trust of staff. If staff are let go due to these realities, it is key that it is done in a dignified and compassionate manner. For us, a “fit for purpose” UNICEF is one that is also fit for its staff.

Allow me to highlight four points.

First, on transparency and communication. We fully support the call for predictable, timely, and honest communication with staff, including at country level. Uncertainty is sometimes unavoidable; opacity is not. We encourage UNICEF management to systematically explain the rationale for decisions, to engage staff early in change processes, and to ensure that feedback loops are in place. Direct staff consultation is key. Feedback mechanisms should be safe, accessible and followed by visible action. Where staff have experienced challenges or harm as a result of reforms, there should be avenues for redress and course correction. The Board stands ready to support management in strengthening this culture of open dialogue.

Second, on staff representation. We attach great importance to strong, independent staff representation as a cornerstone of a healthy organizational culture. We are concerned by the reported decline in willingness to take on staff representative roles and by fears of potential repercussions. We expect UNICEF to uphold the freedom and protection of staff representatives, and to ensure that they can perform their roles without fear and with adequate time and recognition. We would welcome further reporting to the Board on how these safeguards are being implemented in practice.

Third, on safety and duty of care. We express deep appreciation for the dedication and professionalism of UNICEF staff. We are acutely aware that many colleagues face repeated emergency deployments, long separations from family, and exposure to trauma and moral distress. National staff, in particular, often remain in duty stations throughout crises, bearing the brunt of insecurity and economic hardship. Many UNICEF staff work in insecure contexts and face risks  on a daily basis. We pay tribute to the UNICEF colleagues who lost their lives. We expect that security management and duty of care remain central in UNICEF’s operations and that lessons learned from security incidents are translated into concrete improvements.

Fourth, on leadership, accountability, and career perspectives. We strongly endorse the Staff Association’s call for compassionate leadership and a robust accountability framework. Managers at all levels must model the values of the organization and create an environment where staff feel respected, heard, and supported. We are particularly attentive to the situation of early- and mid career staff, whose motivation and development are essential to UNICEF’s future. We encourage UNICEF to invest in clear career paths, learning opportunities, and transparent talent management, and to share with the Board how these issues are being addressed within the broader reform.

Mr. President,

We will continue to be a committed partner to UNICEF and its staff. We support the necessary transformation of the organization, but we expect this to be a transformation with staff, not a transformation imposed on staff. We expect continued, structured dialogue between management and the Staff Association, at global, regional and country levels. We look forward to hearing, at future sessions of this Board, how the concerns raised today have been translated into concrete action.

Thank you.