UNITED NATIONS, New York, Oct 13 – Following are UN Secretary‑General António Guterres’ remarks to the Fifth Committee (Administrative and Budgetary), in New York today:
I welcome this opportunity to introduce the proposed programme budget for 2022. The context for this presentation remains a world upended by the COVID‑19 pandemic. The pandemic has revealed fractures in our societies, inadequate health care, gaps in social protection, structural inequalities and massive shortcomings in financing and global solidarity.
But times of crisis can also bring out the best — and show what is possible when we work together. Around the world — and thanks to your support and engagement — the United Nations has stayed and delivered.
We helped the world respond to the immediate effects of the pandemic, from the health response to its devastating socioeconomic impacts. We delivered medical, food and humanitarian supplies, provided electoral assistance, undertook mediation efforts and led and supported peace talks.
We called for a global ceasefire, and appealed for action to address the alarming rise in domestic violence that has accompanied the pandemic. We protected and spoke up in defence of the human rights of the most vulnerable and marginalized.
We did all of this complex and wide‑ranging work while navigating a serious liquidity crisis. And throughout, our reforms remained on course. We are well into the third year of implementation and the benefits are visible.
The COVID‑19 pandemic was an early test of our reforms, which enabled us to adjust our business operations and respond quickly to the needs of countries. Unlike in past emergencies, the Secretariat did not need to create new structures to manage the response. The new reform structures in development, peace and security, and management already in place facilitated a unified and agile response to the pandemic, saving time and money.
In a matter of months, United Nations country teams rolled out 121 socioeconomic response plans covering 139 countries and territories. More than $3 billion was repurposed, and an additional $2 billion was mobilized, to prioritize immediate support.
According to independent surveys, over 90 per cent of Governments in developing countries agree that Resident Coordinators helped ensure a coherent United Nations response to the pandemic.
And our ongoing reforms are yielding results. Ninety‑one per cent of host Governments indicated that the United Nations today is more relevant to their country’s development needs when compared to three years ago. Ninety‑two per cent felt that the new cooperation frameworks have enabled them to address effectively and respond to national priorities. And more than 80 per cent of Governments confirmed we were successful in targeting at‑risk groups, those most hurt by this crisis.
The Resident Coordinators are now drawing on assets across the three pillars to support the achievement of the Sustainable Development Goals.
The peace and security reforms have allowed us to begin implementing comprehensive regional strategies, leading to greater harmonization of action with regional and subregional organizations and other stakeholders. There is now a single point of contact for peacekeeping and special political missions operating in the same region, with distinct but complementary mandates. A strengthened Peacebuilding Support Office now serves as a dedicated “hinge” with the development pillar.
Management reform has brought substantial changes in structures, accountability, delegation and internal operations. These have been critical to sustain business continuity during the pandemic.
The reforms enabled us to quickly adjust policies and procedures to accommodate the new realities on the ground; at the same time, we had dedicated capacities that could focus on key areas of concern, such as health and supply chain management.
The new division of labour between strategic and policy functions and operational functions has proven especially useful. Dedicated resources for policy were quickly able to adjust frameworks for new remote working arrangements and other policies, while the Department of Operational Support was able to provide dedicated service to all entities in the United Nations Secretariat.
In human resources, affected policy and guidance were revised and published quickly in consultation with key stakeholders to adjust to the situation on the ground. Additionally, the Department of Operational Support created a dedicated way to respond to urgent COVID‑19 queries in less than one business day.
A system-wide medevac system was established and managed by the Secretariat. And we rolled out a programme to vaccinate personnel in countries where the local health systems could not provide vaccines to our personnel. This ensured that the United Nations system was able to support countries and communities with their response efforts to the pandemic. This unprecedented operational collaboration with the wider system was made possible by our reforms.
The end-to-end supply chain structures enabled the Secretariat to act more nimbly. Emergency procurement procedures were activated. Personal protective equipment and medical equipment were successfully sourced and supplied to duty stations in need. Decentralized procurement authority was raised to allow for more local procurement of critical goods and services. The enhanced delegations of authority have provided critically needed operational responsiveness and flexibility on the ground.
Meanwhile, a unified information technology structure allowed us to jointly utilize corporate tools for communications and remote working arrangements. Our main communication tools are now also accessible system‑wide, allowing us to coordinate our response efforts with the funds, programmes and specialized agencies.
We have also continued to strengthen our internal control framework. I signed the Secretariat’s first Statement of Internal Control earlier this year, marking an important milestone towards achieving greater accountability. The Statement provides assurance to Member States that Secretariat‑wide mandated activities are being implemented effectively and efficiently; that financial reporting is reliable and compliant with International Public Sector Accounting Standards; and that regulations, rules and procedures adhere to the regulatory framework.
More work on our reforms remains, and we will increase our efforts to improve effectiveness and better support Member States. But one year on, I am proud that our reforms have allowed us not only to respond quickly and effectively to the challenges of an unprecedented global pandemic, but also enabled us to survive one of the worst financial crises in more than a decade.
The programme budget I am presenting today is the third since Member States approved, on a trial basis, the biggest change in our planning and budgeting processes in decades. The move from a biennial programme budget to an annual exercise is a major step towards more realistic budgeting and a greater focus on results.
It has improved the accuracy of our resource estimates, enabled us to adapt more quickly to changes in mandates and allowed us to adjust our planning based on actual programme performance, thereby improving mandate delivery and accountability for results.
The annual cycle also provides Member States with an opportunity to give more frequent direction on resource allocations for the Organization, and to align those decisions with recent or sudden events, such as the global pandemic.
We are now able to adjust our programme planning and incorporate lessons from the response to the pandemic into the budget for 2022. If we still lived with biennial budgets, such steps would have had to wait until 2024‑2025.
Last year, I indicated that this reform would be an ongoing process, and that I looked forward to receiving your guidance on any areas that we can improve further. The document before you reflects that guidance. One such improvement is the inclusion of more than 1,000 examples of the benefits that the United Nations helps to bring about through its global operations.
While change always poses challenges, positive signals continue to be received from all stakeholders. Both of your advisory committees have shifted their attention away from the presentation format of the budgets, hence allowing more focus on resource and programmatic discussions. I am encouraged by the positive reactions and the momentum the annual budget is generating towards a more results‑oriented culture.
As part of this new culture, more than 1,000 programme managers continue to engage in the formulation of planning and budget proposals, assessing their work and performance. In Part A of the document, we are now reporting on the performance of our programmes in 2020. In instances where our performance fell short, we make adjustments to ensure better results in 2022, not 2024‑2025.
The annual programme budget includes a multi‑year account of measurable results. This year’s budget includes measurable planned results for 2021 and 2022, and measurable actual results in 2018, 2019 and 2020 for each of the 350 result frameworks. This offers a comprehensive picture of our programme delivery over the past three years.
The Secretariat’s self‑evaluation policy took effect this year. Every department and office are now required to undertake at least one evaluation a year and report the results through the budget process. The Office of Internal Oversight Services and the Department of Management Strategy, Policy and Compliance are collaborating on providing training and support to all programme managers and evaluation focal points. These efforts will instil a culture of learning whereby programme managers will continuously assess performance to improve on programme delivery.
Two years ago, when I introduced the 2020 budget, you requested me to provide greater access to electronic information on the budget. I am happy to report that we have now provided two sets of electronic information.
First, the “results.un.org” portal provides information on the programmatic results. You can filter those results not only by programme and subprogramme, but also by type of result and geographical location, with hyperlinks to the document for more detailed information.
Second, the Umoja Budget Information Pilot provides detailed resource information to the Committee, including monthly updates of expenditures and liquidity ratios.
Working closely with you, we will continue to improve access to information as part of my efforts to increase transparency in the Organization.
Let me turn now to Part B of the proposed programme budget: post and non‑post resource requirements for 2022. The presentation format for this part has taken on board previous recommendations made by the Advisory Committee.
To fully implement the mandates entrusted to us, we will require a total of $3.12 billion before recosting, which represents a net reduction of 2.8 per cent compared to 2021, despite additional activities and mandates. This includes a total of 10,005 posts, or a net increase of 46 posts.
I would like to highlight four key drivers:
First, strengthening the development pillar. The proposals include an increase of $2.8 million for development, including for our programmes in support of Africa’s development and landlocked countries and small island developing States. I am again seeking an increase in the level of the Regular Programme for Technical Cooperation to support capacity development in Member States. This will be the third increase during my tenure.
Second, strengthening support for human rights. The proposal includes the conversion of 16 general temporary positions into professional posts, and $4.4 million to implement resolutions and decisions of the Human Rights Council.
Third, supporting the United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) in the face of its chronic funding gap. We are proposing an increase of $6.1 million, including 43 additional posts to support education, health care and general assistance to Palestine refugees.
Fourth, investing in infrastructure and resilience. The budget proposal includes $6.3 million for upgrading the ageing security infrastructure of our premises, as well as adapting our security posture to emerging threats and improving accessibility.
While further new legislative mandates may emerge in the coming months, at this stage estimates amounting to approximately $37 million in response to new resolutions from the General Assembly, Economic and Social Council and the Human Rights Council are expected.
Another $22 million may be needed for recently expanded Security Council mandates of special political missions in Colombia and Sudan, followed by yet to be determined additional requirements for the mission in Libya.
Approximately $95 million is required for construction, including $69 million for the Strategic Heritage Plan in Geneva. Subvention requests for the courts of Cambodia, Sierra Leone and Lebanon are expected to amount to approximately $19 million.
The budget proposals were constructed on the assumption that the trajectory of the pandemic response, and the development and deployment of vaccines, would allow a return to normalcy, albeit a new normal, in 2022. Recent surges in COVID‑19 cases and multiple waves of differing intensity around the world suggest a need to remain flexible with our plans and delivery modalities. I am confident in our ability to continue to adapt to the changes that we may face.
Indeed, the Organization responded quickly and well to the sudden onset of the pandemic, even as we reached – hopefully – the peak of a financial liquidity crisis, with yet another record for arrears in contributions, exacerbated by increasing fluctuations in payment patterns.
Only through exercising careful control over our fiscal expenditure were we able to minimize the inevitable negative impact on programme delivery. Our cash management efforts also allowed us to adjust our expenditure to undertake life‑saving medical evacuations and procure and distribute core medical supplies and equipment. This allowed United Nations personnel to stay and deliver across the world.
The year 2021 started poorly, with collections in the first quarter trailing estimates by nearly $199 million, added to the $808 million in arrears with which we started the year. We responded to this emerging crisis less drastically than last year, primarily due to assurances from many Member States about their plans to pay their contributions. We saw indeed a record collection in April of $1 billion, bringing the total for the year to 76 per cent of the year’s assessment. This is also a record for early collection.
However, this should not lull us into complacency. The overall total masks numerous fluctuations in collections each month, pointing to the challenges of planning budget implementation with such uncertainties.
Our fair-weather regulatory framework leaves much to be desired, and it is my hope that Member States will see the need for full and predictable funding so that we can focus on the delivery of our mandates guided by the budgets and not by cash on hand.
The recent more positive indications have allowed us to lift most of the temporary cash‑management measures. I have asked senior managers to ensure that they advance gender parity and strive for more equitable geographical representation when they fill vacant posts. While we have reached gender parity in senior management two years ahead of our target, we have to increase efforts across the rest of the Secretariat.
Similarly, we have to increase efforts to recruit more from unrepresented and underrepresented countries for geographical posts, and from a wider geographical base for the rest of the posts. Our staff have to better reflect the international character, I would say the universal character, of our Organization.
I look forward to your support for my budget proposals for 2022, as we prepare to better serve the world in its new year of need.
I am available to answer your questions, and my senior managers will continue their interactions with you as you deliberate on these proposals.
全美电视5月3日华盛顿报道，美国证券交易委员会（SEC）指控特朗普媒体集团（Trump Media ）的审计师对数百家公司“大规模欺诈”，并处以终身禁令。该委员会今天宣布特朗普媒体集体的审计公司，以及其所有者犯有“大规模欺诈罪”，原因是该审计工作影响了 1500 多份证券交易委员会文件。 美国证券交易委员会今天表示，审计公司 BF Borgers CPA 及其所有者博格斯（Benjamin Borgers ）已同意永久停止在美国证券交易委员会担任会计师，并同意支付总计 1400 万美元的民事罚款，但他们既不承认也不否认这些指控。 美国证券交易委员会指称…
全美电视5月3日加州库比蒂诺市报道，苹果公司在公布了好于预期的第二季度收益和有史以来规模最大的股票回购计划后，该公司股价飙升6%。这是该股自2022年11月30日以来表现最好的一天。 iPhone制造商苹果公司5月2日周四宣布将回购1100亿美元的股票，这是美国历史上规模最大的股票回购，超过了苹果之前的回购。根据伦敦证券交易所（LSEG）的数据，该公司公布每股盈馀1.53美元，营收907.5亿美元，超过分析师预估的每股盈馀1.50美元，营收900.01亿美元。 但苹果公司该季度整体销量同比下降了4%，iPhone销量同比下降了10%，表明市场对这款最新一代智能手机的需求疲软。苹果首席执行官库克（Tim Cook）承认，与去年同期相比，季度销售额出现了困难。 美国银行（Bank of America）的分析师在今天的一份投资者报告中，重申了对苹果股票的“买入”评级，称其为首选，并将目标价从225美元上调至230美元，并预计苹果今年将为iPhone推出生成式人工智能功能。 分析师认为，“苹果在中国大陆的iphone销量正在增长，预估修正正转为正面，GenAI的功能将推动强劲的升级周期。” 摩根大通（JPMorgan）分析师决定维持“增持”评级，并在5月2日将苹果的目标价从210美元上调至225美元，理由是iPhone的营收同比“有弹性”，以及在苹果下周发布产品之前，“对ipad将迎来升级周期的预期”。 “总而言之，虽然收入同比温和增长可能不是理想的结果，”他们写道，“但现在它提供了未来几年更高收入机会的可见性，硬件设备的产品周期以及人工智能主导的智能手机周期进一步推动了增长。” 摩根士丹利（Morgan Stanley）分析师也维持了对苹果的增持评级，并在5月2日将苹果的目标价从210美元上调至216美元，理由是苹果公司的季度业绩、3月份iPhone在中国的出货量同比增长，股票回购及即将推出人工智能更新的暗示。很难不变得更加乐观。”
全美电视5月3日华盛顿报道，美国劳工部（DOL）今天公布的月度就业报告显示，美国4月份新增就业17.5万个就业岗位，远低于经济学家预测的新增24.3万个。这是美国自去年10月以来创造就业岗位最糟糕的一个月，与此同时，失业率意外上升至3.9%，而此前的预期是稳定在3.8%。就业率的放缓表明高利率和顽固的通胀开始给劳动力市场带来压力。 该报告显示，美国上个月除就业增长放缓之外，工资增长也更加缓慢。通货膨胀的关键指标平均时薪增长了0.2%，低于预期。按年率计算，4月份工资增长了3.9%。华尔街对该消息表示欢迎，三大股指在今天上午的盘前交易中均出现飙升。 该报告还显示，美国医疗保健行业4月份在创造就业岗位方面继续领跑，新增就业56200人。其他显著增长的行业，包括社会救助3.08万人、运输和仓储2.18万人，以及建筑0.9万人。 该报告对今年早些时候的就业增长数据进行了小幅修正。美国劳工部称，2月新增就业人数向下修正3.4万人至23.6万人，3月新增就业人数略高，为31.5万人。 此前，美国劳动力市场在过去一年里一直处于历史紧俏状态，与经济学家预期的放缓趋势背道而驰。经济学家表示，在经历了去年的迅猛增长后，美国经济正开始降温，但仍远未突破 这份出人意料的报告显示，由于美联储（Federal Reserve）激进的加息行动，就业市场正开始出现问题，这加大了美联储更早而不是更晚降息的可能性。 此前，美联储政策制定者在5月1日投票决定将利率维持在2001年以来的最高水平，并暗示在年初发布一系列通胀报告后，将继续对降息持观望态度。 美联储主席鲍威尔（Jerome Powell ）排除了今年进一步加息的可能性，并暗示，如果劳动力市场出现“意外疲软”，美联储准备采取行动。 鲍威尔表示：“这必须是有意义的，引起我们的注意，让我们认为就业市场确实在显著走弱，我们才会想要对此做出反应。”“失业率的十分之二可能不会起到这种作用。”
全美电视5月3日五角大楼报道，美国国防部长奥斯汀（Lloyd Austin)、日本防卫大臣木原稔（Kihara Minoru）和澳大利亚副总理兼国防部长马尔斯（Richard Marles )，5月2日在夏威夷召开了三边国防部长会议。这是美日澳三国国防领导人之间的第十三次会议，强调了在实施 2023 年联合声明中提出的活动和实际合作领域方面取得的里程碑式成就。 五角大楼今天发布的一份美日澳联合声明中称，三边国防部长团结一致，共同致力于深化合作，促进印度太平洋及其他地区的安全、稳定和繁荣。美日澳国防部长们欢迎并承认三国最近实施的战略文件的重要性，强调了他们之间的深度战略一致性和共同价值观。他们肯定了三国伙伴关系对实现自由开放的印度太平洋的重要作用，以及过去一年取得的重大进展，表明他们在各个层面和各个领域的三国协调日益加强。 该联合声明指出，美日澳国防部长们重申，强烈反对中国在南海和东海以武力或胁迫手段单方面改变现状的任何企图。这包括在南海采取令人担忧和破坏稳定的行动，例如海上和空中的不安全相遇、有争议岛礁的军事化、危险地使用海岸警卫队船只和海上民兵，包括干扰常规海上行动，以及破坏其他国家近海资源勘探的努力。他们强烈反对中国违反包括《联合国海洋法公约》在内的国际法，破坏国际规则、标准和规范的主张和行动。他们决心共同努力，支持各国能够根据《联合国海洋法公约》行使在海洋领域的权利和自由，包括航行和飞越自由。 该联合声明强调，美日澳国防部长们强调台湾海峡和平与稳定的重要性。他们呼吁和平解决两岸问题。部长们重申了对东南亚和平、安全和繁荣的持久承诺，在那里，主权受到尊重，国际法得到遵守，各国可以在不受胁迫的情况下做出决定。他们重申了对东盟中心地位和团结以及东盟主导的区域架构的承诺。他们认识到加强与包括菲律宾在内的东南亚伙伴合作的重要性，并欢迎澳大利亚、日本、菲律宾和美国国防部长和国务卿第二次会议也在夏威夷举行。 该联合声明表示，为了反映三边伙伴关系在维护地区稳定方面发挥的关键作用，美日澳国防部长们承诺加强国防合作。部长们确认，三边防务合作对于维护地区稳定、透明度和尊重国际规则和规范至关重要。他们重申坚定决心，在继续扩大防务合作范围的同时，保持印度太平洋地区的自由、开放、安全和繁荣。
全美电视5月3日第比利斯报道，日本财务大臣铃木俊一（Shunichi Suzuki）今天在格鲁吉亚第比利斯举行的亚洲开发银行（ADB）57届年会期间表示，汇率保持稳定是可取的，“当出现过度波动时，可能有必要让它平稳下来。” 铃木俊一支持日本决策者干预日圆汇率，朝着开始影响家庭和企业的尖锐方向发展。 当铃木俊一被问及日本政府最近是否干预了外汇市场，以及当前的日圆汇率水平是否合适时，他不愿做出评论。 5月1日，日圆兑美元汇率上涨逾2%，接近1美元兑153元日圆。 一些市场分析师表示，这很可能是日本政府干预造成的。日本当局尚未发表官方声明，确认在支撑日圆方面所扮演的角色。 日圆兑美元走软可能推高进口成本，从而损及经济，铃木一郎今天的讲话进一步证实，决策者正密切关注汇率。 东京时间周五晚上，日圆兑美元汇率为152.85日圆，在过去几十年里，当其他全球央行收紧货币政策时，日本一直保持着超宽松的策略。 据市场相关人士基于日本央行统计数据推算的结果获悉，政府和央行可能在5月1日当天凌晨通过购入日圆出售美元，对汇市进行了3万亿日圆规模的干预。 据分析，4月29日可能也曾实施了5万亿日元规模的干预。若果真如此，则两天投入的资金总额达到8万亿日元规模。预计日本财务省将于5月31日公布4月26日至5月29日实施的干预总额。
全美电视5月2日迈阿密报道，一名乘客在迈阿密国际机场被逮捕，因为他试图在裤子里塞一袋蛇偷带上飞机。美国运输安全管理局（TSA）在社交媒体X上分享了这些蛇的照片，并写道，佛罗里达州的官员4月26日周五“在检查站发现了藏在一名乘客裤子里的这袋蛇”。 美国运输安全管理局还写道，美国海关和边境保护局（CBP）和迈阿密-戴德警察被请来协助，蛇被“移交给佛罗里达鱼类和野生动物保护委员会（FFWCC）”。 该起事件并不是佛罗里达州第一次有人试图将蛇偷运上飞机。美国运输安全管理局表示，2022年底，一名女子曾试图带着一条名为“巴塞洛缪”(Bartholomew）的大蟒蛇通过坦帕国际机场的安检，并声称这是她的“情感支持宠物”。 一位美国运输安全管理局发言人当时说：“美国运输安全管理局通知了航空公司，航空公司裁定他们的飞机上不能带蛇！”那条蛇当时藏在一个随身携带的包里。