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UNIDO’S MANDATE Technical Cooperation ~820 projects a year in 120 countries Total portfolio of $503.4m Analytical research and policy advisory services Partnerships for knowledge transfers, networking and industrial cooperation, PCP approach Normative functions and standards/ compliance - related activities 5 • In spite of progress over last decade ‘access to medicines’ remains a major global (development) challenge • Dissatisfaction with prevailing production and trade patterns  Sub-Saharan Africa: 70-100% of medicines needs satisfied through imports  African pharma effectively shut out from donor-funded drug procurement • Potential LPP benefits widely agreed:  Facilitation of regulatory oversight & QA combat substandard & counterfeit medicines  Continuity of supply (shorter supply lines/lead times) mitigate stock-outs & ad-hoc procurement  Reduced dependence on imports (including beyond ‘era of donations’)  Broader economic gains: jobs, income, forex, spillovers (of knowledge-intensive industry) LOCAL PHARMA PRODUCTION IN AFRICA: IN CONTEXT 6 LOCAL PHARMA PRODUCTION IN AFRICA HAS MUCH TO OFFER • Promoting LPP is a vital part of a sustainable solution for access to medicines challenge … • … and thus strategically important for both public health and economic development objectives • Consequently, significant political attention and bold initiatives by African leaders at national, regional & continental levels  AU Pharmaceutical Manufacturing Plan for Africa (PMPA) 2007  UN GA Declaration: Third Industrial Development Decade for Africa (IDDA III) 2016-2025  2nd EAC Regional Pharmaceutical Manufacturing Plan of Action (RPMPOA) 2017-2027  ECOWAS Regional Pharmaceutical Plan (ERPP) 2014-2020 … and others • However…….. no simple solution – no quick fixes – no one size fits all 7 FOCUS ON QUALITY OF MEDICINES IS OF CENTRAL IMPORTANCE … … AND REQUIRES COORDINATED ACTION ON VARIOUS FRONTS • Requires compliance by pharmaceutical manufacturers with international GMP (Good Manufacturing Practices) standards  WHO GMP = prerequisite for supplying int’l markets (donor-funded and stringent regulatory export markets) • Transition from no/low compliance to full compliance not possible overnight • Requires investment (premises/infrastructure, robust QMS, HR)… • … and various support measures from government and other players 8 Title Strengthening the local production of essential medicines in developing countries through advisory and capacity-building support Duration Start: 01/2006 Phase 6 ongoing Objective Increased capacity for the competitive local manufacturing of safe, efficacious and affordable medicines in target (L)DCs Approach - Improving the operating environment of pharmaceutical manufacturers - Direct/indirect support to company activities - LPP advocacy/global forum work Premise - Quality and commercial viability - Contribute to favourable public health (PH) and industrial development (ID) outcomes (interface PH/ID) – SDGs 3, 8 & 9 Focus From three pandemics initially to essential medicines at large UNIDO GLOBAL PROJECT 9 LPP DEVELOPMENT: CORE COMPONENTS OF A HOLISTIC STRATEGY Policy coherence Support to adjust policy framework for the industry across govt. actors Regulatory strengthening Assistance to improve regulatory capacity Incentives Guidance on time-limited incentives to support the transition of the pharmaceutical industry GMP Roadmap Application of GMP roadmap for industry upgrading Human resources Strengthening and upgrading human resources Investment Facilitating access to affordable long term finance to enable upgrading Know-how/technology transfer Supporting partnerships and business linkages to access know-how and technology Product portfolios Helping GMP-compliant companies to expand their portfolios with generics of particular importance to public health Market opportunities Supporting defragmentation (reg. harmonization) & enhanced pharma market data transparency Key guiding criteria: • Quality • Commercial viability Governance Functional, sustainable governance structures including Government and key stakeholders 10 Policy coherence Support to adjust policy framework for the industry across govt. actors Regulatory strengthening Assistance to improve regulatory capacity Incentives Guidance on time-limited incentives to support the transition of the pharmaceutical industry GMP Roadmap Application of GMP roadmap for industry upgrading Human resources Strengthening and upgrading human resources Investment Facilitating access to affordable long term finance to enable upgrading Know-how/technology transfer Supporting partnerships and business linkages to access know-how and technology Product portfolios Helping GMP-compliant companies to expand their portfolios with generics of particular importance to public health Market opportunities Supporting defragmentation (reg. harmonization) & enhanced pharma market data transparency Key guiding criteria: • Quality • Commercial viability Governance Functional, sustainable governance structures including Government and key stakeholders COMPONENTS TARGETED AT THE BONN MEETING 11 SELECT WORK STREAMS Pharma industry development strategies • Formulation &implementation • Country, regional &continental levels • GHA, KEN, VN, ZIM • AU PMPA BP Industry support Workshops, trainings, coaching/ mentoring: • Upgrading processes (GMP, WHO PQ) & CAPA preparation; Operational Excellence (OPEX), Lean Six Sigma (LSS) and production efficiencies • Planning and execution of large and small projects • Partnership building and linkage platform (PBLP) – facility improvement expertise • … Tools/methodologies • Strategy development • GMP Roadmap approach • Pharmaceutical market intelligence Advocacy/awareness-raising Meetings, conferences, workshops, collaborations • Expert Advisory Group (EAG) for the UN SG’s High-level Panel on Access to Medicines, New York (2015/16) • Interagency Pharmaceutical Coordination Group (IPG) Institutional support • Pharmaceutical manufacturer associations (national, regional & continental levels) → FEAPM, FAPMA, SAGMA, WAPMA • IPAT (SLF/KSP Moshi/Tanzania) • NMRA trainings GMP Roadmap work • KEN, GHA, ETH, ..... • > 90 company GMP assessments (soon to be 100) 12 WAHO/UNIDO COLLABORATION: REGIONAL GMP ROADMAP FRAMEWORK FOR WEST AFRICA • Initiated in early 2017, due to complete in 2018 • Project involves all 15 countries in the ECOWAS region, and is divided into three phases • GMP assessments are being performed and involve companies in all countries where manufacturing occurs • Outputs include:  A regional GMP roadmap framework  Training, support and guidance for existing companies in the region to help them to develop towards international standards  Country level guidance documents to support the establishment of manufacturing facilities up to international (WHO) GMP standards • Ongoing discussions regarding continuation of the collaboration - implementation of roadmap framework and industry upgrading with requisite technical cooperation 13 EAC/GIZ/UNIDO COLLABORATION: REGIONAL PHARMACEUTICAL MARKET INFORMATION PROJECT • Project involves 4 EAC countries in EAC, and 5 Medicines Regulatory Authorities (MRAs) • Comprehensive assessment made of sources and quality of available primary pharmaceutical data by market component, i.e. commercially imported/ donated/(re)exported medicines • Outputs include:  Compilation of database of 18,000+ medicines registered by MRAs in EAC, duly classified  Development and deployment of integrated Pharmaceutical Market Information System (iPMIS), allowing - direct upload by local manufacturers of production/sales data, never captured before for region - market data queries by diverse user groups through Query/Search tool  User training on iPMIS for staff of MRAs and local companies, as part of change management 14 HIGHLIGHTS 2017/18 • Expanding work on vaccine production  Vaccine Manufacturing and Procurement in Africa (VMPA) study - 2017  Establishing Manufacturing Capabilities for Human Vaccines - 2017  Commercialising Vaccines: Case Study South Africa – 2018 • Strategy formulation  Pharmaceutical Sector Development Strategy Ghana (update)  Under preparation in 2018: Zambia, Panama • Partner of GFATM/FAPMA 2017 African Pharma Manufacturers Conference, Addis Ababa  GFATM ready to increase procurement from African pharma • Focus on tech. transfer, investment and access to affordable finance, incentive packages  EGM “Improving access of African pharmaceutical manufacturers to investment capital” - 2017  Bonn event : “Mobilizing Investment, Technology and Partnership Opportunities for Africa’s pharmaceutical industry” – March 2018  Guidance document • Biosimilars, in collaboration with ICGEB Trieste (pipeline): 15  Macro environment is positive for LPP promotion (mainstreaming)  Overall socio-economic fundamentals intact for pharma growth  Procurement entities: GF, UNICEF – strong desire to diversify supply base & procure from African producers  Pharma business activity stepping up of late  LPP agenda = unfinished for years to come  Current medicines procurement practices not sustainable • How realistic are donations ad infinitum?
Language:English
Score: 856205.6 - https://www.unido.org/sites/de...ough%20LPP_01032018%20Bonn.pdf
Data Source: un
(Ministry of Trade, Industry and Cooperatives) ▪ Conducted a survey to establish level of utilization of Trade-related International Support Measures (ISMs) ✓ Special & Differential Treatment in WTO Agreements ▪ Identify & implement measures to address constraints impeding utilization of ISMs ▪ Existing SPS & TBT National Notification Mechanism was not disseminating notifications to final users (Fragmented) ▪ Recommendation: establish an Electronic SPS/TBT Notification Alert System (ePing) • Uganda: Among ePing pilot countries (Australia, Lesotho, Nepal, The Gambia) Notifications Dissemination Mechanism Prior to Adoption and Implementation of ePing WTO SECRETARIAT (SPS/TBT IMS, WEEKLY EMAIL) SPS/TBT NEPs (REVIEWED & SORTED FOR RELEVANCY) NATIONAL TBT/SPS COMMITTEE MEMBERS • MINISTRIES • DEPARTMENTS • REGULATORY BODIES • PRODUCERS • MANUFACTURERS • EXPORTERS EMAIL TRANSMISSION Adoption and Implementation of ePing in Uganda – Pilot phase, July 2015 – January 2016 • MTIC/UN DESA Kampala Joint workshop, July 2015: ▪ ePing was introduced to stakeholders (public/private); ▪ Stakeholders reviewed the functionalities of ePing ✓Proposed new functionalities e.g. Discussion forum, Favourites ▪ Hands-on familiarization training was conducted by DESA • Tested ePing functionalities (existing/new); • Provided feedback to ePing Development Team ▪ Used to refined ePing Adoption and Implementation of ePing in Uganda – Training, Promotion and Registration of Users • Training on SPS & TBT Agreements & Transparency Procedures ▪ Build capacity for reviewing notifications & notified draft TBT/SPS measures • Training in using ePing functionalities • Registration of Stakeholders in ePing ▪ Receive SPS/TBT notifications as Email Alerts Implementation of ePing in Uganda –Training and Registration of Private Sector Stakeholders • EPs collaborated with Private Sector Associations to Promote, Train & Register stakeholders • Board approach: adopted to mitigate funding challenges • Sectoral approach - used to promote, train & register users: ▪ Manufacturing ▪ Organic ▪ Fisheries ▪ Flowers/fruits & vegetables Implementation of ePing in Uganda –Training and Registration of Public Sector Stakeholders • Central government: officials of Ministries, Departments & Regulatory Authorities • District Local Governments - In-country Regional Approach adopted • 4 Regional Trainings: ▪ Eastern region (March 16); ▪ Northern region (May 16); ▪ Western region (June 16); ▪ Central region (June 16). • Marketing, Commercial, Veterinary and Production Officials; • District level Enterprises & Private sector associations and Institutions.
Language:English
Score: 855857.4 - https://www.wto.org/english/tr...op15072019_e/d1_s4_opiyo_e.pdf
Data Source: un
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Score: 855718.9 - https://www.itu.int/hub/2020/0...-the-hood-of-intelligent-cars/
Data Source: un
To establish that the preservation of enterprises in the form of unitary enterprises based on the right of economic jurisdiction, or the creation, on the basis of the federal property secured with them, of federal governmental enterprises shall be permissible in the case of: the use of property whose privatization is prohibited, including property necessary for ensuring national security, the functioning of air and water transport or the realization of other strategic interests of the Russian Federation; the exercise of activity directed to the solution of social tasks, including the realization of certain goods and services at minimum prices, and also the organisation and conduct of purchase and commodity interventions for the purpose of ensuring the food security of the state; the elaboration and manufacture of certain types of products that are in the sphere of the national interests of the Russian Federation and ensure the national security; the manufacture of certain types of products that are withdrawn from civil turnover or whose application in civil turnover is restricted; the exercise of activity stipulated by federal laws exclusively for state unitary enterprises; the exercise of certain subsidised types of activity or the keeping of unprofitable factories; the exercise of scientific and scientific-technical activity in branches connected with the ensuring of the national security. (...) To establish that the decisions on the securing in federal ownership of shares of joint-stock companies to be formed in the privatization of enterprises and on the use of the special right for the participation of the Russian Federation in the management of such companies (the "golden share") shall be taken in the privatization of enterprises exercising the following types of activity: the production, refining and marketing of oil, natural gas and gas condensate, the mining of coal, the manufacture and marketing of liquefied gas, and geology; the functioning of pipeline transport; the operation of gas equipment; the generation and distribution of electric power; sea and river transport and the communications; the construction and operation of objects designed for ensuring national security; the elaboration, manufacture and repair of any types of armament, military or space equipment, ammunition or accessories thereof; the manufacture, procurement and marketing of high-quality seeds and the storage of grain; the manufacture of baby foods.
Language:English
Score: 855284.5 - https://www.wto.org/english/th..._e/rus_e/WTACCRUS48_LEG_14.pdf
Data Source: un
Evaluation resources | UNIDO Skip to main content quick access For Member States Employment Procurement For researchers Publications Statistical databases Research services Director General Quick Access Main navigation Who we are Who we are UNIDO in brief 2030 Agenda and the SDGs Programme for Country Partnership Inclusive and Sustainable Industrial Development Third Industrial Development Decade for Africa GMIS - Global Manufacturing & Industrialisation Summit UNIDO Worldwide Our focus Our focus Creating shared prosperity Advancing economic competitiveness Safeguarding the environment Strengthening Knowledge and Institutions Cross-cutting services Building a better future Stories News Centre News Centre News articles Events Multimedia Resources Resources Policymaking Organs Evaluation and Internal Oversight Procurement Statistics Publications Employment Home Resources Evaluation and Internal O... (...) The manual’s main purpose is to ensure consistency, rigor, and transparency across independent evaluations and, ultimately, to enhance the effectiveness of UNIDO’s independent evaluation function. The Organization’s evaluation function provides Member States and other stakeholders with facts and evidence highlighting UNIDO’s contribution to the 2030 Agenda for Sustainable Development – including its Sustainable Development Goals (SDGs) – and to Inclusive and Sustainable Industrial Development (ISID). The credibility and effectiveness of UNIDO is directly linked to the strength of its independent, credible and useful evaluation function. PDF (4MB) Other guidance documents TITLE Download - - Footer Who we are UNIDO in brief History UNIDO Worldwide Director General Our focus UNIDO & the SDGs Inclusive and Sustainable Industrial Development Programme for Country Partnership Third Industrial Development Decade for Africa GMIS - Global Manufacturing & Industrialisation Summit Explore Projects Stories News Publications More Employment Procurement Legal Resources Scam Alert Evaluation and Internal Oversight Report Wrongdoing Contact Information Press and Media Disclaimer © 2017 United Nations Industrial Development Organization
Language:English
Score: 852698.4 - https://www.unido.org/resource...valuation/evaluation-resources
Data Source: un
Ultimately, this is determined by factors such as risk, functionality, proportionality, competition, economic conditions and political and legal considerations. 8. (...) Responsibility for the design of the product lies with the manufacturer, while the third-party inspection body is responsible to the manufacturer and to the State for the quality. 15. (...) Manufacturer's liability and the responsibility of other parties vary, depending on the type of inspection that was decided upon for the respective design/manufacturing stages.
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Score: 852161.7 - https://unece.org/fileadmin/DA...cuments/2006/wp6_06_011a1e.pdf
Data Source: un
Types of Organizational Structures A. 3.3.1. In a functional structure an MNE’s functions are performed by the employees within the functional divisions. (...) Distinguishing between an MNE’s main functions and its support functions. 5. Identifying and understanding which of the MNE’s main functions are critical to the success of the organization (i.e. a critical success factor). 6. (...) Company 2 in Country B is a fully-fledged manufacturing company (i.e. not a limited-risk contract manufacturer, for example) which also performs some functions on the design and practical application of its products.
Language:English
Score: 851612.9 - https://www.un.org/esa/ffd/wp-...PM_PartA_20161124_v4_clean.pdf
Data Source: un
With product sitting in warehouses or on shelves for unpredictable lengths of time, specifying a SOC between 40% and 60% is needed to ensure that the cell manufacturer’s customers receives a good functioning product and the customers do not have to add additional process time to charge a cell. 1.4 Placing a low SOC limit (e.g., ≤ 30%) on lithium ion cells could lead to cell degradation and over-discharge conditions and compromise cell quality. (...) The precise details of these steps are chemistry dependent and manufacturer specific. In the end, cells are shipped between 40% and 60% SOC, depending on the manufacturer’s processes. (...) With product sitting in warehouses or on shelves for unpredictable lengths of time, specifying an SOC between 40% and 60% is needed to ensure that the customer receives a good functioning product and that the manufacturers do not have to add additional process time to discharge a cell or battery even further. — END —
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Score: 849857.4 - https://www.icao.int/safety/Da...PWG15/DGPWG.15.IP.001.5.en.pdf
Data Source: un
Additional stakeholder subgroups were identified and added through this process, for example the auction houses’ function as intermediaries at the raw material stage of the leather value chain. (...) The core business function of the garment and footwear value chain is, in turn, served by organizations that support and facilitate the operation of the value chain. (...) In the case of manufacturers, it stands to reason that the most effective form of engagement is through national manufacturing associations.
Language:English
Score: 848568.6 - https://unece.org/sites/defaul...Ecosystem_report-April2021.pdf
Data Source: un
The Evaluation function supports learning, continuous improvement and accountability, and provides factual information about results and practices that feed into programmatic and strategic decision-making processes; and  the Internal Oversight function is responsible for the independent, objective assurance and advice designed to add value to and improve UNIDO’s operations as well as emphasize transparency. For more detailed information on the specific functions of the two EIO Divisions, please follow below links. (...) Thus providing all internal and external EIO stakeholders with an explicit road map on how EIO, through the discharge of its core oversight functions (evaluation, internal audit and investigation), can further add value to UNIDO’s organizational performance and governance .
Language:English
Score: 848568.1 - https://www.unido.org/resource...luation-and-internal-oversight
Data Source: un