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By application filed on 14 April 2018, the Applicant requests suspension of action, pending management evaluation, of: a. the decision to abolish the position of Chief, National Committees Relations and to transform it into the position of Chief, Advocacy, Private Sector and National Committee; and b. the abolition and transformation of the posts of several other staff members in 2018, and of improper administrative decisions taken in relation to recruitment, shortlisting, non-selection, termination, non-extension of contracts, etc.

With respect to the Programme Unit in which the Applicant’s position was located, the Draft Transformation Plan concluded that the Unit was “understaffed, poorly organized and dysfunctional with an ad-hoc division of labor.” (...) During the same period 2017-2018, when the transformation was being decided, the UNDP Iraq CO experienced frequent changes in leadership: the Country Director, Mr. (...) As the post in Ebril was created pursuant to the Transformation Plan with a different functionality, there was no basis for conducting a comparative review.

The Applicant’s failure to obtain such information until 27 September 2011 does not transform that information into a newly discovered fact within the meaning of Article 11(1) of the Statute of the Appeals Tribunal.

In 2018, UNDP/PAPP underwent a restructuring process based on a transformation plan. On 24 July 2018, Mr. Qassem e-mailed the UNDP Human Resources Office asking how the restructuring plan would affect his post. (...) Qassem stating that based on the transformation plan, it had been confirmed that there would be no change in his functions and that his position was not affected by the ongoing change management process.

One of them concerned “the transformation of procurement into a more robust service by reconfiguring the service into a HQ section and a Field section”. (...) The record shows that, on 4 June 2015, DESS held a meeting with the High Commissioner during which he agreed in general terms to the strengthening of DESS staff in Budapest and, to transform UNHCR procurement into a more robust service, to the splitting into a Headquarters and a Field Support section. (...) (Emphasis in the original) … • The transformation of procurement into a more robust service by reconfiguring the service into a HQ section and a Field section with a special emphasis on tailor made regional services and capacity building.

In an email dated 11 June 2015, entitled “Note on HC’s meeting on the Supply Chain, 4 June 2015”, addressed to the members of the meeting and others, it is stated, inter alia, that: DESS also requested to strengthen its staff in Budapest, for an additional cost of 800,000 USD. 20% of all audit recommendations in UNHCR were on procurement and procurement therefore needed to be transformed into a more robust service ([Headquarters (“HQ”)] section and Field section). (...) One of them concerned “the transformation of procurement into a more robust service by reconfiguring the service into a HQ section and a Field section”.

The Applicant contests her non-selection for a post in the Business Transformation and Accountability Division (“BTA”) of the Department of Management Strategy, Policy and Compliance (“DMSPC”) (“the post”). 2.

Russo-Got’s test: “The candidate answer is quite general and somehow focus on technical aspects”; “Once again very technical responses focused on data conversion rather than data transformation without any business or solution impact assessment”; “Most of these challenges listed by the candidate are not directly related to the transformation activity.

The Applicant requests that this period be transformed in telecommuting status and this be reflected in her attendance records. 20.

It will present actionable knowledge and policy options that open pathways to sustainable and equitable futures. 24. Chapter 1: Transformative change and a sustainable world. Chapter 1 will present evidence for the need for transformative change, explain what transformative change is, whether and how it differs from incremental change, and which types of transformative changes could foster the achievement of the Sustainable Development Goals and 2050 Vision for Biodiversity. (...) The chapter will also consider approaches to enable transformative change at various scales, to inform how transformative change can have a positive impact on global biodiversity, and assess relevant normative, ethical, and political dimensions. (...) This will set the stage for chapter 4’s focus on overcoming the challenges and resistances to transformative change. IPBES/8/4 7 28. Chapter 4: Overcoming the challenges of achieving transformative change towards a sustainable world.