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by Matthew Russell Lee, Patreon Book Substack

UN GATE, Dec 15 –  How corrupt and decrepit has the UN system become under Antonio Guterres, in this case due to Guterres? Today's example is again from the Office of the High Commission for Human Rights, to which Guterres appointed his unqualified crony Volker Turk more than two years ago.

 From OHCHR staff: "Dear Matthew Russell Lee:

As High Commissioner Volker Turk declares survival mode in OHCHR (survival for himself hoping to get another post after he has destroyed OHCHR in 3 years, and for his corrupt gang  including Nada Al Nashif, Kim Taylor, Peggy Hicks, Maarit Kohonen, Francesco Motta, Scott Campbell, Michael Camilleri, Matthias Behnke and others). Turk says more than 300 posts (mainly young women) lost. 2026 will be even worse, Turk admits, 26% more cuts in 2026. NOT ONE SINGLE SENiOR POST affected!  Promotions for cronies continue. And radio silence from the Controller. OHCHR Staff Committee questioned why no senior posts were cut in 2025?(contrary to the controller’s instruction). No answer from Volker Turk. No accountability either. Kim Taylor keeps lying to auditors This is corruption. We need a new High Commissioner for Human Rights. Volker Turk must resign.

Dear High Commissioner, Deputy High Commissioner, and dear colleagues, Thank you for the opportunity to speak on behalf of staff at the close of a year that has been exceptionally painful for all of us across this organisation.

2025 has unfolded under several converging pressures: UN 80; a Secretariat-wide liquidity crisis; a significant shortfall in XB resources, and the ongoing field review. We recognize these structural factors created an environment of intense constraint.

 But recognition does not reduce the human impact of decisions taken. Across the Office, over 160 colleagues on temporary contracts were not renewed as of 31st October. Another 160 will not be renewed beyond 31st December. These colleagues contributed significantly to our work and carried valuable institutional memory. We appreciate the extension, on humanitarian grounds, of 17 colleagues on temporary contracts through 31st December, and will continue to engage with Management to explore options the Office may take to ensure their safety and security beyond this date. In our field presences, the impact has been deep. Staffing reductions have affected at least 74 national staff on fixed-term contracts.

Many of these colleagues have served OHCHR for years. Their departure affects not only themselves and their families, but also rights holders and OHCHR’s ability to deliver on its mandate. Staff have raised concerns about the reduction process, including a lack of transparency, clarity and objective criteria in decision-making. We are particularly concerned about our national colleagues in Yemen. Their separation from the Organization may expose them to serious risks, including to their physical integrity and safety, especially those originating from areas under Houthi control, and requires heightened attention and appropriate protective measures. This brings us to a structural reality we must acknowledge: in this crisis, those in the least protected categories and on the most precarious contracts have been most affected.

This includes colleagues on temporary contracts, our national and general service staff and those whose contracts are administered by other UN entities. At the same time, reductions at senior management levels have been minimal and recruitment at higher levels has continued. Many colleagues have expressed difficulty in reconciling this imbalance, particularly considering the Controller’s memo earlier this year recommending that budgetary reductions be implemented also at senior levels. We know that 2026 will present more challenges. Colleagues across HQ and our field presences have sought advice from the Staff Committee on reconciling the impacts of the financial situation on their livelihoods, residency status, family life, and, for some, their safety.

They have expressed unfairness and unclarity in decision-making processes. We have received cases indicating that gender and caring responsibilities were sometimes, inadequately considered in decisions on contract non-renewals and relocations. Staff with caring obligations and pregnant colleagues have expressed concern about the lack of individualized support and the short notice provided, creating serious difficulties, also for  school enrollment. Colleagues look to the Staff Committee for answers to complex matters.

An informed response, however, sits with management. In the absence of clear and timely communication, colleagues are left to piece together their own understanding of decisions directly affecting them. Leadership in crises requires predictable communication, transparency and genuine opportunities for dialogue. Not occasional one-off meetings or large sessions where meaningful exchange is impossible. Staff need clarity, predictability and avenues to raise questions directly and receive clear responses. Transparency must apply across the entire organisation, because our work is interconnected. What happens in one duty station affects us all. We care about one another. And we care about the mandate we are here to deliver.

Looking ahead, we suggest concrete steps that could make 2026 less painful. First. Predictable and proactive communication. A monthly update on the financial situation and its staffing implications from senior leadership on a predictable schedule. Interim updates when circumstances evolve. We welcome the detail of the recent DHC broadcast and are further encouraged by the DHC’s detailed response to the Staff Committee’s letter. We will inform staff of the clarifications provided.

Second. Regular and accessible engagement with Human Resources Staff need timely, clear responses from HRMS to their queries, including on areas of widespread confusion, such as the intent, criteria and implications of Expressions of Interest and on early separation measures. Bi-weekly PSMS information sessions open to all duty stations and all contract types would help. For colleagues facing changes, timely one-to-one meetings would provide reassurance. Third. Structured spaces for dialogue. Staff need recurring opportunities to raise concerns about workload, well-being and operational capacity – and to receive timely, substantive responses. Dialogue must be part of our crisis management. We encourage leadership to consider meaningful solidarity measures to support affected colleagues, and to lead by example in this regard.

Fourth. Honest workload expectations for those who remain. When staffing is reduced, workload must be adjusted. Responsible leadership requires acknowledging that we must do less with less, reflecting this in section and field workplans and clearly communicating organisational priorities. Fifth. Transparency and participation in decision-making. If further reductions are envisaged, colleagues must know the criteria in advance and understand how decisions will be made, across all contract types and duty stations. We encourage the establishment of clear mechanisms for meaningful staff participation in decisions affecting them. Sixth. Humane transitions for those who must leave. Adequate notice. Transition support. Administrative clarity. Recognition of service. These are essential for all affected staff.

Seventh. Gender and geographical diversity and inclusion. We request management to publicly share disaggregated data on the gender and geographical impact of staffing cuts. This will identify the safeguards needed to avoid disproportionately impacting certain groups. We welcome the DHC’s stated commitment to promote gender equality and diversity within the Organisation. The Staff Committee stands ready to work collaboratively to implement these measures. Our intention is that 2026 does not repeat the uncertainty, fear and avoidable distress colleagues have endured this year. We all want processes that are fair, clear, and humane. So that staff, regardless of contract type, duty station or grade, are treated with the respect they deserve. Thank you, OHCHR Staff Committee

Pokpong LAWANSIRI Staff Representative

Sulini SARUGASER Alternate Staff Representative

Yasmine ASHRAF Alternate Staff Representative

  Nichapa CHANWISITKUL National Staff Representative

Joyce SAAD General Service Staff Representative

  Alicia PONS Gender Focal Point

 Silvia Gagliardi Alternate Gender Focal Point

Naveed AHMAD E-PAS Rebuttal Panel Member

 Narmeen MOHAMMED E-PAS Rebuttal Panel Member

 Raphael PANGALANGAN EPAS-Rebuttal Panel Member

Selina Oyombe Nyambok Focal Point for Africa

 Taisuke KOMATSU Focal Point for Asia and the Pacific

   Vanesa ALVAREZ Focal Point for the Americas

 Mila PASPALANOVA Focal Point for Europe and Central Asia

  Samira KOUJOK Focal Point for the Middle East and North Africa

There's more.

Inner City Press re-applied to re-enter the UN on June 19, 2025 - no answer at all from Melissa Fleming, Tel Mekel, Stephane Dujarric. Today's UN is corrupt.

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