High-Level Committee on Management (HLCM)


Ms. Grete Faremo (Executive Director, UNOPS)


Ms. Kelly Clements (UN Deputy High Commissioner for Refugees, UNHCR)

Meeting frequency

Twice a year

The HLCM identifies and analyzes administrative management reforms with the aim of improving efficiency and simplifying business practices.  The Committee is comprised of senior administrative managers from the member organizations of the United Nations system who meet twice a year. 

HLCM’s mandate includes:

  • analyzing and coordinating administrative management reforms;
  • publishing financial and human resource statistics; and
  • promoting staff safety and security.

1.    The High Level Committee on Management (HLCM) is responsible to CEB for coherent, efficient and cost-effective management across the United Nations system of organizations. It is composed of the most senior administrative managers of each CEB member organization.
2.    HLCM acts on behalf of and in the name of CEB on matters affecting the administrative management of all member organizations, both multi-sectoral and specific to a given area.
3.    It is charged with identifying and analyzing administrative management issues of common concern, which require a system-wide response. It is authorized to take decisions on behalf of the Executive Heads and to identify, promote and coordinate management reforms that will improve services, achieve productivity improvements and increase efficiency and effectiveness across the United Nations system. It is also responsible for:
•    ensuring the frank sharing of knowledge and experiences in order to enable organizations to profit from best practices;
•    facilitating the continuing dialogue on the reform processes and the management of change underway in the organizations of the system;
•    reviewing issues of an administrative nature submitted to it by UN system groups within or outside the existing CEB machinery and
•    introducing measurable improvements and other administrative reforms.
4.    Its work is carried out in the main through task-forces of experts in given administrative areas and also through groups of human resources managers, financial managers and Information Technology managers whose work is guided by HLCM.
5.    Recognizing that CEB may from time to time enter into exchanges with the representatives of staff bodies, HLCM is responsible for maintaining an ongoing dialogue with staff representatives on concerns of a system-wide nature. It also interacts, as appropriate, with Member States in the UN’s Fifth Committee and with the Chairpersons of ACABQ and ICSC on issues which have, or may have, system-wide implications for the management of resources.
6.    Generally, HLCM meets once a year but may hold sessions more frequently if there is a common demand. The Chairperson and any other office bearers rotate among CEB member organizations.

The HLCM relies on four networks - finance and budget, human resources, procurement, and information and communication technology - to identify and analyze issues of management concern.  The networks assemble flexible working groups composed of senior leaders from UN member organizations with a designated lead UN agency to drive the initiative.  The working groups report to the network and the HLCM with recommendations.

A number of committees report directly to the HLCM on specific issues:

    Harmonization of Business Practices Steering Committee
    Sub-Committee on Improved Efficiency and Cost Control Measures
    Steering Committte on Staff Safety and Security
    Inter-Agency Security Management Network

Participation in the HLCM includes the Management heads of the 14 specialized agencies, the International Atomic Energy Agency, the World Trade Organization and the heads of the 12 United Nations funds and programmes. 

Palais des Nations
CH-1211 Genève 10
Tel.: +41-022/917 32 76

Finance and Budget Network

The network brings together senior financial managers from across the UN system to provide strategic direction on finance and budget issues of common concern. A key component of the work of the network is the development of a comprehensive UN system-wide financial database which integrates existing databases and eliminates data collection overlaps.

Digital and Technology Network

The Digital & Technology Network (DTN) brings together the CIOs from UN System organizations to advise the HLCM on system-wide approaches to leveraging technology and functions as a forum to coordinate system-wide ICT policy and practices.

In 1994, recognizing the increasing importance of information and communication technology to achieving the mandates of their organizations, the ACC established the Information Systems Coordination Committee (ISCC), the precursor to the ICT Network (ICTN). In April 2002, the ICTN held its first session and has since conducted biannual meetings. Shifting focus to the strategic and digital transformation of the UN system as a whole, the ICTN changed its name to the Digital & Technology Network (DTN) in its autumn session of 2018. The DTN brings together the CIOs from CEB member organizations. It is the inter-agency mechanism for the promotion of cooperation and collaboration on digital and technology related matters.

Procurement Network

The HLCM Procurement Network is made up of the Chiefs of Procurement from member organizations. The network focuses on ensuring that the UN system continues to improve its performance in the area of procurement through better leveraging the combined purchasing power of the system and through joint negotiation of long term agreements with vendors, particularly in large duty stations.

Legal Advisors Network

The Legal Advisers Network was initiated in September 2007, with the aim to increase communication among legal advisers across the system, develop consultation and knowledge sharing mechanisms to address issues of common concern and ensure, where appropriate, a better dissemination of relevant guidelines, policies and practices.

Principles on Personal Data Protection and Privacy

The Principles on Personal Data Protection and Privacy set out a basic framework for the processing of personal data by, or on behalf of, the United Nations System Organizations in carrying out their mandated activities. The Principles aim to: (i) harmonize standards for the protection of personal data across the UN System; (ii) facilitate the accountable processing of personal data; and (iii) ensure respect for the human rights and fundamental freedoms of individuals, in particular the right to privacy. These Principles apply to personal data, contained in any form, and processed in any manner. Where appropriate, they may also be used as a benchmark for the processing of non-personal data, in a sensitive context that may put certain individuals or groups of individuals at risk of harms.

Data standards for United Nations system-wide reporting of financial data

A set of six data standards for United Nations system-wide reporting of financial data were developed through a joint initiative of the High-Level Committee on Management (HLCM) and the United Nations Sustainable Development Group (UNSDG). The standards were prepared by an inter-agency working group, the ad-hoc team on the UN’s future data cube. The standards were presented to the HLCM Finance and Budget Network and the UNSDG Strategic Financing Results Group for review and endorsement, before final approval by the HLCM and UNSDG in October and November 2018, respectively.

Risk Management Task Force

At its 36th session in October 2018, HLCM approved the Terms of Reference for a Cross-Functional Task Force on Risk Management. The Task Force was established to improve the overall harmony of risk management processes and practices in the UN system. Under the first phase of its work, the Task force developed a reference risk management maturity model which was endorsed by HLCM in April 2019 to be used as a management and communication tool to help UN organizations identify (i) their current maturity stage (ii) their target maturity stage; and (iii) to provide a basis for continual improvement. The second phase of the work of the Task Force commenced in May 2019, to develop guidance on how a UN system organization may approach the establishment of key organizational risk management approaches, covering best practices for establishing risk appetite, embedding risk management, integrating with internal control management and establishing an organizational structure that supports robust risk assurance.