189 COM/SIEGE/3 38 C€¦ · Miollis 3 959 422 4 266 405 4 277 818 1 931 617 14 435 263 Miollis...

38 C

38 C/44 Part II 3 July 2015 Original: English/French

Item 5 of the provisional agenda

REPORT BY THE DIRECTOR-GENERAL, IN COOPERATION WITH THE HEADQUARTERS COMMITTEE, ON MANAGING THE UNESCO COMPLEX

PART II

REPORT OF THE DIRECTOR-GENERAL

OUTLINE

Source: 35 C/Resolution 96, 37 C/Resolution 86 and 195 EX/Decision22.

Background: At its 37th session, the General Conference requested the Director-General to report on managing the UNESCO complex.

Purpose: The Director-General is submitting to the General Conference a report on managing the UNESCO complex including the space management, long-term maintenance and conservation of premises, revenue-generating activities, notably an overview of conferences, events and exhibitions, and auxiliary services (previous reports on the UNESCO complex were presented in documents 37 C/39 Part II Rev. and Add. and 195 EX/22 and Corr. (French only).

The document was revised and approved by the Headquarters Committee at its 189th session on 13 July 2015.

Decision required: Paragraph 100. This item will be examined by the Executive Board at its 197th session (197 EX/XX). Any recommendation by the Executive Board will be reflected in an addendum to this document.

189 COM/SIEGE/3

38th Session, Paris, 2015

189 COM/SIEGE/3

INTRODUCTION

1. UNESCO Headquarters facilities occupies 135,000m² over two sites in the centre of Paris, France and includes altogether eight buildings, 16 conference rooms and more than 1,500 m² of exhibition areas. In addition to the main site at the Place de Fontenoy, constructed in the late fifties and early sixties (1955 to 1965), the Miollis/Bonvin site was constructed from 1967 to 1984, doubling the UNESCO office space at a time when UNESCO programmes were expanding and there was growing need to house Permanent Delegations and other tenants.

2. The three office buildings of the Fontenoy site (Buildings I, III and IV) were renovated from 2001 to 2009 along the lines of a work-plan called “the Belmont Plan.” The works allowed full office space renovation in compliance with fire safety regulations and improvement of working conditions (modern IT cabling, electrical compliance, installation of air-conditioning, acoustic partitioning, etc.).

3. In 2011, in line with 35 C/Resolution 96, para.4, a Capital Master Plan (CMP) was elaborated and presented in document 36 C/INF.12 for the renovation and/or conservation of the totality of UNESCO buildings in addition to the work completed by the Belmont Plan. The CMP includes a technical diagnosis and feasible scenarios for a homogeneous renovation at Fontenoy by technical areas, together with an optimal scenario to reconstruct completely the Miollis-Bonvin site. It also recalls the need to set aside proper maintenance and conservation funds in order to upkeep and prolong the lifecycle of the buildings.

4. In this respect, given the insufficiency of the current level of resources for this purpose, and in the context of the economic difficulties that the Organization has faced during the last two biennia, the Director-General, in cooperation with the Headquarters Committee, has examined different options for managing the UNESCO buildings, such as the reallocation of the office space for rental in order to cover a part of the maintenance costs. At the same time that this “office space optimization plan” has been put in place, the Headquarters Committee also emphasized the financial objective by revising the rental rates to accomplish full cost recovery.

I. OFFICE SPACE OPTIMIZATION PLAN

5. The space optimization plan was elaborated in 2012 as a measure to reduce the cost of maintenance and conservation of Headquarters premises under the regular programme budget, by increasing revenue generated from the rental of office space. The Headquarters Committee, at its 180th session (June 2012), endorsed the programme and authorized an advance of €1.2 million from the Headquarters Utilization Fund for its financing, to be reimbursed through the rental revenues.

6. The initial plan included four implementation phases. In 2013 the first objectives were obtained with the transfer of CLT and CI from the Bonvin building to the Fontenoy site (corresponding to Phases 1 and 2).

7. In 2014 this optimization plan was reprogrammed to reflect the Director-General’s decision to regroup the entire Secretariat at the Fontenoy site with the transfer of the remaining programme sectors (IOC, SHS and SC) from Bonvin to Fontenoy hence, liberating the Bonvin site for rental, and taking into account the recommendations of the External Auditor (194 EX/23).

8. The expansion in the scope of the Plan required a second exercise of office space optimization at Fontenoy so as to accommodate the three incoming programme sectors. It also implied the revision of the Administrative Manual on space attribution and the establishment of centralized meeting rooms and print/photocopier areas. Financing this part of the operation was now shifted from the Headquarters Utilization Fund to common charges from savings yielded following the increased revenue-generating areas, estimated at €500,000. The final objective of the Plan has been accomplished with the transfer of the remaining programme sectors (IOC, SHS and SC) in July 2015, as well as the construction of the centralized meeting rooms and print/photocopier areas.

189 COM/SIEGE/3 – page 2

9. With the reprogramming of the initial optimization plan, the implementation of phases 3 and 4 to vacate and rent Building VII, financed from the initial €1.2 million advance, could only take place in 2014 and 2015. An expenditure status of the cost of these phases is presented here below in table 1.

Table 1: Optimization Plan Costs (as at 30 June 2015)

Status Cost (Euros)

Phases 1 & 2 : optimization Fontenoy, transfer CI & CLT

completed 2012-2013 523,000

Phase 3 : emptying of Building VII for full rental completed 2014 -2015 43,000

Phase 4 : refurbishing and adaptation Building VII ongoing (May – December 2015) 480,000

Total expenditures 1,046,000

Advance of €1.2 million from HQF -1,200,000

Unspent balance 154,000

10. The expenditures from phases 1 to 4 amounting to €1,046,000 are being reimbursed against the increase in revenue of €897,300 from the rental of office space at Miollis/Bonvin from the beginning of the optimization plan in 2012 through 2014 actual revenue and 2015 projected revenue. The loan will be fully reimbursed no later than 2017.

11. As per the Headquarters Committee’s request for reporting on the space occupancy during the implementation of the optimization of the Headquarters premises, a graphical representation is presented hereafter. The 2016-2017 graph is purely theoretical in terms of the distribution of space between the Permanent Delegations and other tenants. It is only shown to recall the final objective of reaching full rental of premises, in line with the Headquarters Committee decisions.

Table 2: Space occupation of Miollis/Bonvin site by building and category of occupants (as at 30 June 2015)

0

100

200

300

400

500

600

700

BV BVI BVII BVIbis BV BVI BVII BVIbis BV BVI BVII BVIbis BV BVI BVII BVIbis BV BVI BVII BVIbis

2012 2013 2014 2015 2016 - 2017

UNEP = 11,7%

43%

47%

10%

0%

3%

61%

26%

47%

10%

26%

51%

9% 20%

51%

7%

Permanent Delegations

Secretariat

Others

Empty


12. At the end of the operation, the office space occupied by the Secretariat at the Miollis/Bonvin site will have been reduced to 3% through the full vacation of Building VI and part of Building VII (Bonvin site). The Permanent Delegations have already increased by 4% their space occupancy as from 2014 and although there has been a shift in the space occupied by other tenants, significant revenues are being received.

13. The following table displays the increase in revenues received from letting office space for the Miollis and Bonvin sites, by building, from 2012 until June 2015.

Table 3: Revenue for office rental for Miollis/Bonvin site by building and year (as at 30 June 2015)

Sum of Amount USD Year Miollis/Bonvin Building 2012 2013 2014 2015 Grand Total Bonvin Bonvin Bat.6 77 300 44 267 851 712 754 617 1 727 896 Bonvin Bat.7 258 462 276 777 174 637 23 191 733 068 Bonvin Total 335 762 321 045 1 026 349 777 808 2 460 964 Miollis Miollis 3 959 422 4 266 405 4 277 818 1 931 617 14 435 263 Miollis Total 3 959 422 4 266 405 4 277 818 1 931 617 14 435 263 Grand Total 4 295 184 4 587 450 5 304 168 2 709 425 16 896 227

14. As concerns the rental of office space in Building VII (Bonvin site), a Memorandum of Understanding and rental contract were concluded with the United Nations Environmental Programme (UNEP) in April 2015 with their arrival scheduled from 15 December 2015. As foreseen in the initial programme of the Plan, the building will undergo refurbishment financed by UNESCO and, as agreed, UNEP has covered the financing of the technical options retained for their office space (IT wiring and lighting upgrades). In addition, UNEP would like to customize some of the building’s common areas (entry and hall ways), at their cost including:

- adding their own information screen - replacing existing furniture - placing stickers of their logo and that of the United Nations on the entrance glass walls - ensuring clear signalling to Building VII (indicating UNEP) from all entrances of the

Miollis/Bonvin site - installing specific lighting fixtures at the entrance hall - installing specific access control for UNEP office space

15. The Secretariat informed UNEP about the general practice for all tenants renting office space at UNESCO, starting with UNESCO’s own Permanent Delegations, which have agreed that all common areas shall be treated in the same manner and with the same products to avoid situations of “preferential treatment” as well as to standardize maintenance. Regarding specific lighting requests, given the available budget, the maintenance team installs, to the extent possible, homogeneous materials (lighting fixture, etc.) to optimize maintenance and keep the same stock for lighting replacement.

16. With regard to the UNESCO Community Association (UCA), the Bureau of Human Resources Management (HRM) has confirmed that UCA is a volunteer association of UNESCO staff members and/or their spouses created to help members of the UNESCO community to adapt to a new country and an international organization. UCA does not have a status similar to “association representative of the staff” and there is no provision that recognizes the right of UCA to benefit from the Organization’s facilities free of charge. To be recognized as representative of the staff, an association must comprise at least 15% of the members of the staff, which is not the case of UCA. However, in light of the discussions on the matter at the 187th and 188th sessions, it is acknowledged that this volunteer association does indeed support the UNESCO community to adapt to the specific conditions of the host country and to an international organization. Recently,


in the context of the optimization plan and while waiting for a clear decision, UCA’s office space was reduced by half during their transfer from Building VII to Building VI bis. Therefore, it is proposed to allow the association to continue to benefit from available office space in Building VI bis under the same conditions as occupants entitled to rent-free space.

II. LONG-TERM MAINTENANCE AND CONSERVATION OF UNESCO PREMISES

17. The insufficiency of funds for long-term conservation of UNESCO’s buildings has been reported on and discussed at almost every session of the Headquarters Committee. It is an issue faced by many other international agencies which constructed their premises at the same period (United Nations, United Nations at Geneva, OECD, etc.). They meet annually to discuss and exchange best practices at the Inter-Agency Network of Facilities Managers meetings (INFM). One of its recommendations for all agencies was to create reserves for this purpose.

18. Since 2007 constraints relating to long-term conservation of Headquarters’ buildings have been addressed to the governing bodies of the Organization. Document 181 EX/41 (2009) again presented information on long-term maintenance and conservation for Miollis/Bonvin and Fontenoy, and so, as a first step in accumulating reserves to approach proper maintenance and conservation of Headquarters premises, the General Conference authorized the Director-General, by means of 35 C/Resolution 96, to transfer funds earmarked for the conservation of UNESCO premises from the regular budget to the Special Account for the Restoration and Improvement of Headquarters. As recalled in document 195 EX/22, the current level of resources allocated to the conservation and maintenance of buildings covered by the regular budget is $2.9 million, which is an insufficient level to engage in any substantial conservation works in a biennium. In view of the current financial status of the Organization, it is not probable that this allotment will be increased in forthcoming C/5 proposals, therefore it is to be proposed that the General Conference authorize the Director-General, on a permanent basis, to transfer funds allocated under the regular budget for conservation of UNESCO premises from the regular budget to the Special Account for the Restoration and Improvement of Headquarters, thus permitting the Secretariat to accumulate funds over several biennia in order to undertake larger conservation projects.

A. Long-term conservation/renovation of the Miollis/Bonvin site

19. Since 2009, all income from letting offices on the Miollis site above and beyond the running and maintenance costs has been transferred to a Miollis sub-account, with a view to accumulating reserves for financing long-term maintenance and conservation of the building and its installations (181 EX/Decision 41). In 2014 a similar decision was taken based on the same principal (195 EX/Decision 22), to begin accumulating reserves for the Bonvin buildings. The Bonvin sub-account has now been created for this purpose. Further information on the sub-accounts of the Headquarters Utilization Fund is contained in this report under Revenue-Generating Activities.

20. Today the non-renovated premises are in a critical state of deterioration due to lack of appropriate funding of maintenance and conservation cumulated over decades. The buildings of this site have been in intensive use for over 35 years without undergoing any major improvements. At the current stage, only remedial interventions can be performed to mitigate risks. The CMP exposed a series of risks of non-intervention: risks to people, to the functioning of the Organization, financial and image deficit.

21. The necessary funds to finance a complete reconstruction for these sites were estimated at €245 million (2011 rates – document 36 C/INF.12). The strategy proposed involved full renovation of Buildings V and VII, total deconstruction of Buildings VI and VI bis (obsolete high-rise building of no particular architectural interest and prefabricated structure) and construction of a new building. This proposed scenario (strategy) was the most cost-efficient and it was a holistic approach for the Miollis/Bonvin site. However, since it is not financially feasible, other alternatives need to be considered for that site.


22. Building VI (high-rise building): without major investment, it is only envisaged to maintain its current state (business continuity); to continue upkeep and repairs of the building, as is the case today, to extend its lifespan and to increase surveillance of degradation so as to avoid a major breakdown. The available resources for the next biennium will allow the programmed revision of façades and an upgrade of fire safety installations. The restoration of the restaurant and kitchen continues to be a priority for that building, and needs concerning the general electrical wiring, replacement of the telephone system and other IT infrastructure are presented hereafter.

23. Building VII is currently being refurbished in line with the optimization plan and in cooperation with UNEP, in the context of the rental of this building. The current works are minimal as compared to the proposed renovation presented in the CMP which included a complete façade revision and improvement of the thermal conditions of the building (not equipped with air-conditioning).

24. For this site, Building V (Miollis), being the oldest one, is still considered a priority as a whole. Its façade was designed by Jean Prouvé and is of particular architectural value. Over the past 15 years some conservation works have been undertaken financed by the Headquarters Utilization Fund (from the revenue generated by renting office space), such as the renovation of the washrooms (2003), the installation of fire detectors (2005) and the renovation for technical compliance of the lifts (2008), among other improvements. However the offices need major renovation works including electrical wiring compliance, adequate lighting, structured cabling for telecommunication services (which will be mentioned in a further section of this document), replacement and improvement of the thermal and air conditioning of the office areas implying the revision, or even the replacement of, the existing façade while respecting its architectural concept.

25. The technical diagnosis and the recommendations provided by the CMP enabled revising the priorities and restudying the options for the renovation of Building V. The structure of this building recalls that of Building I (Fontenoy), being solid enough to endure a complete renovation. The works could be organized in different phases allowing time for the Organization to identify the financing resources.

26. A summary of the long-term options for the renovation or conservation of Miollis is presented in table 4 hereafter.

Table 4: Options for renovation/conservation of Miollis Building V

Options Description Cost (K€) Advantages Disadvantages

Option 1: Capital Master Plan

CMP proposed renovating this building as part of a global site reconstruction plan; optimized cost were obtained since all studies for the site reconstruction were mutualized and there was no need for a temporary swing space. The diagnosis and recommendations for this building remain valid and have been used as the base for the other options below.

76,718

Optimal cost; takes on board all Miollis-Bonvin works; allows complete compliance with new building standards; no need for swing space since there would be a new building on that site

Cost (€ 247 million prices); duration of the operation (10 year plan)

Option 2: Entire renovation of the building

This option was also studied in conjunction with the CMP but was not presented as it was not optimal for the “all site” reconstruction. It allows for renovating the building in one single phase, thus optimizing technical facilities and minimizing duration of temporary swing space. The works are estimated at 2 years in addition to 1 year of studies and administrative procedures. Major costs for temporary swing space.

90,898

Short period of execution (3 years total); Miollis building compliance with new building standards

Need to identify swing space to house all Building V occupants; very costly solution; excludes Bonvin building.

Option 3: Renovation of the building by independent phases

Renovation planned in three independent phases, to facilitate financing smaller sums, phase by phase: Phase 1: construction of temporary swing space - part 1: superstructure (vertical/horizontal to be determined – 0-8 floors)) - part 2: superstructure(vertical/horizontal to be determined-0-8 floors) Phase 2 : Infrastructure works (offices -1 & -2 & basements) Phase 3 : exterior works including separation of Bonvin (patios & terraces) The works are estimated at 4 years (2 years - construction of swing space (215 offices per phase) + Phase 1) and (2 years - Phase 2 and 3)

Ph 1: 42,000 Ph 2: 25,000 Ph 3: 11,000

= 78,000

comparable cost

More attainable financially; less need for swing space; Miollis building compliance with new building standards;

Higher cost with independent phases in the long term as studies require review to ensure no technical redundancy between phases

Option 4: Major repairs with no return of investment

Ensure business continuity, reduce risks for safety and security, prolong current state: enhance fire safety, replace electrical cabling, change lighting for electrical compliance, refurbishment of the main entrance, waterproofing of patios, repair dilapidated pipes, revise façade to avoid dislocation, replace electrical backup supply.

7,000 Reduce immediate risks to business continuity; reduce safety hazards.

Short term corrective costs that would not resolve the major pathologies of the building (façade, air conditioning, isolation, etc..); in case of renovation, most of the Option 4 investment would be lost

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E/3 – page 6


27. In light of table 4, it is proposed to move towards option 3: “renovation by independent phases,” being the less costly scenario at mid-term while still providing a long-lasting solution. It is thus proposed to engage further engineering and architectural studies to determine the technical approach needed to split the operation into smaller phases. This study could be then presented to the governing bodies at their autumn session next year (2016) along with proposals for financing the operation to be submitted to the General Conference at its 39th session.

28. Meanwhile, it is to be noted that, currently, the available resources within the Headquarters Utilization Fund (HQF) are not sufficient to cover all the needs, so it will be necessary to optimize the use of the expected reserves from renting space on that site.

29. It is planned to increase the conservation reserves (currently at $1.5 million) through the full rental of the Miollis/Bonvin site. The expected income depends on the categories of tenants who will occupy the office space vacated by the Secretariat. It can be estimated at some $700,000 to $1 million per year.

30. With an average rate, by 2021, the HQF could accumulate a reserve of over $5 million. Unfortunately, this sum would not be adequate to renovate all the premises but sufficient to initiate a plan of action to achieve that goal.

31. Hereafter is a provisional plan of action for the use of HQF funds, for the next three biennia, integrating all required works.

Table 5: HQF Provisional Action Plan for Miollis/Bonvin (by biennium and required works)

Biennium/Year Required works

Estimate Financing

needs (K€)

Available funds HQF

reserves

To be identified

(K€)

38th (2016-2017)

Building V: Engage studies for renovation by phases (option 3);

130

Renovate Miollis entrance area. 80

Planning for shared data centre Miollis-Bonvin; part 1 of construction and development;

60

200

Cafeteria/kitchen improvements minimal structural compliance;

500

Waterproofing terrace/basement Building V (HQF part)

350

Revision of Building VI façades/immediate repairs; improve rooms XIII and XIV (HQF part)

330

Bonvin Piazza repairs 150

Subtotal 1,800 1,800

39th (2018-2019)

Building V: start renovation plan – phase 1 24,000

Building VI: electrical backup (uninterruptible power supply revision/replacement)

1,200

Shared data-centre construction and Building VI distribution

1,500


Building VI: Waterproofing repairs/revision of lifts

350

Subtotal 27,050 3,000 24,050

40th (2021- 2022)

Building V: continue renovation plan – phase 1

18,000 18,000

Building VI improvements 2,000

Subtotal 20,000 2,000 18,000

TOTAL 48,850 6,800 42,050

B Long-term conservation and renovation of the Fontenoy site

32. The strategy recommended by the CMP involved dividing the works into 8 geographical zones, allowing minimal operational disturbance and optimizing technical interventions and thus reducing the overall cost. It was estimated at €55.5 million for the all non-renovated areas.

33. Although the technical assessments and recommendations of the CMP are still valid and allow the elaboration of programmes and establishment of priorities, the financial solutions have not been identified.

34. The latest initiatives, such as the fund-raising campaign, launched by the Chair of the Executive Board, H. E. Mr. Mohamed Sameh Amr, for the renovation of room X and the donation by His Highness Sheikh Hamdan bin Rachid Al-Maktoum (United Arab Emirates) to renovate room I, call for a more pragmatic approach of proposing renovation by specific space and within the available resources.

35. In this context, it is proposed to use any available resources to support and/or eventually complete any financing initiative of a functional area and renovate, at the same time, the technical premises by which they are served. Harmonizing these technical facilities will induce improvements that will serve other functional areas.

36. One example could be the project to renovate room X, which would involve the study of the overall renovation of the interpreters’ booths for both rooms X and XI in view of their shared technical supply. In this case, it is proposed to further study all technical solutions for overall improvement within the available reserves. Another example would be the project such as the renovation of room I, which would lead to the study of technical improvements of the basement facilities related to that room, such as artist dressing-rooms and other technical premises that would be affected by such an operation.

37. A priority area that calls for immediate attention is the Miro exhibition halls. The CMP presented a complete review of this space, estimated at €1.66 million (2011 prices) along with the “Salle des pas perdus”, including air-conditioning conformity. The funding not being available, it will be proposed to treat at least the waterproofing of the roof of the Miro space (roughly estimated at €300,000), as a corrective intervention necessary to continue renting this space for exhibitions while accumulating extra-budgetary funds through its rental with a view to renovating the rest of the space at a later stage.

38. In the meantime, the current biennium funds have already allowed furthering prioritizing of technical maintenance of this site, ensuring business continuity and avoiding operational failures.

39. The current regular budget allocation of €2.9 million should be doubled to ensure proper maintenance and conservation of Fontenoy site. This not being the case, it is thus expected that the highly used office areas (offices and washrooms), significantly affected now by the optimization


plan (internal moves and integration of all staff over the past three years), will start deteriorating physically and even visually for users of the Fontenoy site, in spite of the attention given by the Headquarters maintenance workshops.

40. Table 6 presents the provisional plan of action requiring investment needs by area and estimated cost.

Table 6: Provisional Action Plan for Fontenoy (by area and required works)

Conference room/Zone Estimated cost K €

Room I* 7,000 (Ongoing plan for renovation at level of

$5million)

Room II* 2,000

Room III* 450

Room IV* 1,350

Room V* 500

Rooms VI, VII, VIII* 2,000

Room IX* 850

Room X 1,850 (Ongoing renovation plan initiative)

Room XI* 950

Rooms XII* 900

Miro space* 1,200 (Urgent waterproofing repair needed)

Salle des Pas perdus* 500

Basement II 3,000

Building II bis* 1,800

Studio/ offices 5,000

Building 2 archives/ storeroom

9,400

Building 4 ramp 826

Patios et divers 7,430

Total 47,006

C. ICT capital investments

41. The priorities for capital investments from an ICT perspective are:

• replacement of the telephone system

• cabling of Building II required for the new telephone system and for providing adequate services for meetings and conferences

42. The risks of UNESCO’s obsolete telephone system and proposals for its replacements have been brought to the attention of the Headquarters Committee and the General Conference on multiple occasions (176th, 177th and 187th sessions of the former – see document 37 C/39, para.


24). Despite the fact that it is clear to both the Secretariat and the Permanent Delegations that this is not an acceptable situation, no funding has been made available (funding was made available at the General Conference in 2011, but was never allotted due to the financial crisis). The situation is becoming more pressing as time passes and UNESCO is more and more frequently experiencing smaller or bigger problems with the telephone system. This critical infrastructure presents a high risk of failure. At the same time, many technology developments have taken place. KMI has been looking for alternative solutions that take advantage of new technologies and recently commissioned an initial study to compare different solution directions:

• traditional telephone systems (PBX) vs Internet-based telephone system

• internal vs outsourced

• fixed vs mobile telephony

Next steps

43. From this study it has become clear that for Buildings V and VI the only possible solution is a “traditional telephone system” as the cabling of these buildings is not at the required level for Internet-based solutions. The Headquarters Committee will therefore have to decide whether to proceed with this type of solution – an initial estimate is provided in the study report at €360,000 – or wait for the renovation of the buildings.

Proposed next step 1: Determine delegations’ and tenants’ requirements and, based on planning of the renovations, propose and decide on the preferred solution.

44. The cabling of Buildings I, III and IV allows for an Internet-based telephone system. Building II has however never been cabled and this is required for the implementation of the telephone system. The cabling is also required to adequately support meetings and conferences as current infrastructure only allows the (partially) provision of the requested ICT services with a great deal of additional work and manual intervention, which is not sustainable going forward.

Proposed next step 2: Based on this study and further discussions, one or more solutions will be worked out in more detail (second half 2015) before a decision is taken to send out a Request for Proposal (end of 2015) based on which a final decision can be taken.

Proposed next step 3: Start with the infrastructure preparations for Buildings I-IV, including the cabling of Building II. Telephony requires specific network services in order to ensure good quality voice over the network – these services (like QoS Quality of Service) must be configured. Most of the network devices (switches) are reaching end of life – we plan a progressive replacement.

Estimated cost: €570,000 (this includes a partial replacement of network devices) – these costs should be shared between the HQF and regular programme budgets according to the agreed ratio.

Buildings V, VI and VII

45. As mentioned above, Buildings V and VI have obsolete cabling that needs to be replaced. It is proposed to include the renewal of the full LAN infrastructure (cabling, wiring closets, etc.) as part of the renovations projects. The investments in Building VII will be the responsibility of the future tenant (UNEP) as they will be occupying the whole building. It is also proposed building a shared data centre for the ICT requirements of permanent delegations/tenants such as hosting servers and providing shared Internet.

Estimated costs building V: €1,500,000

Estimated costs building VI: €1,800,000

Estimated costs shared data centre: €250,000


Conference rooms

46. The conferencing and audiovisual equipment is obsolete in a significant number of conferencing rooms. The total estimated cost is €2,886,000. It does not contain related potential investments in the room architecture and generic services (like electricity, light, air conditioning, etc.). For rooms I and X investment is foreseen from special donations as shown in green in the table below and therefore these costs are not included in the total. The figures in blue are potential donations for room X, but they are not yet confirmed and therefore included in the total. In addition part of the conferencing equipment of room X may be reused in room XIV.

Room Year Age in years

Conferencing equipment Sound Acoustic

treatment Video Projection Misc. MO TOTAL

I 1980 35 398 320 € Fait 322 400 € 220 000 € 135 000 € 73 000 € 135 000 € - II 1980 35 154 000 € Fait 20 000 € 130 000 € 75 000 € 50 000 € 40 000 € 469 000 € IV 1980 35 125 000 € 30 000 € 0 € 45 000 € 60 000 € 40 000 € 40 000 € 340 000 € VI 2008 7 30 000 € 10 000 € 0 € 20 000 € 10 000 € 10 000 € 25 000 € 105 000 € VII 2008 7 30 000 € 10 000 € 0 € 20 000 € 10 000 € 10 000 € 25 000 € 105 000 € VIII 2008 7 30 000 € 10 000 € 0 € 20 000 € 10 000 € 10 000 € 25 000 € 105 000 € IX 2008 7 50 000 € 10 000 € 0 € 25 000 € 10 000 € 10 000 € 25 000 € 130 000 € X 1983 32 122 000 € 55 000 € 0 € 133 000 € 200 000 € 49 000 € 30 000 € 467 000 € XI 2006 9 140 000 € 35 000 € 0 € 60 000 € 120 000 € 20 000 € 30 000 € 405 000 € XII 1981 34 140 000 € 35 000 € 0 € 70 000 € 120 000 € 40 000 € 40 000 € 445 000 € XIII 1978 37 50 000 € 15 000 € 0 € 30 000 € 10 000 € 10 000 € 20 000 € 135 000 € XIV 1978 37 Equip. S10 10 000 € 0 € 25 000 € 10 000 € 10 000 € 20 000 € 75 000 € XVI 1992 23 35 000 € 10 000 € 0 € 20 000 € 10 000 € 10 000 € 20 000 € 105 000 €

2 886 000 €

47. The priority for the conference rooms is the replacement of the projectors in most of the rooms, as shown in red for an estimated total of €360,000.

D. Major capital investments - financing options

48. In document 166 EX/34 (2003), information on the financing of refurbishment and maintenance programmes implemented in other United Nations specialized agencies (e.g. in Rome, Vienna and Geneva), was presented to the Executive Board. These options have been discussed among other issues throughout the Inter-Agency Network of Facility Managers (INFM) in which UNESCO has been an active participant since 2003.

49. The most recent renovation operation is that of United Nations Headquarters emblematic premises located in New York (UN CMP). Over $2 billion was financed by the Member States using the scale of regular budget assessments over either a 5-year period or a one-time payment up front. In addition, a working capital reserve fund was established to mitigate cash fluctuations. The project started back in 2007 and was completed in 2014. United Nations Headquarters is now envisaging the construction of a new building to optimize space occupied at different locations in Manhattan, with the same financing mechanism.

50. UNESCO has financed all its major building renovations through voluntary contributions and contraction of loans. Under the Belmont Plan, UNESCO renovated its Fontenoy site (Buildings I, III and IV) through a loan of €80 million, with host country guarantees, and as a contribution to UNESCO the French Government took on charge the interest.

51. The UNESCO reimbursement, of about €7 million a year, will conclude its repayment in spring 2021. However, it is proposed in the draft resolution that the General Conference


immediately envisage conserving the current budget allocation, allotted for the renovation loan reimbursement, from 2018 (39 C/5), as the loan payment will start to diminish until final payment in 2021. Requesting another loan and extending the reimbursement mechanism for an additional 6 years would permit financing, as a first step, of Phase 1 of the proposal under option 3 (superstructure) for Miollis Building V.

52. A legal feasibility study was conducted concerning the possibilities of establishing a PPP partnership type (Private-Public Partnership). A host country expert consultancy concluded the following.

53. In order to renovate its Headquarters, UNESCO could sign a building lease whereby the latter would give an operator (lessee) real rights on the premises concerned so that it could renovate and carry out maintenance on the existing buildings and, if necessary, carry out a related property development programme in order to optimize the operation’s funding. The lessee would receive rent from UNESCO for the lease of the buildings renovated for its benefit. This kind of arrangement would require a number of changes to the internal rules of UNESCO regarding procurement procedures (such as maximum two-year contracts, defining contracts for works –excluding design – and limited use of negotiation). The use of a building lease also raises two underlying problems that should be addressed before its implementation.

54. First, the conclusion of a building lease would involve the use of riders to change the leases with which the French State has made available to UNESCO the land on which the buildings concerned are constructed. It would be preferable to provide UNESCO with the opportunity to transfer real rights to the lessee (under certain conditions concerning the duration, the beneficiaries and the aim of such a transfer). The riders should also expressly specify the conditions (duration, type of activity, goal) of the establishment of an associated property development programme. Lastly, it would be important to stipulate the consequences of certain extreme events, such as the transfer of UNESCO Headquarters to another international organization (take-over of all the building lease obligations by the international organization replacing UNESCO) or the purchase of buildings by the State (payment by the French State of a lease termination fee to the lessee and its creditors).

55. Second, it would be necessary to address the disadvantages stemming from UNESCO’s privileges and immunity, as they do not give the Organization’s creditors the possibility of compelling UNESCO to fulfil its obligations to pay under the building lease. One possible solution would be to provide that, in the event of a payment default by UNESCO, the rental leases and the building lease would be terminated. The termination of the building lease would open the right to a termination fee for the lessee and its creditors. Since the French State would have recovered the ownership of its land and the buildings on it through expropriation, it would be liable to pay that compensation.

III. FOLLOW UP ON RENOVATION PROJECTS

A. Fontenoy forward security post

56. Following the decisions of the Headquarters Committee at its 182nd and 183rd session and in accordance with 37 C/Resolution 86, the construction of the forward security post at the Fontenoy site was completed in March 2015. The building was inaugurated on 13 April 2015 by the Director-General and the Chair of the Executive Board in the presence of members of the Headquarters Committee, permanent delegates and the Secretariat.

57. As the keystone of the Medium-Term Security Plan, the opening of the security pavilion fulfills the requirements of reinforcing security at UNESCO Headquarters main entrance. The pavilion provides an outlook on the Place de Fontenoy that has also, thanks to the collaboration with the host country, been renovated in harmony with the needs of the new structure. The new control system streamlines the management of different types of visitors and users, and facilitates


access to the immediate public areas of Fontenoy (bookstore, bank and exhibition area) as well as the reinforcement of entry for vehicles. The project was accomplished under the approved budget of €1.8 million, with an unspent balance of €52,000, as presented in Annex 1. This remaining balance will be credited back to the Headquarters Utilization Fund against the additional funds approved by the Headquarters Committee ($538,000) to implement the project.

B. Room X

58. At its 185th session the Headquarters Committee welcomed the initiative of the Chair of the Executive Board, H. E. Mr. Mohamed Sameh Amr, on the renovation of room X and its Delegates’ lounge. The renovation has brought to the Executive Board room, new technology, design and layout while respecting its architectural heritage.

59. The Chair of the Executive Board actively participated in the project with the support of the Secretariat, ensuring the financing of the project and providing his close support in the implementation process.

60. The project was financed by the generous voluntary contributions received from Angola, Cambodia, Cameroon, Chad, Malaysia, Nigeria and Mr Zurab Tsereteli, UNESCO Goodwill Ambassador, and generous in-kind donations from Azerbaijan and Saudi Arabia.

C. Room I

61. At its 188th session the Headquarters Committee expressed its appreciation to His Highness Sheikh Hamdan bin Rachid Al-Maktoum for his generous contribution pledge of $5 million, for the restoration and improvement of room I; that would include the renovation of technical installations to current standards and modernization of conferencing equipment and furnishings.

62. The Secretariat met representatives of His Highness and defined the parameters of the agreement to be concluded in November 2015, the project plan and the provisional implementation schedule (2016). An Advisory Committee will assist the Director-General in guiding the operation that includes members of the Secretariat, two members of the Headquarters Committee and the donor representatives. In accordance with 188 COM/SIEGE/Decision 7 (para. 4), the donor has expressed a specific request concerning the recognition plaque to be placed outside of room I, in particular, that one plaque be placed at each entrance of the room, as presented in Annex 2.

IV– MANAGEMENT OF THE UNESCO WORKS OF ART COLLECTION

63. Over the past two years, many projects involving the restoration, conservation and promotion of works of art have been undertaken as part of the short- and medium-term strategy, including:

A. Restoration – conservation and promotion

• Cleaning of the patio floor and application of water-repellent protection in the Japanese garden designed by Isamu Noguchi and the pathway leading to the Meditation Space designed by Tadao Ando, the two Azerbaijani stone sculptures from the twelfth and thirteenth centuries (funded by the Permanent Delegation of the Republic of Azerbaijan to UNESCO) and cleaning of the Le Corbusier tapestry.

• Installation of the latest works of art officially donated to UNESCO:

- Painting “Dreamers” by Byron Mejia (Honduras, 2014);

- Pair of vases from the Meiji period (Khalili Family Trust, 2014);

- Buddha (Nepal, June 2015).


• Organization of temporary exhibitions under the theme “Around the Works of Art in the UNESCO Collection”, in partnership with Member States:

- Exhibition on the work of Erró, with the Permanent Delegation of Iceland (May 2014) around the artwork “Thor’s Story” in UNESCO’s collection;

- Exhibition on the work of Jagoda Buic with the Permanent Delegation of Croatia (June 2014), around the artwork “Wounded Dove II” in UNESCO’s collection.

64. Special projects related to the management and visibility of the works of art collection have also been undertaken, including:

• Organization and hosting of the European Night of Museums in 2014 and 2015 :

• In 2014, the European Night of Museums was held in partnership and with the financial support of the Permanent Delegation of the Dominican Republic. On that occasion, the visit included the temporary exhibition on the Dominican artist Jorge Pineda and an exceptional showcasing of the photographs of Polibio Diaz, offered to the Organization by the Dominican Republic in 2012. The artists whose work was on display, Jorge Pineda and Erró, were present during the evening;

• In 2015, the event was held in partnership with the Permanent Delegation of the Republic of Azerbaijan. That time round, the visit included a group of exhibitions on the theme “Azerbaijan – from antiquity to modernity” showcasing Azerbaijani sculptures, donated by the country in 2013.

• Major loans of various works of art:

- “Spirale” by Alexander Calder for the exhibition Calder in the Rijksmuseum gardens (Amsterdam, June-October 2014) ;

- Models of UNESCO buildings for the exhibition Bernard Zehrfuss: Poetic Structure at the Cité de l’architecture et du Patrimoine (Paris, June-October 2014);

V. REVENUE-GENERATING ACTIVITIES

A. Headquarters Utilization Fund – financial status as at 31 December 2014

65. At the 189th session of the Headquarters Committee, the Secretariat presented the annual financial report of the Headquarters Utilization Fund for 2014. Revenue increased by 22% to $9.2 million compared to the same period in 2013, whilst expenses increased by 18% to $9.3 million. The deficit for the year amounted to $78,000 compared to a deficit of $337,000 in the previous year.

66. Revenue from office rental increased by 16% ($717,000) to $5.3 million of which 92% ($4.9 million) is from permanent delegations. Revenues from letting Headquarters premises and services increased by 31% ($325,000) and revenues relating to conference and meeting rooms also increased by 82% ($574,000) as compared to 2013.

67. The increase in expenditure is largely attributable to staff costs. Staff costs have increased by 22% to $4.2 million, representing 45% (44% in 2013) of total expenditure. The staff costs are within the 50% threshold as per the Financial Regulations of the Fund.

68. Following the creation of the sub-account for the Restoration and Improvement of the Headquarters/Miollis building (35 C/Resolution 96), funds continue to be transferred to the sub-account and the balance as at 31 December 2014 amounted to $1.32 million.


B. Breakdown of Revenue-Generating Activities

69. The table below provides a breakdown of all revenue-generating activities. Revenue from Member States of $5.99 million represents 65% of the total revenue.

REVENUE-GENERATING ACTIVITIES – 2014 / 2013 REVENUE BY ACTIVITY AND SOURCE

2014 Restated

2013

% Variance 2014/13

US$ US$ US$ OTHER THAN MEMBER STATES Rental of offices 417 711 248 394 68% Parking 365 105 385 367 -5% Rental and leasing of equipment 286 511 272 348 5% Conference rooms 1 039 832 585 766 78% Cultural events/exhibitions 960 434 780 632 23% Other (URS/Commissary/bank interest/cost recovery) 194 449 190 041 2%

OTHER - TOTAL 3 264 042 2 462 548 33% MEMBER STATES Rental of Offices 4 886 457 4 339 055 13% Parking 280 960 256 466 10% Rental and leasing of equipment 142 902 71 318 100% Conference rooms 238 088 118 089 102% Cultural events/exhibitions 419 938 275 149 53% Other (URS/Commissary/bank interest/cost recovery) 26 444 24 100 10%

MEMBER STATES - TOTAL 5 994 790 5 084 177 18% GRAND TOTAL 9 258 832 7 546 725 22.6%

SUMMARY Rental of offices 5 304 168 4 587 450 16% Parking 646 065 641 832 1% Rental and leasing of equipment 429 413 343 666 25% Conference rooms 1 277 920 703 855 82% Cultural events/exhibitions 1 380 372 1 055 781 31% Other (URS/Commissary/bank interest/cost recovery) 220 894 214 141 3%

GRAND TOTAL 9 258 832 7 546 725 22.6%

C. Rental Arrears

70. In cooperation with the Headquarters Committee, the Director-General continues to apply the measures intended to reduce the rental arrears situation of the permanent delegations renting offices in the Miollis and Bonvin buildings. As presented in Annex 3, the total due from delegations, observers and NGOs (office, parking, conference rooms, exhibitions and cultural events and others) has slightly decreased to €1,157,787 as at 31 May 2015 (of which €660,836 is due from prior years), as compared to €1,163,908 as at 31 May 2014. It should be noted that one Permanent Delegation left the premises with unpaid bills at the end of 2014. Consequently,


€502,168 of the total arrears are due from 10 Permanent Delegations that no longer have offices or parking spaces.

71. The Headquarters Committee at its 188th session (9-10 March 2015) adopted decisions aimed at increasing the likelihood of recovering debts owed to the Organization. Accordingly, several actions have been taken, as follows:

- For permanent delegations with arrears exceeding one year (22 delegations at the end of March 2015) copies of the usual quarterly reminder letters were sent to their respective governments and National Commissions.

- Nineteen permanent delegations having arrears exceeding one year as at 27 May 2015 were requested to present a payment plan for consideration by the Headquarters Committee at its 189th session. One of the 19 delegations owing an amount of €37,024 has settled its arrears.

- One Member State having an advance payment in its favour for assessed contributions to the regular budget has been invited to consider using this advance to partially offset the unpaid bills of €28,924 due from its permanent delegation.

- The monthly report of arrears is currently published on the Member States’ and the Headquarters Committee websites.

D. Management of conferences and exhibitions

72. There has been an upsurge in the management of conferences, cultural events and exhibitions at Headquarters and in the field in recent years. In 2014, there were a total of 1,020 activities organized at Headquarters, including:

• 898 conferences, of which 231 were programme meetings;

• 122 cultural events, including 58 exhibitions.

73. There have been some quite sizeable revenue-generating initiatives, beneficial to UNESCO in terms of image and profitability, although they remain exceptions owing to the fact that the calendar is mainly filled with activities organized by the sectors and permanent delegations.

74. Moreover, 2014 was characterized by the programming of activities over longer periods, such as the two United Nations Environment Programme (UNEP) conferences, which used all UNESCO’s premises for a period of 15 days, or the major exhibitions of museum pieces carried out with the support of the permanent delegations concerned: the works of the Icelandic artist Erró for four weeks in the Ségur Hall and the Salle des Pas Perdus (the first exhibition of a series entitled “Living artists of UNESCO’s patrimonial collection of works of art”), monumental tapestries by the Croatian Jagoda Buic for three weeks in the Ségur Hall, drawings and installations by the Dominican Jorge Pineda for three weeks in the Miró Halls.

75. The occupancy rate for the main areas and rooms increased by 3.2% compared to 2013.

76. The charts in annex 4 show the development of this activity, the organization rate of conferences, which represents 88.04% and the priority given to the service of the Organization, with 61% of activities conducted by the Sectors, 33% by the permanent delegations and 6% by external organizers.


VI ANCILLARY SERVICES – UNESCO RESTAURANT SERVICE AND COMMISSARY

A. UNESCO Restaurant Services (URS)

77. Over the past two years, the Administration has worked to improve the management of URS through a direct management model with the assistance of a middle manager, the consulting firm Horisis. Following almost 30 months of operating under this model, an initial assessment can be made. The results cover the continuity of service aspect, showing the economic and financial record. The social aspect, with several ongoing disputes and social issues, remains a major challenge. The key figures of URS in 2014 were as follows:

(a) 400,000 meals provided;

(b) 900 cocktail receptions;

(c) 38 full-time staff;

(d) 150 temporary staff/extras, equivalent to 14 full-time staff;

(e) seven catering outlets on two sites;

(f) four production points on two sites;

(g) premises covering 3,600 m²;

(h) turnover of €4,700,000;

(i) operating profit of 1.8%;

(j) funding requirement of €3,400,000;

(k) own funds of -€732 000; and

(l) investment of €0.

78. URS closed the fiscal year 2014 with a net operating profit of 1.8%. This result is consistent with the not-for-profit basis of URS. Basically, in 2015, the profile and operations of URS is heterogeneous and complex, which would still benefit from being rationalized pragmatically, through either outsourcing or the direct management of a sound structure integrated into UNESCO following assistance from the firm Horisis, whose contract expires at the end of February 2016.

79. Various attempts at total outsourcing of URS have failed, the latest dating back to the late 1990s. These failed attempts were marked by failings in cost-analysis, quality analysis and in-depth risk analysis, particularly consideration of the consequences that outsourcing may have on the staff of URS. In order not to reproduce these failings, in-depth analysis and assessment of the various restaurant services management models was conducted in 2015 with the participation of the consultant firm Horisis. This report provides the main lines of action, conclusions and recommendations of this analysis – available for consultation – and sets out the plan of action.

Direct management model

80. This model consists of maintaining the status quo with a structure integrated into UNESCO as an ancillary service and in accordance with the procedures of the Organization, in particular those specified in item 12.7 of the Administrative Manual. In this context, UNESCO will have to continue to invest more in directly managing mass event catering and assume the risks of such a non-core operation. For this model, URS has only been able to invest very little for several years, with the result in 2015 of a negative working capital. The direct management of catering services is a model that has been abandoned by most of the international organizations. The study has looked in particular at the restaurant services model of other international organizations based in France as well as in public entities. The choice to outsource their restaurant services completely was made a long time ago.


Outsourcing model

81. Through this model UNESCO would outsource the work for which the Organization may have the necessary skills and resources, but which can be performed more economically, efficiently or faster by an outside entity (160 EX/30: Proposals by the Director-General on an outsourcing policy for UNESCO). Two types of contract are to be considered depending on the total or partial outsourcing of URS:

(a) Rental contract (total outsourcing): the selected partner operates the service with its own employees. The best rental practices include performance compensation incorporated into the agreement, including the basic minimum rent, profit sharing and sunset clauses for non-performance. In most cases, investments for the premises and heavy equipment, its technical maintenance and costs relating to operations would be borne by the owner of the premises, although the operator could contribute in order to demonstrate its commitment.

(b) Operational management delegation contract (partial outsourcing): the owner of the premises operates the service with its employees and entrusts a third party (a company) with an operational management mandate. The funding of investments for the premises and the heavy equipment, its technical maintenance and costs relating to operations will borne by the owner of the premises, which must also pay a fee to the manager. The creative managers, in addition to taking care of the operational management and developing the activity, can design specifications for reducing the overall costs of renovation, providing a better return on investment.

82. In 2015 this outsourcing model presents a number of major risks and challenges, including the following:

(a) future of URS staff,

(b) financing of investments required,

(c) guarantees of quality and price of the services.

Prerequisites for direct management:

(a) Retention of all current URS staff strengthened by the additional post of a Director and four posts for marketing and management control staff.

(b) Renovation of kitchen premises and equipment (€2.5 million).

(c) Duration of the renovation works: five to eight years.

(d) Centralization of all production at the Bonvin site.

(e) Investment required (€3.4 million).

(f) Recovery of the actual operating costs of URS spaces (3,600 m²)

(g) Maintaining a minimum turnover (€4.7 million).

Prerequisites for partial outsourcing

(a) Retention of current URS staff strengthened by the additional post of Project Manager.

(b) Separation with compensation or retention of URS administrative, logistic support and production control staff by the outside company.

(c) Renovation of kitchen premises and equipment (€2.5 million).

(d) Duration of renovation works: two years.

(e) Centralization of all production at the Bonvin site.


(f) Investment required (€3.4 million).

(g) Operational management delegation contract (8% of turnover) and chargeback on a case-by-case basis of additional support resources

(h) Progressive call for the outsourcing of production and extras.

(i) Maximizing the yield of the catering areas by ensuring continuous activity throughout the year, extending opening hours to include evenings.

(j) Recovery of the actual operating costs of URS spaces (3,600 m²)

(k) Increasing turnover (€6.5 million).

Prerequisites for total outsourcing

(a) Recruitment of a Contract/Project Manager

(b) Separation with compensation of all URS employees (€3 million).

(c) “Re-employment” of all URS staff by the company selected.

(d) Management of all catering services within the Organization by the company selected.

(e) Renovation of the kitchen premises and equipment (€2.5 million).

(f) Duration of renovation works: two years.

(g) Centralization of all production at the Bonvin site.

(h) Investment required (€5.6M).

(i) Maximizing the yield of the catering areas by ensuring continuous activity throughout the year, extending opening hours to include evenings.

(j) Recovery of the actual operating costs of URS spaces (3,600m²)

(k) Rental contract: annual rent payable by the outside company (€1.28 million).

(l) Increasing turnover (€7 million).

Financing needs and options

83. Regardless of the future management model of URS, investment costs for the renovation of facilities must be borne and risks taken (particularly legal). The costs are estimated at €3.4 million for the direct management and partial outsourcing models and €5.6 million for the total outsourcing model (2015 prices, excluding tax). In comparison, in 2011 the Capital Master Plan (36 C/INF.12) evaluated the needs for the renovation of URS at the Miollis site alone at €1.75 million. In 2015, the renovation costs for both the Miollis and Fontenoy sites are estimated at €2.5 million.

84. Historically, UNESCO has funded the rehabilitation work of the URS premises and facilities with URS income, instead of it being re-invoiced to them in the form of a contribution to tenant-type maintenance. By these means, URS has only been able to invest a small amount for several years. During the transition to IPSAS, when the amount billed for renovation work was removed from its balance sheet, the analysis of the URS balance sheet structure showed a negative working capital, revealing the self-financing difficulties faced by URS to absorb its future investment and funding needs on its own, and thus the need for a loan. In this regard, the options are:

• Internal loan: funding will come from internal borrowing from Other Proprietary Funds (OPFs) and in particular from Headquarters-related Special Accounts. The residual right of ownership of all of these funds is ultimately vested in Member States which will have to approve the loan.


• External loan: funding will come from a commercial loan that, within the terms and conditions prescribed by the General Conference, the Chief Financial Officer may negotiate.

(a) Partnership: funding (total or partial), as indicated above, will come from a third party/partner to which UNESCO will entrust the operation of URS for a period of time that normally would match the amortization period of the investment.

(b) Hybrid solutions: a combination of the above.

85. The Headquarters-related Special Accounts may finance a maximum of €1.4 million. Therefore, the remaining financing need may be met by an external loan and/or other sources. The financial data on the repayment of the loans are annexed to this document (Annex 5).

Business plan 2016-2026 and the different management models

86. The goal is to raise financing to enable the turnaround and future sustainable management of URS. The business plan is then based in the continuity and the transformation of service. In this regard, a new policy on opening up the services to outside customers will be a key element of the future business model.

87. A balance can therefore be struck only through the catering activities and, above all, from special “events” or based on the possibility of both the return of funding and the re-establishment of positive working capital, which will demonstrate the self-financing capacity of URS to absorb its future funding and investment needs on its own.

88. The tables below present the different business plans for each of the three management models, as follows:

Direct management model:

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 20261 Income2 sales restaurant 2220000 2220000 2220000 2220000 2220000 2220000 2220000 2220000 2220000 2220000 22200003 sales catering 2480000 2480000 2480000 2480000 2480000 2480000 2480000 2480000 2480000 2480000 24800004 total income (2+3) 4700000 4700000 4700000 4700000 4700000 4700000 4700000 4700000 4700000 4700000 47000005 Expenditure6 purchases and consumption of goods 1651880 1651880 1651880 1651880 1651880 1651880 1651880 1651880 1651880 1651880 16518807 external services8 salaries and charges 3060000 3060000 3060000 3060000 3060000 3060000 3060000 3060000 3060000 3060000 30600009 depreciation 100000 200000 200000 200000 200000 200000 200000 200000 200000 200000 100000

10 real operating cost 3600 m2 215000 219300 223686 228160 232723 237377 242125 246967 251907 256945 26208411 total expenditure (6+7+8+9+10) 5026880 5131180 5135566 5140040 5144603 5149258 5154005 5158848 5163787 5168825 507396412 Operating result (4-11) -326880 -431180 -435566 -440040 -444603 -449258 -454005 -458848 -463787 -468825 -37396413 Financing 14 Financial income 15 Financial expenditure HQ Special Accounts 0 0 0 0 016 Financial expenditure bank loan 56435 48506 40336 31917 23243 14304 5094

17 Financial result (14-15-16) 0 0 -56435 -48506 -40336 -31917 -23243 -14304 -5094 0 0

18 Result (12+17) -326880 -431180 -492001 -488546 -484939 -481175 -477248 -473152 -468881 -468825 -373964

19 Equity (19+18) -821880 -1253061 -1745062 -2233608 -2718548 -3199723 -3676970 -4150122 -4619003 -5087828 -5461793

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026result -426880.39 -431180.393 -467066.393 -471540.113 -476103.308 -480757.766 -485505.314 -490347.812 -495287.16 -468825.296 -473964.194equity (fonds propres) -921880.39 -1353060.79 -1820127.18 -2291667.29 -2767770.6 -3248528.37 -3734033.68 -4224381.49 -4719668.65 -5188493.95 -5662458.14

-7000000

-6000000

-5000000

-4000000

-3000000

-2000000

-1000000

02016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

equity (fonds propres)

result


Partial outsourcing (management delegation):

Total outsourcing:

Evaluation of management models and business plans

89. By using a weighted scoring method, the prerequisites below were considered and evaluated in an objective and impartial manner in order to establish the feasibility of the models on the basis of a set of weighted financial and technical criteria. The evaluation criteria were the following:

(a) technical feasibility,

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 20261 Income2 sales restaurant 2220000 2220000 2220000 2220000 2220000 2220000 2220000 2220000 2220000 2220000 22200003 sales catering 3100000 3680000 4080000 4280000 4280000 4280000 4280000 4280000 4280000 4280000 42800004 total income (2+3) 5320000 5900000 6300000 6500000 6500000 6500000 6500000 6500000 6500000 6500000 65000005 Expenditure6 purchases and consumption of goods 1711573 1951245 2067082 2125000 2125000 2125000 2125000 2125000 2125000 2125000 21250007 external services 425600 472000 504000 520000 520000 520000 520000 520000 520000 520000 5200008 salaries and charges 2700000 2900000 3100000 3050000 3050000 3050000 3050000 3050000 3050000 3050000 30500009 depreciation 100000 200000 200000 200000 200000 200000 200000 200000 200000 200000 100000

10 real operating cost 3600 m2 215000 219300 223686 228160 232723 237377 242125 246967 251907 256945 26208411 total expenditure (6+7+8+9+10) 5152173 5742545 6094768 6123160 6127723 6132377 6137125 6141967 6146907 6151945 605708412 Operating result (4-11) 167827 157455 205232 376840 372277 367623 362875 358033 353093 348055 44291613 Financing 14 Financial income 15 Financial expenditure HQ Special Accounts 0 0 0 0 016 Financial expenditure bank loan 56435 48506 40336 31917 23243 14304 5094

17 Financing (14-15-16) -56435 -48506 -40336 -31917 -23243 -14304 -5094

18 Result (12+17) 167827 157455 148797 328334 331941 335705 339633 343729 348000 348055 442916

19 Equity (19+18) -327173 -169718 -20921 307413 639354 975060 1314692 1658421 2006420 2354476 2797392

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026result 67827.27 157454.5 173732.2 345340.3 340777.1 336122.6 331375.1 326532.6 321593.2 348055.1 542916.2equity (fonds propres) -427173 -269718.2 -95986 249354.3 590131.4 926254 1257629 1584162 1905755 2253810 2796726

-1000000-500000

0500000

1000000150000020000002500000300000035000004000000

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026


result

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 20261 Income2 rental income 1285000 1285000 1285000 1285000 1285000 1285000 1285000 1285000 1285000 1285000 12850003 total income (2+3+4) 1285000 1285000 1285000 1285000 1285000 1285000 1285000 1285000 1285000 1285000 12850004 Expenditure5 real operating cost 3600 m2 215000 219300 223686 228159.7 232722.9 237377.4 242124.9 246967.4 251906.8 256944.9 262083.86 depreciation 100000 200000 200000 200000 200000 200000 200000 200000 200000 200000 1000007 total expenditure (5+6) 315000 419300 423686 428160 432723 437377 442125 446967 451907 456945 3620848 Operating result (3-7) 970000 865700 861314 856840 852277 847623 842875 838033 833093 828055 9229169 Financing

10 Financial income 11 Financial expenditure HQ Special Accounts 0 0 0 0 012 Financial expenditure bank loan 118513 101863 84705 67026 48809 30038 10697

13 Financing result (10+11+12) -118513 -101863 -84705 -67026 -48809 -30038 -10697

14 Result (8+13) 970000 865700 742801 754978 767572 780596 794066 807994 822397 828055 922916

15 Equity (15+14) 468919.6 1334620 2077420 2832398 3599969 4380566 5174632 5982626 6805022 7633077 8555993.5

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026result 805000 800700 736314 731840.3 727277.1 722622.6 717875.1 713032.6 708093.2 763055.1 957916.2equity (fonds propres) 303919.6 1104620 1840934 2572774 3300051 4022674 4740549 5453581 6161674 6924730 7882645.8

0100000020000003000000400000050000006000000700000080000009000000

10000000

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026


result


(b) economic viability,

(c) social acceptability,

(d) operational flexibility and

(e) capacity to integrate into UNESCO.

90. Partial outsourcing (management delegation) was assessed and found to substantially meet the required conditions and earned the highest scores (19 points out of 25).

Conclusion

91. The strategic objective of outsourcing URS is to make it a self-financed, competitive and quality service. The generation of a positive working capital (equity) must guarantee the capacity of URS to absorb its future investment and funding needs on its own. In addition, URS will have to contribute, in full, to the recovery of real operating costs of its own space.

92. There are three main reasons that justify the partial outsourcing of URS:

(a) to guarantee the future for the majority of URS staff;

(b) to strengthen the competence of URS;

(c) to introduce a lower-risk phased implementation approach towards total outsourcing in the future;

Action plan

93. An outsourcing initiative will be launched according to the timetable below and should be effective in 2016.

B. UNESCO Commissary (ECU)

94. In 2014 the Administration conducted a study on the feasibility, the long-term functioning of the Commissary and other modalities of service. The study identified two retail options for the sale of consumer goods and services to UNESCO staff and its assimilated personnel, as follows.

Revitalization of the UNESCO Commissary

95. Revitalization demands cost reductions and new investments. The number of staff would have to decrease from the current five to two, a professional Director would have to be appointed and an investment plan to renovate the physical layout put in place, estimated at €300,000. The revitalization would have a substantial impact (some 30%) on the reserves of the Commissary, and induce UNESCO to continue bearing the operating risk of a purely commercial activity. When projecting the expected financial results over a five-year period, the revitalization would not generate profit but losses and therefore lead to the phased depletion of the reserves of the Commissary to such a level that regular budget resources could be at stake in case of need. In essence, revitalization is problematic because it would not yield any return on the investment made from the Commissary reserves and would induce future risks to the regular budget.

2 0 1 5 2 0 1 6

task JUN1 Market research and prequalif ication of suppliers

2 Elaboration of the Terms of Reference and solicitation documents

3 Competitive bidding process

4 Evaluation of offers

5 Contract aw ard

6 Transition plan

7 New model starts8 Information to the Headquarters Committee

JAN FEB MARJUL AUG SEP OCT NOV DEC


96. The General Assembly of the Commissary recommended the revitalization, though within a balanced budget. However, as at 31 March 2015, the Commissary reported again an operating deficit in the order of €50,000 (for the first three months of 2015) and a situation characterized by a drop in sales and, what is most disturbing, stocks on the rise and the overall reserves diminishing 23% over the previous 12 months (March 2014 – March 2015).

Outsourcing of the UNESCO Commissary

97. Through the outsourcing option any useful services would be externalized to a company with expertise and comparative advantages. Outsourcing would, in essence, transfer the financial and operating risk of private consumer goods commercial activity to where it belongs, i.e., to a third specialist services party. Outsourcing would not induce any risks to the regular budget other than the closure of the Commissary, which would be financed from its own, not yet depleted, reserves. It would eliminate a loss-making operation and the related risks while allowing useful services to be maintained for UNESCO staff and assimilated personnel through different channels of distribution. It is to be recalled that, the feasibility study concluded with a recommendation on the closure of the Commissary and the outsourcing of any useful commercial services of similar nature in the future.

Action plan following the feasibility study

98. The Administration concurred with the conclusions and the recommendation of the feasibility study and has developed a plan of action for its implementation. This plan was already presented in document 188 COM/SIEGE/3, paragraph II, and is now refined, as follows:

99. The action plan lays out the set of scheduled measures for the closure of the Commissary and for the implementation of a viable proposal for the provision, in the future, of a useful service at no cost to the regular budget. The main features of the action plan are the following:

(a) Personnel actions

All the five occupied posts will be abolished. Employees notified officially about the abolition of their post will be able to request a voluntary separation. Employees not expressing an interest in a voluntary separation would, to the extent possible, be considered for redeployment within the UNESCO Restaurant Services (URS). Voluntary separation requests are examined and approved by the Administrative Board of the Commissary under conditions which are mutually beneficial and with the aim of providing a sufficiently attractive scheme for the employees. The precise terms and schedule of the voluntary separation and redeployment plan are notified to all employees in accordance with the staff regulations of the Commissary. The date of separation shall be no later than 31 December 2015.

(b) Procurement actions

A ban on new purchase orders is in effect for all supplies where the stock-in-hand would be in excess of two months of sales.

20 15Task JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER

1 Communication with stakeholders2 Termination of purchasing arrantements3 Launch of the redeployment process4 Special operations and liquidation of unsold stock5 Circularization of suppliers6 Recovery of debts7 Refunding of cardholders8 Closing of the accounts9 Closure of the Commissary's bank account

10 Market research11 Terms of reference for outsourcing12 Request for proposals 13 Evaluation and contract award14 Fine tune new solution15 Contract start


(c) The future service delivery model

The Administration will, by no later than 31 December 2015, implement a viable proposal for the acquisition of consumer goods and services by UNESCO staff and assimilated personnel at no cost to the regular budget. This may also include the acquisition of duty-free spirits from the Organization’s contingent at Headquarters. A specialist services company will be responsible for receiving, servicing and delivering the purchase orders as placed directly by the staff, settle customs procedures where applicable and receiving payments directly from the consumers. The intervention of the Administration will be limited to the preparation of the bidding documents for the selection of the contractor, managing the performance of the contractor, reserving space for the on-site deliveries (ideally 3-4 days per year) and stamping the duty-free documents, where applicable. In this context, the Administration is in contact with other international organizations based in France that have already set up useful service delivery models upon the closure of their Commissaries. In this regard, a collaborative procurement strategy is being studied. This may imply using an existing long-term agreement of another international organization so as to provide volume leverage and, possibly, obtain volume discounts.

100. The Headquarters Committee may wish to adopt a decision along the following lines:

The Headquarters Committee,

1. Recalling 35 C/Resolution 96, 37 C/Resolution 86 and 195 EX/Decision 22,

2. Having examined document 189 COM/SIEGE/3,

3. Takes note of the request by UNEP to personalize the entrance and common areas of Building VII (Bonvin), and approves the placement of an information screen, replacement of the existing furniture (at UNEP’s own cost) and the provision of clear signalling to Building VII (indicating UNEP) from all entrances of Miollis/Bonvin;

4. Also takes note of the request by the Permanent Delegation of Turkey to privatise the common areas adjacent to their offices in Building VI (Bonvin) and approves the request subject to compliance with safety and security requirements;

5 Decides that the UNESCO Community Association (UCA) can benefit from office space in Building VI bis defraying a contribution of the fixed charge applicable to occupants entitled to rent-free space, provided that there is space available in that building and that their activity continues to be beneficial for the community of UNESCO.

6. Further takes note of the progress achieved in managing the UNESCO complex and of the proposed work plans to continue ensuring the maintenance and conservation of the Headquarters buildings within the available resources;

7. Takes note that _____________ and ___________ will participate as observers to the Advisory Committee for the renovation of room I.

8. Invites the Director-General to propose a rental scale for conference rooms and exhibition space, aligning it with the pricing policy for office rental, ensuring full recovery and a review of the rental policy of these spaces in order to make their use economically viable, and to report to it thereon at its 192nd session;

9. Approves a zero-rate five-year loan from the Headquarters Utilization Fund to the UNESCO Restaurant Services (URS) of up to €500,000 with a five-year grace period;


10. Also invites the Director-General to implement the partial outsourcing option for the UNESCO Restaurant Services;

11. Further invites the Director-General to implement without delay the action plan for the outsourcing of the UNESCO Commissary for an improved useful service at no cost to the regular budget;

12. Recommends that the Executive Board adopt, at its 197th session, a draft decision along the following lines:

The Executive Board,

1. Recalling 35 C/Resolution 96, 37 C/Resolution 86 and 195 EX/Decision 22,

2. Having examined document 197 EX/XX,

3. Recommends that the General Conference adopt, at its 38th session, a draft resolution along the following lines:

“The General Conference,

Recalling 35 C/Resolution 96, 37 C/Resolution 86 and 195 EX/Decision 22,

Having examined document 38 C/44 Parts I and II,

I

1. Expresses its gratitude to the Headquarters Committee and to its Chairperson, H.E. Mr. Shahidul Islam, Ambassador and Permanent Delegate of Bangladesh, for the action taken and the results achieved between the 37th and 38th sessions of the General Conference;

2. Takes note of the progress achieved in managing the UNESCO complex and the maintenance and conservation of Headquarters buildings;

3. Welcomes the achievements made in the implementation of the space optimization plan of Headquarters premises and invites the Director-General to continue seeking future tenants for vacant offices in Bonvin Building VI until it is fully occupied;

4. Expresses its satisfaction with the information provided on rentals of office space, occupancy, revenue and the repayment of the €1.2 million advance from the Headquarters Utilization Fund, and requests the Director-General to continue to report to the Headquarters Committee thereon;

5. Authorizes the Headquarters Committee, given the submission by tenants renting office space at Headquarters premises of special requests to modify the standards and norms of the common areas to accommodate individual needs, to examine these matters and take decisions thereon;

6. Authorizes the Director-General to transfer, on a permanent basis, funds allocated under the regular budget for conservation of Headquarters premises to the Special account for the Restoration and Improvement of Headquarters;

7. Takes note with concern of the critical state of the Miollis/Bonvin buildings, in particular that of Building V (Miollis), and requests the Director-General to identify


the necessary funding to start the engineering and architectural studies for its renovation;

8. Also requests the Director-General to provide a report on the findings of the Miollis studies to be examined by the Headquarters Committee at its 192nd session;

9. Also takes note of the report on the conservation of and long-term solutions for UNESCO’s Headquarters buildings and authorizes the Director-General to adapt, in a harmonized manner, technical renovation solutions to funding options in order to preserve and improve the premises;

II

1. Recognizes the risks associated with the obsolete telephone system and the urgent need to replace it;

2. Authorizes the Director-General to start the infrastructure preparations required for a new telephone system, including the cabling of Building II, at an estimated cost of €570,000;

3. Requests the Director-General to develop a costed solution for the implementation of the new system(s) for all buildings to be presented to the Headquarters Committee at its 191st session;

4. Authorizes the Director-General to replace the projectors in conference rooms IV,VI,VII,VIII, and XI-XVI, at an estimated cost of €350,000.

III

1. Notes the achievement of the construction of the forward security post at the Fontenoy entrance in the context of the reinforcement of UNESCO Headquarters security;

2. Expresses its gratitude to the Chair of the Executive Board, H. E. Mr. Mohamed Sameh Amr, for his fund-raising initiative for the renovation of room X;

3. Also expresses its gratitude to Angola, Azerbaijan. Cambodia, Cameroon, Chad, Malaysia, Nigeria, Saudi Arabia and Mr Zurab Tsereteli, UNESCO Goodwill Ambassador, for their voluntary contributions, in cash and in kind for the renovation of room X;

4. Further expresses its gratitude to His Highness Sheikh Hamdan bin Rachid Al-Maktoum, for his generous donation towards the renovation of room I.

IV

1. Endorses the decisions of the Headquarters Committee aimed at increasing the likelihood of recovering debts owed to the Organization;

2. Reiterates the request to the Director-General to apply all necessary measures required by the contracts on letting office space to permanent delegations, including the redistribution of offices from those delegations which do not meet their contractual obligations and to those that regularly discharge their obligations;


3. Also reiterates the invitation to Member States to make voluntary contributions for the restoration and improvement of Headquarters.

V

1. Recognizes the efforts made to turn around the management of the UNESCO Restaurant Services (URS);

2. Takes note of the recommendation of the Headquarters Committee to the Director-General on the future management model of the UNESCO Restaurant Services (URS) and the financing relating to renovation and other costs;

3. Approves a zero-rate five-year loan from the Headquarters-related Special Accounts to the UNESCO Restaurant Services (URS) of up to €1.4 million with a five-year grace period;

4. Authorizes the Director-General to negotiate an external loan with a maximum duration of seven years, and of up to €2 million.

VI

1. Notes with regret that the UNESCO Commissary continues to be unable to cover its costs, that it’s financial reserves are being depleted, and that continuing loses will have an impact on the regular budget;

2. Takes note of the recommendation of the Headquarters Committee to the Director-General on a proposed viable option for provision of a useful service, and the action plan for its implementation at no cost to the regular budget;

3. Recommends that part of the remaining funds in the Commissary Special Account, after the settlement of all legal obligations, be used for the maintenance and conservation of the Miollis/Bonvin buildings, and requests the Director-General to present a proposal thereon to the Headquarters Committee.

4. Requests the Director-General to report to it at its 39th session, in cooperation with the Headquarters Committee, on managing the UNESCO complex.

189 COM/SIEGE/3 Annex 1

Annex 1 Fontenoy Forward Security Post

(as at May 2014)

SERVICES Total estimate €

Total committed

€

1 - INTELLECTUAL SERVICES

Architectural and Engineering Team – Design Studies – architects - engineers (Carminati & Keromnes)

€49,131 €49,131

Architectural and Engineering Team – Works – architects - engineers (Carminati & Keromnes)

€162,000 €176 715

Acoustician (Echologos) €1,200 €1,200

Heating specialist (Vecteur Fluide) €800 €800

Technical control (BTP Consultants) €5,400 €5,400

Coordinator — health and safety protection - CSPS (Conpas Coordination)

€3,876 €3,876

1 – SUB-TOTAL €222,407 €237 122

2 - WORKS and EQUIPMENT

LOT 01: Structures “micropiles - shell – metalwork” (ESSOR Construction/TFL/ERTCM)

€350,000 €423,272

LOT 02: Curtain walls - automatic doors (GENDRE) €460,000 €458,314

LOT 03: Waterproofing (ATTEC) €100,000 €66,762

LOT 04: Customized movables (GENDRE) €30,000 €26,265

LOT 05: Heating - ventilation - air-conditioning - plumbing (UTB)

€80,000 €76,671

LOT 06: Electricity - security equipment (CLEMENCON) €190,000 €169,935

LOT 07: Locksmith (CF Paris) €110,000 €101,211

LOT 08: Textile coverings (GENDRE) €25,000 €22,570

2 – SUB-TOTAL €1,345,000 €1,345,000

3 – MISCELLANEOUS SERVICES - CONTRACTING AUTHORITY

Competitions - non-winners’ remuneration €21,000 €21,000

Surveys (BOTTE Sondages) €6,000 €6,000

Baillif - post-contract and pre-works posting of notices (CALIPPE)

€1,445 €2,602

Topographical surveys (Techniques TOPO) €6,960 €6,960

Scheduling, overseeing and coordination - OPC (A.LA. Management)

€33,188 €33,188

Worksite risks, contingencies, hazards, adaptations €100,000 €81,000

Temporary assistance, supernumeraries, occasional work €64,000 €15,075

3 – SUB-TOTAL €232,593 €165,825

1 + 2 + 3 TOTAL

GENERAL CONSTRUCTION €1,800,000 €1,747,947


Annex 2

Plaque presentation for Room I


Annex 3

2013 and before

2014 2015 Total 2014 and before

2015 Total 2013 and before

2014 2015 Total

1 A.I.A.P. - - - - - - - - - 7 7 7 2 Angola - - - - - - - - - 300 300 300 3 Azerbaijan - - 36 036 36 036 - 2 772 2 772 - - - - 38 808 4 Benin - - - - - - - - - 30 30 30 5 Bolivia - - 6 989 6 989 - 924 924 - - - - 7 913 6 Brazil - - - - - 462 462 - - - - 462 7 Burkina Faso - - - - - - - - - 100 100 100 8 Cambodia - 1 306 5 560 6 866 - - - - - - - 6 866 9 Cameroon - - 10 000 10 000 - - - - - 362 362 10 362

10 Chad - - 18 900 18 900 - - - - 100 283 383 19 283 11 CICT - - 881 881 - - - - - - - 881 12 Costa Rica - - 1 905 1 905 - 77 77 - - - - 1 982 13 Democratic Republic of the Congo - 21 140 16 040 37 180 - - - - 30 - 30 37 210 14 Djibouti - 300 4 130 4 430 - - - - - - - 4 430 15 Dominican Republic - - 4 214 4 214 - 154 154 - - - - 4 368 16 Ecuador - - - - - 907 907 - - - - 907 17 El Salvador - - - - - - - - - 100 100 100 18 Equatorial Guinea - - 8 419 8 419 - 924 924 - - 374 374 9 717 19 Ethiopia - - 5 483 5 483 - 462 462 606 - - 606 6 551 20 FMRPS - - 39 906 39 906 - - - - 166 63 229 40 134 21 Fondation Funglode - - 5 705 5 705 - - - - - - - 5 705 22 France - - - - - - - - - 1 486 1 486 1 486 23 Gambia 5 259 5 306 2 701 13 266 1 806 308 2 114 60 7 4 71 15 451 24 Grenada - - - - - - - - - 8 8 8 25 Honduras 30 445 9 870 4 130 44 445 2 682 462 3 144 - - - - 47 589 26 Hungary - - - - - 462 462 - - - - 462 27 Insula - - 2 777 2 777 - - - - - - - 2 777 28 Int Association of Universities - - 7 388 7 388 - 77 77 - - - - 7 465 29 Int Social Science Council - - - - - - - - - 228 228 228 30 Int Theatre Institute - - 3 300 3 300 - - - - - 50 50 3 350 31 Iraq - 17 809 19 214 37 024 - - - - - - - 37 024 32 Ireland - - - - 454 462 916 - - - - 916 33 Kazakhstan - - - - - - - - 100 - 100 100 34 Kuwait - - - - - 154 154 - - - - 154 35 Lebanon - - 25 564 25 564 - 924 924 - - 6 464 6 464 32 952 36 Libya - - 25 564 25 564 - 234 234 - - 100 100 25 898 37 Madagascar - - - - - - - - 756 - 756 756 38 Mali - - 10 975 10 975 - 924 924 - 57 576 634 12 533 39 Mauritania - 1 742 19 479 21 221 - 770 770 - - 334 334 22 325 40 Mongolia - - - - - - - 1 266 - - 1 266 1 266 41 Montenegro - - - - - - - - - 4 510 4 510 4 510 42 Morocco - - - - - - - - - 2 2 2 43 Mozambique - - - - - - - - - 215 215 215 44 Namibia - - - - - - - - - 168 168 168 45 Niger 7 210 11 435 18 645 907 924 1 831 - 160 - 160 20 636 46 Nigeria - - - - - - - - - 100 100 100 47 Palestine - - - - - - - - - 1 668 1 668 1 668 48 Paraguay - - - - - 231 231 - - - - 231 49 Peru - - 11 988 11 988 - 693 693 - - - - 12 681 50 Republic of Congo - 6 405 22 389 28 795 - 1 848 1 848 - - - - 30 643 51 Republic of Korea - - - - - - - - - 803 803 803 52 Saudi Arabia - - - - - 462 462 - 607 - 607 1 069 53 Senegal - - - - 203 231 434 7 097 - 30 7 127 7 561 54 Serbia - - 12 944 12 944 - 924 924 - 590 - 590 14 458 55 Slovenia - - 6 989 6 989 - - - - - - - 6 989 56 South Africa - - 9 927 9 927 - 924 924 - - - - 10 851 57 South Sudan - 6 372 5 560 11 932 378 462 840 - - - - 12 772 58 Suriname - - 5 560 5 560 - 462 462 - - - - 6 022 59 Togo - - - - - - - - - 7 7 7 60 Tunisia - - - - - - - 260 - - 260 260 61 Turkey - - - - - - - - - 25 432 25 432 25 432 62 UN UNIVERSITY - - - - - - - - - 97 97 97 63 United Arab Emirates - - - - - 308 308 - - - - 308 64 Uruguay - - 14 452 14 452 - 462 462 - - - - 14 914 65 Venezuela - - - - - - - - - 30 30 30 66 World Bank Group - - 3 845 3 845 - - - - - 10 673 10 673 14 518 67 World Federation of Unesco Clubs - - 2 945 2 945 - - - - - - - 2 945 68 World Fellowship of Buddhists - - 3 845 3 845 - 693 693 - - - - 4 538 69 World Health Organization - - 12 372 12 372 - 693 693 - 18 158 176 13 241 70 Yemen 1 898 22 467 11 435 35 800 907 462 1 369 - 1 922 - 1 922 39 092

Total 37 602 99 926 420 949 558 477 7 337 21 238 28 575 9 289 4 514 54 764 68 567 655 619

Arrears due from Permanent Delegations, Observers and NGOs as of 31 May 2015(all amounts in EUR)

Name Office Parking Other services (*) Grand Total

189 COM/SIEGE/3 Annex 3 – page 2

Permanent Delegations that have left the premises with unpaid invoices

2013 and before

2014 2015 Total 2014 and before

2015 Total 2013 and before

2014 2015 Total

1 Burundi 33 535 - - 33 535 - - - 3 497 - - 3 497 37 032 2 Cabo Verde 28 639 - - 28 639 - - - 284 - - 284 28 924 3 Central African Republic 99 578 - - 99 578 - - - 100 - - 100 99 678 4 Comoros 71 640 - - 71 640 - - - - - - - 71 640 5 Guinea-Bissau 84 946 - - 84 946 7 010 - 7 010 478 - - 478 92 434 6 Kyrgyzstan 214 - - 214 - - - - - - - 214 7 Sierra Leone 40 226 - - 40 226 - - - 160 - - 160 40 387 8 Somalia 31 513 3 538 - 35 051 - - - - - - - 35 051 9 The Former Yugoslav Rep. of Macedonia 48 401 - - 48 401 - - - 790 - - 790 49 191

10 Vanuatu 46 996 - - 46 996 71 - 71 552 - - 552 47 618 Total 485 689 3 538 - 489 226 7 081 - 7 081 5 861 - - 5 861 502 168

Grand Total 523 291 103 464 420 949 1 047 703 14 418 21 238 35 656 15 150 4 514 54 764 74 428 1 157 787

For information: Outstanding amounts at the same period of last year 1 163 908

(*) Other services include Conference rooms, Exhibitions, Cultural events, Telephone communications and others.

Name Office Parking Other services (*) Grand Total


Annex 4

*2013: a General Conference year and Ségur Hall occupied by “Open UNESCO” in 2012-2013




Permanent delegations

33%

UNESCO 61%

External organizers

6%

Chart IV: Activity rate by type of organizers in 2014


Annex 5

Loan amortization schedule

1. Internal loan

Other Proprietary Funds - Headquarters related Special Accounts

Loan amount 1 400 000,00 Loan date 01/01/2016 Interest rate 0,0% Lending period 5 years

Summary table: Number of installments Last installment Loan Total amount of

interest payable Capital repaid Total installments 5 01/01/2024 1 400 000,00 0,00 1 400 000,00 1 400 000,00

Amortization schedule No. Date Outstanding

capital Interest payable Capital repaid Installment paid 1 01/01/2020 1 400 000,00 0,00 280000 280000 2 01/01/2021 1 120 000,00 0,00 280000 280000 3 01/01/2022 840 000,00 0,00 280000 280000 4 01/01/2023 560 000,00 0,00 280000 280000 5 01/01/2024 280 000,00 0,00 280000 280000


2. External loan (partial outsourcing €2 million)


3. External loan (total outsourcing €4.2 million)

Bank loan

Loan amount 4 200 000.00 Loan date 01/01/2016Interest rate 3.00%Lending period 01/01/2016-01/01/2024

Summary tableNumber of

installmentsLast installment Loan

Total amount of interest payable

Capital repaidTotal

installments84 01/12/2024 4200000 461652.26 4200000 4661652.26Amortization schedule

No. DateOutstanding capital

Interest payable Capital repaidInstallment paid

1 01/01/2018 4200000 10500 44995.86 55495.862 01/02/2018 4155004.14 10387.51 45108.35 55495.863 01/03/2018 4109895.79 10274.74 45221.12 55495.864 01/04/2018 4064674.67 10161.69 45334.17 55495.865 01/05/2018 4019340.5 10048.35 45447.51 55495.866 01/06/2018 3973892.99 9934.73 45561.13 55495.867 01/07/2018 3928331.86 9820.83 45675.03 55495.868 01/08/2018 3882656.83 9706.64 45789.22 55495.869 01/09/2018 3836867.61 9592.17 45903.69 55495.8610 01/10/2018 3790963.92 9477.41 46018.45 55495.8611 01/11/2018 3744945.47 9362.36 46133.5 55495.8612 01/12/2018 3698811.97 9247.03 46248.83 55495.8613 01/01/2019 3652563.14 9131.41 46364.45 55495.8614 01/02/2019 3606198.69 9015.5 46480.36 55495.8615 01/03/2019 3559718.33 8899.3 46596.56 55495.8616 01/04/2019 3513121.76 8782.8 46713.06 55495.8617 01/05/2019 3466408.7 8666.02 46829.84 55495.8618 01/06/2019 3419578.87 8548.95 46946.91 55495.8619 01/07/2019 3372631.95 8431.58 47064.28 55495.8620 01/08/2019 3325567.67 8313.92 47181.94 55495.8621 01/09/2019 3278385.73 8195.96 47299.9 55495.8622 01/10/2019 3231085.84 8077.71 47418.15 55495.8623 01/11/2019 3183667.69 7959.17 47536.69 55495.8624 01/12/2019 3136131 7840.33 47655.53 55495.8625 01/01/2020 3088475.47 7721.19 47774.67 55495.8626 01/02/2020 3040700.79 7601.75 47894.11 55495.8627 01/03/2020 2992806.69 7482.02 48013.84 55495.8628 01/04/2020 2944792.84 7361.98 48133.88 55495.8629 01/05/2020 2896658.96 7241.65 48254.21 55495.8630 01/06/2020 2848404.75 7121.01 48374.85 55495.8631 01/07/2020 2800029.9 7000.07 48495.79 55495.8632 01/08/2020 2751534.12 6878.84 48617.02 55495.8633 01/09/2020 2702917.09 6757.29 48738.57 55495.8634 01/10/2020 2654178.53 6635.45 48860.41 55495.8635 01/11/2020 2605318.11 6513.3 48982.56 55495.8636 01/12/2020 2556335.55 6390.84 49105.02 55495.8637 01/01/2021 2507230.52 6268.08 49227.78 55495.8638 01/02/2021 2458002.74 6145.01 49350.85 55495.8639 01/03/2021 2408651.89 6021.63 49474.23 55495.8640 01/04/2021 2359177.66 5897.94 49597.92 55495.8641 01/05/2021 2309579.74 5773.95 49721.91 55495.8642 01/06/2021 2259857.83 5649.64 49846.22 55495.8643 01/07/2021 2210011.61 5525.03 49970.83 55495.8644 01/08/2021 2160040.78 5400.1 50095.76 55495.8645 01/09/2021 2109945.02 5274.86 50221 55495.8646 01/10/2021 2059724.03 5149.31 50346.55 55495.8647 01/11/2021 2009377.48 5023.44 50472.42 55495.8648 01/12/2021 1958905.06 4897.26 50598.6 55495.8649 01/01/2022 1908306.46 4770.77 50725.09 55495.8650 01/02/2022 1857581.37 4643.95 50851.91 55495.8651 01/03/2022 1806729.46 4516.82 50979.04 55495.8652 01/04/2022 1755750.42 4389.38 51106.48 55495.8653 01/05/2022 1704643.94 4261.61 51234.25 55495.8654 01/06/2022 1653409.69 4133.52 51362.34 55495.8655 01/07/2022 1602047.35 4005.12 51490.74 55495.8656 01/08/2022 1550556.61 3876.39 51619.47 55495.8657 01/09/2022 1498937.14 3747.34 51748.52 55495.8658 01/10/2022 1447188.63 3617.97 51877.89 55495.8659 01/11/2022 1395310.74 3488.28 52007.58 55495.8660 01/12/2022 1343303.15 3358.26 52137.6 55495.8661 01/01/2023 1291165.55 3227.91 52267.95 55495.8662 01/02/2023 1238897.61 3097.24 52398.62 55495.8663 01/03/2023 1186498.99 2966.25 52529.61 55495.8664 01/04/2023 1133969.38 2834.92 52660.94 55495.8665 01/05/2023 1081308.44 2703.27 52792.59 55495.8666 01/06/2023 1028515.85 2571.29 52924.57 55495.8667 01/07/2023 975591.28 2438.98 53056.88 55495.8668 01/08/2023 922534.4 2306.34 53189.52 55495.8669 01/09/2023 869344.87 2173.36 53322.5 55495.8670 01/10/2023 816022.38 2040.06 53455.8 55495.8671 01/11/2023 762566.57 1906.42 53589.44 55495.8672 01/12/2023 708977.13 1772.44 53723.42 55495.8673 01/01/2024 655253.71 1638.13 53857.73 55495.8674 01/02/2024 601395.98 1503.49 53992.37 55495.8675 01/03/2024 547403.61 1368.51 54127.35 55495.8676 01/04/2024 493276.26 1233.19 54262.67 55495.8677 01/05/2024 439013.59 1097.53 54398.33 55495.8678 01/06/2024 384615.27 961.54 54534.32 55495.8679 01/07/2024 330080.94 825.2 54670.66 55495.8680 01/08/2024 275410.29 688.53 54807.33 55495.8681 01/09/2024 220602.95 551.51 54944.35 55495.8682 01/10/2024 165658.6 414.15 55081.71 55495.8683 01/11/2024 110576.88 276.44 55219.42 55495.8684 01/12/2024 55357.47 138.39 55357.47 55495.86

Résultats

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