URU, Alm.del - 2022-23 (2. samling) - Bilag 172: Orientering vedr. nye organisationsstrategier for Danmarks samarbejde med hhv. FN’s organisation for migration (IOM) og Den Internationale Arbejdsorganisation (ILO)

Udenrigsudvalget 2022-23 (2. samling)
URU Alm.del Bilag 172
Offentligt

Organisation Strategy

for

Danish Support to

The International Labour Organisation

2023 - 2027

Ministry of Foreign Affairs of Denmark

January 2023

URU, Alm.del - 2022-23 (2. samling) - Bilag 172: Orientering vedr. nye organisationsstrategier for Danmarks samarbejde med hhv. FN’s organisation for migration (IOM) og Den Internationale Arbejdsorganisation (ILO)

Danish Organisation Strategy for the ILO

Introduction:

ILO is a key partner for Denmark in multilateral

File No.

2022-24389

development cooperation, in the field of human rights in the

Responsible Unit

FN-Geneva

world of work as well as in social and economic development.

Mill.

2023

2024 2025-27

This strategy covers 2023-2027 and envisages a total Danish core

Commitment

contribution of DKK 130 million.

Projected annual

40-25-25

disbursement

Key results:

2023-2027



Effective global coordination and support for effective and

Duration of

strategy

human-centred job creation especially in relation to fragile

Finance Act code.

06.38.02.15

states, including Africa

Desk officer

Mads Thuesen Lunde



A clear prioritisation of the “green recovery” and serving

the world of work by addressing the climate crisis

Financial officer

Alla Kvasina



Focus on the rights, protection and decent jobs of crisis-

affected people, not least groups at particular risk,

SDGs relevant for Programme

including refugees, migrants, youth, as well as girls and

women



Concrete action in relation to ESG (Environment, Social

and Governance) in global value chains promoting and

sustaining decent jobs of the future



An effective, accountable (i.a. on SEA (Sexual Exploitation

and Abuse)) and in relation to donors, efficient and

adaptable ILO.

Justification for support:

The selected key results support the Danish government’s

priorities with respect to Africa, transition to green economy,

migration and protection of labour rights as indicated in the

overall Danish development strategy “The World We Share”.

Total

130

How will we ensure results and monitor progress:

Progress will be monitored and aligned to key performance

indicators of the ILO and through annual bilateral dialogue and

Danish involvement in governance structure:

consultations as well as field visits.



Denmark is a member of the Nordic constituency

Risk and challenges:

group in the Governing Body and the annual

International Labour Conference as well as an active



Stretched resources and difficulty in substantially

member of EU and IMEC coordination

increasing field presence



Denmark participates in regular donor meetings on



Continued legitimacy of the ILO vis-à-vis governance

ILO funds

and representation



Danish labour market organisations are active within



Organisational inertia in responding to all MOPAN

their respective constituencies (employers and

findings and asks

workers)

Core information

Strategic objective(s)

Priority Areas

Established

1919

Geneva

Director General Gilbert Houngbo

HQ 1165 staff, Field 2381staff 152

nationalities

46.4% men, 53.6% women

Regular budget: 1681 staff (47.4%

of total staff), Development

cooperation: 1865 staff (52.6% of

total staff) Total: 3546

Presence in 107 countries

Annual budget (2023-2027): 20-20-40-25-25 mill. DKK

Total: 130 mill. DKK

To enable Africa’s

transition to green

economy, migration and

protection of labour rights.

To strengthen ILO’s

involvement and

contributing to SDGs 1, 8,

12 and 13.

Tangible progress on green

and inclusive (youth,

women, migrants) jobs.

President (as of 1 OCT 2022)

Human Resources

Country presence

Data as of 31 December 2021

Organisation Strategy for ILO

Objective

This Strategy for the cooperation between Denmark and ILO (International Labour

Organisation) forms the basis for the Danish contributions to ILO, and it is the central platform

for Denmark’s dialogue and partnership with ILO. It sets up Danish priorities for ILO’s

performance within the overall framework established by ILO’s own strategy. In addition, it

outlines specific goals and results vis-à-vis ILO that Denmark will pursue in its cooperation with

the organisation. Denmark will work closely with like-minded countries towards the achievement

of results through its efforts to pursue specific goals and priorities. The Strategy will form the

basis of the Multilateral Partnership Agreement (MPA) between Denmark and ILO, which will

enter into force in 2023 and cover the same period.

II.

The Organisation

Mission and mandate

The foundation of the ILO is its

normative work.

Adopting and monitoring international labour

standards and ensuring that countries implement the ILO Conventions are the core functions of

the organisation. Ten of the 190 conventions are recognized as “core conventions”. They include:

1) Freedom of Association and Protection of the Right to Organise Convention, 1948 (No. 87),

2) Right to Organise and Collective Bargaining Convention, 1949 (No. 98), 3) Forced Labour

Convention, 1930 (No. 29) (and its 2014 Protocol ), 4) Abolition of Forced Labour Convention,

1957 (No. 105), 5) Minimum Age Convention, 1973 (No. 138), 6) Worst Forms of Child Labour

Convention, 1999 (No.

182), 7) Equal

Remuneration

Convention, 1951 (No.

100), 8) Discrimination (Employment and Occupation) Convention, 1958 (No. 111), 9)

Occupational Safety and Health Convention, 1981 (No. 155) and 10) Promotional

Framework for Occupational Safety and Health Convention, 2006 (No. 187). ILO’s latest

Convention is the Violence and Harassment Convention from 2019 (no. 190).

ILO also take a significant role in

technical cooperation

and through its flagship programmes,

the ILO puts normative goals into practice and enhances their impact, thereby complementing

its normative role.

Guided by its “Decent Work” principles, ILO’s work has

four strategic objectives:

Promotion and realization of standards, fundamental principles and rights at work;

Creating equal opportunities for women and men for decent work and income;

Social security for all;

Strengthening the tripartite bargaining and social dialogue.

ILO’s Centennial Declaration from June 2019 lays down the priorities for the organisation, its

member states, and social partners. Inspired by the Centennial Declaration, ILO has revised its

biennial programme of work and results framework for 2020-21 to focus on

eight policy

outcomes

for ILO operationalising the four strategic objectives – this framework has

subsequently been repeated for 2022-23:

1) Strong tripartite constituents, influential and inclusive social dialogue

2) Effective application and supervision of international labour standards

3) Economic, social and environmental transitions for full, productive and freely chosen

employment

Sustainable, innovative enterprises as generators of employment

Skills and lifelong learning

Gender equality in the world of work

Adequate and effective protection at work for all

Comprehensive and sustainable social protection for all

ILO’s development cooperation strategy 2020-25 focuses on these eight policy outcomes, but

will also support the implementation of forthcoming Programmes & Budgets and contribute to

the implementation of the ILO centenary declaration. The Strategy takes account of key issues

that have emerged in the development cooperation landscape (not least SDG implementation),

including the impact of the COVID-19 pandemic on the world of work and the implementation

of the UN development system reform on the basis of the four focus areas (see above) identified

by the Governing Body.

ILO is also an operational actor within the UN development system and a member of the global

high-level inter-agency UN Sustainable Development Group (chaired by the UN Deputy

Secretary General) which supports, tracks and oversees the coordination of development

operations of the UN development system to ensure that the UN organs concerned with the

promotion of economic and social development deliver coherent, effective and efficient support

to countries and territories seeking to attain sustainable development.

Governance and relations with other UN agencies and civil society

The ILO has 187 member states. Director General Gilbert Houngbo took office 1st October

2022. The governance structure consist of a general conference (the International Labour

Conference (ILC)), a board (the Governing Body) and a secretariat (the International Labour

Office).

The Governing Body meets three times a year and the ILC once. The Nordic countries on a

rotational basis have one seat in the Governing Body for three years at a time. Sweden occupies

the Nordic seat at present and Denmark is expected to take the seat from summer of 2024. In

addition, presently an extra - deputy member - seat was allocated to Iceland.

ILO is a specialised agency within the UN system – but differs from other specialised or

subsidiary UN agencies, funds and programmes in its tripartite structure of governance. The

tripartite structure of the ILO gives an equal voice to workers, employers and governments to

ensure that the views of the social partners are closely reflected in labour standards and in shaping

policies and programmes.

The ILO

collaborates with other members of the UN system

‘deliver as one’.

One such

example of relevance to this particular strategy (cf. key priority 3) is that the ILO collaborates

with the IOM and UNHCR in a number of schemes to guarantee protection at work for migrant

workers and host communities.

The ILO maintains a close

relationship with the non-governmental sector,

which involves

the following: the

integration of non-governmental social partners

in the identity of the

Organization itself; according

consultative status

to non-governmental international

organizations that meet certain criteria and collaboration at the

operational level

with a variety

of international, regional, national and local organizations.

Organisational structure

The ILO provides technical cooperation to countries on all continents and at all stages of

economic development, and today has over 600 programmes and projects in more than 100

countries – with the support of 120 development partners, implemented through close

cooperation between recipient countries, donors, and the ILO, which maintains a network of

107 country representations worldwide.

Budget of the organisation

ILO’s budget consist of funds from assessed (membership) contributions and voluntary funding

(both un-earmarked and earmarked). The “biennial work plan” of the organization, the

Programme and Budget, is submitted for approval to the Governing Body and final adoption by

the International Labour Conference. The proposed budget to deliver the programme for 2022-

23 is USD 790.64 million in constant dollar terms. As part of the biennial budget, the Secretariat

proposes how to allocate funds for development cooperation across the organisational priorities.

The assessed contributions finance about 50% of ILO’s activities, for the two-year period 2022-

23 estimated at USD 852 million.

The other approx. 50% of ILO’s funds come from voluntary funding. In 2022, USD 370 million

were voluntarily contributed to ILO’s development cooperation programs outside of RBSA,

while for RBSA the total for 2022 was USD 16 mio.

Normative work and overall Danish policy

The Danish Ministry of Employment has the general role in managing Denmark’s membership

of ILO and for Danish policy vis-à-vis the organisation whilst the Ministry of Foreign Affairs via

the Danish UN Mission and backed by HQ in Copenhagen is responsible for development

cooperation with the ILO. The mission is also involved in foreign policy related files as i.a. ILO

country cases.

DA (Confederation of Danish Employers) and FH (Danish Trade Union) are members of the

Danish Permanent ILO Committee, which is chaired by the Ministry of Employment, as these

two organisations also take part in meetings of the governing structure of the ILO. Due to its

tripartite structure, the ILO has a unique voice within the multilateral system. One of the Ministry

of Employment’s strategic objectives is to maintain the ILO’s relevance and to reform it into a

modern and effective international organisation. The ministry focuses in particular on the ILO’s

unique supervisory system and protection of fundamental universal labour rights, on decent work

to all, gender equality in the world of work, and the fight against inequality. The Ministry of

Foreign Affairs will seek inspiration from ILO’s normative work in its cooperation with the

organisation.

III.

Lessons learnt, key strategic challenges and opportunities

Between 2015 and 2020, advancement of SDG 8 on decent work and economic growth has

globally progressed by 0.8 percentage point.

Major challenges remain in low income countries

in general, and the regions of Latin America and the Caribbean, Middle East and North Africa,

Sub-Saharan Africa in particular.

The COVID-19 crisis has significantly impeded and in some cases reversed progress, hereunder

by causing significantly higher levels of unemployment – an estimated loss of 332 million full-

Source: Sustainable Development Report 2021

time jobs in the first three quarters of 2020 alone, with few prospects for full and early recovery.

Secondary effects include rising levels of poverty, inequality and social tension, particularly

placing at risk marginalized population groups, hereunder 1.6 billion workers in the informal

economy; youth – whose labour market position was already tenuous; women – because of their

concentration in hard-hit sectors and by the added burden of unpaid care work and migrant

workers a.o. due to forced returns and working conditions.

The ILO Strategic Plan for 2018–21 was framed as a statement of recommitment to use the

ILO’s historical mandate for social justice to confront contemporary challenges in the world of

work. The ILO’s Strategic Plan for 2022-2025 serve the same purpose, but in reflection of the

radically changed circumstances.

The ILO is presently working on the basis of “Programme and Budget” for the biennium 2022-

23. A new General Director has been elected assuming office by 1

October 2022. A transition

team concluded their assignment on 30 September 2022 and presented their final report to the

Director General in October 2022 to inform decision-making and priority-setting upon its entry

into office. The main focus of the new General Director during his term is expected to be job

creation for the youth of Africa, transformation from informal to formal jobs, social security, just

transition and supply chains as well as field structure.

In regard to the Danish ILO

Organisation Strategy (2020-2022)

the most significant changes

and lessons learned that the strategic partnership has contributed to in Danish priority areas were:

Danish voluntary funding contributed in particular to implementing ILO outcomes 3

(economic, social and environmental transitions for full, productive and freely chosen

employment), 5 (skills and lifelong learning) and 7 (adequate protection at work for all).

During the funding period, ILO has among others advocated for rights and voices of

youth, facilitated training for migrants in several African countries and improved the

knowledge base on migration.

- Ukraine and Georgia: via two bilateral projects cooperation with the ILO has

contributed to improving labor market governance, social dialogue and collective

bargaining.

- ILO “Better Work”: in 2018-21 earmarked funding of 20 mill. DKK has supported

efforts in 8 countries in improving conditions within the garment and textile sector.

- Covid-19 response: ILO continued to play an important role in mitigating the socio-

economic impact of Covid-19 globally.



The softly earmarked funding of 15 mill. DKK for country programs in Mali, Morocco

and Tanzania proved less of a recommendable way forward for the next Danish ILO

Organisation Strategy: The earmarking modality of the Denmark-ILO Partnership

Agreement (fully un-earmarked funding channelled through the Regular Budget

Supplementary Account (RBSA)) posed a limited possibility to apply further

prioritization or tracing to specific country programmes and technical focus areas. While

the technical focus areas and selected countries were supported through the RBSA-

funding modality, further selection of certain technical areas in selected countries in line

with the priorities of the Organisational Strategy could not be further influenced

through the fully un-earmarked modality.



Results reporting during the 2020-22 strategy period was generally adequate and of

sufficient quality.

Danish and Swedish UN missions successfully acted as institutional leads in the MOPAN 2020-

21 assessment of ILO. The

MOPAN exercise positively highlighted

that:

1) the ILO has a robust strategic framework that provides a clear long-term vision and a

roadmap for the organisation,

2) ILO’s technical expertise in the world of work, experience in social dialogue and

tripartism, and its convening power are strong assets which it brings to the

development system (UNDS),

3) the organisation has proven its organisational agility and capability to understand and

address the needs of beneficiaries through its response to the COVID-19 pandemic,

4) the ILO remains committed to cross-cutting issues of human rights, gender equality, and

social dialogue and tripartism, and has integrated them better into its interventions,

5) with a commitment to diversify partnerships and funding sources, the ILO is increasing

its collaboration with NGOs, the private sector and other partners beyond its tripartite

constituents,

6) the ILO’s independent and quality-focused evaluation function has solidified the

evidence-based character of its policies and interventions, and

7) through its flagship programmes, the ILO puts normative goals into practice and

enhances their impact, thereby complementing its normative role.

However, MOPAN also identified

areas for improvement

e.g. in the areas of:

1) The ILO has yet to prioritise the “green recovery” or serving the world of work by

addressing the climate crisis. The organisation could increase its impact through large-

scale interventions with multi-donor participation and attain more sustainable results.

2) The ILO needs to improve intervention design and monitoring practices through

consistent use of baselines and theory of change, take more timely action on

underperformance, and streamline business processes that directly affect its projects and

programmes.

3) Strengthening field capacity with technical expertise remains a challenge preventing

effective participation at UN country team level, but the ILO can achieve this by

building on remote solutions developed during the COVID-19 pandemic.

4) Accelerating actions to establish a fully-fledged system to prevent and respond to SEA is

essential in the context of increasing interventions targeting disadvantaged and

vulnerable groups.

5) The ILO lacks clear and robust standards and procedures for accountability to end

beneficiaries, an area that is gaining in importance with increased staff interaction with

vulnerable workers.

6) The ILO has focused on developing an innovation culture and investing in innovation

across the organisation, but would benefit from a more systemic approach in this regard.

Most if not all of these deficiencies have been addressed by the ILO in its management response

letter to MOPAN and/or are likely to be addressed by the newly appointed DG.

The ILO has taken several concrete steps to integrate aspects of the

UNDS reform

into its work,

and its efforts to strengthen the collective performance of the UN system includes monitoring

their performance against the UN System-wide Action Plan (UN-SWAP) on Gender Equality

and the Empowerment of Women. In 2020, ILO met or exceeded 35% of the UN SWAP

requirements, compared with an 68% score of the UN system on average.

High ILO performance was found on gender reporting and financial resource tracking, and gaps

identified in the areas of gender policy, organizational culture and knowledge & communication.

IV.

Priority areas and results to be achieved

ILO is the leading UN agency in the world of work and is strongly focussed on the

implementation of SDG 8, the promotion of inclusive and sustainable growth, employment and

decent work for all. ILO is custodian agency or co-custodian agency not only for SDG 8, but

also for sub-targets under other SDG’s 1 (no poverty), 4 (quality education), 5 (gender equality),

and 10 (reduced inequalities). This strategy aims at also incentive to increase focus within SDGs

12 (responsible consumption and production) and 13 (climate change) in line with The World

We share.

With its tripartite structure, Decent Work agenda and strong body of labour conventions on

rights and standards, ILO is uniquely placed to add a social, inclusive dimension to economic

policy-making as well as to all industrial and agricultural sectors with respect to their production,

domestic business and foreign trade. ILO’s normative work not only contributes to poverty

reduction and protection of fundamental human rights, but also to higher quality standards and

productivity, potentially leading to a modernisation of the economy in developing countries and

emerging market countries. ILO’s focus on decent work and social protection strongly supports

Denmark’s fight against inequality in developing countries, in the world of work as well as in

society at large. Workers’ rights are not only central to Danish development, trade policy and

economic diplomacy objectives but proper implementation and enforcement of core ILO

conventions is also central within sustainability concepts of modern free trade agreements – not

least those of the European Union.

Funding channel and Danish key priorities

Denmark’s funding will be channelled through ILO’s Regular Budget Supplementary Account

(RBSA) as a core contribution. RBSA funds are modest compared to ILOs’ regular budget

resources; however, it can be used strategically and flexibly.

The funding is allocated by the ILO Secretariat across ILOs Policy Outcomes related to ILO’s

rolling Programme and Budget, according to strategic criteria, e.g. scale up successful programs,

pilot innovative initiatives, and strengthen social dialogue as well as the capacity of ILO’s social

partners at country level. Proposals that can be successful in leveraging funding from other

sources and aim to build ILO partnerships with UN agencies, not least in the context of UN

reforms, also have priority.

Consequently, the new Danish annual contribution will support all ILO Policy Outcomes.

However, Denmark will focus dialogue and policy work on the outcomes where ILO can make

the greatest difference in relation to poverty reduction, building alternatives to irregular migration and creating

sustainable production, especially in Africa,

with a cross-cutting focus on climate and ensuring

protection of groups at risk hereunder women, youth and migrants

in line with the government’s

development policy priorities as set out in the Danish government’s development policy strategy

“The World We Share”

During the 2020-22 ILO strategy implementation period a Danish seconded Junior Professional

Officer successfully worked within the area of Green Jobs. As part of Denmark’s support to

Link to "The World We Share" of January 2021

ILO, the MFA will seek to also second at least one staff during this strategy’s implementation

period – to be funded from the 130 million DKK covering the strategy.

Danish key priority areas (1-4):

1) Increasing capacity of African member states to formulate and implement policies

for green jobs and gender-responsive national employment policies, including for

youth:

The key concern for Denmark under priority 1 is that modernised national employment

policies translate into more green jobs, more jobs for youth and a better integration of

gender aspects.

2) Enhancing decent work in supply chains:

The key concern for Denmark under priority 2 is that ILO’s focus on supply chains

translates into better working conditions, effective coverage under social security for work

injury, higher productivity and cleaner production.

3) Increasing capacity of mainly African member states to ensure respect for,

promote and realize fundamental principles and rights at work, including for

migrant workers:

The key concerns for Denmark under priority 3 are securing a transition of workers from

the informal to the formal economy, while ensuring respect for ILO’s standards for decent

work; as well as protecting migrant workers through fair and effective labour migration

frameworks, institutions and services.

4) Continuously enhance organisational effectiveness curbing corruption,

contributing to UN reform, and ensuring protection from sexual exploitation and

abuse.

The key concern for Denmark under priority 4 is that ILO continuously enhance

organisational effectiveness and pays increasing attention to the MOPAN exercise

recommendations 5 and 6 for a) improvements on systems and sexual exploitation and

abuse (SEA) gradually improving its performance against the requirements of the UN

wide action plan on Gender Equality and the Empowerment of Women and b) in

proactively identifying synergies with development partners, collaborating with

international finance institutions and leveraging resources with other UN agencies.

The above-mentioned key priories of the Government of Denmark correspond to the following

Policy Outcomes of ILO’s Programme and Budget 2022-23:

Corresponding Policy Outcome ILO

Programme and Budget 2022-23

1) Increasing capacity of African member ILO Policy Outcome 3: Economic, social and

states to formulate and implement policies for environmental transitions for full, productive

green jobs and gender-responsive national and freely chosen employment and decent

employment policies, including for youth

work for all

2) Enhancing decent work in supply chains

ILO Policy Outcome 4: Sustainable

enterprises as generators of employment and

promoters of innovation and decent work

Key priority Government of Denmark

ILO Policy Outcome 5: Skills and lifelong

learning to facilitate access to and transitions

in the labour market

3) Increasing capacity of mainly African

member states to ensure respect for, promote

and realize fundamental principles and rights

at work, including for migrant workers

4) Continuously enhance organisational

effectiveness curbing corruption, contributing

to UN reform, and ensuring protection from

sexual exploitation and abuse

ILO Policy Outcome 7: Adequate and

effective protection at work for all

Enabling Outcome A: Improved knowledge

and influence for promoting decent work

Enabling Outcome B: Improved leadership

and governance

When the ILO embarks on a new Programme and Budget - in order to ensure their continued

alignment, the abovementioned Danish

key priorities will be remapped

to relevant Policy

Outcome of ILO’s Programme and Budget.

ILO’s so-called

Development Cooperation Dashboard and Decent Work Results

Dashboard

(see annex for relevant parts) will provide the Danish Mission in Geneva and the

MFA in Copenhagen with a good oversight of ILOs activities in the priority areas 1-3 at any

given time and together with ILO’s yearly reporting give guidance to measuring results in

accordance with the results matrix outlined in Annex 1. In relation to priority 4 see section VII.

Budget for the Danish contribution

The Ministry of Employment pays the annual

assessed contribution

to the ILO, currently

standing at 1.913.219 Swiss Franc (CHF) (2023).

The budget (total of 130 million DKK) allocated for Denmark’s

contribution for the five-year

period covered by this strategy

is presented in Table 1. This is an indicative budget that is

subject to annual parliamentary approval.

Table 1. Indicative budget for Denmark’s RBSA contribution to ILO

Commitment

Core funding for ILO

Mill. DKK

2023

2024

2025

2026

2027

VI.

Risks and assumptions

The gap between the funding available and the needs in furthering creation and preservation of

decent jobs represent a special risk for ILO as funding may dwindle due to zero growth in ILO’s

ordinary budget as well as present redirection of development funds due to the war in Ukraine.

In addition, Member States or influential external partners could withdraw their support from

the ILO as the political and fiscal capital that Governments invest in advancing decent work is

under pressure from the economic and social consequences of COVID-19 and other crises.

Up to 2 million DKK annually could be used for financing a Danish secondment to the ILO.

Failure to bring about a significantly stronger ILO field presence in support of development

activities as recommended within the MOPAN assessment could follow as a consequence of

zero-sum considerations in staffing policies.

Influential partners could potentially lose trust in the ILO’s operating model, which would affect

levels of political and financial support. The multilateral system is facing a new set of pressures.

The changing economic and geopolitical landscape is shaping international economic, social and

world of work agendas as well as international governance.

Protectionism, nationalism and concerns about the uneven effects of globalization are also

encouraging countries to seek bilateral, rather than multilateral, solutions. Constituents and

donors could modify their commitment to ILO risking a decrease in the achievement rate of

agreed outcomes, or in the level of extra-budgetary contributions.

The reform of the UNDS, including the strengthening of the resident coordinator system and

changes in funding, accountability and reporting systems, presents significant opportunities the

ILO’s normative mandate, tripartism, its country-level operations, and the integration of Decent

Work Country Programme priorities into United Nations Sustainable Development Cooperation

Frameworks (Cooperation Frameworks). Harnessing this potential, however requires capacity

for engagement at country-level, an area in which ILO was found to be challenged (in the recent

MOPAN). To mitigate this, our stocktaking of ILO’s performance and delivery within the UNDS

should take into consideration system-level reports of the ECOSOC Operational Activities for

Development Segment.

There is a potential risk of ILO management information and data on impactful, lasting and

sustainable results being insufficient or not convincing. The ILO has tried to mitigate this risk by

introducing a new results framework in 2019 with results indicators at impact, outcome and

output level.

ILO products could fail to explain clearly and persuasively difficult or potentially controversial

analyses, or to promote effectively significant achievements. If key decision makers do not

consult ILO products, or reject its advice, it would result in avoidable reputation damage and

undermining the ILO’s perceived relevance. The ILO publishes country comparisons and takes

positions on socio-economic topics that some groups may find uncomfortable. The ILO needs

to use a variety of tools to ensure that decision makers and influencers are alerted to new analyses,

messages and guidance.

Projects or programmes could suffer from a significant act of fraud or corruption. Loss of

confidence in ILO management affects engagement of strategic partnerships and flows of regular

budget and extra-budgetary funds. Anti-fraud awareness is improving at the ILO, as the growth

in referrals to the Office of Internal Audit and Oversight demonstrates. Nevertheless, continued

vigilance is required.

Risks will be continuously monitored via ILOs own tools and through donor-coordination and

yearly meetings between the UN Mission and the ILO.

VII.

Danish approach to engagement with the ILO

Denmark has several ways of monitoring progress and exerting its influence in the key priority

areas for the RBSA contribution. To this end, the ILO will provide

annual reports and financial

statements

in respect of the contribution.

Regular policy dialogue with the ILO Secretariat in Geneva

As the

MOPAN assessment 2020-21

- where Denmark and Sweden acted as institutional leads

- has recently been completed, no new assessment is expected in the near future, but dialogue

with the organisation and with other partners can be qualified building on the recent report.

The ILO Secretariat intends to hold two

annual meetings with donors to the RBSA,

usually

during the spring and autumn meetings of the Governing Body. For the purpose of these

meetings, the Mission will team up with other donors that have a strong interest in ILO’s work

in Africa. The other RBSA donors at present are France, Belgium, Germany, Italy, Luxembourg,

Netherlands, Norway, and Sweden. Denmark was in 2020-21 the biggest donor to RBSA.

Due to the upgrade of its partnership with ILO, the MFA during the strategy period 2020-22 re-

instituted

bilateral annual consultations with ILO on development cooperation.

On the

Danish side, the Danish UN Ambassador will lead the consultations with a delegation consisting

of representatives from the Danish Ministry of Foreign Affairs and the Ministry of Employment.

An important feature in the annual consultations will be to explore synergies and opportunities

for further collaboration based on lessons learned by Danish MFA, including experiences from

Danish cooperation with ILO at the country level.

As part of the policy dialogue, the Permanent Mission will also monitor ILO’s implementation

of its zero tolerance with

sexual harassment, anti-fraud - and anti-corruption

policy. In its

policy dialogue with ILO, Denmark will give increased attention to

substantive partnerships

between ILO and other international agencies,

in the UN and outside the UN as both areas

within the MOPAN assessment (see section III above) are recommended further attention by

the ILO. Also due attention will be given to the amount of cases of

financial irregularities.

The regular policy dialogue is usually complemented by

informal meetings

between the Mission

and the Secretariat, both the Partnerships and Field Support Department (PARDEV) and the

line departments for the Danish key priority areas. PARDEV also undertakes visits to the MFA

in Copenhagen to share information on ILOs cooperation with Denmark on development

assistance.

Ahead of the annual consultation the Danish UN Mission intends to

consult the Danish

Labour Market Consortium

(LMC) on potential items of interest to the LMC to be brought to

the attention within the consultations with ILO.

A light touch

mid-term review

will be considered during the course of the strategy period

depending on ILO’s possible modification of its strategy.

Policy work in the Governing Body and the ILC

Whenever issues of relevance for the strategy come up in the Governing Body (as mentioned

above Denmark is expected to become a regular member from 2024) or the International Labour

Conference, Denmark can work with the other Nordic countries, the EU and the IMEC group

of western countries for a substantive outcome.

Separate contribution to ILO’s Better Work Program

As a partnership between the UN’s International Labour Organization and the International

Finance Corporation, Better Work brings diverse groups together – governments, global brands,

factory owners, unions and workers – to

improve working conditions in the garment

industry

and make the sector more competitive. Denmark has contributed to this programme

since 2018 and foresees continued funding for the second phase of the programme which runs

from 2022-2027.

VIII. Annexes

Annex 1: Results matrix

Denmark’s

Key Priority Areas

Key Priority Area no. 1

Key Indicators from

ILO’s Results

Framework

Link to Danish Policy

and relevant SDGs

SDG targets 1, 8 and 13

The World We Share

Output 3.3. Increased capacity

(Within ILO Policy Outcome 3) of Member States to formulate

and implement policies for a

just transition towards

“Increasing capacity of

environmentally sustainable

African member states to

economies and societies

formulate and implement

policies for green jobs and

Indicator 3.3.1. Number of

gender-responsive national

Member States with policy

employment policies,

measures to facilitate a just

including for youth”

transition towards

environmentally sustainable

economies and societies

through decent work

Key Priority Area no. 2

(Within ILO Policy Outcomes

4 and 5)

“Enhancing decent work in

supply chains”

Output 4.2. Strengthened

capacity of enterprises and their

support systems to enhance

productivity and sustainability

Indicator 4.2.1. Number of

Member States with effective

interventions to support

productivity, entrepreneurship,

innovation and enterprise

sustainability.

Output 5.3. Increased capacity

of Member States to design and

deliver innovative, flexible and

inclusive learning options,

encompassing work-based

learning and quality

apprenticeships

Indicator 5.3.1. Number of

Member States that have

applied ILO approaches to

work based learning and quality

apprenticeships

Indicator 5.3.3. Number of

Member States with inclusive

skills recognition mechanisms

SDG targets 8 and 12

The World We Share

Output 7.1. Increased capacity

(Within ILO Policy Outcome 7) of Member States to ensure

respect for, promote and realize

fundamental principles and

“Increasing capacity of

rights at work

African member States to

ensure respect for, promote

Indicator 7.1.3. Number of

and realize fundamental

principles and rights at work,

Member States with newly

adopted or updated strategies

including for migrant

and action plans to tackle child

workers”

labour in all its forms

Key Priority Area no. 3

SDG targets 8

The World We Share

Output 7.5. Increased capacity

of Member States to develop

fair and effective labour

migration frameworks,

institutions and services to

protect migrant workers

Indicator 7.5.1. Number of

Member States with labour

migration frameworks or

institutional mechanisms to

protect the labour rights of

migrant workers and promote

coherence with employment,

skills, social protection and

other relevant policies.

Key Priority Area no. 4

“Continuously enhance

organisational effectiveness

curbing corruption,

contributing to UN reform,

and ensuring protection from

sexual exploitation and

abuse”

Indicators:

No. of partnerships with UN

entities, IFIs and multilateral

institutions or coalitions

established or renewed

Share of un-earmarked (RBSA)

or softly earmarked resources as

a percentage of total voluntary

contributions

The World We Share

Annex 2: Historic Danish Development Assistance Partnering with ILO

Name

ILO Better Work 2014-

2016

Objective

Support for Better Work Strategic Phase III

"Improving the lives of millions of workers 2013-16".

Special Danish priorities are (1) new Better Work

Programme in Bangladesh and (2) development of an

environment component in the Better Work

Programme.

Support for RBSA in line with ILO four strategic

objectives: 1. Promotion and realization of standards,

fundamental principles and rights at work; 2. Creating

equal opportunities for women and men for decent

work and income; 3. Social security for all, and 4.

Strengthening tripartite bargaining and social

dialogue.

Secondment of Knowledge sharing officer to Kyiv,

Ukraine

A global garment industry that lifts millions of people

out of poverty by providing decent work, empowering

women, driving business competitiveness and

inclusive economic growth.

Period

2014-

2016

Unit

FN-Geneve

Amount (DKK)

14.988.216,27

ILO RBSA

2010-

2022

FN-Geneve

243.000.000,00

Secondment of Knowledge

sharing officer to Kyiv,

Ukraine

ILO Better Work 2018-22

2020-

2021

2018-

2022

EUN

GDK

2.440.895,19

20.000.000,00

Inclusive Labour Markets

for Job Creation in Ukraine

(ILO)

Inclusive Labour Markets

for Job Creation in Georgia

(ILO)

Improved employment opportunities for young

people, women, and other individuals at risk of labour

market exclusion in the target areas.

he objective of the cooperation between the Danish

Neighbourhood Programme and ILO is to ensure that

necessary labour market institutions are established

and have the capacity to develop legislative and

policy frameworks as well as deliver services, which

will lead to a well-functioning labour market that

generates decent work opportunities within an

enabling environment for sustainable enterprises.

Thematic Programme

To address violence against women issues for the

Governance and

Rohingya's in Cox's Bazar. To contribute promoting

Rights/MSPVAW-Extended

rule of law, accountability & rights for poor and

support for Rohingya

vulnerable people. This will be done in partnership

with duty bearers, right-based NGOs, watchdogs and

international organisations.

Promotion of workplace

The envisaged project aims to further the work of the

cooperation in the

ILO Bangladesh led projects on Fundamental

readymade garments

Principles and Rights at Work to ensure and sustain

(RMG)

harmonious industrial relations in Bangladesh. The

focus will be to work in areas of workplace

cooperation, building the trust and mutual gains for

both workers and employers and that of effective

dispute resolutions within the RMG sector.

Building sound industrial

The project targets to reinforce harmonious labour

relations for sustainable

relations through social dialogue and improve

Development and

implementation of labour legislation and ratified

competitiveness

conventions for better industrial relations and working

conditions.

Decent Jobs for Tunisia's

The objective is that young women and men in the

Young People (ILO)

targeted governorates of Tunisia have access to more

decent work opportunities, to be pursued through

two outcomes: 1. Labour market institutions and the

social partners design and deliver relevant policies

and services for youth employment; 2. Vulnerability

of youth in the labour market is reduced through

employability and job creation programmes in three

targeted governorates (Beja, Jendouba and Siliana).

ILO Advisors

(ICJ/ILO/IHRB and DIHR)

Inclusive economic growth to be accompanied by

Programme on

responsible business practices in Myanmar

Responsible Business in

Myanmar

2017-

2024

2017-

2021

EUN

54.000.000,00

28.000.000,00

2016-

2021

Dhaka-

Amb.

21.000.000,00

2014-

2015

Dhaka-

Amb.

2.143.576,28

2014-

2017

Addis

Ababa-

Amb.

MENA

4.421.088,16

2014-

2017

16.274.140,11

1998-

2017

2014-

2017

MUS

Yangon-

Amb.

56.835.424,80

8.092.690,43

UNNATI-Inclusive Growth

Programme in Nepal

Towards achieving the

elimination of the worst

forms of child labour as

priority

Decent Jobs for Egypt's

Young People (Qalyoubia

and Menoufia) (ILO)

Regional Human Rights

program in Central

America (PRO-DERECHOS)

Building Capacities on

Indigenous and Tribal

Peoples Issues In

Bangladesh : Rights and

Good Practices

UNNATI comp. 3.2 Advocacy Fund. The key priority in 2013-

the programme is to strengthen inclusive market based 2018

growth to reduce poverty and raise living standards.

The programme will target commercialisation of

agricultural products and upgrade rural infrastructure

in Eastern Nepal. Also addressing the framework for

inclusive growth at political levels will be key to

facilitating sustainable, inclusive growth. 400 million

DKK have been allocated for a five-year period

commencing January 2014.

2013-

2016

FRU

17.791.852,15

Kathmandu

3.013.324,97

Projektets overordnede formål er at få unge kvinder og

mænd og marginaliserede grupper i arbejde i to

egyptiske governorater i ordentlige jobs og at skabe

flere reelle arbejdstilbud.

Improved respect, protection and defence of human

rights, especially for indigenous peoples, women and

human rights defenders in Central America, with

emphasis in Guatemala, Honduras and Nicaragua.

2012-

2013

2012-

2016

MENA

9.200.429,30

FRU

4.977.359,32

Occupational Safety and

Health, ILO

Skills for Youth

Employment and Rural

Development in Western

and Southern Africa (ILO)

The project objectives were to promote the rights of 2011-

indigenous peoples in Bangladesh through capacity 2014

building and advocacy initiatives based primarily on the

principles of ILO Conventions and other instruments

relevant to Indigenous and Tribal Peoples. The project

aimed at providing assistance at the national level to

ensure the integration of indigenous peoples' rights in

the national legal and policy environment, in line with

the relevant national and international standards and

policies.

Occupational Safety and Health, ILO

1998-

2001

The Skills programme is a Africa Commission initiative 2010-

to strengthen the technical and vocational education in 2014

Africa. Helping young African women and men to find

productive and gainful employment the programme is

implemented in Benin, Burkina Faso and Zimbabwe

with a vision later spread to other African countries

with funding from other bilateral and international

donors. As implementing organization ILO brings its

extensive experience in the development of technical

and vocational education in developing countries.

The Young Entrepreneurship Facility was initiated by

the Danish Government's so-called Africa Commission

in 2009. The purpose is through the application and

interconnection of already known and proven methods

intervention

activate

and

stimulate

entrepreneurship among young Africans, so that these

increasingly becoming a dynamic factor in the socio-

economic development through the creation of decent

work both by self-employed and by increased demand

for labour.

FNs Internationale Arbejdsorganisation, ILO, har til

formål at forbedre de globale arbejds- og levevilkår.

ILO arbejder under konceptet: Anstændigt Arbejde

(Decent Work) for alle. Organisations arbejde er

struktureret omkring fire strategiske målsætninger: 1.

Fremme og realisering af standarder, fundamentale

principper og rettigheder i arbejdet; 2. skabelse af

muligheder for kvinder og mænd for anstændigt

arbejde og indkomst; 3. social sikring for alle, og 4.

styrkelse af trepartsforhandlinger og social dialog.

2010-

2014

Dhaka-

Amb.

3.409.309,77

Kathmandu

Geneve-

FN-

Missionen

2.910.972,10

84.428.177,01

Young Entrepreneurship

Facility - Unleashing

African Entrepreneurship

(ILO)

Geneve-

FN-

Missionen

117.103.462,19

Denmark/ILO Project

Cooperation Agreement

2008-

2009

Geneve-

FN-

Missionen

56.637.479,00

Inclusion of indigenous

peoples in PRSPs - 2006

2006

Geneve-

FN-

Missionen

947.458,03

Support to the Peace

Process in Nepal - phase 1

ILO General Income

Account

Productive Sector

(ILO)/Somalia 2006-08

Støtte til ILO's arbejde

med oprindelige folk

Somalia akt 105 ILO

training road sector

Support to the

implementation of Nepal's

National Master Plan on

the Elimination of Child

Labour

MICRO GRANT EVALUATI

38752

Fremme af ILO-

konvention 169 om

oprindelige folk 47633

Frame Agreement for

Danish Development

Assistance to Sri Lanka

Total

I overensstemmelse med den danske interim strategi

for bistandssamarbejdet med Nepal 2006-10, hvor

direkte dansk støtte til fredsprocessen er en central del

af indsatsen, påbegyndtes første fase af Danmarks

fredsprogram i 2007. Bevillingens formål var at bidrage

til forankring og fremdrift i fredsprocessen i Nepal og

derigennem medvirke til at fremme demokrati, lighed

og udvikling.

FN's Internationale Arbejdsorganisation, ILO, har til

formål at forbedre de globale arbejds- og levevilkår

gennem vedtagelse af internationale konventioner og

anbefalinger,

som

fastsætter

minimumskrav

vedrørende løn, arbejdstid, ansættelsesvilkår og social

sikkerhed. ILO's overordnede mål er at fremme

"anstændigt arbejde" ("Decent Work"), hvilket styrer

såvel ILO's generelle som bistandsmæssige aktiviteter.

Productive Sector (ILO)/Somalia 2006-09

Støtte til ILO's arbejde med oprindelige folk

Somalia akt 105 ILO training road sector

2008-

2010

Kathmandu

3.099.140,72

2000-

2007

Geneve-

FN-

Missionen

227.471.670,23

2006-

2008

1998-

2000

2003

Nairobi-

Amb.

UGS

Nairobi-

Amb.

Kathmandu

5.308.450,15

7.660.090,21

381.454,32

1.335.123,27

Support to the implementation of Nepal's National 2011-

Master Plan on the Elimination of Child Labour

2012

MICRO GRANT EVALUATI 38752

1998-

2002

Fremme af ILO-konvention 169 om oprindelige folk 2000-

47633

2003

ILO/4R Sri Lanka 2004-2006

2004-

2006

UFT

Geneve-

FN-

Missionen

HCP

553.103,43

9.000.000,00

3.852.479,93

1.030.277.367,34