WORLD HEALTH ORGANIZATION EXECUTIVE BOARD 115th Session Provisional agenda item 8.1 EB115/25 7 January 2005
Human resources: annual report Report by the Secretariat
1. This report provides an overview of current priorities and activities in the management of human resources. A preview of the Secretariat’s staffing profile as at 30 September 2004 is being issued separately.1 2. Priorities and activities during 2004 reflected a shift in emphasis rather than a change of direction. The priorities were to map and match staffing needs; to attract and retain staff; to manage and develop staff; to provide a supportive work environment; and to improve delivery of human resources services.
MAPPING AND MATCHING STAFF NEEDS 3. A concerted effort is being made to ensure that planning of human resources is fully integrated, consolidated and simplified, in accordance with established priorities. This process will make it easier for WHO’s Secretariat to identify the number and type of staff it will need both in the immediate future and in the coming years. 4. To this end a tool has been developed involving key metrics that make it possible to identify trends in various areas, including staff turnover (both voluntary and mandatory), levels of recruitment, mobility and diversity. The tool will enable comparisons to be made between current and future resource needs; it will also make it possible to identify shortfalls and facilitate planning for action, where required. 5. Recent experience in the Africa Region (where three WHO Representatives’ offices were reviewed) and in the HIV/AIDS programme at headquarters was taken into account in developing an approach that has facilitated the task of managers. Managers have thus received assistance in reviewing their organizational structure, striking the right balance between short- and longer-term positions, adjusting the skills and competencies required for each function, and identifying the consequent matches and shortfalls in staffing.
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ATTRACTING AND RETAINING STAFF 6. A number of activities have been undertaken in order to comply with the recruitment strategy noted by the Executive Board at its 113th session in January 2004.1 The activities concerned are described below. 7. Several initiatives have been taken in order to increase the Organization’s outreach efforts. The goal is to ensure wider distribution of information about the career opportunities that exist in WHO’s Secretariat in order to attract potential candidates worldwide, particularly from unrepresented and underrepresented Member States and developing countries, to target specific areas of expertise, and to promote diversity. 8. Letters have also been sent to all permanent missions in Geneva requesting their assistance with the implementation of the strategy. In particular, missions have been requested to identify possible sources of candidates for employment within the Organization, including institutions, professional societies and organizations in health and related fields within the country in question. Professional associations in which women are well represented were to be given particular consideration. This initiative was taken so that those organizations could be informed about WHO’s web site and its regularly updated list of vacancies. The aim was, where possible, to establish a direct hyperlink to the WHO Secretariat e-recruitment site. To date, six permanent missions have responded (see Annex 1). In addition, some of these missions have agreed to disseminate directly, within their country, information about WHO vacancies and the Secretariat’s recruitment web site. 9. Over 1000 e-mails were sent to WHO collaborating centres, health-related associations and WHO Representatives in order to identify potential new sources of candidates. Internet platforms, such as ReliefWeb, OneWorld.net, the International Civil Service Commission, Partnerjob.com, the Association for Human Resources Management in International Organizations, together with other online employment sites were also explored (see Annexes 2 and 3). 10. Following these outreach efforts, the number of sites referring individuals to the Secretariat’s employment web site increased from 966 in May to 1170 in August – an increase of over 20%. Efforts to identify other possible referral sites are continuing. 11. In order to contact potential candidates directly, a three-month trial contract was signed with a major international web-based online recruitment company, giving WHO’s Secretariat access to its database of over 38 million curricula vitae worldwide. The Secretariat identified 500 potential candidates from unrepresented and underrepresented Member States whose profiles matched published vacancies. These candidates were invited to apply for vacant positions. Several responded, but declined the offer because they were not prepared to move to another country; were satisfied in their current employment; considered conditions of employment in WHO insufficiently competitive; or were not interested in working for an international organization. 12. Responding to comments that the Secretariat’s recruitment system was very specific and quite unlike those used in some Member States, a team representing the Organization’s technical programmes and human resources services carried out a training programme with Ministry of Health officials in China to enhance understanding of the Organization’s recruitment and selection processes. Potential candidates were led through the various stages of the Secretariat’s selection 1
See document EB113/2004/REC/2, summary record of the tenth meeting, section 4.
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process from an online application to a competency-based interview, presentation to a panel and technical tests. Other countries have expressed an interest in hosting similar workshops. 13. WHO participated in international career fairs aimed at drawing the attention of postgraduates in various fields of specialization to the career opportunities that exist within the Secretariat. It is intended to take advantage of more such events in 2005. 14. Work was also undertaken to revitalize programmes designed to attract younger people to work in the Secretariat. A Global Leadership Programme has been established to offer a two-year training opportunity to public health graduates from developing and underrepresented countries. The vacancy notice was posted on WHO’s web sites, advertised in several newspapers and circulated to relevant libraries and public health institutions. Some 2600 applications were received and the first 10 trainees will start in February 2005. 15. A survey of interns was conducted in order to obtain a clearer understanding of their experience at WHO’s Secretariat and a better appreciation of their needs during their time in internship. Results are likely to reveal a need for interns to receive a better orientation on the Organization and for performance management tools to be developed for them. Although a wide range of nationalities are already represented among interns, additional information on the possibilities that exist at WHO is being added to the employment web site for the benefit of potential interns. 16. During the first nine months of 2004, 21 associate professional officers joined WHO; their countries of origin were Austria, Denmark, France, Germany, Italy, Japan, Republic of Korea and Sweden. Eight associate professional officers have been assigned to headquarters, and 13 are stationed in regional and country offices. 17. As of 30 September 2004, some 90 000 external candidates had submitted 190 635 applications for the vacancies advertised since the e-recruitment system was launched in December 2002. Annex 4 shows the geographical distribution of applicants. The number of female applicants has begun to increase slowly and now stands at approximately 45% of the total. 18. Rosters of candidates have been developed within the e-recruitment system, together with an inventory of the skills of serving staff. These make it possible to search for scarce skills and identify the right profiles for short-term vacancies and emergency needs. The rosters also permit more costeffective candidate searches in relation to unrepresented and underrepresented Member States and to sex. 19. A WHO global competency model was established and it was decided that the model should be introduced into the selection process. Proposals were invited for a learning programme on techniques in competency-based interviewing. A company is currently being selected to provide the training, which will begin in 2005. In the meantime, human resources staff from all parts of the Secretariat received training in competency-based interviewing at WHO’s global human resources meeting (Tunis, June 2004). 20. The project aims to introduce and formalize the use of competency-based interviews, which offer greater accuracy in predicting a candidate’s job performance, using knowledge of how particular tasks have been performed in the past. The skills of staff involved in selection panels and in the selection process itself should also be improved. The project will focus on providing staff involved in selections with the tools and skills they need in order to be more effective interviewers. The tools, based on best practice, will include curricula for several types of workshops, learning materials
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(including videos of case studies) and an interview reference guide. Selected WHO staff will be trained to facilitate the smooth running of those workshops so that the Secretariat can become selfsufficient in this area. 21. In March 2004, the Director-General advised his senior staff of the need to ensure compliance with resolutions WHA56.17 and WHA56.35, stressing that efforts to improve the representation of nationals of developing countries within the Organization needed to be strengthened. 22. With respect to fixed-term appointments, the Director-General confirmed that the targets were twofold; namely, a target of six out of every 10 consecutive selections at headquarters or regional offices to professional and higher posts to involve nationals of unrepresented or underrepresented countries and a target of no more than two candidates from any group of 10 selections to be from countries above the maximum of their range of representation. Between January and September 2004, of 144 selections to fixed-term professional posts, 61 (42.45%) were from unrepresented or underrepresented countries or countries within their range of representation but below the midpoint; the remaining 83 (57.6%) were nationals either of countries at or above the midpoint of their range or of those above the maximum of their range. A total of 61 nationals of developing countries were selected during this period (see Annex 5). A “scorecard” is being prepared to measure the success of the Secretariat in meeting the objectives set out in resolutions WHA56.17 and WHA56.35. 23. In the first phase of the Secretariat’s mobility and rotation programme, volunteers were solicited from among fixed-term professional staff. Staff profiles will now be matched to positions that are likely to be vacant up to l March 2005.
MANAGING AND DEVELOPING STAFF 24. Following the orientations set by the Director-General regarding appraisal and development of staff,1 the Secretariat’s performance management and development system is being reviewed. The paper-based system suffered from problems with the filing of copies and with confidentiality; monitoring compliance was also difficult. Finalization of the competency model referred to above meant that a more behavioural approach to managing performance could be integrated into the system. Change to the overall approach to staff development means that individual development plans for staff, an option in the current system, might become a requirement. 25. Advice was sought from several organizations of the United Nations system that had recently received integrated change in their performance management systems, particularly those with webbased systems. On the basis of the information gathered, it was decided to introduce an electronic version of the system in order: • to include a behavioural dimension to performance development by integrating competencies into the system • to make the forms “smart” by converting the existing paper forms to an electronic format, thus making them more user-friendly, and making possible electronic signatures and better tracking, monitoring and reporting • to strengthen the staff development and learning component of the system. 1
See document WHA56/2003/REC/2, verbatim record of the fifth plenary meeting.
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26. The basic characteristics of the system will remain unchanged and it will continue to rely on effective dialogue between supervisors and supervised staff. Although the supervisor is ultimately responsible for guiding the process, those supervised should play an active role in setting objectives, identifying development needs and reviewing their own performance. The appraisal period will continue to be based on the calendar year. 27. The new system will be implemented in stages, starting in January 2005 with staff at headquarters, in one regional office, and in a limited number of country offices. After a review, further locations will be involved in 2006. 28. A global learning committee, whose membership reflects all levels of the Secretariat, has been established to provide guidance and advice on promoting staff development and learning. The committee is currently devising a global framework for learning, which will be sufficiently flexible to ensure that needs at the regional and country levels can be met. Staff development and learning will therefore become increasingly systematic, ensuring that the necessary skills, knowledge and competencies are built across all levels of the Organization, while taking into account the specific needs of all target groups; strategic, ensuring that the outcomes of the increased investment in learning make a significant and demonstrable contribution to meeting the strategic goals of WHO; and sustainable, building a system of learning that is integrated as much as possible into methods of work. 29. The global learning committee has recommended a shift in emphasis away from training towards learning and has stressed the need to broaden the definition of what constitutes staff development. An approach is being determined in keeping with the decentralized nature of the Organization. Thus, similar learning committees are being established at regional level. A series of generic learning programmes will be provided that will meet the common needs of staff, while encouraging consistency of quality and economies of scale. 30. A major investment has been made in the area of leadership and management development. Following extensive consultations, a Global Leadership Programme has been developed and is being implemented. The Programme is a key initiative that aims to increase efficiency and accountability among senior staff, and which will, in turn, improve technical performance. Its key objectives are to develop the core managerial and leadership competencies of senior staff in identified priority areas; to improve the effectiveness of managers and leaders using key management processes; and to increase the capability of managers and leaders for improved collaboration, team work and knowledge sharing. 31. Three strategic priorities were selected as themes to provide the Programme with a clear orientation: a country focus to support the process of decentralization of WHO country offices; partnerships and coordination to change the way WHO staff work in order to be more collaborative in solving problems, thus producing better results; and results-based management so that resources can be mobilized and used in a more outcome-oriented and accountable manner. 32. The Programme is designed to be flexible in order to fit distinct needs whether in relation to individual staff members, specific management roles or particular regions. The Programme targets staff with managerial responsibilities at P.5 level and above. Participants follow a learning programme that is customized to suit their needs, in addition to more generic activities.
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PROVIDING A SUPPORTIVE WORK ENVIRONMENT 33. The work of the Task Force on Human Resources Management Reform resulted in a series of work-life proposals for staff, including the following topics: leave in relation to personal or family emergencies, compassionate leave, the provision of breastfeeding facilities, teleworking, and promotion of physical and psychological well-being including stress management, spouse employment opportunities, staff ethics, and information on HIV/AIDS in the workplace. 34. As WHO’s emergency and humanitarian operations have expanded, so the need to improve the situation of staff at non-family duty stations has grown. The difficult living and working conditions in such duty stations – particularly with regard to problems of security, health and infrastructure – oblige internationally recruited staff members to maintain double households, thus incurring additional expenses. 35. The special operations approach was designed by the country-oriented funds and programmes of the United Nations system to respond to the needs of internationally recruited staff assigned to nonfamily duty stations. It comprises a special operations allowance and designation of an administrative place of assignment (normally the closest family-duty station), together with an ad hoc subsistence rate, where applicable, hazard pay and/or malicious acts insurance, and rest and recuperation travel. 36. With a view to developing options for application in WHO, modalities developed by the various field-oriented agencies were analysed. The special operations approach for WHO staff in non-family duty stations should be implemented during 2005.
IMPROVING DELIVERY OF HUMAN RESOURCES SERVICES 37. A number of initiatives have been taken to strengthen delivery of human resources services.
38. To ensure that managers and other staff have accurate, up-to-date information on human resources, an electronic guide is in preparation. This web-based tool will concentrate in a single, easily accessible searchable database information that is currently found in a number of different sources. This is expected to lead to improved and streamlined processes, a better understanding of provisions and entitlements, and greater transparency. 39. In order to ensure a consistent level of knowledge and application of human resources management throughout the Organization, a one-week workshop was organized with the participation of human resources officers from headquarters and regional offices. It focused on the sharing of best practice and implementation of a number of new initiatives. Regular videoconference meetings were held to follow up on a number of issues related to management of human resources.
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ANNEX 1 TARGETED RECRUITMENT: INSTITUTIONS IDENTIFIED BY MEMBER STATES
Member State Germany Sweden Switzerland Turkey United Kingdom of Great Britain and Northern Ireland Zambia
Number of national institutions contacted 14 37 13 31 34 6
Number of international institutions 2 0 0 0 0 0
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8 Africa Number of centres contacted 1 1 1 1 1 2 1 1 1 2 2 10 3 1 2 The Americas Number of centres contacted 11 18 29 24 6 8 1 1 6 2 120 4 South-East Asia Algeria Benin Botswana Burkina Faso Central African Republic Kenya Madagascar Malawi Mali Nigeria Senegal South Africa United Republic of Tanzania Zambia Zimbabwe Argentina Brazil Canada Chile Colombia Cuba El Salvador Guatemala Mexico Peru United States of America Venezuela (Bolivarian Republic of) Bangladesh Democratic People’s Republic of Korea India Indonesia Myanmar Sri Lanka Thailand 2 27 19 5 1 3 20
ANNEX 2 TARGETED RECRUITMENT:WHO COLLABORATING CENTRES CONTACTED Number of centres contacted Europe Number of centres contacted 2 2 1 11 3 1 2 6 17 10 35 1 29 4 4 2 5 32 1 2 1 14 6 4 33 1 1 4 8 20 15 1 1 50 Eastern Mediterranean Number of centres contacted 1 8 7 3 3 1 1 1 7 2 1 6 Western Pacific Number of centres contacted 40 29 25 6 1 3 1 4 18 8 2
Armenia Austria Belarus Belgium Bulgaria Croatia Cyprus Czech Republic Denmark Finland France Georgia Germany Greece Hungary Ireland Israel Italy Kazakhstan Lithuania Luxembourg Netherlands Norway Poland Russian Federation Serbia and Montenegro Slovakia Slovenia Spain Sweden Switzerland The former Yugoslav Republic of Macedonia Turkmenistan United Kingdom of Great Britain and Northern Ireland
Bahrain Egypt Iran (Islamic Republic of) Iraq Jordan Kuwait Morocco Oman Pakistan Saudi Arabia Syrian Arab Republic Tunisia
Australia China Japan Malaysia Mongolia New Zealand Papua New Guinea Philippines Republic of Korea Singapore Viet Nam
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ANNEX 3 TARGETED RECRUITMENT: 1. COUNTRY-SPECIFIC INSTITUTIONS CONTACTED1
Member State Armenia Azerbaijan Belarus Bosnia and Herzegovina Bulgaria Croatia Cyrpus Czech Republic Estonia Georgia Germany Greece Hungary Iceland Israel Kazakhstan Kyrgyzstan Latvia Lithuania Malta Poland Romania Russian Federation Slovakia Slovenia Spain Uzbekistan
Number of institutions contacted 1 31 1 1 5 2 6 1 3 1 3 1 4 1 2 6 1 8 3 1 31 1 26 6 4 2 4
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Contacts provided by the WHO European Region and the WHO Representative, Russian Federation.
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Annex 3
TARGETED RCRUITMENT: 2. NON-COUNTRY SPECIFIC INSTITUTIONS CONTACTED
International nongovernmental organizations AfriHealth African and Middle Eastern Nursing Organisation (31 members contacted) American Psychological Association American Public Health Association Associacíon Latinoamericana y del Caribe de Educación en Salud Publica (40 members contacted) Health and Human Development Programs (25 members contacted) International Association of Medical Regulatory Authorities International Council of Nurses (almost 100 members contacted) International Hospital Federation International Pharmaceutical Federation (56 members contacted) Public Services International The Association of Schools of Public Health of the European Region The Network: Towards Unity for Health (113 members contacted) tropEd (24 members contacted) World Medical Association (89 members contacted) Women’s Health Project World Federation for Medical Education (28 members contacted) Copenhagen-Lund University Centre for International Medical Education (22 members contacted) World Federation of Public Health Associations
Internet platforms DevNetJobs.org OneWorld.net The Development Executive Group International Job Centre
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ANNEX 4 EXTERNAL APPLICANTS CATEGORIZED BY COUNTRY AND GEOGRAPHICAL DISTRIBUTION A = unrepresented and underrepresented countries B1 = countries within their range but below midpoint B2 = countries at or above midpoint of range, including those at the maximum of their range C = countries above the maximum of their range Country Afghanistan Albania Algeria Andorra Angola Antigua and Barbuda Argentina Armenia Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bhutan Bolivia Bosnia and Herzegovina Botswana Brazil Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Geographical grouping B1 B1 B2 A B2 A A B1 C B1 A B1 B1 B1 A B1 C A B2 B1 B2 A B2 C A B1 C B1 A Number of applicants 225 321 428 1 45 4 579 472 1 506 515 214 21 17 2 139 34 120 1 181 24 437 51 106 292 107 1 154 4 512 417 180 37
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Country Cameroon Canada Cape Verde Central African Republic Chad Chile China Colombia Comoros Congo Cook Islands Costa Rica Côte d’Ivoire Croatia Cuba Cyprus Czech Republic Democratic People’s Republic of Korea Democratic Republic of the Congo Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Fiji Finland France Gabon Gambia Georgia Germany
Geographical grouping C C B1 B1 B1 B2 A B2 A C A B1 B2 B1 B1 B1 B1 B1 B2 C B1 A B2 B2 B2 B2 B1 B1 B1 B2 B1 B2 C B1 B2 B1 A
Number of applicants 1 248 5 489 27 85 97 135 1 011 599 41 1 000 10 136 868 245 217 79 206 2 788 774 20 33 46 129 3 102 100 8 91 112 910 76 345 5 951 38 234 309 2 008
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Country Ghana Greece Grenada Guatemala Guinea Guinea-Bissau Guyana Haiti Honduras Hungary Iceland India Indonesia Iran (Islamic Republic of) Iraq Ireland Israel Italy Jamaica Japan Jordan Kazakhstan Kenya Kiribati Kuwait Kyrgyzstan Lao People’s Democratic Republic Latvia Lebanon Lesotho Liberia Libyan Arab Jamahiriya Lithuania Luxembourg Madagascar Malawi Malaysia
Geographical grouping C B1 A B1 B2 B1 B2 B1 B1 B1 B1 B1 B1 B1 B1 C A B1 B1 A B2 B1 C A B1 A B1 B1 B2 B1 B1 B1 B1 A B1 B2 B2
Number of applicants 1 405 388 16 97 257 20 69 209 69 211 66 14 411 441 503 415 615 252 2 636 227 806 571 180 2 683 5 24 98 19 57 630 123 215 46 103 38 214 275 581
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Country Maldives Mali Malta Marshall Islands Mauritania Mauritius Mexico Micronesia (Federated States of) Monaco Mongolia Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands New Zealand Nicaragua Niger Nigeria Niue Norway Oman Pakistan Palau (Republic of) Panama Papua New Guinea Paraguay Peru Philippines Poland Portugal Puerto Rico* Qatar Republic of Korea Republic of Moldova
Geographical grouping B1 C B1 A B2 B2 A A A B1 B1 B1 C B1 A C C B2 B1 B2 B2 A B2 A B1 A B2 A B1 B1 C B1 A A A A A
Number of applicants 26 202 174 36 137 236 492 1 2 179 554 40 460 122 0 1 058 1 017 352 83 276 4 787 0 316 14 3 258 3 114 43 37 581 5 225 434 607 12 0 444 216
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Country Romania Russian Federation Rwanda Saint Kitts and Nevis Saint Lucia Saint Vincent and the Grenadines Samoa San Marino Sao Tome and Principe Saudi Arabia Senegal Serbia and Montenegro Seychelles Sierra Leone Singapore Slovakia Slovenia Solomon Islands Somalia South Africa Spain Sri Lanka Sudan Suriname Swaziland Sweden Switzerland Syrian Arab Republic Tajikistan Thailand The former Yugoslav Republic of Macedonia Timor-Leste Togo Tokelau* Tonga Trinidad and Tobago Tunisia
Geographical grouping B1 B2 B2 B1 A A A A A A C A B1 B2 A B1 B1 B1 B2 B2 A B2 B2 A A B2 B1 B2 A B1 A A B2 A A B1 C
Number of applicants 849 837 357 2 66 22 7 1 31 61 722 358 40 183 212 174 139 1 200 792 1 761 823 955 8 72 890 2 291 133 130 256 279 3 338 0 26 219 486
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Annex 4
Country Turkey Turkmenistan Tuvalu Uganda Ukraine United Arab Emirates United Kingdom of Great Britain and Northern Ireland United Republic of Tanzania United States of America Uruguay Uzbekistan Vanuatu Vatican 1
Geographical grouping B1 A A B2 A A C B2 B1 B2 A A B1 A B1 B2 B2
Number of applicants 526 83 3 1 294 527 23 3 271 679 11 556 161 214 4 4 422 130 192 543 1 030
Venezuela (Bolivarian Republic of) Viet Nam Yemen Zambia Zimbabwe * Associate Member. 1
Not a Member State.
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ANNEX 5 SELECTIONS TO PROFESSIONAL POSTS SUBJECT TO GEOGRAPHICAL DISTRIBUTIONa (1 JANUARY TO 30 SEPTEMBER 2004) A Regional offices Africa The Americas South-East Asia Europe Eastern Mediterranean Western Pacific Subtotal Headquarters Communicable Diseases External Relations and Governing Bodies Evidence and Information for Policy Family and Community Health General Management HIV/AIDS, Tuberculosis and Malaria Health Technology and Pharmaceuticals Noncommunicable Diseases and Mental Health Sustainable Development and Healthy Environments Subtotal TOTAL Developing countries 0 1 0 3 0 2 B1 Developing B2 Developing countries 8 4 6 2 3 1 C Developing countries 4 2 1 0 1 0 Total M F
1 7 0 3 1 4 16 2 0 1 2 2 0 0 0 4 11 27
6 7 1 3 1 2 20
5 4 0 1 1 1
9 7 9 3 5 4 37
4 3 4 5 3 2 21
20 24 14 14 10 12 94
13 13 9 9 7 9 56 6 1 1 3 2 2 1 0 5 21 77
7 11 5 5 3 3 38 5 0 1 5 7 5 0 3 3 29 67
0 0 1 0 0 0 0 3 10
3 0 0 5 3 0 0 1 2 14 34
0 0 1 0 0 0 0 0 13
2 0 1 0 3 2 1 0 0 9 46
2 0 0 1 1 0 0 0 28
4 1 0 1 1 5 0 2 2 16 37
0 0 0 0 1 0 1 0 10
11 1 2 8 9 7 1 3 8 50 144
= = = 17
M = male, F = female A = unrepresented and underrepresented countries B1 = countries within their range but below midpoint B2 = countries at or above midpoint of range, including those at the maximum of their range C = countries above the maximum of their range ____________________ a Excludes selection of staff previously geographically counted.
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WORLD HEALTH ORGANIZATION EXECUTIVE BOARD 115th Session Provisional agenda item 8.1 EB115/25 Corr.1 14 January 2005
Human resources: annual report Report by the Secretariat CORRIGENDUM Kindly replace Annex 2 with the table overleaf.
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ANNEX 2 TARGETED RECRUITMENT:WHO COLLABORATING CENTRES CONTACTED Africa Number of centres contacted 1 1 1 1 2 1 1 1 2 2 10 3 1 2 The Americas Number of centres contacted 11 18 29 4 6 8 1 1 6 2 120 4 South-East Asia Number of centres contacted 2 19 5 1 2 20 Europe Number of centres contacted 2 2 1 11 3 1 1 6 17 10 35 1 29 3 4 2 5 32 1 2 1 14 6 4 33 1 1 4 8 20 15 Eastern Mediterranean Number of centres contacted 1 8 7 3 1 1 1 7 2 1 6 Western Pacific Number of centres contacted 40 29 25 6 1 3 1 4 18 8 2
Algeria Botswana Burkina Faso Central African Republic Kenya Madagascar Malawi Mali Nigeria Senegal South Africa United Republic of Tanzania Zambia Zimbabwe
Argentina Brazil Canada Chile Colombia Cuba El Salvador Guatemala Mexico Peru United States of America Venezuela (Bolivarian Republic of)
Bangladesh India Indonesia Myanmar Sri Lanka Thailand
Armenia Austria Belarus Belgium Bulgaria Croatia Cyprus Czech Republic Denmark Finland France Georgia Germany Greece Hungary Ireland Israel Italy Kazakhstan Lithuania Luxembourg Netherlands Norway Poland Russian Federation Serbia and Montenegro Slovakia Slovenia Spain Sweden Switzerland The former Yugoslav Republic of Macedonia Turkey United Kingdom of Great Britain and Northern Ireland
Bahrain Egypt Iran (Islamic Republic of) Jordan Kuwait Morocco Oman Pakistan Saudi Arabia Syrian Arab Republic Tunisia
Australia China Japan Malaysia Mongolia New Zealand Papua New Guinea Philippines Republic of Korea Singapore Viet Nam
= = =
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