A/HRC/39/22 III. Efforts made to achieve equitable geographical representation and gender balance, and the Secretariat staff selection systems 15. Enhancing the geographical diversity of OHCHR staff remains one of the High Commissioner’s priorities. However, during 2016 and 2017, he had no authority to select the candidates he considered best suited for almost 90 per cent of OHCHR regular positions, as these positions were part of the Political, Peace and Humanitarian Network, and, as of 2017, of the Information and Telecommunication Technology Network. Selections for such positions were coordinated centrally through the Office of Human Resources Management (ST/AI/2016/1 and ST/AI/2016/1/Amend.1). On 26 December 2017, the Secretary-General paused the centralized decision-making process and selections for new posts in both networks, in order to comprehensively review the framework, including lessons learned with regard to the centralized processes and their costeffectiveness in meeting the intended purposes (ST/SGB/2016/2/Rev.1). During this pause, the staff selection system governed by administrative instruction ST/AI/2010/3 and the amendments thereto became applicable for the Political, Peace and Humanitarian Network and the Information and Telecommunication Technology Network, and would continue to apply to all job networks that had not made the transition to the new system. 16. During 2017, therefore, all placement and recruitment decisions in the Political, Peace and Humanitarian Network and the Information and Telecommunication Technology Network were made in the interests of the Organization as a whole by the Assistant Secretary-General for Human Resources Management and the Secretary-General, in accordance with the goals and obligations placed upon them under the system of desirable ranges mandated by the General Assembly. For OHCHR, this is reflected in the departmental target relating to the recruitment of nationals from unrepresented and underrepresented Member States established in the High Commissioner’s Compact. The High Commissioner could indicate to the Assistant Secretary-General for Human Resources Management what the human resources priorities were for OHCHR, but had no final say in the selection process. 17. In addition to temporary job openings due to normal workforce fluctuations, the implementation of the new system resulted in an increased number of temporary job openings as an interim solution to ensure that work central to the mandate of OHCHR continued. Notwithstanding instructions from the Under-Secretary-General for Management to reduce costs by selecting candidates residing within the duty station, the High Commissioner endeavoured to use the selection of temporary staff members to increase the diversity of his Office. 18. OHCHR continues to pay special attention to the issue of balance between female and male staff members at all levels, an area in which determination and concerted effort have already brought success. As at 31 December 2017, women accounted for 61 per cent of Professional staff at the P-1 to P-4 level and 37 per cent at the senior level (P-5 to D-2) at OHCHR. OHCHR is fully committed to the Secretary-General’s system-wide strategy on gender parity and has developed a gender parity action plan in line with that strategy. IV. Conclusion 19. During the pause of the new staff selection and managed mobility system, which applied to almost 90 per cent of OHCHR professional positions, the High Commissioner will use his restored authority regarding the selection of staff for vacant positions to renew his efforts to achieve the broadest possible geographical diversity of his staff. 4