 Mr. Chair, Honorable Delegates, ljudi in ljudi. Dobro začne, in veliko v 111. seštjev iz IOM Council. Zdaj sem prav, da so tudi tudi. Zdaj sem začnil drugi seštjev v office, reportovati na naši aktivitaj in progrz, kaj je organizacija. Tudi seštjev seštjev, In tudi na umjeljih pomečnjih vse je bilo vse odrečno, kako smo zelo v deti vse, kako smo zelo vse, in kako smo vse zelo, zelo vse odrečno. Vsi se uroj, in Izgleda je vse tudi projete, zelo vse, dobro 2 bilion dolar, za prvno različno. Ilačno od 13% na 2018 zelo. 2018 budžet. Ko relati to, IOM stav, as of June 2019, number 3, 13,844, an increase of 21% on a year earlier. This growth is for any organization extraordinary. For IOM, however, it represents a double edged sword. On the one end, the need for our work in the field, whether responding to crisis situations or building capacity to respond to growing mobility, is, of course, expanding. On the other end, this demand is placing further strain on the organization's core functions. We are clearly popular and essential. Yet, fragile. In the current scenario, the current proposal for the 2020 budget reflects that only 1.5% of the staff posts of the organization are funded from the assessed contributions. Increasing pressure on operational support income to cover essential functions and services. This reinforces the need to address these limitations with the member states, and I look forward to your active involvement in these discussions. These challenges are at the heart of the administration's work during 2019 to establish two parallel processes of reform. I have led the process to develop an overarching vision for the organization. Setting a course for IOM with the demands of the next decade of migration. At the same time, the Deputy Director General has been central to the development of the internal governance framework, designed to strengthen our internal processes to meet the requirements of a modern fit for purpose organization. In both these endeavors, our orientation phase is complete. You have received the final version of the five-year strategic vision and our most recent update on the application of the internal governance framework. We are now working towards the complex, multi-layered process of implementation for which I hope we can count on your support. I will return to these later. As much as our growth indicates, IOM has been active in responding to acute new and longstanding humanitarian situations. With over 30 million IOM beneficiaries in 2018, an upward trend that continued throughout 2019. Across the world, crisis situations continue to emerge or remain unresolved, displacing millions from their homes with few prospects for swift resolution. Displacement levels thus remains staggering across many parts of the world. Internal displacement situations have become protractive, with few exceptions, and continue to require large-scale responses. Migrants also continue to suffer from tremendous abuse and hardship in some key contexts. The proliferation of this situation is challenging to organizations such as IOM in a number of ways. First, IOM, as is the case for the broader international humanitarian community, is seeking record levels of humanitarian financing in order to respond to multiple crises around the world. While the scale of IOM operations has grown tremendously in some key contexts in recent years, including in Bangladesh, Iraq, Libya, Nigeria, South Sudan, the Syrian Arab Republic, and Yemen, a significant number of IOM relief and recovery operations also remain critically underfunding, year after year, despite the scale of the needs and severity of the situation of the displaced and their host communities. This includes situations across a large section of Central and West Africa. Second, in contexts where instability, violence, and poverty are rough, more and more people resort to mobility as both a coping and protection mechanism. This has given rise to large movements of Venezuelans across South America and the Caribbean. In other settings, migrants continue to suffer overwhelmingly from broader instability. In Libya, the situation of migrants remains dire, particularly for those who are placed in detention. Similar situations have constantly arisen in Yemen, where migrants originating from the horn of Africa often face the abuse of human traffickers. In trying to navigate a complex and volatile situation such as Libya, where solutions are scarce, IOM is now considering whether new approaches may be warranted. While the organization will continue to offer life-saving and other forms of humanitarian assistance to migrants, irrespective of the context in which they find themselves, IOM's engagement should also be based on a more comprehensive approach to the issue of migration to and through Libya in a manner that respects the progressives of the state while being respectful of migrants' fundamental rights and protection needs. The deteriorating situation in the Sahel and the combined adverse effects of poverty, population growth, scarce resources and environmental change and the ongoing threats posed by non-state armed groups highlights that the volume of outward migration experienced by the subregion is unlikely to diminish in the short term as the impetus to move remains high and those who decide to travel are willing to take enormous risks. This is one of the reasons why IOM is investing strongly in the resilience of communities in West Africa including migrants and the internally displaced. It is ever more important that we address situations before they become acute through development programming and human capital investment and offer means for individuals to reintegrate and prosper once they have made the difficult decision to return whether from Libya or elsewhere. The resilience is also necessary in places where changing climate and extreme weather events are adding a deep impact on both short term displacement and humanitarian response such as in Bangladesh where around 1.7 million people were displaced in the first half of this year mainly because of weather conditions or the situation of the Rohingya refugees living in camps while monsoons, cyclones and flooding events create deep up evil for the population already at its most vulnerable. Earlier this year two cyclones Idai and Canets affected millions of people in Malawi, Mozambique, Zambia and Zimbabwe while six months later the number of who remain displaced has definitely fallen to a few thousand crop damage caused by the cyclones has left up to 12 million across Southern Africa severely food insecure particularly in Zimbabwe. There is a need for greater investment in building the disaster response capacities of national and local authorities to reduce long term dependence on the international community and the longer term impact of sudden and extreme events. However, access can also be a challenge. The fragility in parts of the world inhibits IOM from providing food support to some populations. Multiple IOM offices face difficulties in assessing populations in need of assistance largely as a result of challenges to the safety and security of IOM staff and operations. The tragic killing of IOM health workers in South Sudan last month and unfortunately yesterday we had very sad news that one of the persons objective has also died was a stark reminder of the challenging circumstances faced by our IOM teams on the ground. Those adverse circumstances extend to such locations as Afghanistan, Somalia, the Bolivian Republic of Venezuela and Yemen. Throughout the world working conditions for IOM staff continue to worsen a particular challenge given IOMs deep filled presence. In the Democratic Republic of Congo the resumption of violence in the eastern part of the country earlier this year not only displaced thousands of people but the lack of access for humanitarian workers also limited critical support not least in Ebola affected areas of the country. Responding concurrently to such a large number of situations is often very difficult in often very difficult operating environments with limited access and limited local capacities as presented considerable challenges for IOM. It has also forced the organization to invest in establishing more effective approaches with greater resources allocated towards areas such as emergency preparedness early warning mechanisms and capacity building. These efforts go end in end with IOMs commitments to the grand bar game relevant and organization-wide institutional efforts to build a more effective and efficient IOM. Nonetheless while political solutions may be a distant reality IOM has continued to assist displaced persons and affected communities in progress towards durable solutions. Many of the situations to which IOM has responded are indeed emergency situations. While unpredictable they are not however unforeseen. Our responses are increasingly informed by our previous experiences on the ground and also the data that we collect. The IOM displacement tracking matrix DTM was deployed in 66 countries in the first half of 2019. Tracking the movement of over 24 million internally displaced persons and has definitely become the standard for monitoring levels of internal displacement within the humanitarian sector. In addition the DTM has begun to integrate protection and gender-based violence indicators in its operations which allows for the identification of particularly vulnerable groups. This is critical in fast-paced situations for fast response. In the southern American region IOM is working closely with those governments hosting Venezuelan nationals to ensure the safety and protection of those on the move while also responding to those governments to help them identify how many and who are in their countries. While this is a crisis situation of epic proportions for the region evidenced at the International Solidarity Conference held last mouse in Brussels we should also take note of some of the innovative policies and practices which have emerged in the region as a result. For example, in Trinidad and Tobago where IOM is cooperated with the government to register the people on the move and to allow them to have access to the labor market and public services. We are running a similar program in Ecuador where nearly 180,000 individuals have been registered in this regard. We have proposed a regional identification car under the auspices of the keto process which we believe will minimize the risks to those on the move and particularly their vulnerability to smugglers and traffic. IOM has also been working with governments and local authorities in the region, in Argentina in Brazil, in Peru to facilitate access to social services and integration for migrants and refugees. This kind of capacity building is core to IOM's work. For example, in June 2019 nearly half of IOM offices reported that they were supporting governments to develop and improve labor market frameworks and practices such as in Zambia through bilateral labor agreements for the protection of Zambian nationals working abroad or in Fiji IOM has established a labor market information system for Kiribati and Tuvali. During the first half of this year IOM provided training and technical assistance to more than 45,000 governments, civil society and private sector partners as well as local community leaders to strengthen the protection of migrants vulnerable to violence, exploitation and abuse such as victims of trafficking. This is vital. Too often we witness manageable situations descending into crisis owing to a lack of capacity. Even today many countries lack the basic reception and support capabilities to manage new arrivals or cater for specific needs particularly in a very acute case in the most of unacompanied miners. As the recent tragedy in the United Kingdom reminds us we must remain vigilant to the dangers of smuggling and trafficking of people and the potentially horrendous outcomes. IOM has been working with authorities in both United Kingdom and Vietnam to counter trafficking demonstrating the need to take a joined up approach to the authorities in origin, transit and destination countries and not just governments. The IOM Crest Initiative corporate responsibility in eliminating slavery and trafficking demonstrates the power of private sector actors in promoting ethical recruitment and stronger standards in supply chain management across Asia. IOM is now beginning to see the fruits of that investment with the creation of livelihood activities for some 30,000 West Africans both rich and poor in the United Kingdom and the United Kingdom and the United Kingdom and the United Kingdom and the United Kingdom and the United Kingdom and the United Kingdom and the United Kingdom and the West Africans both returning migrants and others in the broader community. It should not come as no surprise that many of the issues that I have outlined so far are reflected in the global compact for safe orderly and regularly migration. These reinforces that for us the global compact is a very relevant guiding marker of progress Vsih je vzgavnačnega vrtečnje, če nинje je tudi človrčak, tako je stvar in vzgavnačnjo. Vsezgaj, ko je zelo vzgavnačno in začelje vzgavnje čel igrajo prise začelje, nekaj v regionalnih praseljenih, zato u večerizavnih pravših. Vsezgaj smo površeli, na vso svojevne zelo, in vsezgaj, začem sem prej, vzelo vsegao vzela vsegao vsegao in tudi vsego prihvalo je, ki se v Kito za veča na svoj nekaj uholj, zazostavljala z nekaj prejapitih ekuador. K tako Vzela vsegao, nekaj prejapit, nekaj nekaj prejapitih, IOM je svoj vsegao vsegao vsegao vsegao in skupacijo. Vsegao vsegao vsegao vsegao vsegao vsegao vsegao v New Yorku, IOM, vsegao in početna, confirmed relevant issues, such as complex emergencies, climate change and international migration of the health workers. Even will give active support alongside the Office of the United Nations High Commissioner for Refugees in the Office for the Coordination of Humanitarian Affairs to the higher-level panel on internal displacement ki je vsega vsega vsega vsega vsega vsega vsega vsega vsega naša mladu. To je vsega vsega inikaj oportunitva, da je vsega vsega inikaj protektivna vsega vsega vsega. Tako je izviti vsega vsega vsega pravdu, in se vsega izvori do dušnjeg solucija. V njega vsega vsega, IOM je vsega inikaj vsega vsega vsega vsega. Vsega vsega vsega inikaj vsega, in pristignite in neč basedi vsehovorje u korporatorjne, couldnosti in separatovole v sebranju. Č Swedishenski vsebran ima v yrur, veliko njič pristina. Sve zveče vsebranje, vzilijo evo. V njom vsega vsega vsega je zvedljala do 12. december, v kjer smo zelo začeličnih dobrovosti izvah, in zelo priječno vsega. Proste z listovati koordinacije vzelo, na krajih in regionovih ljudi, je izgledačno. Vsi je vsega nekaj, da bo kaj, da se vsega načinjavosti izgledačnega vsega, Netvore je vrločen, da je zelo vzelo, da je nekaj, na skupu. Sporti, da je vzelo, da je vzelo pošličen, teželno, pošlično in začelno. V 2020-jih, sem odpravil, da se izvahno od vsi nekaj vzelo, da se vzelo pošličen, da se izvahno da vzelo, ki so tudi pričel, biti bila. Srečno. Vznikaj je bolj zelo, da učimčuje izvajno v proveni, na zdravih dynamika in vznikov. Vznikaj IOM je vznikaj, da je posleda, však vsega, in v zelo, na vsega krona. Vznikaj bilo z vršim vsega, in na vsega krona. Pri svojo vzvečenju, kompleks dinamikov v globalnih migračnih potrebno je vzvečen. Vzvečenji je regulativno. Zato, da vzvečenje je, da smo vzvečenje, vzvečenje, vzvečenje in vzvečenje, vzvečenje in vzvečenje, kaj je vzvečenje vzvečenje, vzvečenje in vzvečenje, vzvečenje in vzvečenje. Vzvečenja, je to povedanje v 2019, da otvarim vzvečenje in inovne, in da vzvečenjo svet, za svojo organizacije, vzvečenja vzvečenja. Vzvečenja, vzvečenja kompleks dinamikov vzvečenje in vzvečenje. In vzvečenja in vzvečenja in inovne, vzvečenje in vzvečenje. Vse se bo vse nekaj kratilj vse, da je začel načinil, da nam je se vse, ko na vseh komand vsej, kajnega vseh komandu vseh, nekaj kratilj vse, nekaj kratilj vseh, nekaj kratilj vse, ki bo načinil na 2020. Vse se bo vse nekaj šelj vse, da se je izstavljeno. z vstavljem izgleda svojite ovradi taj in tematik strategijš, that are derived from 5-year strategic vision, and are ready to take on the challenges of the next decade. I would like to set out more concrete timelines for implementation, for both internal governance framework and strategic vision. First, however, I wish to emphasize that I am always not starting from scratch. zelo, da ima inovacija strategija in inovacija, je zelo vzgleda na dna organizacije. Vzgleda inovacija je vzgleda vzgleda vzgleda vzgleda vzgleda vzgleda vzgleda vzgleda vzgleda vzgleda vzgleda, regionalne strategije zelo, tematika in institucija strategije zelo. Fondacijne vzglede vzglede vzgleda na dna organizacije zelo vzgleda na strategijskih vizijanih. First, there is a need to enhance IOM's capabilities, from developing I-Tink systems to support knowledge management and data analysis, to developing more comprehensive results-based management, monitoring, and evaluation. Second, any deep organizational change requires both a change in the mindset within an organization, as well as support to develop new skills for those in key positions. We are already seeing teams across IOM reflect on how the three pillars of the vision-resilience, mobility, and governance may affect how they approach that area of work. IOM staff will need to have the time and resources to invest in the reflection and engagement that will be demanded of IOM in the future. The policy of launch in April this year is one key enabler of this process, supporting staff in possession of unique field expertise to develop organization-wide learning from their activities, and the written many cases by an earmark and flexible funding. At this moment, a series of regional and sub-regional strategies are being developed across the organization, which draw from both the priorities of the strategy vision and the realities on the ground at field level. This process is designed to align regional strategy to cover the same period of time, 2020-2024, following a broad template, while fully respecting regional context and specificities. In addition and innovating, IOM is developing a pan-African strategy, which will offer a more strategic perspective on the organization's engagement in the continent and engagement with key regional governance structures, such as the African Union. These regional strategies will then inform country-level planning. Lastly, a number of institutional and thematic strategies are being developed across the organization, working across programmatic areas. IOM data strategy is currently being finalized and will be presented to the member states in early next year. The strategy sets out key objectives in three areas. Strengthening the global evidence-based migration, developing the capacity of member states and other partners to enhance the migration evidence base and enhancing the use of migration data for evidence-based programming and policy advice and combine these with a series of proposed initiatives to realize them. With respect to knowledge management, the policy has been collecting and mapping existing means of developing collective intelligence across IOM and offering support to initiatives across the organization that are designed to bring knowledge together. In addition to this, a migration policy repository, which collects all the policy work that IOM has undertaken in recent years, is currently being piloted with full rollout expected early next year, too. At the Standing Committee on Program and Finance last month, my colleagues presented IOM's first thematic strategy, the institutional strategy on migration and sustainable development. This will now move into its implementation phase, while a series of other strategies on environmental degradation and migration, identity management and resettment in ter alija begin to be articulated. Not all IOM's thematic reviews will lead to a strategy. In some cases, as with IOMs ongoing working group to develop our policy on the full spectrum of return, readmission and reintegration, the focus is on bringing together and clarifying IOM's institutional position on such a complex issue. All of this strategic development may seem, probably to a cynic, to be naval gazing at a time when IOM should be looking outward in truth. It is a means to ensure that IOM's external partnership rests on stronger foundation to the mutual benefit of the member states and of the organization. In order to ensure that its operational work is more effective, IOM needs to understand what works and what does not. In order to participate fully in the United Nations reform and propose necessary development programming on the ground, IOM needs to understand and to master its own long term objectives. In this strategic development, IOM will be able to contribute more robustly to the United Nations system as a whole, respond more effectively to the requests of member states and meet the needs of migrants worldwide. As the United Nations approaches its 75th anniversary and contemplates its future role, its thought leadership IOM in the migration field can only be timely. As you can see, 2020 will be a busy year and one in which strong management and leadership will be the key. In a couple of weeks, we will mark the one year anniversary of the global compact and host the first annual meeting of the UN migration network. The foundations for the network, which have been laid in 2019, with the establishment of the secretariat, the migration fund and emerging regional and national networks offer encouraging signs for 2020. The principles of its executive committee met recently in New York and this is clearly a shared system endeavor. The migration partnership trust fund will be an important tool to embed the work of the network at regional and national level. I'm very grateful to those donors who have expressed the commitment to contribute thus far to the fund. I look forward as well to the first meeting of the fund steering committee on 10 of December. I believe that 2020 will see further contributions from the UN system in advancing on our interpretation on how to tackle migration challenges. Yet, for the success of this endeavor, of all these endeavors, we need your support. We have set out the proposals for strengthening the internal governments, but that requires structural investment. In 2020, I wish to begin a conversation with the member states about the sustainability of IOM's budget and options for reform. With our core budget now, just 2.5% of the total, IOM has reached the outer limit of what it can achieve without further investment. I wish to send, very sincerely, all those states that have contributed a near mark and flexible funds to IOM to allow us to embark on the process of revitalization. And I hope that you will continue to trust and invest in us based on what you have heard here today. We also need your support to strengthen the top leadership of the organization so that we can realize our ambitions and we will come later to this point in the agenda of our meeting. Mr. Chair, this week we have a very packed agenda. And of course, as you all agree with me, I have already spoken too much. I'm looking forward to our discussions over the next four days and the fascinating panel discussions, which will elaborate on key topics close to my heart. Long-term solutions for the internally displaced, the complex migration situation in the Sahel, and of course, the launch of the paperless World Migration Report, by the way, a USB key containing the report, which is very environmentally friendly, is in your desk. Allow me to say that it is a privilege for me to lead this organization into its next phase, a phase of consolidation of development and success at a time when our work is ever more important and central to our collective endeavor to make sure that migration is safe, well-managed and for the benefit of all. Allow me to praise my staff, the men and women, the 13,800 men and women that are in 470 delegations in 150 countries all over the world because they are really the artisans of IOM. And I hope that on behalf of them, the organization can count on your support for these.