ILO Reform

The ILO reform seeks to strengthen the Organization’s capacity to deliver on its mandate of promoting decent work for social justice. It aims to make the ILO more streamlined, agile and resilient, with improved operational efficiency and a balanced strategic focus. The process also provides an opportunity to align organizational structures and operations more effectively and to reinforce technical capacity in the regions.

In a period of profound transformation in the world of work and heightened expectations of multilateral institutions, the reform reflects a forward-looking response to global change, while reaffirming the enduring relevance of the ILO’s founding purpose, values and comparative advantages.

Questions and answers on the reform

The reform is structured around three pillars, supported by a governance and change-management framework to ensure coherence, accountability and effective implementation of the work packages of the reform.

This pillar focuses on the reprioritization of the programme of work for 2026–27 and the restructuring of headquarters to better align resources, organizational arrangements and accountabilities with strategic priorities.

The reprioritization exercise was carried out by a dedicated task team from November 2025 to January 2026.

The reorganization of the Office is under the direct responsibility of the Director-General, supported by the Assistant Director-General for the Regions and Director of CABINET and by the Director of the Human Resources Department.
This pillar focuses on the finalization of regional needs analyses, the review of field structures and functions, adjustments to working modalities and performance appraisal mechanisms, the decentralization of development cooperation projects and collaboration with UN Agencies, and decisions related to the location, funding and staffing of regional and country offices, including potential relocations and appointments.

Work on this pillar is carried out by a dedicated task team led by the Assistant Director- General for the Regions and Director of CABINET and the Assistant Director-General for External and Corporate Relations, with specific sub-teams on specific elements of the reform.
This pillar focuses on strengthening corporate systems, processes and ways of working. It includes strategic planning and results-based management, the consolidation of global services, the review of business processes, and office space management, with a view to improving efficiency, coherence and service delivery.

A dedicated task team led by the Director of the Strategic Programming and Management Department is responsible for reforms related to strategic planning and results-based management.

A dedicated task team led by the Assistant Director-General for Corporate Services is responsible for the review of business processes and the establishment of a global service centre.

Work related to space management at headquarters is led by the Director of the Internal Services and Administration Department.

Strategic framework for reform monitoring

The strategic framework for reform monitoring sets out metrics and indicators for monitoring the implementation and results of the ILO reform over the period 2026–2029. The monitoring results will inform any necessary adjustments and, where appropriate, may serve as a basis for reporting to the Governing Body.

Member States' contributions

Contributions received are, in the first instance, applied against outstanding arrears of contribution (unless a financial arrangement has been approved by the International Labour Conference).

Member States' contributions received and outstanding

Reference documents

Risk register

This section provides an overview of the key uncertainties associated with the reform process. It is based on current assumptions and the best available information highlighting the most relevant risks at this stage.

Open risk register (PDF)

Governance organigram

Reform timeline

The reform will ensure a more efficient, resilient and impactful ILO, focused on strengthening the delivery of our core mandate for our constituents, and positioned at the heart of the global social architecture.
ILO Director-General Gilbert F. Houngbo