2025-05-11-世界卫生组织-Principal_Risks_3页_895kb

WHO 2025 Principal Risks Report Summary

Risk Identification Process

WHO identifies Principal Risks through a bottom-up process using its corporate Risk Management Tool and a top-down review by the Global Risk Management Committee (GRMC). This process analyzes GPW14 risk factors, benchmarks peer agencies, and incorporates input from senior decision-makers to reflect the internal and external risk landscape.

Categorization and Criticality

Principal Risks are categorized into primary and secondary risks. Secondary risks contribute to primary risks. Risks are furthered assessed by criticality level.

Top Five Principal Risks (by Criticality Level)

1. Global Health Legitimacy Underscored: Geopolitical instability, societal polarization, and skepticism towards multilateralism negatively impact WHO's ability to leverage consensus mechanisms and mobilize resources.
2. Inflexible & Undiversified Financing: Reliance on a limited number of donors increases vulnerability to funding cuts, which impact key programs and operational continuity.
3. Inability to Define Fit-for-Purpose Organizational Structure: Challenges in strategic prioritization and adapting to innovation (e.g., e-health, AI) hinder WHO’s constitutional mandate in a global context.

Other Principal Risks

4. Inadequate Partnership Engagement: Duplicate efforts, competition among health agencies, and failure to leverage partner strengths.
5. Implementation Capability Deficit: Weak capacity of implementing partners leads to incomplete program execution and deficits in ongoing initiatives.
6. Mistrust in Science & WHO: Misinformation campaigns diminish effectiveness and reach of WHO health policies.
7. Communication Risk: Ineffective internal and external communication reduces recognition of WHO’s value.
8. Fraud & Corruption: Misuse of funds undermines program effectiveness and erodes stakeholder trust.
9. Inability to Address Health Emergencies: Resurgence of diseases or simultaneous emergencies affects organizational reputation and operations.
10. Communication Strategy Gap: Difficulty establishing effective frameworks for stakeholder interaction.

Additional Risks

• Shortage of qualified and fit-for-purpose workforce.
• Strain on staff mental health and well-being.
• Data breach and information leakage.
• Inability to demonstrate results and impact.
• Vulnerabilities in supply chains, including procurement and delivery.
• Ineffective handling of sexual misconduct (SEAH), harassment, and abuse of power cases.
• Business service disruptions due to natural disasters or security threats.
• Cybersecurity breaches compromising operations and data.
• Failure to address health impacts of climate change and environmental risks.

Notes

• Mitigation measures and strategic actions are established to reduce residual risks in line with WHO’s risk appetite.
• The risk profile is a dynamic, iterative process; updates reflect the evolving organizational and external context.