Annual report

New York Delegation
Jagan Chapagain
Secretary General
Charlotta Relander
Ombudsperson 
Rudina Pema
Director 
Governance Excellence and Board Support
Kris Wallace
Director 
Office of Internal Audit and Investigations
Walter Cotte
Special Representative of the Secretary General
Nena Stoiljkovic
Under Secretary General
Global Relations, Humanitarian Diplomacy 
and Digitalization
Xavier Castellanos
Under Secretary 
General
Mohammed O. 
Mukhier-Abuzein
Regional Director
Martha Keays
Regional Director
Alexander Matheou
Regional Director
Birgitte Bischoff 
Ebbesen
Regional Director
Hossam Elsharkawi
Regional Director
Melker Mabeck
Director
Partnerships and Resource Development
Aleksandra Saša Gorisek
Director
Communications
Juriaan Lahr
Director
Digital Transformation 
Mette U. Petersen
Director
RCEU Office Brussels
Itonde A. Kakoma
Head
AU Office, Addis Ababa
Fawzi Abdulla A. M. Amin
Head
Gulf Cluster Office, Dubai
Frank Mohrhauer
Director
Petra Khoury
Director
Caroline Holt
Director 
24
Annual Report 
2022

---

Jagan Chapagain
Secretary General
NSD and Operations
Coordination
Africa
Americas
Asia Pacific
Europe
MENA
National Society 
Development Services 
Health and Care 
Disasters, Climate
and Crises
(Prevention, Response
and Recovery)
Christopher Rassi
Chief of Staff and Director
Office of the Secretary General
Sunil Jhunjhunwala
Director 
Financial and Administrative Management
Edwin Forlemu
Director
Human Resources Management
Simon Missiri
Director
Supply Chain Management
Françoise Le Goff
Director
Global Service Centre, Budapest
Pascale Meige
Director 
Strategic Planning
Lars Tangen
Head of Global Security
Lucie Laplante
General Counsel
Emilie Goller 
Special Advisor to the President
Niamh Lawless
Under Secretary General
Management Policy, Strategy and Corporate Services
IFRC STRUCTURE
DECEMBER 2022
Annual Overview 
| About the IFRC 
25

---

The Office of the Secretary General 
The Office of the Secretary General coordinates 
support to the Secretary General and his leader-
ship teams, ensures coherence across the IFRC, 
and supports the overall strategic direction of 
the organization.
The office is responsible for ensuring that the 
Secretary General has all the information and 
support needed to carry out the full range of 
their mandate and is tasked with facilitating 
coordination and communication within the IFRC, 
and with the IFRC’s partners.
This office also leads the IFRC’s performance 
towards excellence, organizational change and 
innovation, and a culture of risk management, 
safeguarding and integrity. 
It serves as the guardian of the IFRC’s integrity, 
vision, and principles, and acts as the ‘honest 
broker’ by resolving problems between its 
members or, when necessary, refers issues to 
appropriate Governance bodies. It also supports 
its governing bodies as well as coordinates with 
Movement governance and the International 
Committee of the Red Cross.
Strategic Planning
Assessment, monitoring, reporting and evalua-
tion functions of the IFRC are vital functions to 
the IFRC’s mission of support, coordination and 
development of its member National Societies. 
Strategic planning allows the IFRC and National 
Societies to identify priority areas, pool exper-
tise and resources to the greatest effect, prevent 
overlap or duplication of effort, and prevent 
marginalized or hard to reach communities from 
slipping through the net.
The assessment and evaluation elements of the 
work help IFRC to continually improve its work 
across the humanitarian continuum, while also 
satisfying donor and partner requirements for 
communication and transparency.
Strategic planning is a pivotal function within 
the IFRC, working in support of the Global 
Leadership Team to deliver IFRC planning at 
all levels. This work maximizes the capacity of 
National Societies to deliver against their own 
strategies alongside 
Strategy 2030
; positions 
the IFRC network as a lead humanitarian actor; 
supports the effective response to disasters 
and crises, and provides effective membership 
coordination and leadership.
Focus is currently being placed on a unified 
planning process that links the IFRC’s planning 
and ambitions to the plans and objectives of 
National Societies, and places greater focus on 
effective country-level support. This process was 
developed during 2022.
Work is also done to ensure high-quality moni-
toring, evaluation and reporting across the IFRC, 
and improve the quality of data collection in the 
organization.
There are three main pillars of work in this 
area, with focus placed on Federation-wide 
results-based management, data systems, and 
standardized plans and reports. 
Federation-wide results-based management 
approaches
Strategy 2030
and the IFRC Plan and Budget 
provide clear frameworks for results-based 
management across the IFRC and the wider 
network. The IFRC is working to increase align-
ment to ensure a full institutional results-based 
management approach. Unified planning and 
Federation-wide methodologies such as the 
New Way of Working enable results-based global 
programmes and major grants/initiatives, while 
supporting accountability. 
Federation-wide data systems
National Societies committed to reporting 
their results against common key performance 
indicators to measure collective results and 
achievements following the ambitions set in 
IFRC’s Strategy 2020 and to build a culture of 
accountability and transparency.
Ensuring a shift from a top-down to a bottom-up 
data collection approach will serve unified plan-
ning monitoring and reporting, major initiatives/
operations and better demonstrate the global