Gavi Alliance
Protection against Sex ual Exploitation, Abuse
and Harassment Policy
Version 1.0



DOCUMENT ADMINISTRATION



VERSION
NUMBER APPROVAL PROCESS DATE
1.0
Prepared by: Ethics, Risk and
Compliance December 2023
Review ed and approved by: Senior
Leadership Team February 2024
Review and a pproved by:
Governance Committee
16 April 2024
Effective from: 1 December 2024
Next review: As and when requested






2

Gavi Alliance
Protection against Sexual Exploitation,
Abuse and Harassment Policy
1. Purpose
1.1. Sexual Exploitation and Abuse are grave breach of trust, and a betrayal of Gavi’s
mandate for saving lives in often vulnerable contexts. Sexual Harassment and
other forms of Harassment are a manifestation of a culture of discrimination and
privilege based on unequal gender relations. Both underm ine the fundamental
rights of all those whom Gavi serves and everyone who works for Gavi to be treated
with dignity and respect.
1.2. This Policy introduces the Gavi Alliance (Gavi’s) approach to the protection of
children and adults against Sexual Exploitation, Abuse, and Harassment.
1.3. This Policy also serves to ensure effective implementation of the Ethics, Risk and
Compliance Charter as well as Gavi’s PSEAH Strategy (2023) and annual work
plan which outlines the priorities and activities to be undertaken each year to
advance Gavi’s pre vention of sexual exploitation, abuse, and harassment
(“PSEAH”) commitments and principles.
2. Principles and commitments
2.1. Zero tolerance: Gavi does not tolerate any form of sexual exploitation, abuse, or
harassment by governance and advisory officials, Gavi Staff or those of its partners
working on Gavi programmes. All Gavi Staff are explicitly prohibited from engaging
in any activity that results in any kind of sexual exploitation, abuse, harassment or
failure to follow good safeguarding practices towards any person, and in particular
children or at -risk adults. Gavi expects its partners to adopt a comparable
approach. Gavi w ill always respond to any known instance of sexual exploitation,
abuse or harassment in its programmes. Similarly, Gavi expects its own Staff to
pass on any reports of sexual exploitation, abuse or harassment to the appropriate
reporting channels and will not accept any failure by its Staff to do so.
2.2. Response to sexual exploitation and abuse: Sexual exploitation and abuse by
Gavi Staff constitutes gross misconduct. We expect the highest standards of
behaviour from all Gavi Staff, and we seek to prevent abusers entering our
organisation. Any Gavi Staff found to have engaged in sexual exploitati on or abuse
or failure to follow good safeguarding practices has committed gross misconduct
and will face disciplinary measures under Gavi’s Investigation and Disciplinary
Procedures which may result in summary dis missal. Examples of sexual
exploitation and abuse include transactional sex, soliciting transactional sex,
sexual assault, rape, or any type of sexual activity with a child. If Gavi becomes
aware of any sexual exploitation or abuse by non -Gavi staff working on Gavi
programmes, we will work with the appropriate partner organisation to ensure it is
properly addressed. This may ultimately involve referring the matter to the
appropriate law enforcement authorities. Sexual exploitation and abuse by
governance and advisory officials and third parties constitute breaches and may
result in appropriate sanctions.
2.3. Response to sexual harassment: Sexual harassment by Gavi Staff may
constitute gross misconduct. Any Gavi Staff found to have engaged in sexual
harassment will face disciplinary measures under Gavi’s Investigation and
Disciplinary Procedures. If Gavi becomes aware of any sexual harassm ent by non -
Gavi staff working on Gavi programmes, we will work with the appropriate partner
organisation to ensure it is properly addressed. This may ultimately involve

HUMAN RESOURCES SUBCOMMITTEE FEBRUARY 2024
TERMS OF REFERENCE
1. P U RP O S E A N D F U N C T I O N
The Human Resources Subcommittee (“Subcommittee ”) has been established as a
permanent Subcommittee of the Governance Committee to support the Governance
Committee in the efficient and effective fulfilment of its duties and responsibilities as they
relate to HR strategy, and in particular compensation and benefits, organisational culture
and wellbeing and mak ing recommendations to the Gavi Board on the Gavi Secretariat
human resources strategy and policy.
The Subcommittee shall not be deemed to be a committee of the Board in that its primary
role is essentially a consultative and advisory function and therefore shall be strictly
advisory in nature with no powers of decision -making or execution .
Words and expressions used in this terms of reference shall, unless the context requires
otherwise, have the meaning attributed to them in the Gavi Operating Procedures .
2. C O M P O S I T I O N , A P P O I N T M E N T A N D T E R M O F O F F I C E
The composition of the Subcommittee shall comprise the following :
• Governance Committee Chair ;
• Three additional members of the Governance Committee;
• The CEO.
Subcommittee members shall be appointed by the Governance Committee.
The Subcommittee shall choose its Chair from amongst its members .
The term s of the members on the Subcommittee is linked to the term of their office which
gave rise to their membership of the Subcommittee .
Members will serve on the Subcommittee in their individual capacities (and are not
required to bring the views of their organisation or constituency to bear on discussions).
Expert advisers may be invited to participate in Subcommittee meetings at the discretion
of the Subcommittee Chair from time to time. The role of expert advisers is to support the
Subcommittee on highly technical or specialised issues that come before the

1


Board-2024- Mtg-02-Investment Committee Chair Report
Report to the Board
6-7 June 2024

Subject Investment Committee Chair Report
Category For Information
Section A: Introduction
• This report provides the Board with an overview of the activities of the
Investment Committee ( “Committee” ) since the Committee Chair last reported
to the Board in December 2023. The Committee met twice in 1H 2024. Three
key topics covered were (1) portfolio performance; (2) private assets
implementation; and (3) sustainable investment review.
• All values are reported as of 31 March 202 4. The long- term portfolio value is
US$ 1 ,385 million including advanced contribution and cash held at custodian,
an increase of US$ 137 million from the value last reported at the December
2023 board meeting. The long- term portfolio does not have cash inflows so t he
increase is solely related to performance.
• For the trailing 12 months ending 31 March, the long -term portfolio delivered
+14.6% versus +11.0% , or +3.6% of excess performance. Calendar year 2023
performance was also very strong: +13.2% versus the policy index return of
+11.8% . or excess performance of + 1.4%. The long- term portfolio delivered five
consecutive calendar years of excess performance (2019 through 2023).
• Strong performance of global financial markets has been driven by a resilient
economy , consumer spending, and technological innovation. Sticky US inflation
and higher -for -longer interest rates pose a potential threat to the financial
market s in the second half of the year.
• Performance results were strong across the major asset classes in the long-
term portfolio. For the trailing twelve months ending 31 March 2024, f ixed
income (37% of portfolio) was the strongest performer on a relative basis,
outperforming its m arket benchmark by + 7.0%. Diversifiers (17% of portfolio)
outperformed its market benchmark by + 2.3%. Equities (45 % of portfolio) trailed
its market benchmark by - 0.5% but strong performance from the asset class on
an absolute basis helped overall portfolio performance. The private assets
allocation is de minimus (1%) and its illiquidity also means performance
measurement is less frequent.
• The private assets implementation that began in 2023 continues into 2024 as
part of a high priority, multi-year buildout. Private assets include private equity
and real estate. In 2023 the Investments team initiated the private equity
allocation , making commitments to three managers. Weighing the impact of
higher interest rates on real estate, the Committee’s guidance was to delay real
estate implementation until 2024.

1


Board -2024 -Mtg -02-Audit and Finance Committee Chair Report
Report to the Board
6-7 June 2024

Subject Audit and Finance Committee Chair Report
Category For Information
Section A: Introduction
• This report provides the Board with an overview of the activities of the Audit
and Finance Committee (AFC) since the Committee Chair last reported to the
Board in December 2023.

• Since the last Board me eting, the AFC has met three times ( 14 February in
Copenhagen , 7 May and 30 May ) to consider Gavi recurring matters in
accordance with the standard workplan for Gavi 5. 1 and the Office of the
COVAX Facility as well as to consider new initiatives and Gavi 6.0 plans .

• In addition, the committee chair held several sessions with Secretariat staff in
relation to financial risk management with IFFIm and the Secretariat Treasury
team , the financial statements , Gavi 6.0 strategic cost estimate and the
appointment of a firm to conduct an external quality assessment of Gavi’s
internal audit function .

• The AFC was hosted by UNICEF in Copenhagen and members had the
opportunity to tour the supply division warehouse as part of the visit.

• Specific s ubjects reviewed are noted under Section B and matters to be
reviewed in upcoming meetings are presented under Section C.

• The AFC also had briefings and updates from the CEO and COO in closed
sessions at each of its meetings.

• The AFC has expressed its appreciation for the improvement in the quality of
materials provided by the Secretariat and the depth and transparency of the
analysis and data presented.

• AFC recommendations to the Board are attached as Annex A.

Section B: Subjects reviewed
1. Programme Update

• The AFC received presentations which provided an update on programmes .

gavi.org
—
Annual Evaluation
Report 2023
Appendix 1 to EAC Chair Report
Acronyms
Foreword
Section 1: Evaluation practice at Gavi1.1 Purpose of the evaluation function
1.2 Types of evaluations
1.3 Oversight, roles and accountabilities for Gavi’s evaluations
1.4 Gavi’s centralised evaluation workplan for 5.0/5.1
1.5 Use of evidence from evaluations
Section 2: Annual Evaluation Report 2023 dashboard 2.1 Evaluations completed or ongoing in 2023
2.2

T
racking EMR implementation
2.3 Evaluation-related reviews and syntheses
Section 3: Use of evidence from previous evaluations 3.1 Examples of the use of evaluation evidence
3.2 Overview: key insights from previous HSS evaluations
Section 4: Strengthening evaluations in Gavi 5.0/5.1  4.1

Measur
es introduced to enhance the credibility, independence
and utility in 2023
4.2 Learning from MOPAN assessments
Section 5: Looking to the future 5.1 Development of the Centralised Evaluation Workplan for Gavi 6.0
5.2 Learning from the upcoming Evaluation Function Review
5.3 Strengthening Gavi’s Evaluation Function for 6.0
References Annex A:

Details of completed or ongoing centralised evaluations in 2023
Annex B:


Details of completed or ongoing decentralised evaluations in 2023 3
4
7
7
8
8
9
12
14 14
19
20 2121
22
23 23


24
25 25
25
26
27 28
34
Table of contents
2
Annual Evaluation Report 2023
Appendix 1 to EAC Chair Report

Board -2024 -Mtg -02-Doc 03a -Annex B 1
Report to the Board
6-7 June 202 4
Annex B: Ethics, Risk and Compliance update
1. Review of Gavi’s Risk Appetite Statement
1.1 In 2023, Gavi’s Board approve d changes to the Alliance Risk Appetite
Statement by reduc ing the current risk appetite (balanced) for V accine -
Preventable Diseases (VPD) outbreaks to low while maintaining the current risk
appetite (low) for campaigns undermining routine immunisation being of low
quality .
1.2 In 2024, the Ethics, Risk and Compliance office (ERCO) is pursuing a holistic
review of the Alliance Risk Appetite Statement through a two -phased approach:
1.2.1 Operationali sing , through development of guidance , the latest Board -
approved Risk Appetite Statement aligned with Gavi 5.1 strategy to help
Gavi’s staff interpret the Risk Appetite Statement and make conscious
and consistent risk -based decisions, in line with the defined risk appetite ;
and
1.2.2 Updating the Risk Appetite Statement following the approval of Gavi 6.0
strategy by the Board in June 2024 to ensure that the risk acceptability
levels applied by the Alliance as of 2026 are aligned with the new
objectives and strategic goals. Th e updated version of the Risk Appetite
Statement will be submitted for Board approval during the 2025
governance cycle and will come into force at the same time as the Gavi
6.0 strategy .
1. 3 Both the operationali sation of the latest Board -approved Risk Appetite
Statement and its update in light of Gavi 6.0 strategy will imply several in -depth
consultations with Risk Owners, Senior Leadership Team (SLT), Alliance
Partners and Board Committees members to ensure an inclusive review
process.
1.3.1 For the operationali sation of the latest Board -approved Risk Appetite
Statement (related to Gavi 5.1 strategy), Programme and Policy
Committee member s and Audit and Finance Committee members will
be consulted between Ju ly and October 2024 to review guidance related
to programmatic risk appetite ;
1.3.2 For the update of the Risk Appetite Statement considering Gavi 6.0
strategy, members of the Audit and Finance Committee and of the
Programme and Policy Committee as well as all relevant internal and
external stakeholders will be consulted from July 2024 to December
2025 to review and/or approve both the updated Risk Appetite levels and
the related operationali sation plans ; and
1.3.3 ERCO will share in advance a detailed consultation timeline with all
relevant stakeholders.

Board -2024 -Mtg -02-Doc 03a 1
Report to the Board
6-7 June 2024

Subject Gavi 5.1 Strategy, Programmes and Partnerships: Progress,
Risks and Challenges
Agenda item 03 a
Category For Information

Executive Summary
This report provides a progress update on the implementation of the Gavi
5.0/5.1 strategy, programmes and partnerships and associated risks 1. As
WHO -UNICEF estimates of national immunisation coverage (WUENIC) for 2023 will
be released in July 2024, the paper focuses on quantitative updates of strategy
indicators for which new 2023 data is available, as well as a more qualitative
perspective of p rogress 2. Early indications from administrative data suggest
countries have sustained coverage gains in 2022 into 2023 with a ~ 1% increase
in number vaccinated with third dose of diphtheria -tetanus -pertussis (DTP)
containing vaccine in 2023. However , the number of routine introductions of new
vaccines and planned preventative campaigns in 2023 are below target.
Despite delays in 2023, the Alliance remains on track in supporting countries to
reach introduction targets for the Gavi 5.0 / 5.1 period. The number of vaccine
preventable disease (VPD) outbreaks remains high, necessitating close
monitoring and continued support. The Alliance continues to work on delivering
its three Gavi 5.1 programmatic ‘must -wins’ . The revitalisation of the human
papillomavirus vaccine (HPV) programme remains on track to reach 86 million
girls by the end of 2025 if supply materiali ses as expected . The rollout of the
malaria programme is also on track with 22 applications approved to date, in
line with targets. To ensure a holistic approach to malaria prevention and control,
close collaboration between Gavi and the Global Fund to Fight AIDS, Tuberculosis
and Malaria (‘Global Fund’) is being stepped up (see Doc 0 8). Good progress has
also been made on the third must win: reaching zero -dose children by
accelerating implementation of the Equity Accelerator Fund (EAF) and
operationalising the Big Catch -Up (BCU). In 2023 countries contributed
US $ 215 million in co -financing, a 33% increase on 2022 , and did so in a timel ier
manner than before the pandemic. Co -financing accounted for 23% of the costs of
Gavi -supported vaccines, up from 10% a decade ago. To ensure successful delivery
of Gavi 5.1 priorities and get ready for Gavi 6.0, the Secretariat has continued to
implement its ambitious Operational Excellence (OE) agenda.

Action Requested of the Board
This report is for information only.
1 Associated risks refer to the mid -year update on top risks flagged in the 2023 Risk & Assurance Report. 2 See Annex A for the technical narrative on progress made against each strategic goal indicator as well as
appendix 1 for progress overview in the Gavi Balanced Scorecard .

gavi.org
JOINT ALLIANCE UPDATE
ON COUNTRY
PROGRAMMES
BOARD MEETING
Thabani Maphosa
Kate O’Brien
Ephrem Lemango
6 -7 June 2024, Geneva, Switzerland
Programme
performance
JOINT ALLIANCE UPDATE ON COUNTRY
PROGRAMMES

1


Board -2024 -Mtg -02 -Doc 02 _FR

Rapport au Conseil d’administration
6-7 juin 202 4

R apport de la Directrice exécutive
Le 30 mai 202 4

Chers membre s du Conseil d’administration ,

Cela fait un peu plus de deux mois que j'ai pris mes fonctions, mais nous avons déjà
accompli beaucoup de choses ensemble. Nous avons notamment jeté les bases du
renforcement de notre Secrétariat et de la reconstitution des ressources, dont la
réussite con ditionne le succès de la stratégie Gavi 6.0. J'ai le plaisir de vous présenter
ce rapport avant notre réunion de juin, au cours de laquelle vous aurez à adopter
grandes lignes de cette stratégie 6.0.

Ce rapport est divisé en deux parties. La première traite des mesures immédiates que
j'ai prises au cours des deux derniers mois pour répondre aux cinq priorités urgentes
que j'ai identifiées à l’issue de mes dix premiers jours à la tête de Gavi. La second e
présente les objectifs et les grandes lignes de mon plan d’action en 180 jours. Fondé
sur les informations recueillies et les analyses effectuées au cours des deux derniers
mois, ce plan d’action a pour but d’optimiser la capacité du Secrétariat à attein dre les
objectifs de la stratégie Gavi 5.1 et de préparer notre organisation à mettre en œuvre
la stratégie Gavi 6.0 pour la nouvelle période quinquennale et au -delà.

Les deux premiers mois : état d’avancement des cinq priorités

1. Développement de la sixième stratégie de Gavi : Gavi 6.0

Dès mon premier jour à la tête de Gavi, la priorité absolue a été l’élaboration de la
stratégie Gavi 2026 -2030 (Gavi 6.0), sixième cycle stratégique quinquennal de notre
organisation.

Le quatrième jour, j'ai organisé un atelier d'une journée sur le thème , "Prise de
recul sur Gavi 6.0 " ( Gavi 6.0 Step Back ) qui a été suivi de toute une série de réunions,
lesquelles ont ensuite permis d'établir un plan de travail au jour le jour . Ce plan de
travail a été suivi méticuleusement, ce qui a permis aux équipes de présenter des
analyses suffisamment détaillées pour étayer les discussions menées dans le but de
trouver un compromis lors de la retraite du Conseil d’administration, alimente r les
délib érations du Comité des Programmes et des Politiques (CPP), et enfin permettre
d’étayer les discussions lors de la réunion du Conseil d’administration.

En accompagnant ainsi les équipes du Secrétariat, j'ai surtout cherché à créer un
espace dans lequel les membres du Conseil d'administration se sentent libres
d'exprimer leurs divergences d'opinion sachant que, dans certains domaines, il va
falloir faire des choix qui vont nécessiter des compromis qui risquent d’être difficiles à
trouver. Seule une communication ouverte et transparente permettra d’atteindre un

1


Board -2024 -Mtg -02 -Doc 02

Report to the Board
6-7 June 202 4

Report of the Chief Executive Officer
30 May 202 4

Dear Members of the Board

It has been a little over two months since I took post, but we have already achieved
much together to lay the foundations for the strengthening of our Secretariat and for
the successful replenishment that we need to make the Gavi 6.0 strategy a success.
It is my pleasure to submit this report ahead of our June meeting, at which you will set
the broad parameters of that 6.0 strategy.

The report is organised in two parts. The first part deals with the immediate actions I
have taken over the past two months to execute against the five urgent priorities I
identified after my first ten days at Gavi. The second part sets out the objectives and
outline of my 180 -day plan, guided by evidence gathered and analyses undertaken
over the past two months, that will optimise the capabilities of the Secretariat to deliver
on our 5.1 goals, and prime the organisation to execute the Gavi 6.0 strategy an d
beyond.

The first two months: progress against five priorities

1. Supporting the development of Gavi’s sixth strategy: Gavi 6.0

Supporting the development of the Gavi 2026 –2030 Strategy (Gavi 6.0), the
organisation’s sixth five -year strategic cycle, has been an overriding priority since my
first day at Gavi.

On my fourth day in the office, I convened a ‘Gavi 6.0 Step Back’ full -day workshop ,
with a series of follow -up meetings, which then informed a daily workplan . This plan
has been followed in earnest, ensuring the teams were able to present detailed
analyses to support the Board retreat trade -off discussions, inform the Programme
and Policy Committee (PPC) deliberations, and ultimately support an informed
discus sion at the Board meeting.

My primary focus in supporting the Secretariat teams has been to create room to
acknowledge the difficult trade -offs required in certain areas, and to provide a space
in which Board members feel free to express differences of opinions . A durable
consensus must be born of open communication and transparency.

I have been steadfast in ensuring the Secretariat’s role is to provide the analyses and
information to inform Board discussions and decisions, but not to forge consensus.
This requires the Secretariat to provide transparent information with granular
analyses . This is a critical priority for me, and I have been working with the teams to

Board -2024 -Mtg -02-Doc 03a -Annex A 1
Report to the Board
6-7 June 202 4
Annex A: Technical report on Gavi 5.0/5.1 indicators
This is a technical report providing definitions of and progress against Mission and
Strategy Goal indicators in the Gavi 5.0/5.1 measurement framework. The technical
report is populated based on available data and updated bi -annually. The newly
available data for 2023 included in this report relates to Mission Goal M1 and Strategy
Goals S1.4, S3.1, S3.3, and SG4.
Note on target trajectories:
In the below graphs, the dotted lines represent the projected annual trajectory that was
forecasted when we set 2025 targets with the PPC/Board in May 2021; our assumption
was that coverage would return to 2019 coverage levels in 2021, with the exception o f
India which would take until 2022. This was noted in a footnote in the PPC paper at
the time (in May 2021 PPC meeting book: Doc 04 Gavi 5.0 Measurement Framework ):

To account for COVID -19 -related disruptions and recovery, it is assumed that vaccine
coverage returns to 2019 levels by 2021, with the exception of India, which we assume
returns to 2019 levels in 2022 and sub -national three doses of pneumococcal conjugate
vaccine (PCV3) scale up takes an additional year.


Gavi 5.0 Mission Indicators

M.1: Under -five mortality rate – Updated April 2024


By increasing access to immunisation and
enabling equal access to new and underused
vaccines, Gavi support is contributing to the
reduction in under -five deaths from vaccine -
preventable diseases.

Gavi countries saw an under -five mortality rate of
53.6 deaths per 1,000 live births in 202 2. At the
portfolio level we are well o n track to reach the
10% reduction target by 2025 – as of 202 2, Gavi
countries have achieved a 9% reduction from
baseline.


M.2: Number of future deaths averted with Gavi support – Updated September 202 3


This indicator estimates the impact of Gavi -
supported vaccinations in terms of averting future
deaths from vaccine -preventable diseases.
More than 2.4 million future deaths have been
averted by Gavi -supported vaccinations in 5.0
through 2022. The cumulative number of deaths
averted from 2000 through 2022 is more than 17.3
million .

This indicator will be updated in September 2024.

Board -202 4-Mtg -01 1
Minutes

Gavi Alliance Board Meeting
11 January 2024
Virtual Meeting


1. Chair’s Introduction

1.1 Noting that the meeting had been duly convened and finding a quorum of
members present, the meeting commenced at 14.00 Geneva time on
11 January 2024. Prof Jos é Manuel Barroso, Board Chair, chaired the meeting.

------

2. CEO Appointment

2.1 Jos é Manuel Barroso, Board Chair, introduced this item, noting that it had been
just six months since the CEO recruitment process had been relaunched and
the CEO Search Committee reinstated. He expressed his delight in being able
to present the outcome of the Search Committee and its recommendation, also
supported by the Governance Committee, that Dr Sania Nishtar be appointed
as Gavi CEO from 18 March 2024.

2.2 The Chair noted that both the Search Committee and the Governance
Committee had unanimously supported this recommendation.

2.3 He reference d the materials shared with the Board earlier that day and which
outlined the broad and inclusive approach which had been taken by the Search
Committee, supported by Russell Reynolds Associate s. They had followed a
rigorous and intensive process, during which candidates from all backgrounds
and all parts of the world had been considered. He provided information in
relation to the total number of applications received, those longlisted, shortlisted
and interviewed.

2.4 He recalled that the Search Committee had undergone unconscious bias
training and in this context each member of the Committee had been assigned
an ongoing role in the search which was designed to mitigate against the effects
of unconscious bias through the process.

2.5 The Board Chair noted that actions had been taken to build on lessons learned
from the previous recruitment process, not least the endorsement of the Search
Committee that the new CEO be provided with dedicated transition coaching
and advice as a critical factor to ensuring success in the role.

2.6 He noted that Dr Nishtar had demonstrated her expertise across all key
elements of the role and brings the emotional intelligence to lead the Secretariat
and the international recognition to maintain and raise Gavi’s global standing.
He also noted that the Search Committee had been impressed by Dr Nishtar’s