RESTRICTED  
  
WT/BFA/W/604  
 
5 September  2022 
(22-6602) Page: 1/4 
Committee on Budget, Finance and Administration    
 
 
WTO SECRETARIAT TRANSFORMATION EXERCISE  
AS OF 1 SEPTEMBER  2022 
FOR CBFA MEETING ON 22 SEPTEMBER  2022 
PHASE 1: Launch key initiatives and capture quick wins  
 
➢ Reinforce Secretariat talent management practices  
➢ Strengthen Secretariat ways of working to optimize efficiency and impact  
➢ Leverage the opportunities of data, technology and innovation to secure long term 
relevance  
 
 
FIRST WAVE  
 
 
• Talent management  
• Ways of working  
 
1. Establish reward schemes (outside promotion) for Secretariat staff  
 
a. Non-monetary rewards for staff : 
Changes to be made : Launching new or redesigned non -monetary rewards to 
recognize teamwork, innovation, and excellence in manage ment 
 
Status : Full cycle of testing and refinement completed, including a review by the 
Steering Committee; plans for implementation being  developed  
 
b. Awarding annual performance bonuses for staff : 
Changes to be made : Redesigning the annual performance -related bonus (without 
increasing the amount allocated in the budget) by splitting into two categories:  
i. Outstanding performers, to receive a somewhat higher bonus  
ii. Very strong performers  
 
Status : Full cycle of testing and refinement completed, i ncluding a review by the 
Steering Committee; plans for implementation being  developed  
 
c. Building a stronger culture of ongoing "recognition and praise" within the 
Secretariat : 
Changes to be made : Designing and implementing training for supervisors, 
managers , and staff; highlighting good practices and role models  
 
Status : Full cycle of testing and refinement completed, including a review by the 
Steering Committee; plans for implementation being  developed  
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  2. Improve key internal Secretariat systems  
 
a. Risk management : 
Changes to be made : 
i. Development and implementation of a comprehensive and tailored 
Secretariat -wide risk taxonomy  
ii. Development of an overarching risk management process with clearly 
defined responsibilities  
iii. Strengthen risk awareness and the recognition reporting and managing of 
risk across th e Secretariat  
iv. Fill the risk officer position (currently vacant)  
 
Status : Full cycle of testing and refinement completed, including a review by the 
Steering Committee; plans for implementation being  developed  
 
b. Procurement : 
Changes to be made : 
i. Updating monet ary thresholds for procurement process es involving low -
value procurement , taking account of inflation and of best practices among 
peer international organizations  
ii. Strengthening capabilities and culture across the Secretariat by requiring 
more training abou t use of the procurement process  
iii. Standardizing internal processes  
iv. Increasing use of digital tools to boost efficiency and transparency  
 
Status : Full cycle of testing and refinement completed, including a review of 
proposals by the Steering Committee; plans  for implementation being  developed  
 
 
 
SECOND WAVE  
 
 
• Talent management  
• Ways of working  
 
Secretariat staff career pathways, mobility, recruitment, and promotions   
 
a. Career Pathways : 
Changes to be made : Move from a rigid system of a single vertical progression track 
to a more dynamic architecture of career pathways enabling more flexibility and 
opportunities for development. Introduce a split into Expert and Manager tracks at 
more senior grades. Begin to lay the groundwork for the eventual development and 
introduction of career/ job families as a subsequent step  
 
Status : Full cycle of testing and refinement completed, including a review by the 
Steering Committee; plans for implementation being  developed  
 
b. Recruitment : 
Changes to be made : Introduce several measures to make the recruitment process 
faster , more efficient,  more candidate -centric and more capable of contributing to a 
diverse and inclusive Secretariat , including more advance planning  
 
Status : Full cycle of testing and refinement completed, including a review by the 
Steering Committee; plans for implementation being  developed  
 
c. Mobility : 
Changes to be made : Implement formal mechanisms as well as communications, 
training and assistance to  encourage  more internal and external mobility , as well as 
a positive perception of mobility  
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  Status : Full cycle of testing and refinement completed, including a review by the 
Steering Committee; plans for implementation being  developed  
 
d. Promotions : 
Changes to be made : Various measures approved that aim to make the promotions 
process more consistent and tra nsparent . Further analysis requested on how the 
promotions  backlog that has led to high levels of staff frustration might be addressed  
 
Status : Full cycle of testing and refinement completed, including a review by the 
Steering Committee; plans for implemen tation being  developed  
 
 
THIRD WAVE  
 
 
• Data, technology and innovation  
 
The purpose of this workstream is to leverage the opportunities related to data, technology , and 
innovation  to secure  the long-term relevance of the Secretariat  through initiatives focusing on:  
• Developing a roadmap for the digital transformation of the Secretariat  
• Creating mechanisms to increase external collaboration and partnerships  
• Strengthening the culture of innovation in the Secretariat . 
 
a. Digital Transformation : 
Outcomes to date: The goals of the Secretariat for the future include increas ing operational efficiency 
and employee experience , bringing untapped value to Members and unleash ing the talent of WTO 
staff through easy -to-use digital tools and modern technologies . 
 
In addition to mapping out the digital tools already in use, a list of desired use cases has been 
developed with groupings into different prioritization categories —a "roadmap" for the future. Among 
the prioritized initiative s are the d evelopment of an intelligent search  function to revamp DOL as 
well as the creation of a single window  for notifications  to build on the notifications portal.   
 
Status: Following consideration and guidance by the Steering Committee, the next sta ge of the 
digital transformation work will involve assessment of the possible costs and content of use cases 
identified as priorities, and how they could fit in the continued rollout  of other priority  initiatives , 
such as  the implementation of  WorkDay  or ServiceNow.  Further consultations with Members will be 
held, and the CBFA will be engaged once more details are available.  
 
b. External Partnerships : 
Outcomes to date : Various mechanisms have been identified to strengthen the approach to external 
partnerships across the Secretariat to leverage knowledge and efficiencies.  
 
Status : Full cycle of design work  completed, including a review by the Steering Committee; plans 
for implementation being  developed . 
 
c. Innovation :  
Outcomes to date : Various initiatives aimed at creating  a stronger culture of innovation in the 
Secretariat have been identified.  
 
Status : Full cycle of design work completed, including a review by the Steering Committee; plans 
for implementation being developed.  
 
 
 
 
 
 
 
 
 
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  PHASE 2: Set the strategic direction and foundational structure  
 
➢ Define Secretariat values, vision and strategic direction  
➢ Optimize Secretariat organizational structure to make it fit for purpose  
➢ Continue implementing Phase 1  
 
The timing of the next phase of work has not yet been defined.  
 
 
In addition, work may be launched in parallel on other areas e.g., putting in place a possible Planning 
& Strategy Unit or a possible Regional & Country Support Unit based in the Secretariat in Geneva .  
 
 
Note: App roved proposals will proceed to implementation in accordance with existing rules, 
regulations, and procedures.  
 
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