RESTRICTED  
  
WT/BFA/W/658  
7 November  2023 
(23-7521) Page: 1/5 
Committee on Budget, Finance and Administration   
 
  
STATUS REPORT  ON THE WTO SECRETARIAT TRANSFORMATION EXERCISE  
AS OF 7 NOVEMBER  2023 
FOR CBFA MEETING ON 22 NOVEMBER  2023 
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 management  
 
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  
 
c. Building a str onger 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 : Progress has been made  on all three  pillars. A new policy, "Recognition and 
Rewards Programme" , entered into effect in early 2023. In October,  we launched a key 
part of this new Programme  by opening  nominations for the 2023 Director General's 
Awards for Innovation and Teamwork, as well as t he Excellence in Management Award.  
The selection process and awards ceremony will be completed by the end of 2023.   
 
The Human Resources Division has taken over administration of the revised system of 
staff recognition and rewards.  
 
2. Improve key internal Secretariat systems  
 
a. Risk management : 
Changes to be made : 
i. Development and implementation of a comprehensive and tailor ed 
Secretariat -wide risk taxonomy  WT/BFA/W/658  
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  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 the Secretariat  
iv. Fill the risk officer position  (currently vacant)  
 
Status : The recruitment process for  a new Chief Risk and Compliance Officer  (CRCO)  
is in the final stages . Interviews of the top candidates have been completed , and the 
CRCO  is expected  to be onboard ed soon. The new CRCO  will continue to build on 
work already done by the volunteer  implementation team to update and develop  the 
Secretariat's risk management  policy and  process, risk taxonomy , and risk appetite . 
 
b. Procurement : 
Changes to be made : 
i. Updating monetary thresholds fo r procurement process es involving low -
value procurement  
ii. Strengthening capabilities and culture across the Secretariat by requiring 
more training about use of the procurement process  
iii. Standardizing internal processes  
iv. Increasing use of digital tools to boost efficiency and transparency  
 
Status : Good progress has been made , and a majority of the desired changes are 
now in place . A revised internal Procurement Policy reflecting the updated low-level 
thresholds entered into force at the beginning of 2023. A new Intranet page was 
launched with revised, expanded, and visually effective information on all aspects of 
procurement , along with  access to updated and expanded  templates. A cross -
Secretariat network of  more than 100  Procurement Focal Points has been fo rmed 
with the objective s of developing  a collaborative network of frontline users who will 
benefit from more focused capacity building efforts and institutionalizing  a forum for 
the exchange of best practices .  
 
The Procurement Section continues to work on  increased digitization of the 
procurement process . Currently, they are working with ITSD to conduct an  
assessment of requirements for the development and implementation of a digital 
contract management solution.   
 
We also anticipate introducing a new Procurement Manual in 2024 to support and 
guide Secretariat staff in implementing the new Procurement Policy and processes.  
 
 
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 developm ent. 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 : A team of volunteer staff and HR professionals is working towards  
implementation. A key foundation for this workstream will be an updated 
competency framework  identifying the  specific behavioral and technical skills needed 
across the Secretariat , which is at the draft stage. Work on the Expert and Manager 
tracks will commence thereafter.   
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  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 : A team of staff volunteers and HR experts is currently refining the  draft of 
the recruitment policy for the Secretariat, and is also identif ying opportunities  to 
optimize the current recruitment process.  The draft policy is expected to be ready 
for internal consultations in the coming weeks.  
 
c. Mobility : 
Changes to be made : Implement formal mechanisms as well as communications, 
training , and ass istance to  encourage  more internal and external mobility , as well 
as a positive perception of mobility . 
 
Status : The internal mobility  exercise to encourage greater compliance with an 
existing requirement for entry -level staff to undertake a temporary secondment to 
another Division within the first seven years of their employment in the Secretariat 
has made progress . Three temporary seco ndments are underway. A second round 
of this exercise has just been launched, aiming to encourage further temporary 
secondments in 2024.  
 
On external mobility, the Secretariat welcomed a staff member from UNEP at the 
beginning of October. This is part of a  staff exchange that  saw one of  our Secretariat  
staff members join UNEP earlier this year . 
 
 
d. Promotions : 
Changes to be made : Various measures approved that aim to make the promotions 
process more consistent and transparent . Further analysis requested on how the 
promotions  backlog that has led to high levels of staff frustration might be 
addressed . 
 
Status : Work to revise the existing promotions policy is nearing completion. The 
draft has been updated to incorporate feedback an d lessons learned from the most 
recent promotions exercise. A revised policy is expected to be submitted to the Joint 
Advisory Committee (JAC) for review in the coming weeks , before being presented 
to the Director -General .  
 
 
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 digita l 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 . 
 
  Work conducted in 2022 generated a  map of all the digital tools already in use, a nd a 
list of ongoing and future initiatives,  with groupings into different prioritization 
categories —a "roadmap" for the future. Among the prioritized initiatives were the 
developm ent of an intelligent search  function to revamp DOL  and facilitate access to 
the insights and information contained in the Secretariat's vast repository of documents, WT/BFA/W/658  
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  videos , and databases. as well as the creation of a single window  for notifications  that 
builds on the notifications portal.  
 
  Status: Work is advancing on multiple digital transformation initiatives . The roadmap 
has been adapted in 2023 to take account of d evelopments including heightened 
budgetary constraints , the global prominence of Generative AI technology, and 
Member -led "Reform by doing" discussions and initiatives in various WTO bodies . Recent 
successes include the Secretariat's presentation of the new e.delegate platform to 
Members in mid -October, and the launch of the new Import  Licensing online notification 
portal. The Secretariat has also mobilized resources to relaunch the digital "Questions 
& Answer" tool for Trade Policy Reviews as soon as possible. All three of these projects 
respond to Member requests.  
 
  Concurrently, the  Secretariat continues to reinforce its governance practices to ensure 
it can adapt the roadmap according to budgetary constraints, latest priorities , and new 
technology opportunities. A new cross -Secretariat Digital Transformation Advisory 
Group is being formed. Staff from different Divisions will contribute their expertise and 
on-the-ground experience serving Members to prepare recommendations on the 
implementation of our digital transformation programme.  
 
  The Secretariat continues to conduct and plan pilot projects to test possible uses for 
Generative AI and is making progress on building its competencies and human 
capabilities for the introduction of the intelligent search.  
 
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  in 2022 , including a review by the Steering 
Committee . The assessment and outcomes from these efforts have now been folded 
into the work to develop the Secretariat strategy . 
 
c. Innovation : 
Outcomes to date : Various initiatives aimed at creating  a stronger culture of innovation 
in the Secretariat have been i dentified.  
 
Status : Full cycle of design work completed  in 2022 , including a review by the Steering 
Committee . The assessment and outcomes from these efforts have now been folded 
into the work to develop the Secretariat strategy.  
 
 
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  
 
Work to define a vision and strategic pillars for the Secretariat  began in late March  2023. Secretariat 
staff and leadership, Members, and external experts  were engaged  in an intensive and  consultative 
process  over a three -month period . H.E. Dacio Castillo of Honduras facilitat ed the collection of  
Member input through Member Information Sessions and consultations1, and an informal session of 
the Committee on Budget, Finance and Administration on this subject was held on 25 April 2023.  
 
On 10 July the Director -General shared  with Secretariat staff and with Members  the results of this 
work, namely, a "Secretariat strategy house", comprising Vision and Mission Statements, strategic 
pillars , and enablers. She presented this Secretariat strategy house to Members at the Informal 
Heads o f Delegation meeting held on 20 July 2023.  
 
 
1 Member Information sessions were held on 28 March and 14 April , and Members were invited to 
attend consultations to provide their views. Ambassador Castillo's factual report s on the consultations that he 
held were circulated as document s WT/INF/ 234 and WT/INF/235 . WT/BFA/W/658  
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  The Secretariat is now actively  developing  a Secretariat  2030 strategy.  Seven internal Thematic 
Working Groups , with the participation of all Directors,  have been established and have held 
meetings throughout Oct ober and November. Each group is focusing  on one of the strategic pillars 
or enablers. These groups will contribute relevant content to the overall Secretariat 2030 strategy 
and identify strategic initiatives that could be taken in each relevant subject ar ea. Key elements of 
the drafts developed by these groups will be tested with staff and senior management, and 
opportunities for Member input will also be identified.  
 
The work is being led by the Director for Vision and Strategy, supported by the Transformation 
Office. We expect to deliver the strategy for the Secretariat  in 2024.  
 
The outcome of this work will form the basis for the development of specific time-bound action plans 
along with tools for measuring and reporting on progress, such as specific targets and performance 
indicators. Implementation of the strategy will also require m echanisms to ensure coordination as 
well as the alignment of Secretariat planning a nd operations with the overall strategy.  
 
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