RESTRICTED  
  
WT/BFA/W/625  
 
22 February  2023 
(23-1273) Page: 1/4 
Committee on Budget, Finance and Administration    
 
WTO SECRETARIAT TRANSFORMATION EXERCISE  
AS OF 22 FEBRUARY  2023 
FOR CBFA MEETING ON 9 MARCH  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 stronger culture of ongoing "recognitio n 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 : Implementation is advanced on all three pillars. Following review by th e Joint 
Advisory Committee, a new policy, "Recognition and Rewards Programme" , entered into 
effect in early 2023. This Programme creates new awards to recognize and reward staff 
for teamwork, innovation, and excellence in management , and updates an existin g peer 
award system enabling  staff to recognize good colleagues. The new policy also 
introduces a differentiated annual performance bonus  award . In addition to th is policy, 
a new digital badge system  to mark individual staff members' service milestones  (every 
five years) has been rolled out. In December 2022, the Director -General hosted a well -
attended event to recognize and celebrate staff, and a campaign enabling staff to send 
digital messages of appreciation to colleagues had good take -up. Implementation  work 
continues in preparation for the launch of the new awards and performance bonus and 
further reinforcement of a culture of ongoing recognition and praise.  
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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 o f 
risk across the Secretariat  
iv. Fill the risk officer position (currently vacant)  
 
Status : An implementation team composed of staff volunteers has worked to define 
clearly the role and responsibilities for a revised risk officer position, including in 
consul tation with the Office of Internal Oversight and the Human Resources Division. 
This vacancy will soon be re-advertised  at a higher grade . The implementation team 
has also reviewed the existing Risk Management Policy and developed preliminary 
proposals rela ting to the risk management process, risk taxonomy , and risk appetite 
for the further consideration of the new risk officer , once recruited and in position . 
 
b. Procurement : 
Changes to be made : 
i. Updating monetary thresholds for procurement process es involving low-
value procurement , taking account of inflation and of best practices among 
peer international organizations ; maintaining the existing level for Contracts 
Committee consideration (CHF 50,000), which would require CBFA  approval 
to change  
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 : Implementation of the changes is progressing well. A revised internal 
Procurement Policy reflecting the updated low-level thresholds entered into force at 
the beginning of 2023. Internal documents and templates are being revised, 
expanded, and updated. Th e Procurement Section is engaged in outreach with 
Divisions to increase procurement capability and accountability across the 
Secretariat. Work continues on developing expanded training materials and laying 
the groundwork for an increased digitization of th e procurement process . 
 
 
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 : A team of staff volunteers has begun working on  implementation plans, 
which will be further developed  together with experts from the Human  Resources 
Division . 
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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 has begun working on  implementation plans, 
which will be further developed  together with experts from the Human Re sources 
Division  
 
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  
 
Status : A team of staff volunteers is working on revising internal and external 
mobility policies.  An 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 o f their employment in the Secretariat is 
underway . 
 
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 advanced , and key elements 
of the  draft are being tested with Directors and staff.  
 
 
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 Sec retariat  
• 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 initiatives are the d evelopment of an intelli gent 
search  function to revamp DOL as well as the creation of a single window  for notifications  
to build on the notifications portal.  
 
  Status: Work to  assess  the possible costs and content of use cases identified as priorities  
is nearing completion. Curr ent budgetary constraints necessitate further consideration  
of the sequencing, prioritization , and timing of these initiatives, alongside other existing 
or planned work on digital tools . 
 
b. External Partnerships : 
Outcomes to date : Various mechanisms have been identified to strengthen the approach 
to external partnerships across the Secretariat to leve rage knowledge and efficiencies.  
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  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.  
 
 
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  
 
Current budget constraints require a revisiting of plans for the next phase of work and for a possible 
Planning & Strategy Unit or Regional & Country Support Unit based in the Secretariat in Geneva . 
Members will be informed once a revised way forward has b een identified  and will be consulted as 
that work unfolds . 
 
Note: Approved proposals will proceed to implementation in accordance with existing rules, 
regulations, and procedures.  
 
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