RESTRICTED  
  
WT/BFA/W/593  
 
9 May 2022  
(22-3640) Page: 1/2 
Committee on Budget, Finance and Administration    
 
WTO SECRETARIAT TRANSFORMATION EXERCISE  
AS OF 9 MAY 2022  
FOR CBFA MEETING ON 24 MAY 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  
• Data, technology & innovation  
 
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, innova tion, and excellence in management  
 
Status : Full cycle of testing and refinement completed, including a review by the 
Steering Committee; plans for implementation to be developed  
 
b. Awarding annual performance bonuses for staff : 
Changes to be made : Redesigni ng 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 refinemen t completed, including a review by the 
Steering Committee; plans for implementation to be developed  
 
c. Building a stronger culture of ongoing "recognition and praise" within the 
Secretariat : 
Changes to be made : Designing and implementing training for supervi sors, 
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 to be developed  
  WT/BFA/W/593  
 
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  2. Improve key internal Secretariat systems  
 
a. Risk management : 
Changes to be made : 
i. Development and implementation of a comprehe nsive 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 the 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 to be developed  
 
b. Procurement : 
Changes under consideration : 
i. Updating monetary thresholds for procurement process, taking account of 
inflation and of best practices among peer international organizations  
ii. Strengthening capabilities and culture across the Secretariat by requiring 
more training about use of the procurement process  
iii. Standardizing intern al processes  
iv. Increasing use of digital tools to boost efficiency and transparency  
 
Status : Full cycle of testing and refinement completed, including a partial review of 
proposals by the Steering Committee; plans for implementation to be developed  
 
 
SECOND WAVE  
 
Secretariat staff career pathways, mobility, recruitment, and promotions   
 
Steering Committee to review work by Core Design Groups, staff stakeholder group, 
and the Transformation Advisory Committee  
 
 
THIRD WAVE  
 
Leverage the opportunities of data, technology and innovation to secure long term 
relevance  
 
Will commence after Waves 1 and 2 are complete   
 
 
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  
 
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: Approved proposals will proceed to implementation in accordance with existing rules, 
regulations, and procedures.  
 
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