RESTRICTED  
  
WT/BFA/W/643  
 
3 July 2023  
(23-4475) Page: 1/43 
Committee on Budget, Finance and Administration    
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
WTO 202 4-2025 BUDGET PROPOSAL  
 
 
  WT/BFA/W/643  
 
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  Table of Contents  
 
1   INTRODUCTION BY THE DIRECTOR -GENERAL/EXECUTIVE SUMMARY  .........................  4 
1.1   Overview  ................................ ................................ ................................ ..................  4 
1.2   Evolving  Trade Demands in a Changing World  ................................ ................................  4 
1.3   Staffing Challenges  ................................ ................................ ................................ .... 5 
1.4   Cost Savings  ................................ ................................ ................................ .............  6 
1.5   Budget Request  ................................ ................................ ................................ .........  7 
1.5.1   Mandatory and Unavoidable Expenses  ................................ ................................ ........  8 
1.5.2   Non-Inflationary Increases in Staffing Resources to Improve Expertise and 
Services  ................................ ................................ ................................ ...........................  9 
1.6   Conclusion  ................................ ................................ ................................ ..............  10 
2   ORGANIZATIONAL EVOLUTION FROM 1995 TO 2023  ................................ .................  12 
2.1   Budget Evolution  ................................ ................................ ................................ ..... 12 
2.2   Evolution in Number of Posts  ................................ ................................ .....................  13 
3   EXPENDITURE PROJECTION FOR THE YEAR ENDING 31 DECEMBER 2023  ..................  15 
3.1   Part A - Staffing Resources  ................................ ................................ ........................  16 
3.2   Part B - Other Resources ................................ ................................ ...........................  16 
3.3   Part C - Operating Funds & ITC  ................................ ................................ ..................  17 
4   BUDGET PROPOSAL 2024 -2025  ................................ ................................ .................  18 
4.1   Funding of 2024 -2025 Budget ................................ ................................ ....................  18 
4.2   Budget Proposal by Section  ................................ ................................ .......................  21 
4.2.1   Part A "Staffing Resources"  ................................ ................................ .....................  21 
4.2.1.1    Human resources strategic planning and request for 15 additional posts to the 
headcount  ................................ ................................ ................................ ......................  22 
Phase I – Ongoing st affing initiatives (completed and being implemented)  ...............................  23 
Phase II – Strategic planning (initial steps launched)  ................................ ............................  23 
Phase III - Confronting structural workforce impediments (ongoing)  ................................ ........  24 
4.2.1.1.1    Staffing request: increase the existing staff post allocation ceiling to fill the 
most urgent skill gaps in the Secretariat  ................................ ................................ .............  25 
4.2.1.1.2    Regular Budget Posts per Division  ................................ ................................ ...... 26 
4.2.2   Part B - Other Resources  ................................ ................................ ........................  32 
4.2.2.1    General Services  ................................ ................................ ................................  33 
4.2.2.1.1    Contractual Services & Maintenance  ................................ ................................ ... 33 
Contractual services  ................................ ................................ ................................ ........  33 
Equipmen t Maintenance  ................................ ................................ ................................ ... 34 
4.2.2.1.2    Energy and Supplies  ................................ ................................ ........................  34 
4.2.2.1.3    Documentation and Publications  ................................ ................................ ........  34 
4.2.2.2    Travel and Hospitality  ................................ ................................ .........................  35 
4.2.2.3    Implementing Partners  ................................ ................................ ........................  36 
4.2.2.4    Capital Expenditure  ................................ ................................ ............................  37 
4.3   2024-2025 Budget Review by Output Chapter  ................................ ..............................  38 WT/BFA/W/643  
 
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  5   ASSESSED CONTRIBUTIONS  ................................ ................................ ......................  40 
5.1   Assessed Contributions for Members  ................................ ................................ ...........  40 
 
Tables  
Table 1 Budget Evolution 1995 -2023 ................................ ................................ ..................  12 
Table 2 Post Evolution 1995 -2023 ................................ ................................ .....................  13 
Table 3 Projected Budget Performance for the Year Ending 31 December 2023  .........................  15 
Table 4 2024 -2025 Budget Estimates  ................................ ................................ .................  18 
Table 5 Sources of Funding for the 2024 Budget  ................................ ................................ .. 19 
Table 6 Sources of Funding for the 2025 Budget  ................................ ................................ .. 19 
Table 7 2024 and 2025 Miscellaneous Income Budget  ................................ ...........................  19 
Table 8 2024 -2025 Proposed WTO Budget  ................................ ................................ ..........  20 
Table 9 Section 1: Staff Expenditure  ................................ ................................ ..................  21 
Table 10 Staff Remuneration  ................................ ................................ .............................  21 
Table 11  Strategic redeployment of staff already undertaken  ................................ .................  25 
Table 12 15 additional post requests to be added to the staff post allocation  ............................  26 
Table 13 Regular  Budget Posts in Staffing Allocation Per Division as at June 2023 and 
Proposed New Posts  ................................ ................................ ................................ ........  26 
Table 14 Staff Pension and Post -Employ ment Benefits  ................................ ..........................  28 
Table 15 Staff Health and Invalidity Insurance  ................................ ................................ ..... 28 
Table 16 Staff Family and International Benefits  ................................ ................................ .. 28 
Table 17 Other Staff Expenditure  ................................ ................................ .......................  29 
Table 18 Section 2: Temporary Assistance  ................................ ................................ ..........  30 
Table 19 Short -Term Staff  ................................ ................................ ................................  30 
Table 20 Consulting  ................................ ................................ ................................ .........  32 
Table 21 Panellists  ................................ ................................ ................................ ..........  32 
Table 22 Section 3: General Services  ................................ ................................ .................  33 
Table 23 Section  4: Travel and Hospitality  ................................ ................................ ..........  35 
Table 24 Section 5: Implementing Partners  ................................ ................................ .........  36 
Table 25 Section 6: Capital Expenditure  ................................ ................................ .............  37 
Table 26 Section 7: Financial Expenditure  ................................ ................................ ...........  38 
Table 27 Section 8: Contributions to ITC and Special Reserves  ................................ ..............  38 
Table 28 Projected Budget by Output Chapter 2024-2025 ................................ .....................  39 
Table 29 Proposed Scale of Assessed Contributions for 2024  ................................ .................  40 
 
Figures  
Figure 1 Percentage of Budget Increase 1995 -2023 ................................ ..............................  13 
Figure 2 Post Ceiling Evolution 1995 – 2025 ................................ ................................ ........  27 
 
  WT/BFA/W/643  
 
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  1  INTRODUCTIO N BY THE DIRECTOR -GENERAL/EXECUTIVE SUMMARY  
1.1  Overview  
1.1.  I am honoured to present to Members my proposal for the biennium 2024 -25 budget. I am 
requesting that Members provide the Secretariat with some necessary relief from the unworkable 
constraints of the Zero Nominal Growth (ZNG) budget in place for 12 years, imposed in 2011. I 
request a modest increase of CHF 14 .56 million  or 7.4 per  cent, in 2024, nearly half of which  
represents fixed , mandatory costs beyond the control of the Secretariat . I ask for an 
additional 0.9 percent, or CHF 1.94 million, in 2025.  
1.2.  Last year, I proposed an adjustment for the 2023 midterm, submitted to Members on 
23 September 2022, in which I requested that the Organization's ZNG budget be increased as of 
2023 by 7.7 per cent (2023 mid -term budget proposal).1 Although that proposal did not ultimately 
receive Members' consensus, it led to fruitful discussions between the Secretariat and Members, 
which helped us better understand Members' concerns and needs.  In my 2024 -2025 request, I have 
taken into account Members' useful feedback and vi ews expressed during midterm budget 
discussions. In addition, I recognize the challenges that Members are facing with respect to 
addressing the actuarial gap in the Secretariat Pension Plan.2 Therefore, my request for the 2024 -
2025 budget is smaller than what I requested of you in 2023 . 
1.3.  Like our Members, the WTO must continue to deliver excellent service while facing economic 
constraints and rising costs. These challenges have reached a critical point, threatening our ability 
to maintain our standards of e xcellence. Given our fixed budget, the stresses the Secretariat faces 
undermine our efforts to serve you. We have taken significant measures to cut costs and contain 
spending, but there are limits as to what we can do given that many costs are mandatory an d our 
budget has been flat for so long, even declining in real terms. We are at the point at which our prized 
and talented staff members are becoming disillusioned because of the lack of professional recognition 
through promotion. And we cannot grow to ser ve you on newly emerging issues and skillset 
requirements.  
1.4.  As the complexities of trade have expanded, so too has the work of the Organization. I am 
proud to lead a high -performing Secretariat that is dedicated to the goals set by our Members. Work 
stemmin g from our highly successful outcomes in MC12, the considerable ambitions that Members 
have established for MC13, and the challenging economic situation we face create the important 
context for this budget proposal.  
1.2  Evolving Trade Demands in a Changing Wor ld 
1.5.  Global trade has transformed significantly since the Zero Nominal Growth budgeting began for 
the budget year 2012. In particular, the volume of trade and the share of trade in services in global 
trade have increased exponentially, now reaching almost a quarter of all trade. Supply chains have 
become the lifeblood of trade and economic activity, and their size, complexity, and significance have 
grown. Technological developments have led to a significant upswing in digital trade, further 
bolstered by the C OVID -19 pandemic. Climate change poses an existential threat to human 
civilization, to which we must respond in line with Members' demands. In addition, developments in 
artificial intelligence promise  to have a transformative impact on international trade.  
1.6.  Moreover, trade is no longer seen a mere exchange of goods and services. Instead, it is also 
part of the solution to the immense challenges of the global commons, including climate change, 
food security, and global pandemics. Trade is also an important in strument in promoting gender 
equality and ensuring inclusive and sustainable economic growth. Now, more than ever, the 
multilateral trading system is an engine to deliver results for people.  
1.7.  Dealing with the new modalities of trade requires new approaches,  tools, and resources, 
including human resources.  
1.8.  One of my first actions when I took on my role was to launch a Transformation Exercise to 
ensure that Secretariat staff possess the skills, experience, and motivation needed to best serve 
 
1 WT/BFA/W/607 . See also WT/BFA/INF/16.  
2 This budget request does not include any change in the contribution level for the staff pension plan 
because that issue is still the subject of intensive discussion among the Members.  WT/BFA/W/643  
 
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  Members' needs and  can respond as those needs evolve in a changing world and trade landscape. 
An essential part of this work is to develop a vision and strategy for the Secretariat to assist in 
identifying medium - to long -term priorities, as well as to establish more effect ive and dynamic 
planning and coordination functions. Together with the overall improvements made through the 
transformation exercise, this action will facilitate the optimal deployment of Secretariat resources 
and help ensure value for money and top -qualit y service for Members.  
1.9.  The Transformation Exercise has already delivered results by strengthening our procurement 
process, recognition and rewards system, mobility, and promotion process policies. A second phase 
of transformation work, aimed at developing a vision and strategy for the Secretariat, began in 
March  2023, with  the first step centred on developing a vision statement and high -level strategic 
focus pillars for the Secretariat. This step is largely complete, and I am grateful to all Members for 
their constructive engagement in and useful contributions to this exercise. The Secretariat will now 
engage in further and more extensive work to develop a detailed strategy and put in place 
mechanisms that ensure that Secretariat planning and operations can be aligned with that strategy. 
This work will entail engagement across the Secretariat and with Members, and I count on your 
continued collaboration.  
1.3  Staffing Challenges  
1.10.  In the face of the ever -changing landscape of international trade, the WTO Secretariat  has 
striven to meet the needs of Members even though its resources have been capped for twelve years, 
including a cap on permanent staff at 645.5 posts.3 The Secretariat has taken several steps to reduce 
costs while continuing to deliver high -level servi ces to Members under the Zero Nominal Growth 
budget, such as:  
• Replacing retiring staff in senior grades by recruiting staff at significantly more junior 
grades ; 
• Redeploying staff where possible ; 
• Limiting short -term staff hires ; 
• Imposing a freeze on promotions from 2012 to 2016 ; and  
• Implementing minimal promotions from 2016 to date.  
1.11.  The lack of promotions has resulted in almost half of WTO staff members reaching the top 
salary step of their grade. This means that they have not been promoted for  more t han 9-13 years 
and no longer receive an annual salary increment, which saps staff morale. In addition, in the 2023 
Staff Council staff satisfaction survey, more than 50% of respondents reported that staff morale is 
low and that the lack of promotion opport unities may push them to leave the WTO. Although the rate 
of participation was low (25%), the responses have demonstrated an alarming drop in staff 
satisfaction and morale. In addition, recently we have seen attempts to attract several highly 
qualified exp erts by other organizations who can offer better remuneration.  
1.12.  The Zero Nominal Growth budget, coupled with rising costs, has led to a situation in which the 
Secretariat has insufficient funds to fill all the 645.5 posts it has been allocated. This trend h as been 
developing for some time. As a result, over a number of years,  it has been necessary to keep a 
certain number of regular posts4 vacant so that we can offset progressive mandatory increases in 
staff salaries, insurance, and other staff benefits. The number of posts that must remain vacant has 
been increasing each year and has now reached an average of  47 posts. It would surge furth er in 
2024 and 2025 with a zero nominal growth budget.  
1.13.  This situation has also contributed to the increased use of short -term staff, which, over time, 
has itself become a problem. Such hiring is an initially attractive mechanism to bring in talent quickly  
 
3 See WT/BFA/139, para. 3.24.  
4 The term "regular posts" is used in this document as a shorthand for fixed -term and regular posts. To 
recall, on recruitment staff members are granted a fixed -term contract. Upon completion of five years of service 
on a fixed -term contract, the Director -General May grant a regular contract to a staff member who meets the 
relevant performance and conduct requirements.  WT/BFA/W/643  
 
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  to fill gaps, at seemingly lower costs than regular  staff.5 But, in the long term, this practice generates 
significant managerial expenses and opportunity costs. In  particular, higher recruitment costs due to 
the constant churn of these posts, loss of ins titutional knowledge, constant need for training, and 
the use of less -experienced staff drain the Secretariat's resources in less  visible but highly disruptive 
ways than the budget outlay for more experienced regular  staff. 
1.4  Cost Savings  
1.14.  As good stewards of  public funds, the Secretariat has taken many significant steps to reduce 
expenses. In particular, in response to Members' concerns regarding spending on short term 
contracts, we established the Short -Term Needs Committee (STNC) in 2022, consisting of the four 
Deputy Directors -General  (DDGs ) and the Chief of Staff, to review  all short-term staff requests and 
control expenses for this category of resources.  The STNC's review of short -term requests has 
already resulted in a significant reduction of contracts and expenditure compared to what had been 
requested. For example, in December 2022, out of 60 requests for short -term staff for 2023, only 
38 were approved  (63%).  As a result of the Secretariat's efforts, expenditure on short term staff 
(including interpre ters) is projected to be 2 4% less in 2023 than in 2022.  
1.15.  We have also decreased what had been a nearly automatic use of short -term staff to cover 
regular  staff on sick or parental leave . Furthermore, a s regular  positions become vacant due to 
retirements or separation from service , senior management now review s each vacant position to 
determine whether it should be advertised and filled without changes to the job description and 
grade, or whether the position should be re-profiled, re -graded, or re -allocated to a different area of 
work. To facilitate re -deployment and re -skilling of staff, the Secretariat is also undertaking the 
following sequential steps:  
• Mapping of staff current structure;  
• Development of a competency framework; and  
• Skills mapping and gap ana lysis. 
1.16.  Such efforts are already paying dividends , and we are even now beginning to see where the 
gaps are in our staffing . Early indications suggest that the structural impediments to change are 
being gradually overcome and that resources are successfully being redeployed to meet staffing 
needs. For example, some 34 staff have been redeployed between divisions in recent year s to meet 
evolving needs, and 3 other staff members have been seconded in 2023 on a short -term basis to 
other divisions to provide additional  support for specific initiatives.  
1.17.  In addition, the Secretariat has also increased efficiencies, imposed cost -saving measures, 
and achieved savings through the following recent steps, while still continuing to deliver excellent 
services to Members:  
• Optimizing technical installations and imposition of requirements to reduce 
consumption of electricity  and gas, which has resulted in savings of CHF 550,000;  
• Removing waste bins from offices  and installation of communal bins , which is expected 
to result in CHF 50,000 savings per year, increase recycling, and eliminate 
100,000  trash bags. Additional savings are expected from s teps such as the 
introduction of an on -demand system of cleaning next year;  
• Regroup ing of  20 contracts covering all aspects of preventative maintenance of the 
buildings under one Multi -technical Maintenance contract , result ing in approximately 
CHF 60,000  of annual  savings on preventative and corrective  maintenance;  
 
5 Short -term staff is not entitled to many benefits that regular staff have, such as home leave, education 
grant, and dependency allowances.  Therefore, a short -term position costs on average 50% less than a fixed -
term one.  WT/BFA/W/643  
 
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  • Reducing IT costs by more than CHF 600,000 (or by 6%) in 20236 through  the 
extension of the desktop and laptop lifetime ; streamlining service center staffing, and 
strategically managing projects ; 
• Creating savings of CHF 100,00 0 annually on translation costs through the use of new 
technologies7; 
• Creating savings through the elimination of distribution of paper copies of documents, 
which will result in savings of CHF 40,000  annually and an elimina tion of 0.5 posts;  
• Disciplining travel by using virtual mode for activities whenever possible, combining 
trips, and reducing the number of staff on mission;  
• Streamlining conference services costs by maximizing efficiency of smaller support 
teams8; 
• Streamlining library subscriptions to optimize costs; and  
• Renegotiating contract terms with freelance interpreters and translators to reduce 
costs.9 
1.18.  Our efforts to manage resources effectively are not new. In recognition of the challenges faced 
by Members  in their home countries, the Secretariat exercised prudence and sound resource 
management and proposed to return the lion's share of the 2020 surplus to Members, which we had 
acquired principally because of the effects of the pandemic. We did so in recogn ition of the special 
needs of developing countries as they deal with the consequences of the pandemic. In addition, in 
2021, the Secretariat secured CHF 6 million of budgetary surplus, which it sought to utilize to cover 
certain mandatory and unavoidable c osts.10 
1.5  Budget Request  
1.19.  After 12 years of a Zero Nominal Growth budget,  however,  the strain on the Organization has 
become quite intense. The longstanding budget cap, and the policies imposed to meet it, have 
constrained our ability to hire and maintain the best specialists across all areas of our substantive 
and support work and, fun damentally, have challenged our capacity to provide expertise in new areas 
of trade as demanded by Members. In short, Zero Nominal Growth has had profound consequences 
for the Secretariat and the Members we serve.  
1.20.  We have exhausted our ability to make adju stments to deliver more with less. For the 
Organization to keep pace with current developments and anticipate future challenges, a budget 
increase is necessary.  
1.21.  In 2022, during the 2023 mid -term review, we asked that the Organization's budget be 
increased by 7.7 per cent, providing detailed justification for that request. Half of that 
increase  (3.9%) was linked to contractual, external, and unavoidable costs, and the remainder was 
a modest sum to improve the Secretariat's resources and expertise to better s erve all Members.  In 
the context of that mid -term review, we undertook a comprehensive analysis of various operational 
and financial elements, which included the evolution of the Organization's expanding mandate and 
increasing costs. During 2023, we have d eepened our review of the Secretariat's functioning, with 
the aim of making it more efficient to address Members' needs.  
 
6 These savings will not spill over into 2024 and will be offset in 2023 by an increase in the cost of 
UNICC services.  
7 See paras. 4.59.   - 4.62.  below.  
8 To save costs, at the end of 2022, the Secretariat cut significantly the number of shor t-term staff 
devoted to maintaining the Interprefy platform. Specifically, contracts of 5 out of 6 short -term staff were not 
extended, leaving only 1 short -term staff and 3 permanent staff members, which represents an 83% decrease 
in short -term staff dedic ated to Interprefy.  As a result, some of the support functions were outsourced to 
Interprefy, and some services were scaled down or discontinued. Support for Zoom, and WebEx meetings has 
also been affected, and similar measures to scale down or cut support  were also put in place.  The Secretariat is 
assessing the situation to assure that an appropriate level of support is maintained given budget constraints.  
9 See paras. 4.63.   - 4.64.  below.  
10 The General Council did not reach consensus on this request.  WT/BFA/W/643  
 
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  1.22.  As described below, similar to the 2022 mid -term budget request, nearly half of the projected 
increases in this request are unavoidable  because they stem from significant and unpredictable 
external financial and economic challenges beyond our control. The remainder of the request  relates 
to the expenses necessary to improve the Secretariat's human and technical resources to better 
serve a ll Members . 
1.5.1   Mandatory and Unavoidable Expenses  
1.23.  As noted above, many of the projected increases are unavoidable due to external economic 
and financial pressures. In particular, the Organization is facing difficult economic circumstances, 
intensified by the rise in year -on-year inflation . For example, t he inflation rate in Switzerland 
reached 2.2% in May 2023. Although this rate is lower than the 3.5% inflation rate as of 
31 August  2022 that was reflected in the 2022 mid -term budget proposal, we are not exper iencing 
a reduction in our costs from the higher rate. In addition, the current 2.2% inflation rate is a 
significant increase from the average inflation rate of 0.58% in 2021, when I presented our budget 
for the current biennium.11 Furthermore, this rate i s considerably higher than the inflation rates 
registered since Zero Nominal  Growth budgeting began in 2011, which ranged from negative 1.14% 
in 2015 to positive 0.94% in 2018. Finally, the increase in some of our costs outstrips the rate of 
inflation, and  some of our costs are related to services provided outside of Switzerland, where the 
inflation rate is higher.  
1.24.  We have also seen mandatory increases in staff remuneration and benefits  due to inflation, 
which require additional expenditure. In particular, as of 1 January 2023, we are facing a mandatory 
increase in WTO staff salaries  by 3.1% as a result of a salary survey comparing WTO salaries with 
those of the market comparators , the United Nations and the Coordinated Organizations.12 As a result 
of the sa lary increase, dependency allowances must also be increased by 4.6% as of 
1 January  2024.13 Additional inevitable expenses stem from  a projected salary increase of 2% for 
2024 due to inflation , mandatory annual salary increments, an increase in expenses fo r unused 
annual leave, and an increased cost of the death and invalidity insurance under a new insurance 
contract. The overall cost of these unavoidable increases amounts to CHF 4.4 million.  
1.25.  As a result of inflationary pressures, since the 2022 -23 budget w as approved, we have 
experienced a significant increase in the prices of electricity and gas , amounting to an additional 
CHF 1.15 million. The Secretariat has made significant efforts to reduce our energy consumption 
through the optimization of technical installations,  and reducing heating temperatures in winter and 
increasing cooling temperatures in summer. We have also prudently renegotiated contracts to take 
advantage of reductions in prices. However, our savings are still overtaken by an incr ease in energy 
prices, which necessitates a budgetary increase of CHF 0.55 million.  
1.26.  Furthermore, there has been a significant increase in travel costs, outpacing inflation.14 Air 
fare prices for many destinations have increased up to 40 -60 per cent.  In res ponse, senior 
management is taking meaningful steps to discipline travel. To this end, Directors have been 
specifically instructed to limit unnecessary travel in light of the increase in the cost of travel as well 
as budget constraints. In addition , effort s are being made to consolidate trips and limit the number 
of staff participating  in in-person missions . However, i t is not possible to cut all travel because some 
activities can be performed effectively only in an in -person format, and Members  themselves  often 
express strong preference for face -to-face interaction. For example, during the pandemic , it proved 
impossible to replace in -person trade policy review missions with virtual meetings, which has resulted 
in a backlog of TPRs. In addition, beneficiarie s of technical assistance strongly prefer the face -to-
face format of delivery.15 
1.27.  As indicated in the mid -term budget request, as a result of the pandemic, the cost for freelance 
interpreters  doubled due to changes in the rules of the profession which cut i n half the number of 
hours freelance interpreters were permitted to work in a day if covering virtual meetings. This 
 
11 This is evidence of the downwardly sticky phenomenon whereby costs dec rease more slowly than 
inflation rates . 
12 Appendix 1 to Staff Regulations describes this requirement. See also WT/BFA/W/620.  
13 In accordance with Annex 2 of the Staff Rules, the adjustment of the dependency allowances is made 
on 1 January based on the cumulative movement of the WTO salary scale during the preceding 3 -year period 
or, as is the present case, the preceding 6 -year pe riod. See also WT/BFA/W/620.  
14 See Financial Times, Air fares soar above inflation as carriers cash in on travel demand , 7 May 2023.  
15 89 per cent of respondents to the ITTC te chnical assistance questionnaire indicated that they strongly 
prefer the face -to-face format of delivery.  WT/BFA/W/643  
 
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  necessitated additional expenditure of CHF 1.5 million. Fortunately, when we resumed in -person 
meetings, the Secretariat quickly negotiated  a restoration of the normal working hours for 
interpreters, resulting in significant savings. At the same time, however, due to an increase in 2023 
in the number of meetings that require interpretation, a budget increase of CHF 800,000 is needed 
to meet t he demand.  
1.28.  Moreover, we have also experienced a rise in contractual costs  for service providers who 
are increasing their prices to reflect the market realities and rising salaries negotiated by industry 
unions in Switzerland.16 An additional increase is re quired to pay for the services of the 
UN cooperative for IT services (the United Nations International Communications Centre ( UNICC )), 
to which the Secretariat has been outsourcing portions of its infrastructure to benefit from the 
economies of scale and r espond to an increased need for professionalisation of IT. The cost of UNICC 
services has increased from CHF 600,000 in 2012 to nearly CHF 3 million per year in 2021, and the 
upward trend has continued in 2022 and 2023. While  the UNICC continues to provide  us good value 
for money, this increase represents another expense beyond the Secretariat's control.  
1.5.2   Non-Inflationary Increases in Staffing Resources to Improve Expertise and Services  
1.29.  Part of the budget pressure we face is due to the expansion of our mandate by Members, 
which I enthusiastically welcome. In particular, since 2011, two new multilateral agreements 
(the Trade Facilitation Agreement and the Agreement on Fisheries Subsidies) as well as other 
instruments have been added to the WTO rulebook, a nd new committees and working groups have 
been created. In addition, demands for Secretariat monitoring, activities, and reports on new 
economic trends impacting world trade have increased significantly, particularly in recent years given 
the impact of the  pandemic and growing food insecurity. At our very successful MC12, Members gave 
us the mandate not only to implement the outcomes in the areas of fisheries subsidies, intellectual 
property, and food security, but also to continue negotiations in those and  other areas and to explore 
critical emerging issues, such as trade and health, supply chains disruptions, trade and climate 
change, and trade and women's economic empowerment.  
1.30.  Furthermore, Members are calling on the Secretariat to assist Members in their commitment 
to reform the WTO across the three functions. This significant and fundamental undertaking will 
require additional expertise as well.  
1.31.  However, while we have been allocated 645.5 posts by Members to undertake our work, we 
are unable to fund all o f them. Instead, we have been forced to maintain an increasing number 
of vacancies  to preserve sufficient resources for other expenses, amounting to 47 posts in 2023 
and projected to increase to over 60 in 2024 if there is no additional budget for staffing . In short, we 
can fund only some 585 of the posts within our staff ceiling. While any organization   our size would 
ordinarily maintain some 25 -30 vacancies due to normal staff turnover and the recruitment process, 
our vacancy level must be considerably higher to meet our budgetary needs. This circumstance saps 
our ability to deliver for our Members and keep up with the changing times.  
1.32.  In my 2023 midterm budget request, I asked for additional funding for 18 staff posts to create 
more value and deliver desired output to Members and reduce the number of positions we are 
required to keep vacant. At this time , however, I recognize the strains that Members are facing and 
note that Members are also grappling with the potential of increased contributions due to the need 
to fill the growing pension actuarial gap. Accordingly, I have worked to reallocate existing p osts, and 
I am reducing my request for funding to 15 additional posts . 
1.33.  I also request to increase the existing staff ceiling from 645.4 to 660.5 posts to 
account for these additional 15 posts, but without funding all 660.5 posts . Because we have 
an average  of 30 vacant posts at any given point during the year due to turnover, the Secretariat 
would need funding for only 630.5 posts. However, increasing the staff ceiling, even if not fully 
funded, is important because it provides us with greater flexibility i n filling individual staffing slots, 
while, at the same time, providing greater accountability to Members about the full range of staffing 
slots available.  
1.34.  In my view, the increase of 15 funded posts is a realistic but responsible level to grow our 
excelle nce in critical areas of work, which are currently understaffed. We would be able to supplement 
our staffing allocation with experts in the area of trade and environment, fisheries subsidies, internal 
 
16 For example, since 2022, the cost of WTO security has increased by CHF 100,000.  WT/BFA/W/643  
 
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  oversight, human resources, digital trade , and data sci ence. In addition, a portion of the additional 
allocation would help us strengthen our capabilities in growing areas of work, such as trade and 
gender and economic modelling, as well as in cross -cutting regional and global  coordination. These 
proposed addi tions to the staff ceiling are listed in section 4.2.1.1   . 
1.35.  A consequence of the Zero Nominal Growth budget is the large increase in the use of short -
term staff  as a necessary corrective measure to cope with constraints on  the number of  regular  
staff. The increase in the use of short -term staff is a symptom of the  fundamental underlying 
problem, which is the fr ozen budget as well as the limited staff allocation at the same level as of 
2011, compounded by the need to leave several posts vacant simply to pay for other essential 
resources.  
1.36.  An increase of 15 funded posts would allow us to appropriately deploy resources toward 
regular  staff, which would naturally reduce th e number of short -term contracts and allow us to use 
short-term staff in a more strategic and cost -effective manner.  
1.37.  As noted above in the section outlining our cost savings, we are imposing significant disciplines 
on the use of short -term staff. That expe nditure had reached a high of four times the budget level 
in 2022, before starting to decline because of new management disciplines. A portion of that cost is 
due to the expenditure for interpreters. Members have long noted that we have exceeded the 
alloca tion for short -term staff to such a level that the envelope has become meaningless, and they 
have encouraged us to be honest about our needs.  
1.38.  Accordingly, we propose to cut our actual  expenditure in 2024 for short -terms by 30%. 
Between 2022 and projected 2023, we have already managed to reduce actual  expenditure 
by approximately 21% . However, we still require an increase of CHF 2.2 million above the 
2023 budgeted  amount to respond to M embers' needs and the evolution of our mandate. These 
adjustments will make this line item a more realistic snapshot of our needs and expenditure.  
1.39.  A small budgetary increase of CHF 0.5 million is also requested to double the number of 
promotions  from 30 to  60 to address the promotion backlog . This action will go a long way towards 
improving staff self -confidence and team spirit. As valuable and experienced staff members hit  the 
low ceiling in their professional development due to lack of promotion opportuni ties, we see 
frustration and low morale, which sometimes leads to their decision to leave the Organization. Staff, 
both professional and support, are the  biggest asset of the Secretariat. Without them, we can not 
meet our Members' needs. We must stand up fo r them and give them a reason to stay, or they will 
leave us for better opportunities . As described in para. 1.11.  , the results of the most recent Staff 
Satisfact ion Survey showed us that half of survey respondents  agree or strongly agree that the lack 
of promotion opportunities might push them to leave the WTO. The situation will worsen if corrective 
steps are not taken.  
1.40.  In the face of ever -increasing demands, additional funding in the area of information 
technology  is needed. T he Secretariat has developed efficiencies by implementing new technological  
hardware and software, databases, websites, and digital tools. While some of these tools required 
significant init ial investments, they have modernized the way the Secretariat functions as it serves 
Members, allowing it to create greater efficiencies to produce more.  However, some technology used 
by the Secretariat, such as the Documents Online (DOL), is outdated and requires an overhaul. In 
addition, resources should be invested in enhancing IT security in the face of emerging risks, such 
as cybersecurity. Subscriptions to new databases are also needed for the Secretariat to be able to 
better respond to Members' needs . Finally, we have established an internal task force to explore the 
potential of new technologies, such as Large Language Models, to increase efficiencies in different 
areas of our work while being mindful of the need to protect sensitive information.  
1.41.  Finally, a small increase is envisaged to cover the costs of consultants  to assist the Human 
Resources Division with transforming the staffing model of the Secretariat through developing the 
competency framework as well as the skills mapping and gap analysis . In addition, the continued 
use of external translators as part of our translation teams will help further optimize translation costs.  
1.6  Conclusion  
1.42.  As foreseen in Financial Regulation 6, any budget proposal is  to be presented to the Committee 
at lea st eight weeks prior to the last scheduled meeting of the year of the General Council. At your WT/BFA/W/643  
 
- 11 - 
 
  request, we are submitting the proposal well in advance to allow Members sufficient time to consider 
the proposal and consult with capitals.  
1.43.  In view of the new a reas of work, expansion of the Secretariat's deliverables, as well as non -
discretionary cost increases emanating from inflation for the Organization to operate efficiently in 
the future, a modest budget increase of CHF 14 .56 million is necessary for 2024, and an additional 
CHF 1.94 million  in 2025. The increase for 2024 is equal to 7.4 per  cent of the Zero Nominal Growth 
budget amount of CHF 197.2 million that has been in place since 2011, and the 2025 increase 
represents an additional 0.9 percent.  
1.44.  Accordin gly, I am  submitting a request for the Organization's budget to be increased in 2024 
from CHF 197.2 million to CHF 211.759 million. Half of this increase is linked to contractual, external, 
and unavoidable costs (or a 3.6 per cent  increase over the Zero No minal Growth Budget). The other 
half ( 3.8 per cent ) is intended to  improve the Secretariat's resources and expertise to better serve 
all Members.  In 2025, I ask for an additional increase from CHF 211.759 million to 213.699 million 
(0.9%) . This request rep resents a decrease of CHF 1 million compared to the mid -term budget 
request for 2023 .17 
1.45.  I call on you, esteemed Members, to favourably consider and approve this request, thus 
empowering the Secretariat to fulfil the valuable mission you have entrusted to u s. The WTO has 
proven its value and its ability to deliver, even in trying times. But it cannot be taken for granted.  
We need appropriate resources to meet the challenges of our era and to build a better world for 
people though global cooperation and rules -based international trade.   
 
17 This request does not account for corrective measures needed to re duce the actuarial gap in the WTO 
Pension Plan given that the Members are still considering the Pension Board recommendations.  WT/BFA/W/643  
 
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  2  ORGANIZATIONAL EVOLUTION FROM 1995 TO 202 3 
2.1  Budget Evolution  
2.1.  Since the establishment of the WTO in 1995, the  budget was regularly increased. However, 
these increases ended with the decision taken by Members in 2011 to impose Zero Nominal Growth 
beginning with the 2012 budget  (Table 1 Budget Evolution 1995 -2023). Since then, t he budget was 
adjusted  only once,  in 2013 , to include the yearly instalments of CHF  1.2 million for the repayment 
of the CHF 50 million loan from the Swiss government for the new administrative building of  the 
WTO. Therefore, the budget has effectively been stagnant since  the approval of the 2012 budget in 
2011. 
Table 1 Budget Evolution 1995 -2023 
Year  Total Budget in CHF  Cumulative Increases  % Increase  
1995 105,389,500  -   
1996 115,693,503  10,304,003  9.78%  
1997 115,692,750  -753 0.00%  
1998 115,978,850  286,100  0.25%  
1999 122,195,450  6,216,600  5.36%  
2000 127,697,010  5,501,560  4.50%  
2001 134,083,610  6,386,600  5.00%  
2002 143,129,850  9,046,240  6.75%  
2003 154,954,350  11,824,500  8.26%  
2004 161,776,500  6,822,150  4.40%  
2005 168,703,400  6,926,900  4.28%  
2006 175,000,150  6,296,750  3.73%  
2007 181,976,450  6,976,300  3.99%  
2008 184,891,500  2,915,050  1.60%  
2009 189,257,600  4,366,100  2.36%  
2010 193,989,500  4,731,900  2.50%  
2011 196,003,900  2,014,400  1.04%  
2012 196,003,900  0 0.00%  
2013 197,203,900  1,200,000  0.61%  
2014 197,203,900  0 0.00%  
2015 197,203,900  0 0.00%  
2016 197,203,900  0 0.00%  
2017 197,203,900  0 0.00%  
2018 197,203,900  0 0.00%  
2019 197,203,900  0 0.00%  
2020 197,203,900  0 0.00%  
2021 197,203,900  0 0.00%  
2022 197,203,900  0 0.00%  
2023 197,203,900  0 0.00%  
Total    91,814,400    
 WT/BFA/W/643  
 
- 13 - 
 
  Figure 1 Percentage of Budget Increase 1995 -2023  
 
 
2.2  Evolution in Number of Posts  
2.2.  Table 2 Post Evolution 1995 -2023 shows that from 1995 to 2011 , the number of fixed posts 
funded from the regular budget had steadily increased. But since 201 2, when Zero Nominal Growth 
began, the number of posts has been frozen at 645.5 posts .18  
Table 2 Post Evolution 1995 -2023 
Year  Posts  New Posts  Total  % Increase  
1995 445.0  0 445.0    
1996 445.0  68 513.0  15.3%  
1997 513.0  0 513.0  0.0%  
1998 513.0  0 513.0  0.0%  
1999 513.0  20 533.0  3.9%  
2000 533.0  6 539.0  1.1%  
2001 539.0  13 552.0  2.4%  
2002 552.0  8 560.0  1.4%  
2003 560.0  6 590.0  5.4%  
2004 590.0  2 608.0  3.1%  
2005 608.0  -4.5 608.5  0.1%  
2006 608.5  3 635.5  4.4%  
2007 635.5  2 637.5  0.3%  
2008 637.5  2 639.5  0.3%  
2009 639.5  0 639.5  0.0%  
2010 639.5  2 641.5  0.3%  
2011 641.5  4 645.5  0.6%  
2012 645.5  3 648.5  0.5%  
2013 648.5  -3 645.5  -0.5%  
2014 645.5  0 645.5  0.0%  
2015 645.5  0 645.5  0.0%  
2016 645.5  0 645.5  0.0%  
2017 645.5  0 645.5  0.0%  
2018 645.5  0 645.5  0.0%  
2019 645.5  0 645.5  0.0%  
 
18 See WT/BFA/139, para. 3.24.  
WT/BFA/W/643  
 
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  Year  Posts  New Posts  Total  % Increase  
2020 645.5  0 645.5  0.0%  
2021 645.5  0 645.5  0.0%  
2022 645.5  0 645.5  0.0%  
2023 645.5  0 645.5  0.0%  
 
  WT/BFA/W/643  
 
- 15 - 
 
  3  EXPENDITURE PROJECTION FOR THE YEAR END ING 31 DECEMBER 202 3 
Table 3 Projected Budget Performance for the Year End ing 31 December 202 3 
(in thousand Swiss Francs)  
Part Section  Line Budget  Expenditure 
+ 
Commitment 
+ Expected 
Further Projected 
Balance 
31/12/2023  % Exp  
A Staffing 
Resources  1. Staff 
Expenditure  i) Staff 
Remuneration  88,520  84,31619 4,204  95% 
    ii) Staff Pension & 
Post-Employment 
Benefits  23,480  21,866  1,614  93% 
    iii) Staff Health & 
Invalidity Insurance  6,894  7,209  -315 105%  
    iv) Staff Family & 
International 
Benefits  10,871  10,274  598 95% 
    v) Other Staff 
Expenditure  1,800  2,372  -571 132%  
  2. Temporary 
Assistance  i) Short -Term Staff  9,850  13,894  -4,043  141%  
    ii) Consulting  6,724  8,319  -1,595  124%  
    iii) Panellists  1,000  737 263 74% 
A Staffing Resources Total    149,140  148,984  155 100%  
B Other 
Resources  3. General 
Services  i) 
Telecommunication 
& Post  541 457 84 84% 
    ii) Contractual 
Services & 
Maintenance  11,613  11,977  -364 103%  
    iii) Energy & 
Supplies  1,966  2,495  -529 127%  
    iv) Documentation 
& Publication  1,458  1,544  -86 106%  
    v) Other / 
Miscellaneous  48 16 32 34% 
  4. Travel & 
Hospitality  i) Travel  7,393  7,703  -310 104%  
    ii) Hospitality  214 152 62 71% 
  5. Implementing 
Partners  i) Implementing 
Partners  213 257 -44 121%  
  6. Capital 
Expenditure  i) Procurement of 
Fixed Assets  2,555  2,150  405 84% 
    ii) Rental & Leasing 
of Equipment  540 456 83 85% 
  7. Financial 
Expenditure  i) Bank & Interest 
Charges  880 367 513 42% 
    ii) Building Loan 
Reimbursement  1,200  1,200  0 100%  
B Other Resources Total     28,621  28,775  -154 101%  
C 
Operating 
Funds and 
ITC 8. Contributions 
to ITC & Special 
Reserves  i) Contribution to 
ITC 18,243  18,243  0 100%  
    iii) Ministerial 
Conference 
Operating Fund  600 600 0 100%  
    iv) Building 
Renovation Fund  600 600 0 100%  
C Operating Funds and ITC Total   19,443  19,443  0 100%  
Grand Total     197,204  197,202  2 100%  
 
 
19 This number reflects approximately 4 7 vacant posts.  WT/BFA/W/643  
 
- 16 - 
 
  3.1.  Based on the available information as at mid-June 2023, t he overall expenditure rate for the 
budget of the WTO  at the end of 2023  is estimated at 100% . This expenditure rate  reflect s the result s 
of the cost -saving measures  implemented by the Secretariat  to stay within budget  and avoid deficit  
despite increases in costs . However, th is expenditure rate masks fundamental and unsustainable 
problems with 12 years of Zero Nominal Growth, as described in the sections below . 
3.1  Part A - Staffing Resources  
3.2.  Under  Staff Remuneration , as of 1 January 2023, there has been a mandatory increase in 
the salaries of regular  and short -term WTO staff by 3.1% as a result of the application of the results 
of the salary survey comparing WTO salaries with those of the market comparato rs, 
the United  Nations and the Coordinated Organizations.20  
3.3.  A higher number of vacant posts  must remain vacant to cover  this mandatory salary  increase  
and increases in other categories  under Part A of the budget, such as  the death and invalidity 
insurance  premiums; separation grant and travel and removal expenditure of departing staff; and 
over-expenditure under temporary assistance , including  interpreters . In 2023, it has been necessary 
to maintain on average 47 vacancies in regular posts to meet rising costs.  
3.2  Part B - Other Resources  
3.4.  Under Telecommunication and Post , a small saving is expected under postal expenditure.  
3.5.  Under Contractual Services and Maintenance , savings  are expected under  Equipment 
Maintenance and Building Maintenance as a result of the cost -saving measures  imposed by the 
Secretariat . Several projects in the area of facility management were put on hold, such as the 
replacement of office furniture, the upgrade of the kitchen equipment , and electrical works for the 
Security and Safet y Section. Under the IT expenditure, a 6% cut in the total IT expenditure was 
achieved , including through elimination of one post in the IT Services Desk .21 Those savings, 
however, will not spill over into next budget cycles in full amount . In addition, in 2023 they  will be 
overtaken  by an over-expenditure on the UNICC.  
3.6.  Under Energy and Suppl ies, the overspending under electricity and gas is partly offset by 
savings under IT and office supplies  as a result of the Secretariat's cost -reduction eff orts. In addition, 
thanks to energy and cost conservation  measures, the projected overspending under Electricity is 
slightly lower than was projected.  
3.7.  The overspending under Documentation and Publication  is related to  the increase in cost of  
library subscr iptions  as well as new database subscriptions necessary for emerging areas of work . 
3.8.  The Travel  budget includes all expenditure for trade-related technical assistance  activities 
(59%), panellist travel (10%) , and trade policy reviews (7%).  The remaining tr avel budget is spread 
among smaller categories, including travel related to the Human Resources Training Program, 
recruitment,  external auditors, and other official travel . Despite the implementation of strict cost 
saving measures, a small overspending is projected under this category as a result of increased 
travel cost and Members' preference for in -person activities.  
3.9.  The expenditure for Implementing Partners is projected to be slightly overspent due to a 
research project  (GTAP – COPS Agreement impact of demand on trade projections)  that could not 
be fully terminated in 2022 . 
3.10.  The budget for Procurement of Fixed Assets is estimated to be slightly overspent due to the 
high expenditure rate under Computing Software  and several urgent security projects . This 
 
20 To determine the adjustment to be made to t he WTO Salary Scale each year, the WTO salary levels at 
the midpoint in each grade are compared to the midpoint salary levels in the two comparators : the United 
Nations and the Coordinated Organizations. A 70% weight is applied to the United Nations salary  levels, with 
the remaining 30% weight placed on the Coordinated Organizations salary levels. (Appendix 1 to Staff 
Regulations. See also WT/BFA/W/620)  
21 In addition,  18 IT projects  were delayed until 2024 such as webcasting, on -line notification tools, trade 
facilitation facility tool, Tariffs Analysis on -Line, iTip, and business continuity management solutions  with 
minimu m impact on operations.  WT/BFA/W/643  
 
- 17 - 
 
  overspending will be  partly offset by savings under Hardware, as part of the cost -reduction strategy 
under IT  by extending the lifespan of laptops and desktops  from 4 to 5 years . 
3.11.  Financial Expenditure includes bank charges and the reimbursement of t he loan for the new 
administrative building. Due to the change in market conditions a s well as the Secretariat's successful  
allocation management and negotiations with the WTO's banks, the expenditure  is projected to be 
lower than originally budgeted . 
3.3  Part C - Operating Funds & ITC  
3.12.  This item includes  the contribution to the International Trade Centre (ITC), which will be fully 
expen ded at the end of the year. It also includes the annual replenishment of the Ministerial 
Operating Fund (MOF) and the Building  Renovation Fund (BRF).  
  WT/BFA/W/643  
 
- 18 - 
 
  4  BUDGET  PROPOSAL 2024 -2025  
4.1.  As highlighted in the introduction, the Director -General hereby submits the biennium budget 
proposal for 2024 -2025 and requests that the budget be increased  in 2024  by 7. 4%%, from 
CHF 197.2 million to CHF 211.76 million , and by 0.9 per cent , from 211 .76 to 213.7  million , in 2025.  
This proposal has been prepared in accordance with the Financial Regulations of the WTO 
(WT/L/156/Rev.3), in particular  Financial Regulations  5, 6, 7, 9 , and 11.  
Table 4 2024-2025  Budget Estimate s 
(in thousand Swiss Francs)  
Part 2023/ZNG 
Budget  2024 
inc/dec vs 
ZNG 2024 
Budget  % 2024 vs 
ZNG 2025  
inc/dec  2025 
Budget  % 2025 vs 
2024  
A Staffing Resources  149,140  11,655  160,795  7.8%  2,260  163,055  1.4%  
B Other Resources  28,621  2,900  31,521  10.1%  -320 31,201  -1.0%  
C Operating Funds and ITC  19,443  0 19,443  0.0%   19,443  0.0%  
Grand Total  197,204  14,555  211,759  7.4%  1,940  213,699  0.9%  
Table 5 2024 -2025 Budget Estimates (mandatory versus non-mandatory ) 
(in thousand Swiss Francs)  
Part 2023  2024 
Manda -
tory 2024 
Non-
manda
-tory Total 
Manda -
tory and 
Non-
manda -
tory 2024  2024  % 
2024 
over 
2023  2025 
Manda -
tory 2025 
Non-
manda -
tory Total 
Manda -
tory and 
Non-
manda -
tory- 
2025  2025  % 
2025 
over 
2024  
A Staffing 
Resources  149,140  5,200  6,455  11,655  160,795  7.8%  1,760  500 2,260  163,055  1.4%  
B Other 
Resources  28,621  1,800  1,100  2,900  31,521  10.1
%   -320 -320 31,201  -1.0%  
C 
Operating 
Funds and 
ITC 19,443      0 19,443  0.0%      0 19,443  0.0%  
Grand Total  197,204  7,000  7,555  14,555  211,759  7.4%  1,760  180 1,940  213,699  0.9%  
 
4.1  Funding of 2024 -2025 Budget  
4.2.  For 2024, t he proposed funding  of the budget amount of CHF 211,758,900 is as follows:  
a. Assessed contributions from Members amounting to CHF  209,900,000 ; and  
b. Miscellaneous income estimated at CHF 1,858,900.22 
4.3.  Members' contributions are assessed on the basis of annually updated trade statistics, in 
accordance with Financial Regulation 12.23 
4.4.  Contributions from Members are considered due and payable in full on 1  January 202 4. 
4.5.  Table 5 Sources of Funding for the 202 4 Budget  depict s the sources of funding for the budget s 
2024 and 2025 . 
 
22 Miscellaneous income is mainly earned from contributions from Observ ers, as well as rental fees and 
sales of WTO print and electronic publications . 
23 Financial Regulation 12 sets out the methodology for calculating the amount of Members' assessed 
contributions: "The draft scale of contributions to be assessed to Members is  established on the basis of each 
Member 's international trade (imports plus exports) in relation to the total international trade of all WTO 
Members. E.g. the calculations of assessed contributions for 2015 shall be based on international trade 
statistics  for the years 2008 to 2012; or if these statistics are not available, for the last five years for which 
statistics are available. The statistics used refer to trade in goods and commercial services, including intellectual 
property rights payments, derived  from the balance of payments statistics of the International Monetary Fund 
(IMF). Data are based on the IMF's methodology as defined in its 5th edition of the Balance of Payments Manual 
(BPM5) up to 2010 and as defined in the 6th edition of the Balance of  Payments Manual (BPM6) as of 2011."  WT/BFA/W/643  
 
- 19 - 
 
  Table 5 Sources of Funding for the 202 4 Budget  
(in thousand Swiss Francs)  
Income  2023/ ZNG 
Budget  Inc/ Dec 
compared 
to ZNG 
Budget  2024 
Request  % Inc/Dec 
2024 vs 
ZNG 2023 
Midterm 
Budget 
Request  % Inc /Dec 
of 2024 
budget 
compared 
to Midterm  
Assessed 
Contributions 
from WTO 
Members  195,500  14,400  209,900  7.4%  210,800  -0.4%  
4.6.  For 202 5, the proposed funding  of the budget amount of CHF 213,698,900  is as follows:  
a. Assessed contributions from Members amounting to CHF 211,800,000 ; and  
b. Miscellaneous income estimated at CHF 1, 898,900. 
Table 6 Sources of Funding for the 202 5 Budget  
(in thousand Swiss Francs)  
Income  2024 
Budget  Inc/Dec 
2025  2025 
Budget % Inc/Dec 2025 vs 
2024  
Assessed Contributions from WTO 
Members  209,900  1,900  211,800  0.9%  
Table 7 2024 and 2025  Miscellaneous Income Budget  
(in thousand Swiss Francs)  
 
Item  2023 
Misc. 
Income  Projected 
Misc. 
Income 
2024  Projected 
Misc. 
Income 
2025  Inc/Dec 
2024  Inc/Dec 
2025  
Contributions of Observer Countries  600  620  620  20  0  
Sale of Publications & Royalties  250  250  250  0  0  
Trust Fund - Participation to direct costs  190  190  190  0  0  
Refund of prior year's expenditure  200  200  200  0  0  
Rental of meeting rooms & space  125  100  140  -25  40  
Other  339  499  499  160  0  
Total  1,704  1,859  1,899  155  40  
 
4.7.  The projected Miscellaneous Income for 2024 is slightly increased for Observers to reflect the 
actual receipts in 2023  due to an addition of a new Observer . The estimate for the rental of meeting 
rooms  is slightly revised downwards for 2024  because the Secretariat negotiated a reduction in the 
price of the contract with the WTO restauran t. At the same time , the Secretariat is working on a new 
policy to increase the prices for use of spaces for events  to reflect increasing costs , and will also 
make available new spaces for events, lunches , and exhibitions. Therefore, the projected receipts  
are increased in 2025.  Other receipts are adjusted upwards  for 2024  due to the  expected increase 
in various receipts , which also include the contribution of the EIF to the administrative cost s of the 
WTO. 
4.8.  Table 8 2024-2025 Proposed WTO Budget  shows the consolidated budget by category of 
expenditure.  
  WT/BFA/W/643  
 
- 20 - 
 
  Table 8 2024-2025  Proposed WTO Budget  
(in thousand Swiss Francs)  
Part Section  Line 2023/  
ZNG 
Budget  2024 
inc/ 
dec vs 
ZNG 2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/
dec 2025 
Budget  % 
2025 
vs 
2024  
A Staffing 
Resources  1. Staff 
Expenditure  i) Staff 
Remuneration  88,520  7,005  95,525  7.9%  1,600  97,125  1.7%  
    ii) Staff Pension & 
Post-Employment 
Benefits  23,480  0 23,480  0.0%   23,480  0.0%  
    iii) Staff Health & 
Invalidity 
Insurance  6,894  500 7,394  7.3%  160 7,554  2.2%  
    iv) Staff Family & 
International 
Benefits  10,871  250 11,121  2.3%   11,121  0.0%  
    v) Other Staff 
Expenditure  1,800  400 2,200  22.2%   2,200  0.0%  
  2. Temporary 
Assistance  i) Short -Term 
Staff 9,850  1,271  11,121  12.9%    11,121  0.0%  
    ii) Consulting  6,724  2,230  8,954  33.2%  500 9,454  5.6%  
    iii) Panellists  1,000  0 1,000  0.0%   1,000  0.0%  
A Staffing Resources Total    149,140  11,655  160,795  7.8%  2,260  163,055  1.4%  
B Other 
Resources  3. General 
Services  i) 
Telecommunicatio
n & Post  541 0 541 0.0%    541 0.0%  
    
 
  ii) Contractual 
Services & 
Maintenance  11,613  1,000  12,613  8.6%  120 12,733  1.0%  
    iii) Energy & 
Supplies  1,966  550 2,516  28.0%  60 2,576  2.4%  
    iv) 
Documentation & 
Publication  1,458  100 1,558  6.9%   1,558  0.0%  
    v) Other / 
Miscellaneous  48 0 48 0.0%   48 0.0%  
  4. Travel & 
Hospitality  i) Travel  7,393  750 8,143  10.1%    8,143  0.0%  
    ii) Hospitality  214 0 214 0.0%   214 0.0%  
  5. 
Implementing 
Partners  i) Implementing 
Partners  213 0 213 0.0%    213 0.0%  
  6. Capital 
Expenditure  i) Procurement of 
Fixed Assets  2,555  1,000  3,555  39.1%  -500 3,055  -
14.1%  
    ii) Rental & 
Leasing of 
Equipment  540 0 540 0.0%   540 0.0%  
  7. Financial 
Expenditure  i) Bank & Interest 
Charges  880 -500 380 -
56.8%    380 0.0%  
    ii) Building Loan 
Reimbursement  1,200  0 1,200  0.0%   1,200  0.0%  
B Other Resources Total     28,621  2,900  31,521  10.1%  -320 31,201  -1.0%  
C 
Operating 
Funds and 
ITC 8. 
Contributions 
to ITC & 
Special 
Reserves  i) Contribution to 
ITC 18,243  024 18,243  0.0%    18,243  0.0%  
    iii) Ministerial 
Conference 
Operating Fund  600 0 600 0.0%   600 0.0%  
    iv) Building 
Renovation Fund  600 0 600 0.0%   600 0.0%  
C Operating Funds and 
ITC Total     19,443  0 19,443  0.0%    19,443  0.0%  
Grand Total     197,204  14,555  211,759  7.4%  1,940  213,699  0.9%  
 
 
24 This budget requests includes the same amount for  the ITC as for 2023. The ITC will be presenting its 
budget request for 2024 -2025 separately.  WT/BFA/W/643  
 
- 21 - 
 
  4.2  Budget Proposal by Section  
4.9.  The Budget is divided into the following three parts: Part A - Staffing Resources; Part B - Other 
Resources; and Part C - Operating Funds & International Trade Centre (ITC). Part C includes the 
WTO's contribution to the budget of the ITC as well as the allocations for the Ministerial Conference 
Operati ng Fund and the Building Renovation Fund.  
4.2.1   Part A "Staffing Resources"  
4.10.  Part A of the budget comprises the expenditure for staff funded through the regular budget. 
This includes salary, pension, health insurance, death and invalidity insurance, staff benefits , and 
expenditure related to travel on recruitment or separation, removal , and installation. Expenditure s 
for short -term staff, consultants , and panellists also fall under this part of the budget.  
Table 9 Section 1: Staff Expenditure  
(in thousand Swiss Francs)  
Section  Line 2023/  
ZNG 
Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/ 
dec 2025 
Budget  % 
2025 
vs 
2024  
1. Staff 
Expenditure  i) Staff Remuneration  88,520  7,005  95,525  7.9%  1,600  97,125  1.7%  
  ii) Staff Pension & 
Post-Employment 
Benefits  23,480  0 23,480  0.0%   23,480  0.0%  
  iii) Staff Health & 
Invalidity Insurance  6,894  500 7,394  7.3%  160 7,554  2.2%  
  iv) Staff Family & 
International Benefits  10,871  250 11,121  2.3%   11,121  0.0%  
  v) Other Staff 
Expenditure  1,800  400 2,200  22.2%   2,200  0.0%  
Grand Total    131,565  8,155  139,720  6.2%  1,760  141,480  1.3%  
Table 10 Staff Remuneration  
(in thousand Swiss Francs)  
Line Account 
Description  2023/  
ZNG 
Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/dec  2025 
Budget  % 
2025 
vs 
2024  
i) Staff 
Remuneration  Staff / Salary  87,983  6,755  94,738  7.7%  1,600  96,338  1.7%  
  Staff / Annual leave  262 250 512 95.5%    512 0.0%  
  Staff / Overtime  107 0 107 0.0%    107 0.0%  
  Staff / 
Representation 
Allowance  168 0 168 0.0%    168 0.0%  
i) Staff Remuneration Total   88,520  7,005  95,525  7.9%  1,600  97,125  1.7%  
 
4.11.  Staff Remuneration  covers the expenditure for salaries of regular staff as well as overtime 
paid to eligible regular  support staff and unused annual  leave payments at separation from service.  
4.12.  The allocation under Staff/Salary  is based on the established salary methodology 
(WT/GC/M/63) and the provision for the Performance Appraisal System (WT/GC/M/80). The 
allocation for 2024  includes a provision for a projected  statutory (mandatory) increase in salaries of 
2%; a mandatory step  increase in sal aries (increment) ; an allocation for 15 new posts; and 
30 additional promotions  to address the backlog.  
4.13.  In line with the WTO's salary adjustment methodology comparing WTO salaries with those of 
the market comparators – the United Nations and the Coordinate d Organizations – the projected 
mandatory salary increase for 2024 is estimated at 2% because of inflation. The allocation for 2025 
does not anticipate further mandatory increases in salary  due to inflation , but it includes a mandatory 
increase in salary steps of CHF 1.1 million . WT/BFA/W/643  
 
- 22 - 
 
  4.14.  The allocation under Annual Leave  for 2023 needs to be revised upward in anticipation of 
the high number of retirements foreseen in 2024 and 2025.25 
4.15.  The cost of 15 new posts is estimated based on the standard cost , which co rresponds to the 
G8 level in May 2023.  The section below sets out  the rationale  for the request for new posts.  
4.2.1.1   Human resources strategic planning and request for 15 additional posts  to the 
headcount  
4.16.  A revised, fit -for-purpose staffing model lies at the heart of the transformation of the WTO 
Secretariat: realignment of resources and targeted recruitment outreach will provide the Secretariat 
with a more agile, adaptable,  and future -responsive work force to better respond to the needs of 
Members and the cha llenges of world trade.  
4.17.  For several years , the Secretariat has operated under a relatively rigid staffing model 
following three strategic decisions adopted by Members in 2009 : 
• a "Zero Nominal Growth"  budget approach that has been in place since 2011 ;  
• a ceiling on the number of staff posts on the regular budget at 645.5 posts since 2011 ; 
and 
• a push to reverse the so -called "Inverted Pyramid 26" of staff grades.  
4.18.  In 2015, the Secretariat adopted a workf orce staffing model inherited by the current 
Administration, comprising:  
• An "Ideal Staffing Structure"  model that determined the allocation of staff posts and 
grades per division27; 
• A freeze on staff promotions between 2012 and 2015 and a limited number of  
promotions subsequently available after 201528, leaving many staff locked into the 
same grade level for several years, and increasingly looking for opportunities outside 
of the WTO29; and 
• The hiring of most new professional staff, even with advanced degre es, at the "default" 
Grade 6 level, or Grade 7 level for experienced lawyers, which is low comparable to 
similar entities.  
4.19.  This operating model has generated several systemic challenges that far outweigh the 
budgetary benefits gained over the past ten year s, including (i) limited strategic and workforce 
planning; (ii) rigidity in internal resource allocation preventing redeployment of positions and staff in 
accordance with growing areas of work  and the emerging needs of the organization; (iii) a "siloed" 
culture and internal communication gaps; (iv) inflation of the use of short -term contracts with hidden 
managerial costs30; (v) staff frustration and demotivation due to being locked at the same grade for 
several years; and (vi) reduction in  the Organisation' s ability to attract and retain top talent.  
 
25 Many employees prefer to cash out their unused leave at retirement or se paration from service.  
26 See WT/BFA/W/309 (2014 -2015 budget proposals) with reference to Secretariat putting in place a 
reversal of the "inverted pyramid" – an effort that has resulted in progressively reducing the number of 
Grade  10 positions in favour of  new entry level positions at  lower professional grades.  
27 Under the leadership of Director -General Roberto Azevêdo, the Secretariat undertook a divisional  
structure and grading restructure exercise that fixed the allocation of the 645.5 posts across divisions and 
units.  
28 An average of 25 per year across all grades, encompassing both professional and support.  
29 This was raised as the main dissatisfaction amongst staff in the 2023 staff survey conducted by the 
Staff Council.  
30 On average, the co st of a short -term contract is 50% l ower than a fixed -term contract at the same 
grade. However, in the long term, the increased reliance on short term contracts results in high t ransaction 
costs associated with increased short -term recruitment, loss of kno wledge, and increase in training needs . WT/BFA/W/643  
 
- 23 - 
 
  4.20.  To address the above -mentioned challenges , the current Administration has engaged in a 
substantial transformation of the WTO staffing model, which is being implemented in three phases . 
Phase I – Ongoing s taffing initiatives ( completed and being implemented)  
4.21.  Phase I has involved the design and adoption of several managerial "quick win " initiatives 
aimed at increasing staff motivation through improved incentives, working conditions and 
opportunities, in line with consistent findings of staff satisfaction surveys. Key components of this 
first phase , spearheaded by the Transformation Office and Human Resources Department,  include:  
Incentives  
• New recognition and rewards policy , issued in January 2023 and offering  various 
awards to staff members to award outstanding contributions to the Organization.  
• New promotion policy to be issued shortly, incorporating several innovations introduced 
in the current promotions exercise.  
Working conditions  
• New Framework on Gender Equality, issued in January 2023 as one element of the 
Secretariat's initiatives to promote diversity, equity, and inclusion.  
• New remote teleworking policy , issued in May 2023, offer s staff members greater 
flexibility to work outside of the Geneva area for  a limited number of days per year to 
improve work and life balance, complementing the current flexible working provisions 
in place.  
Job opportunities  
• New internal mobility policy to be issued shortly to encourage greater mobility 
opportunities for staff members within the Organization and complement HRD efforts 
to encourage staff exchanges between the WTO and other international entities 
(external mobility).  
• Two director post recruitments in 2023 reserved for internal competition t o facilitate 
career progression for senior staff members.  
• Development of a new recruitment policy, aligned with diversity and mobility initiatives, 
to revise eligibility criteria and shorten the selection process for fixed -term vacancies, 
and ensure fairne ss and transparency in recruitment.  
Phase II – Strategic planning (initial steps launched)  
4.22.  Phase II aims to prepare the baseline for determining future staffing needs of the Organization 
to ensure that the Secretariat recruits and deploy s the right staff t o deliver for Members . This phase 
was launched  in spring 2023 . 
4.23.  Strategic planning exercise.  Starting with the formulation of a vision and a mission 
statement  for the Secretariat , the strategic planning exercise will subsequently develop action plans 
for th e completion  of the transformation exercise of the Secretariat.  
4.24.  Staff redeployment.  The strategic planning exercise will lead to a Secretariat -wide effort to 
deploy staff  in accordance with the identified  strategic priorities  of the Secretariat and will be 
informed by outcomes of the competency framework and skills mapping initiative (see below).  
4.25.  Critical  skills gap -filling. Independent of the  strategic planning exercise, several skills gaps 
have already been identified by the  DG and senior management, including expertise in areas such 
as diversity, equity, and inclusion; economic modelling ; environmental issues; and  digital trade.  The 
need to fill these skills gaps is a key component of the HR related budget request for 202 4-2025. 
4.26.  Knowledge Retention . To address the prospect of retirement or departure of a very 
significant proportion of staff by 2030, the Secretariat has launched a Knowledge Retention and 
Handover Initiative, aiming at capitalizing on current staff expertise of  the WTO.  WT/BFA/W/643  
 
- 24 - 
 
  Phase III - Confronting structural workforce impediments (ongoing)  
4.27.  Phase I II aims to tackle and resolve one -by-one the key structural impediments to change, 
by a process which involves the following sequential steps:  
4.28.  Mapping of staff current struc ture. The Secretariat is undertaking  a comprehensive 
workforce planning exercise, the first step of which has entailed developing  a mapping of current 
positions, including their distribution by department, grade , and incumbency status to understand 
how man y positions are dedicated to the different areas of work of the Secretariat. In parallel, a list 
of forthcoming staff retirements has been drawn up to anticipate and facilitate the process of 
succession planning, particularly for key senior positions that will become vacant in the next three  to 
five years.  
4.29.  Development of a competency framework.  Starting in June 2023, the framework will set 
out the behavioural competencies that should be displayed by all staff members (such as effective 
communication, result s orientation,  and collaborative teamwork) and the technical skills needed by 
staff members in the Secretariat now and in the future to realise the new vision and strategy.  
4.30.  Skills mapping and gap analysis .  This exercise is scheduled to take place in early  
autumn  2023 and will involve mapping the technical skills requirements in the competency 
framework against those possessed by staff members to understand where there are gaps and make 
strategic decisions as to how to address them. Options may include re -skilling and re -deploying 
existing staff members or undertaking targeted recruitment outreach efforts to source new staff 
possessing the missing skills.  
4.31.  Systematic review of vacant positions . As regular  positions become vacant due to 
retirements or election by staff members to separate from the Organization, senior management  is 
reviewing each vacant position to determine whether it should be advertised and filled without 
changes to the job description  and grade , or whether the positio n needs to be re -profiled,  re-graded,  
or re-allocated to a different area of work.  
4.32.  Strategic governance of short -term recruitments . A Short-Term Needs Committee  
(STNC),  comprising  the four DDGs , the Chief of Staff,  and Directors of AGSD and HR, was establi shed 
in 2022 to review all divisional requests for short -term support and thereby reduce  the volume of 
short-term positions  by instead redeploying resources to meet urgent staffing needs.  STNC's review 
of short -term position requests has already resulted in a significant reduction of contracts and 
expenditure compared to what  had been requested. For example, in December 2022, out of 
60 requests for short -term staff for 2023, only 38 were approved (63%).  
4.33.  Early indications suggest that the structural impedime nts to change are being gradually 
overcome and that resources are being redeployed to meet staffing needs. Table 11  below provides 
examples of such strategic redeployment of staff already undertaken.  
  WT/BFA/W/643  
 
- 25 - 
 
  Table 11 Strategic redeploymen t of staff already undertaken  
Number 
of staff  
 Releasing 
Division/Unit  Receiving 
Division/Unit  Purpose  
20 Appellate Body 
Secretariat  Various  Since the Appellate Body stopped being 
operational in 2020, 20 staff have been 
redeployed to priority areas of work in the 
Secretariat31 
1 Administration and 
General Services  Office of the Director -
General  Post redeployed to address needs in other 
divisions  
5 Appellate Body 
Secretariat  Five posts liberated 
after the Appellate 
Body ceased operating  
were allocated to the 
Office of Legal Counsel, 
Accessions Division, 
ITTC, Rules, and Trade 
and Environment 
Divisions  The posts were reallocated to the Divisions that 
had acute needs  
3 DGO, EIF, Delivery 
Unit Transformation Office  Staff seconded to establish an d staff the 
temporary Transformation Office  
1 TPRD  Vision and Strategy  Senior staff member transferred to lead Vision 
and Strategy work for the Secretariat  
4 DDG Advisors  EIF, TED, IPD, 
LAD/ABS  4 staff members seconded with their positions 
to staff the pilot DDG Advisor positions  
1 Rules  LAD Staff member temporarily seconded to 
undertake a pressing LAD dispute case  
1 Development  TED Staff member temporarily seconded in context 
of mobility  
1 Rules  Accessions  Staff member temporarily seconded in context 
of mobility  
 
4.2.1.1.1   Staffing request: increase the existing staff post allocation ceiling to fill the most 
urgent skill gaps in the Secretariat  
4.34.  The budget submission put forward in 2022 requested  the approval by Members of 18 posts 
additional to the current organizational headcount. Since then, efforts have been made to fill three  of 
these positions by the redeployment of staff. As a result, the current request comprises adding 
to the Organization's headcount 15 positions identified by senior management as critical 
to fill the most urgent skill gaps within the Secretariat.  
4.35.  Currently , the Secretariat is able to fund only some 600 of the posts within the staff ceiling. 
The 15 new posts will increase the existing staff ceiling from 645.4 to 660.5 posts, although all of 
these 660.5 posts will not be filled in any given year, nor is the S ecretariat seeking to fund all 
660.5  posts. Specifically, there is an average of 30 vacant posts at any time during the year due to 
turnover and delays in recruitment, and thus the Secretariat seeks funding for only 630.5 posts 
during the year. Increasing the staff ceiling, even if not fully funded, would provide the Secretariat 
with greater flexibility in addressing the staffing needs and would provide greater accountability to 
Members in the Annual Grading Structure report.  
4.36.  The addition of extra posts to the headcount will strengthen the Secretariat's capabilities  
along three strategic lines:  
• Catching -up with state -of-the-art management systems in line with the 
strategic goals of the Secretariat transformation . Investing in modern  HR, risk 
management, lega l, gender policy, and oversight functions will enhance employer 
competitiveness and reduce future liabilities. It will also increase financial monitoring 
 
31 As explained in WT/BFA/INF/16, five former  ABS staff left the WTO, one is on special leave without 
pay, and 19 remain employed at the Secretariat. Nine ABS staff members  moved to other Divisions 
permanently through  internal vacancies or expressions of interest, while ten remain on temporary transfers. 
Regardless of whether their moves are permanent or temporary, Appellate Body staff has been fully integrated 
into their new Divisions and work on par with other staff.  ABS staff has also been servicing MPIA arbitrations.  WT/BFA/W/643  
 
- 26 - 
 
  and transparency in overall resource allocation and respond to Member expectations 
regarding diversity , equity, and inclusion in the Secretariat.  
• Building capabilities to deliver strategic and agile workforce planning and 
management . Investing in the Secretariat's ability to align workforce staffing with 
organizational priorities, reduce risk, deliver bett er services to Members and grow 
competitive advantage in talent management for the future, entails establishing an 
architecture and support mechanism needed for the senior management team to 
strategically and regularly evaluate where human resources must b e allocated.  
• Developing trade capabilities focused on specific regions to build staff 
knowledge and capacities . This entails investing in the Secretariat's capabilities to 
provide advisory and forecasting services to the Director -General, the senior 
manage ment team, and broader staff by exploiting and leveraging existing WTO 
research and data from Committees, trade policy reviews, databases, and others. This 
new capability will inform dialogue with Members as well as provide data insights and 
analyses that will help them make more strategic and effective decisions and 
strengthen stakeholder engagement.  
Table 12 15 additional post requests to be added to the staff post allocation  
Strategic Priority  Division/Office/Unit  Number of Posts  
1. Building managerial capacity and 
management systems  Strategy and Planning Unit  1 
2. Building managerial capacity  and 
management systems  Risk Management  1 
3. Building managerial capacity  and 
management systems  Office of Internal Oversight  1 
4. Strengthening capabilities  Trade and Environment Division  2 
5. Building managerial capacity and 
management systems   Human Resources Division  1 
6. Strengthening capabilities  Trade and Gender Unit  1 
7. Strengthening capabilities  Cross -Cutting Regional and Global 
Coordination  3 
8. Strengthening capabilities  Rules Division (fisheries)  1  
90. Strengthening capabilities (Digital trade ; 
blockchain)  Economic Research and Statistics 
Division  2  
10. Strengthening capabilities  (economic 
modelling)   Economic Research and Statistics 
Division  2 
4.2.1.1.2   Regular  Budget  Posts per Division  
4.37.  Table 13 Regular  Budget  Posts in Staffing Allocation Per Division as at June 2023 and Proposed  
New Posts  shows the distribution of the current 645.5 p osts across the Secretariat's Divisions.  
Table 13 Regular  Budget  Posts in Staffing Allocation Per Division as at June 2023 and 
Proposed32 New Posts  
Department / Division  Grades 
3-10 Grade 
11-12 Senior 
Management  Grand 
Total  Proposed 
New Posts 
(Grades 
3-10) Proposed 
Grand 
Total  
Office of Director -General and 
Deputy DDGs  24 2 5 31 1 32 
Accessions Division  9 1   10   10 
Administration and General 
Services Division  65 1   66   66 
Agriculture and Commodities 
Division  21 1   22   22 
Council and TNC Division  13 1   14   14 
Development Division  19 1   20   20 
Economic Research and 
Statistics Division  36 1   37 4 41 
 
32 As noted above, not all of these posts are funded because of budgetary constraints. Instead, this table 
reflects the staffing post allocation.  WT/BFA/W/643  
 
- 27 - 
 
  Department / Division  Grades 
3-10 Grade 
11-12 Senior 
Management  Grand 
Total  Proposed 
New Posts 
(Grades 
3-10) Proposed 
Grand 
Total  
Human Resources Division  27 1   28 1 29 
Information and External 
Relations Division  29 1   30   30 
Information Technology 
Solutions Division  40 1   41   41 
Institute for Training and 
Technical Cooperation  30 1   31   31 
Intellectual Property, 
Government Procurement and 
Competition Division  16 1   17   17 
Knowledge and Information 
Management, Academic 
Outreach and WTO Chairs 
Programme  17 1   18   18 
Language and Documentation 
Services Division  101 1   102   102 
Legal Affairs Division  34 1   35   35 
Market Access Division  20 1   21   21 
Office of Internal Oversight  2     2 1 3 
Rules Division  36 1   37 1 38 
Trade and Environment 
Division  18 1   19 2 21 
Trade in Services and 
Investment Division  14 1   15   15 
Trade Policies Review Division  48 1   49   49 
Strategy and Planning  0 1   1 1 2 
Trade and Gender  0 0   0 1 1 
Cross -cutting Regional and 
Global Coordination t  0 0   0 3 3 
Grand Total  619 22 5 646 15 661 
 
4.38.  The proposed addition of 15 new posts to the total number of fixed posts would be a very 
conservative step given the post stagnation that has been in place since 2011. These additional posts 
are a small step to ensure that the Secretariat is staffed in a manner that is commensurate with the 
expansion of its deliverables to Members since 2012.  
Figure 2 Post Ceiling Evolution 1995 – 2025  
 
 
 
 
WT/BFA/W/643  
 
- 28 - 
 
  Table 14 Staff Pension and Post -Employment Benefits  
(in thousand Swiss Francs)  
Line Account 
Description  2023/Z
NG 
Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/d
ec 2025 
Budget  % 
2025 
vs 
2024  
ii) Staff Pension & Post -
Employment Benefits  Staff / Pension  19,355  0 19,355  0.0%    19,355  0.0%  
  Staff / Retiree 
Health Insurance  4,125  0 4,125  0.0%    4,125  0.0%  
ii) Staff Pension & Post -Employment 
Benefits Total   23,480  0 23,480  0.0%    23,480  0.0%  
 
4.39.  Staff Pension and Post -Employment Benefits  relate to the WTO's contributions for 
pension and health insurance for regular budget staff as well as health insurance contributions for 
retired staff.  
4.40.  No change in Member  contribution to the WTO Pension Plan  is includ ed at this time because 
it is the subject of a separate discussion among Members for decision.  
Table 15 Staff Health and Invalidity Insurance  
(in thousand Swiss Francs)  
Line Account 
Description  2023/ZN
G Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/ 
Dec 2025 
Budget  % 2025 
vs 2024  
iii) Staff Health & 
Invalidity Insurance  Staff / Health 
Insurance  6,397  0 6,397  0.0%  160 6,557  2.5%  
  Death and 
Invalidity Insurance  497 500 997 100.6
%  997 0.0%  
iii) Staff Health & Invalidity Insurance 
Total   6,894  500 7,394  7.3%  160 7,554  2.2%  
 
4.41.  Staff Health and Invalidity Insurance  relates to the health insurance contributions for 
regular  staff and their dependents , death and invalidity insurance premiums , and the insurance 
premium for service -incurred accidents.  
4.42.  Under Health Insurance , an unavoidable increase of  3% is projected for 202 5. 
4.43.  Over 80% of claims under the medical plan are generated in Switzerland, mainly in Geneva 
and Vaud. The projected medical inflation for Geneva for 2023 is currently slightly above 6%. 
Therefore, the increased costs of medical services in Switzerland will affect the WTO Medical Plan as 
well. 
4.44.  The overall impact on the WTO budget is estimated at 2% for 2024 (which can be absorbed 
by the existing budget) and 3% for 2025, thereby resulting into an increase of CHF 160,000 for 
2025.  
4.45.   The increase under the Death and Invalidity  insurance  relates to a new insurance contract 
the WTO had to n egotiate , which resulted in a premium increase of CHF 500,000. This was mainly  
due to the WTO claim history and t he increase in coverage.  This is an unavoidable expense.  
Table 16 Staff Family and International Benefits  
(in thousand Swiss Francs)  
Line Account 
Description  2023/  
ZNG 
Budget  2024 
inc/ 
dec vs 
ZNG 2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/ 
Dec 2025 
Budget  % 
2025 
vs 
2024  
iv) Staff Family & 
International 
Benefits  Staff / Child 
Allowance  3,411  160 3,571  4.7%    3,571  0.0%  
  Staff / Spouse 
Allowance  1,509  70 1,579  4.6%    1,579  0.0%  
  Staff / Secondary 
Dependence 
Allowance  340 20 360 5.9%    360 0.0%  WT/BFA/W/643  
 
- 29 - 
 
  Line Account 
Description  2023/  
ZNG 
Budget  2024 
inc/ 
dec vs 
ZNG 2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/ 
Dec 2025 
Budget  % 
2025 
vs 
2024  
  Staff / Education 
Grant  4,062  0 4,062  0.0%    4,062  0.0%  
  Staff / Home Leave  1,236  0 1,236  0.0%    1,236  0.0%  
  Staff / Rental 
Subsidy  314 0 314 0.0%    314 0.0%  
iv) Staff Family & International 
Benefits Total   10,871  250 11,121  2.3%    11,121  0.0%  
 
4.46.  Staff Family and International Benefits  includes Child Allowances, Spouse Allowances, 
Secondary Dependency Allowances, Rental Subsidy, Home Leave , and Education Grant for eligible 
staff member s. 
4.47.  In accordance with Annex 2 of the WTO Staff Rules, the WTO dependency allowances must be 
adjusted, u pwards or downwards , and subject to a 2% threshold being reached,  every three years 
based on the cumulative movement of the official WTO salary scale. If the threshold of 2% is not 
reached in any given three -year period, no adjustment shall be made and the  dependency allowances 
shall be reviewed after a further three -year period and adjusted, subject to reaching the 
2% threshold, based on the cumulative movement of the salary scale during the period since the 
last periodic adjustment.  
4.48.  The first such adjustm ent was considered 1 January 2021, based on the cumulative average  
grade weighted movement of the WTO salary scale between 2018 and 2020. However, the 
2% threshold was not reached at that time , so no adjustment was made to the dependency 
allowances on 1 January 2021.  
 
4.49.  Following the 3.1% adjustment of the WTO salary scale in 20 23, the cumulative movement of 
the WTO salary scale for the period 2018-2023 is  +4.6%. The 2% threshold has therefore been 
reached  and, in accordance with Annex 2 of the Staff Rules, a 4.6% adjustment of the dependency 
allowances will be made effective 1 January 2024.33 The budgetary impact amounts to CHF 250,000, 
necessitating a budget increase.  This is an unavoidable expense.  
Table 17 Other Staff Expenditure  
(in thousand Swiss Francs)  
Line Account Description  2023/  
ZNG 
Budget  2024 
inc/dec 
vs ZNG  2024 
Budg
et % 2024 
vs ZNG  2025 
inc/d
ec 2025 
Budg
et % 
2025 
vs 
2024  
v) Other Staff 
Expenditure  Staff / Travel and Removal  424 200 624 47.2%    624 0.0%  
  Staff / Installation Grant & 
Medical Examinations  285 0 285 0.0%    285 0.0%  
  Staff / Separation Grant  602 200 802 33.2%    802 0.0%  
  Staff / Negotiated 
Termination Indemnity  140 0 140 0.0%    140 0.0%  
  Staff / US Taxes  350 0 350 0.0%    350 0.0%  
v) Other Staff Expenditure Total   1,800  400 2,200  22.2%    2,200  0.0%  
 
4.50.  Other Staff Expenditure  includes the following elements for eligible staff: installation grant, 
negotiated termination indemnities, separation grants, expenditure for travel and removal at 
appointment and termination , and expenditure linked to the different methodologies applied  for the 
reimbursement of taxes pertaining to US taxpayers . 
4.51.  The proposed increases under Travel & Removal  are due to  a high number of retirements 
expected for 2024 and 2025, thereby increasing these two expenditure items. These are unavoidable 
expenditures . 
 
33 In accordance with Annex 2 of the Staff Rules, the adju stment of the dependency allowances is made 
on 1 January based on the cumulative movement of the WTO salary scale during the preceding 3 -year period 
or, as is the present case, the preceding 6 -year period.  WT/BFA/W/643  
 
- 30 - 
 
  Table 18 Section 2: Temporary Assistance  
(in thousand Swiss Francs)  
Section  Line 2023/ZNG 
Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/dec  2025 
Budget  % 
2025 
vs 
2024  
2. Temporary 
Assistance  i) Short -Term 
Staff 9,850  1,271  11,121  12.9%    11,121  0.0%  
  ii) Consulting  6,724  2,230  8,954  33.2%  500 9,454  5.6%  
  iii) Panellists  1,000  0 1,000  0.0%   1,000  0.0%  
Grand Total    17,575  3,500  21,075  19.9%  500 21,575  2.4%  
Table 19 Short -Term Staff  
(in thousand Swiss Francs)  
Section  Line Account 
Description  2023/  
ZNG 
Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 2024 
vs ZNG  2025 
inc/ 
Dec 2025 
Budget  % 
2025 
vs 
2024  
2. 
Temporary 
Assistance  i) Short -
Term Staff Short -Term Staff 
/ Salary  2,191  2,200  4,391  100.4%    4,391  0.0%  
    Short -Term Staff 
/ Pension  725 0 725 0.0%    725 0.0%  
    Short -Term Staff 
/ Health 
Insurance  200 0 200 0.0%    200 0.0%  
    Translators / 
Daily and 
Monthly  2,434  200 2,634  8.2%    2,634  0.0%  
    Translators / 
Special Service 
Contract  2,029  -2,029  0 -100.0%    0 # 
    Translators / 
Freelancers  0 100 100 100%   100 0.0%  
    Interpreters  1,755  800 2,555  45.6%    2,555  0.0%  
    Interns  516 0 516 0.0%    516 0.0%  
Grand Total     9,850  1,271  11,121  12.9%    11,121  0.0%  
 
4.52.  The budget for Short -Term Staff encompasses  the gross salary of temporary staff as well as 
related pension and health contributions, untaken leave at termination , and overtime. Furthermore, 
translators, interpreters , and interns are included under this category.  
4.53.  The increase in the use of short -term staff is a symptom of the real problem  faced by the 
Secretariat , which is the freeze in the number of regular posts at the same level as of 2011, 
compounded by the need to leave vacant dozens of posts simply to pay for other essential resources 
such as t echnology.  
4.54.  Hiring short term staff  is an initially attractive mechanism to bring in staff talent quickly and 
at lower costs34, at first glance, than regular staff. But such hiring generates significant  managerial 
expenses and opportunity costs. In particul ar, higher recruitment costs due to the constant churn of 
these posts, loss of institutional knowledge, constant need for training, and the use of less -
experienced staff drain the Secretariat's resources in less  visible but highly disruptive ways than the 
budget outlay for more experienced regular  staff. 
4.55.  In 2022, a Short -Term Needs Committee (STNC) was established, which includes the four 
DDGs, the Chief of Staff, AGSD Director, and HR Director, overseen by the Director -General. The 
Committee examines each request for short -term staff with the view to control expenditures for this 
category of resources, resulting in a significant reduction of contracts and expenditure from what 
had been requested. For example, in December 2022, out of 60 requests for short -term staff for 
2023, only 38 were approved (63%).  As a result of the Secretariat's efforts, expenditure on short 
term staff (including interpreters) is projected to be 2 4% less in 2023 than in 2022.  
 
34 On average, a fixed -term pos t costs as much as t wo short -terms  because short -term staff are not 
entitled to the majority of benefits regular staff has . WT/BFA/W/643  
 
- 31 - 
 
  4.56.  The Secretariat has also disciplined the automatic and immediate use of short -terms to fill in 
for sick leave and parental leave, which currently accounts for approximately 10% of short -terms.  
Furthermore, as regular  positions become vacant due to retirements or separation from service, 
senior ma nagement now reviews each vacant position to determine whether it should be advertised 
and filled without changes to the job description and grade, or whether the position should be re -
profiled, re -graded, or re -allocated to a different area of work. To fa cilitate re -deployment and re -
skilling of staff, the Secretariat is also undertaking the following sequential steps: (i) mapping of 
staff current structure; (ii) development of a competency framework; and (iii) skills mapping and 
gap analysis.  
4.57.  The Secretar iat is disciplining the use of short -term staff  but still needs flexibility to use short -
term staff where appropriate  to meet operational and Member needs . In 2023, the level of short -
term staff expenditures is projected to decrease considerably, by at least 21%. For 2024, the 
Secretariat proposes to cut the actual expenditure 2023 for short -terms by a further 30%. However, 
this still requires  increasing the  current budget .  
4.58.  Therefore, t he allocation for Short -Term Staff is increased by CHF 2.2 million. This amount 
recognizes the need to recruit temporary staff in times of workload peaks, given the fact that the 
number of regular  posts is finite . 
4.59.  With respect  to Translation , which comprises the budgets for daily/monthly translators, 
special service contracts, freelancers (all under Budget Line Short -Terms) and External Translators 
(under Budget Line Consulting), the overall expenditure has been streamlined to create efficiencies.  
4.60.  Over the past years, the translation budget has remained constant, despite  a higher workload 
(20 million words in 2020 v s 24 million words in 2022, an increase of more than 15%)  and a loss of 
10 permanent translation posts over the past ten years through attrition. Th ese efficiency gains have 
been made possible by streamlining the categories of external assistance and standardizing external 
translation rates.  
4.61.  Additional gains have also been obtained by leveraging language technologies , which has led 
to a higher productivity among translators .35 Moving forward, the Secretariat will expand the use of 
state-of-the-art machine translation systems to offer a new service for  non-sensitive  documents. To 
achieve this,  a light post -editing servic e, an edited machine translation , will be proposed, which 
although error free, will not be of the same standard of fluency as a human translation because that 
level of fluency is not required. These new projects can be funded through the savings explained 
above.  
4.62.  The economies made on translation have also enabled the Secretariat to launch a new service  
– corrected transcriptions of WTO meetings  – within existing resources. The Secretariat is working 
with advanced speech recognition engines to provide this service, with the aim of publishing meeting 
minutes faster, as requested by Members.  
4.63.  During the pandemic, the cost for freelance Interpreters nearly doubled because the rules 
of the profession cut in half the number of hours interpreters were permitte d to work during the 
course of a day when covering virtual meetings. This expenditure was linked to the introduction of 
virtual meeting tools, which resulted in an additional cognitive load as well as the negative impact of 
poor quality connection on inter preters. Freelance interpreters used by the WTO could therefore only 
cover one 3 -hour session per day instead of two 3 -hour sessions per day.  
4.64.  With the return to in -person meetings, the Secretariat negotiated a restoration of the normal 
working hours for freelance interpreters,  which  result ed in significant savings. In 2023, interpreters 
have returned to normal working hours, i.e., two 3 -hour-sessions per day. However, due to an 
increase in 2023 in the number of meetings that require interpretation, a budget  increase  of CHF 
800,00  is needed. The requested increase is CHF 700,00 0 lower than the proposed mid -term 
increase  of CHF 1.5 million.  
 
 
35 In 2021 the daily expected output for translators went from 1650 to 1914 words.  WT/BFA/W/643  
 
- 32 - 
 
  Table 20 Consulting  
(in thousand Swiss Francs)  
Section  Line Account 
Description  2023/  
ZNG 
Budget  2024 
inc/ 
dec vs 
ZNG 2024 
Budget  % 2024 
vs ZNG  2025 
inc/ 
Dec 2025 
Budget  % 
2025 
vs 
2024  
2. Temporary 
Assistance  ii) 
Consulting  Consulting Firms & 
Employment 
Agencies  3,253  500 3,753  15.4%  500 4,253  13.3%  
    Special Service 
Agreement  1,315  0 1,315  0.0%    1,315  0.0%  
    Translators / 
External 
Translator 
Contract  2,156  1,730  3,886  80.2%    3,886  0.0%  
Grand Total      6,724  2,230  8,954  33.2%  500 9,454  5.6%  
 
4.65.  Consulting includes temporary assistance provided by companies such as employment 
agencies and consulting firms, special service agreements with individuals , and external translator 
contractors.  
4.66.  In general, t he allocation to Consulting Firms & Employment Agencies mainly includes , in order 
of expenditure,  the budget for IT con sultants, the allocation for consultants working for the Human 
Resources Training Program , and consultants for  activities related to Technical Assistance.  The 
allocation for 2024 mainly includes , in order of projected expenditure,  consultants for the HR 
transformation in the areas of job classification, competency framework , and the digitalisation of the 
HR system relating to recruitment . 
4.67.  The additional allocation  for consultants in  2025 relates to projects in the a reas of digital  
transformation, especially the business continuity project, cyber security , and various projects linked 
to the digitalisation of access to documents and data , digitalisation of internal processes in HR and 
Finance, digitalisation of technical assistance , and others . 
4.68.  The allocation under Special Service Agreements includes individual consultants for specialized 
technical related courses, the Human Resources Training courses, trade & gender , and knowledge 
management.  
4.69.  The allocation under External Tra nslators is part of the overall translation budget (under 
Budget Line Short -Terms). The allocation of CHF 1 .73 million  in 2024 represents a shift between 
budget lines due to a re-organization of this area  to save costs and end special contracts in favo ur 
of a more regularized approach to short -term contracts . 
Table 21 Panellists  
(in thousand Swiss Francs)  
Line Account 
Description  2023/ZNG 
Budget  2024 
inc/dec vs 
ZNG 2024 
Budget  % 
2024 
vs ZNG  2025 
inc/dec  2025 
Budget  % 
2025 vs 
2024  
iii) Panellists  Panellist Fees  1,000  0 1,000  0.0%    1,000  0.0%  
 Grand Total    1,000  0 1,000  0.0%    1,000  0.0%  
 
4.70.  The budget for Panellists' Fees includes special service agreements with panellists and related 
experts.  No changes are foreseen under this budget line.  
4.2.2   Part B - Other Resources  
4.71.  Part B of the budget relates to expenditure for General Services, Travel and Hospitality, 
activities jointly funded by the WTO and third parties, as well as Capital and Financial Exp enditure.  WT/BFA/W/643  
 
- 33 - 
 
  4.2.2.1   General Services  
Table 22 Section 3: General Services  
(in thousand Swiss Francs)  
Section  Line Account 
Description  2023/
ZNG 
Budge
t 2024 
inc/dec 
vs ZNG  2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/ 
Dec 2025 
Budget  % 
2025 
vs 
2024  
3. 
General 
Services  i) 
Telecommunica -
tion & Post  Telecommunication  324 0 324 0.0%    324 0.0%  
    Post & Freight  217 0 217 0.0%    217 0.0%  
  ii) Contractual 
Services & 
Maintenance  Contractual 
Services  7,659  1,000  8,659  13.1%    8,659  0.0%  
    Equipment 
Maintenance  2,312  0 2,312  0.0%  120 2,432  5.2%  
    Building 
Maintenance  1,433  0 1,433  0.0%    1,433  0.0%  
    Insurance  194 0 194 0.0%    194 0.0%  
    Rental of Premises  15 0 15 0.0%    15 0.0%  
  iii) Energy & 
Supplies  Electricity  570 500 1,070  87.7%    1,070  0.0%  
    Water  54 0 54 0.0%    54 0.0%  
    Gas & Fuel  411 50 461 12.2%    461 0.0%  
    Supplies  931 0 931 0.0%  60 991 6.4%  
  iv) 
Documentation 
& Publication  Books  15 0 15 0.0%    15 0.0%  
    Subscriptions  385 100 485 26.0%    485 0.0%  
    Printing  320 0 320 0.0%    320 0.0%  
    Publications  438 0 438 0.0%    438 0.0%  
    Media & Public 
Relations  300 0 300 0.0%    300 0.0%  
  v) Other / 
Miscellaneous  Membership and 
Registration Fees  15 0 15 0.0%    15 0.0%  
    Advertising  20 0 20 0.0%    20 0.0%  
    Other / 
Miscellaneous  13 0 13 0.0%    13 0.0%  
Grand Total     15,626  1,650  17,276  10.6%  180 17,456  1.0%  
 
4.2.2.1.1   Contractual Services  & Maintenance  
4.72.   The budget line Contractual Services and Maintenance  includes the maintenance cost of 
the WTO buildings, Contractual Services, the maintenance of the IT-, security -, conference - and 
documents reproduction equipment , the insurances for the building and other equipment and the 
rental of premises for archiving  and storage facilities.  
Contractual services  
4.73.  The item for Contractual Services  includes  outsourced service contracts related to buildings 
and plant and equipment. These include  the cleaning contract, the contract for the outsourced 
security provider, the contribution to the UNICC , and the IT Service Desk . 
4.74.  The WTO uses the UNICC36 as the Internet Service provider, hosting all WTO public facing 
applications and services ( such as wto.org  and DOL), e -mail services, storage services, backup 
services, remote access solutions, and several security solutions . All such solutions are guaranteed 
a 24x7 support and access to  highly available infrastructure over several UNICC data centres in 
different geographical locations . 
 
4.75.  The WTO started moving large infrastructure components to  the UNICC since 2014 to avoid 
investment, operational costs , and increasing resource needs. This action resulted, on the one hand, 
 
36 The UNICC is an inter -agency facility providing information and communication technology services on 
a non -profit and cost recovery basis. As  the UNICC is part of the UN, its operations and hosting fall under UN 
legislation and data immunity protection. The UNICC prov ides a wide variety of standard and custom services to 
meet the requirements of many international organizations.  WT/BFA/W/643  
 
- 34 - 
 
  in a cost increase for UNICC ser vices, while allowing ITSD to reallocate resources to other areas, on 
the other hand.  
 
4.76.  In addition, there has been an increase in the portfolio  of services provided by the  UNICC  
relating to improved security, enterprise service management , and cloud servic es. There has also 
been a substantial cost increase for hosting WTO email infrastructure since 2022 as the WTO has  
been using UNICC mail service rather than Cloud hosting.  
 
4.77.  As a result, an increase for 2024 of CHF 900,000 is requested.  For 2025, an additional increase 
of CHF 100,000 is requested, which is linked to business continuity management  recommended by 
the External Auditors . 
 
4.78.  In addition, under the WTO Security  contract  outsourced  to a Swiss company "Protectas" , 
the salaries of the service provider had to be  increase d by 2.9% in 2022 following negotiations with 
the Geneva worker's union, which resulted in an increase of CHF 0.1 million for security services.  
This is an unavoidable expense.  
Equipment Maintenance  
4.79.  Under Equipment Ma intenance , the allocation for 2025 relates to the maintenance of the 
new security equipment which is planned to be installed in 2024.  
4.2.2.1.2   Energy and Supplies  
4.80.  Energy and Supplies  includes electricity, gas, fuel, water , and supplies for documents 
reproduction, IT, and office supplies.  
4.81.  Since the renovation of the CWR and the construction of the EM, the Secretariat has made 
continuous efforts to reduce energy  and water  consumption  through the optimization of technical 
installations and conservation measures . 
4.82.  In particular, low consumption lights with motion sensors were installed in most of the spaces, 
and low -flow faucets were installed in all washrooms.  The remaining spaces with traditional lighting 
will be soon equipped with low consumption lights.  To reduce expenditure on utilities, several actions 
were taken in 2022, including delaying turning  on the main heating system  in the morning , limiting 
heating temperatures in offices and conference rooms, extinguishing  exterior lights after 10 pm, 
banning standalone electric heaters, and reducing air conditioning during the summer period. Spaces 
that were poorly insulated and energy intensive, such as the Villa Rappard, were closed  in winter . 
4.83.  In addition, the Secretaria t seized the opportunity when rates dipped to negotiate new rates 
with the local electricity provider beginning in 2024.  
4.84.  All of these measures allow for a reduction of CHF 500,000 compared to the mid -term budget 
request.  
4.85.  As a result , a budgetary increase  for Electricity  of CHF 500,00 is requested  for 2024 , which 
is 50% less than the mid -term request.  
4.86.  In the same vein,  the budget increase for Gas is CHF 50,000, which is three times less than 
the mid -term budget request.  
4.87.  Under Supplies , the allocation for 202 5 relates to the yearly supplies of the new security 
equipment , which is planned to be installed in 2024.37  
4.2.2.1.3   Documentation and Publications  
4.88.  Documentation and Publications  relates to the purchase of books, subscriptions to 
magazines and newsfeed, the outsourced printing arrangements for publications, the cost of sales 
for publications , and rental of photography and filming services.  
 
37 See paras. 4.103.   - 4.105.   below.  WT/BFA/W/643  
 
- 35 - 
 
  4.89.  The Library budget was reduced in 2016 fr om CHF 600 ,000 to CHF  400,000. In 2022,  the 
increase in inflation  coupled with new demands  resulted in a spend of approximately CHF 600,000.  
4.90.  Key resources , such as the Financial Times , rose at an above average yearly rate of 7.37% , 
from GBP 31,560 in 2015 -16 to GBP 59,859 in 2021 -22. To cut costs, t he Library change d the 
subscription model from Secretariat -wide access to 150 named users at a reduced cost of GBP 51,942 
for 2022 -23. The licences will be further  reduce d to 100 users for an additional saving of  
approximately GBP 10,000.  
4.91.  In addition, t he Library will make additional cuts to contain costs, as reflected in the table 
below:  
Subscription changes  Action  Cost saving in  CHF*  
FT subscriber reduction from 2022   All > 150 users   9,000   
FT subscriber reduction proposed   150 > 100 users   11,000   
PressReader News services   Cancel altogether   33,000  
IHS Food & Agri Policy EU   
(previously Agri Europe)   Cancel altogether   29,000   
FT, NYT & other paper editions   Reduction of copies   15,000   
    97,000   
4.92.  While the Library has identified and provides access to an increasing number of resources at 
low or no cost via its website  and associated portals, a combination of new requests for access to 
better, bigger , and more costly data, combined with a growing need to mitigate possible copyright 
issues arising from sharing user -specific resources , increased  spending to pre-2016 level s. Notable 
examples include:  
• AirFinity data on vaccine production and dissemination added a yearly cost of 
GBP 63,000 in 2021 and 20 22, making it the new largest single cost that may need to 
be continued in the future;  and 
• Ongoing requests for more detailed Purchasing Managers' Indexes (PMIs)38 to expand 
the highly popular WTO Goods Trade Barometer  that would, if approved, add at least 
as much cost as AirFinity.  
4.93.  The requested budget increase of CHF 100,000 is needed to fund these  additional  requests.  
4.2.2.2   Travel and Hospitality  
Table 23 Section 4: Travel and Hospitality  
(in thousand Swiss Francs)  
Section  Line Account 
Description  2023/ZN
G Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 
2024 
vs ZNG  2025 
inc/
dec 2025 
Budget  % 
2025 
vs 
2024  
4. Travel & 
Hospitality  i) Travel  Air & Rail 
Transportation  4,878  750 5,628  15.4%    5,628  0.0%  
    Other Travel 
Related 
Expenditure / 
Out of Pocket  895 0 895 0.0%    895 0.0%  
    Accommodation 
/ Hotel / 
Meeting 
Facilities  1,400  0 1,400  0.0%    1,400  0.0%  
    Insurance / 
Participants  220 0 220 0.0%    220 0.0%  
 
38 The PMI is an  index of the prevailing direction of economic trends in the manufacturing and service 
sectors. It consists of a diffusi on index  that summarizes whether market  conditions are expanding, staying the 
same, or contracting as viewed by purchasing managers. The purpose of the PMI is to provide information 
about current and future business conditions to company decision -makers, analysts, and investors.  WT/BFA/W/643  
 
- 36 - 
 
  Section  Line Account 
Description  2023/ZN
G Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 
2024 
vs ZNG  2025 
inc/
dec 2025 
Budget  % 
2025 
vs 
2024  
  ii) Hospitality  Hospitality & 
Meeting 
Refreshments  214 0 214 0.0%    214 0.0%  
Grand Total     7,607  750 8,357  9.9%    8,357  0.0%  
4.94.  Travel includes the cost of transportation, per diem , and travel insurance for trade -related 
technical assistance, official missions , panellists , staff training, recruitment , and the external 
auditors.39 Each Division is allocated a yearly travel budget, and the Division can access its 
expenditures on a daily basis  to see if it is staying within budget . In addition, if a Division's monthly 
travel expenditure is on a trajectory  to exceed its budget, that Division and the appropriate Deputy 
Director -General are notified. Directors have been specifically instructed to limit unnecessary travel 
in light of the increase in the cost of travel as well as budget constraints. The impleme ntation of this 
instruction is Directors' responsibility, in consultation with the relevant Deputy Director -General, as 
needed.  
4.95.  It is not possible , however,  to cut all travel because some activities can be performed 
effectively only in an in -person format,  and Members often express strong preference for face -to-
face interaction. For example, during the pandemic it proved impossible to replace in -person 
TPR missions with virtual meetings, which has resulted in a backlog of TPRs. In addition, beneficiaries 
of technical assistance strongly prefer the face -to-face format of delivery (89% of respondents to 
TA questionnaire). Nevertheless, efforts are being made to consolidate trips and limit the number of 
staff participating.  
4.96.   Since 2022, the average price of air  tickets has increased by between 40 and 60% . In addition, 
hotel prices have increased as well . Therefore, despite the cost saving measures implemented 
relating to travel, an increase in the travel budget is requested . 
4.97.  Insurance/Participants  relates to the  travel insurance for WTO staff on mission as well as 
participants in trade policy courses.  
4.98.  Hospitality covers the divisional hospitality budget as well as hospitality related to technical 
assistance training courses and the Human Resources Training Progra m. 
4.2.2.3   Implementing Partners  
Table 24 Section 5: Implementing Partners  
(in thousand Swiss Francs)  
 
Section  Line 2023/  
ZNG 
Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 2024 
vs ZNG  2025 
inc/ 
dec 2025 
Budget  % 
2025 
vs 
2024  
5. Implementing 
Partners  i) Implementing 
Partners  213 0 213 0.0%    213 0.0%  
Grand Total    213 0 213 0.0%    213 0.0%  
 
4.99.  Implementing Partners  covers activities or events partly or jointly funded by the WTO and 
executed by third -party organizations. Examples are the WTO's contribution to the running costs of 
the International Labour Organization Administrative Tribunal, the International Service  for 
Remunerations and Pensions of the Coordinated Organizations, the UN Joint Purchasing Unit, the 
International Organization for Standardization (ISO) for the publishing of the ISO/WTO Directory of 
Standardizing Bodies Accepting the WTO Code of Good Prac tice, certain professional networks, the 
WTO Essay Award , and the contribution to the WTO Staff Assistance Fund.   No increase in this budget 
is sought.   
 
39 Approximately  58% of the travel budget is spent on technical assistance. Panellists  are the next 
largest, accounting for 11%, followed by trade policy reviews at 7%.  WT/BFA/W/643  
 
- 37 - 
 
  4.2.2.4   Capital Expenditure  
Table 25 Section 6: Capital Expenditure  
(in thousand Swiss Francs)  
Section  Line Account 
Description  2023/  
ZNG 
Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/ 
dec 2025 
Budget  % 2025 
vs 2024  
6. Capital 
Expenditure  i) Procurement 
of Fixed Assets  Office Furniture 
and Equipment  75 0 75 0.0%   75 0.0%  
    Computing 
Hardware  630 0 630 0.0%   630 0.0%  
    Computing 
Software  1,400  300 1,700  21.4%  200 1,900  11.8%  
    Audio Visual & 
Telecommunicati
on Equipment  250 0 250 0.0%   250 0.0%  
    Security 
Equipment  180 700 880 388.9
% -700 180 -79.5%  
    Vehicles  20 0 20 0.0%   20 0.0%  
  ii) Rental & 
Leasing of 
Equipment  Rental and 
Leasing of 
Equipment  540 0 540 0.0%   540 0.0%  
Grand Total     3,095  1,000  4,095  32.3
% -500 3,595  -12.2%  
 
4.100.   Capital Expenditure  comprises the purchase of audio -visual and telecommunications 
equipment, computing hardware and software, office furniture, security equipment, vehicles , and 
reproduction equipment and other equipment.  
4.101.   Under Computing Software , the allo cation for 2024 mainly includes the digitalisation of 
access to documents as well as the digitalisation of internal processes focusing on documentation . 
The allocation for 2025 includes the continuation of the projects mentioned for 2024, and the 
digitaliz ation of internal processes focusing on HR and Finance as well as the digitalisation of access 
to statistics and databases.  
4.102.   Under Audio Visual & Telecommunication Equipment , due to budget constraints in 2023 
and the urgency of the project,  the Secretariat is proposing to fund  the upgrade of the  audio-visual 
system  in WTO meeting and conference rooms  from the Building Renovation Fund.  
4.103.   Under Security Equipment , in 2024, the Secretariat proposes to fund  an urgent project 
linked to the update of the security equipment.  
4.104.   The existing security equipment was installed in 2017 and has an expected lifetime of 
approximately five years, after which dysfunctionalities may occur. Some dysfunctionalities have 
already been observed in the interconnection with the  HR-ERP system linked to e -registration, as 
well as in the area of access control. In addition, the software used is outdated and no longer 
compatible with new technologies. Furthermore, new cameras need to be installed in areas without 
visibility for secu rity, and the parking management system needs to be improved for safety reasons, 
and new access controls are needed in sensitive areas. The fire security system, the sound system 
for evacuation, and the anti -fire curtains need to be connected to be more re active and efficient in 
case of emergency.  
4.105.   The purchase and installation cost of the equipment is estimated at CHF 700,000 for 2024. 
In 2025, an installation cost is no longer necessary , and an additional allocation for the maintenance 
of the equipment (CH F 120,000)  as mentioned in paragraph  4.87.   and supplies for the equipment 
(CHF 60,000) as mentioned in paragraph 4.79.  must be included  under the respective budget lines 
above . 
4.106.   Rental and Leasing of Equipment  primarily includes the rental of reproduction equipment, 
security equipment for fire protection , and photocopiers.  No increase in funding is sought.  WT/BFA/W/643  
 
- 38 - 
 
  Table 26 Section 7: Financial Expenditure  
(in thousand Swiss Francs)  
Section  Line 2023/  
ZNG 
Budget  2024 
inc/ 
dec vs 
ZNG 2024 
Budget  % 2024 
vs ZNG  2025 
inc/ 
dec 2025 
Budget  % 2025 
vs 2024  
7. Financial 
Expenditure  i) Bank & Interest 
Charges  880 -500 380 -56.8%   380 0.0%  
  ii) Building Loan 
Reimbursement  1,200  0 1,200  0.0%   1,200  0.0%  
Grand Total    2,080  -500 1,580  -24.0%   1,580  0.0%  
 
4.107.   Financial Expenditure  includes bank fees and charges as well as the repayment of the 
building loan.  For 2024, the expendi ture under this item is  projected to reduce by CHF 0.5  million  
due to the change in market conditions.  
4.108.   Part C of the WTO budget is related to the contributions to the International Trade Centre, 
the Ministerial Conference Operating Fund , and the Building Renovation Fund.  
Table 27 Section 8: Contributions to ITC and Special Reserves  
(in thousand Swiss Francs)  
Section  Line 2023 /ZNG 
Budget  2024 
inc/dec 
vs ZNG  2024 
Budget  % 
2024 
vs 
ZNG 2025 
inc/dec  2025 
Budget  % 
2025 
vs 
2024  
8. Contributions 
to ITC & Special 
Reserves  i) Contribution to 
ITC 18,243  0 18,243  0.0%    18,243  0.0%  
  iii) Ministerial 
Conference 
Operating Fund  600 0 600 0.0%    600 0.0%  
  iv) Building 
Renovation Fund  600 0 600 0.0%    600 0.0%  
Grand Total    19,443  0 19,443  0.0%    19,443  0.0%  
 
4.109.   The allocation to the budget of the International Trade Centre is in accordance with a decision 
taken by the contracting parties on 22  November  1967 (SR.24/14) and Resolution 2297 (XXII) 
adopted by the United Nations General Assembly on 12  December  1967. As of 1  January  1968, the 
ITC has been operated jointly by UNCTAD and GATT. The WTO has since assumed the resp onsibilities 
of the GATT in this respect (WT/GC/M/3, item 6).  This budget requests includes the same amount 
for ITC as in 2023. The ITC will be presenting its budget request for 2024 -2025 separately . 
4.110.   The Ministerial Conference Operating Fund was establishe d in 1999 (WT/BFA/44) to even out 
the budget allocation for costs associated with Ministerial Conferences. The yearly allocation of 
CHF 600,000 has remained unchanged since 2005. No increase is requested for 2024 . 
4.111.   The Building Renovation Fund was establish ed at the end of 2015 to provide for the 
renovation costs for buildings and infrastructure over the medium - and long - term.  
4.3  2024 -2025  Budget Review by Output Chapter  
4.112.   Output Reporting was introduced during the biennium 2016 -2017. Therefore, the 202 4-2025 
budget represents the fifth biennium presented by Outputs. The entire WTO expenditure is recorded 
against outputs. The expenditure related to staff is collected on a quarterly basis, whereby individual 
staff members  indicate the  time spent on particular acti vities  under the main output chapters. All 
other expenditure is directly recorded against an output.  Output reporting is a useful tool in 
understanding general trends but not specific spending.  
4.113.   In an effort to ensure that staff assessments are as accurate as possible, the Secretariat has 
undertaken training for division coordinators as to the methodology and best practices for reporting.  WT/BFA/W/643  
 
- 39 - 
 
  Table 28 Projected Budget by Output Chapter  2024 -2025  
(in thousand Swiss Francs)  
Output  2023 
Budget  % 2024 
Projected 
Budget  % 2025 
Projected 
Budget  % 
1 Facilitating Negotiations  9,500  5% 8,500  4% 8,000  4% 
2 Administering Agreed 
WTO Rules  53,200  27% 64,000  30% 63,000  30% 
3 Monitoring Trade Policies  26,000  13% 26,000  12% 28,500  13% 
4 Settling Disputes  32,000  16% 28,000  13% 29,000  14% 
5 Capacity building  42,000  21% 44,000  21% 44,500  21% 
6 Assisting Accessions  5,000  3% 5,259  3% 4,980  2% 
7 Conducting Research  15,000  8% 20,000  9% 20,000  9% 
8 Reaching out  14,504  7% 16,000  8% 15,719  7% 
Grand Total  197,204  100%  211,759  100%  213,699  100%  
 
4.114.   Facilitating Negotiations  - This output chapter includes all committees and negotiating 
groups related to Negotiations , such as the Trade Negotiations Committee and other negotiating 
bodies , includ ing the Negotiating Group on Rules (Fisheries Subsidies) . The projected expenditure 
for 202 4 amounts to CHF 8.5 million  and CHF  8 million for 2025. The projected expenditure for 2024 
is higher because it  is a Ministerial year.  
4.115.   Administering Agreed WTO Rules  - This output chapter includes the Ministerial 
Conference, all committees related to the General Council and its Bodies, Committees related to the 
Council for Trade in Goods and its Subsidiary Bodies, Committees related to the Council for Trade in 
Services and its Subsidiary Bodies, and the Council for Trade -Related Aspects of Intellectual Property. 
The expenditure is estimated at CHF 64 million for 202 4 and at CHF 63 mi llion for 2025 . Under  output  
category  Facilitating Negotiations, the expenditure for 202 4 is projected at a higher level, as 2024 is 
a Ministerial year, in which the expenditure is traditionally higher.  
4.116.   Monitoring Trade Policies  - This output chapter mainl y comprises expenditure related to 
the WTO Trade Policy Review Body, Trade Policy Reviews , and Trade Policy Monitoring, as well as 
Notifications on WTO Agreements. The projected expenditure amounts to CHF 26 million for 2024 
and CHF 28.5 million for 2025. The lower expenditure in 2024 is linked to a lack of staff resources  
due to retirements , as a result of which  a reduced number of trade policy reviews can be conducted.  
4.117.   Settling Disputes - This output chapter includes the Dispute Settlement Body, as well as 
pre-dispute activities, panels, and arbitrations. The expenditure is estimated at CHF  28 million for 
2024 and CHF 29 million for 2025, as the activity is projected to slightly increase . 
4.118.   Capacity Building - This output chapter comprises all activities re lated to capacity building 
courses and training; the Aid for Trade work program; trade and gender activities; the development 
and monitoring of the TA Plan; and the contribution to the budget of the International Trade Centre. 
Similar to previous years, t he expenditure is estimated at CHF  44 million for 202 4 and at 
CHF 44.5 million for 2025 . 
4.119.   Assisting Accessions - This output chapter includes all activities related to accessions. The 
expenditure is estimated at CHF 5. 3 million for 202 4 and slightly lower  for 2025 (CHF 5 million) . 
4.120.   Conducting Research - This output chapter relates to the WTO's publications such as the 
World Trade Report, the WTO Annual Report and other research reports and papers ; trade statistics 
and monitoring ; as well  as the support of WTO publications. The projected expenditure is 
CHF 20 million for 202 4 and 2025, respectively.  
4.121.   Reaching Out - This output chapter includes all outreach activities of the WTO, such as 
general press relations, general outreach to Members a nd the private sector, key outreach events 
such as the Public Forum and the Open Day , and work done with other international organizations. 
The expenditure is projected to be CHF  16 million for 202 4 and 15.7 million for 2025 . WT/BFA/W/643  
 
- 40 - 
 
  5  ASSESSED CONTRI BUTIONS  
5.1  Asse ssed Contributions for Members  
5.1.  The proposed assessed contributions for Members amount to CHF 209,900,000  for 202 4, an 
increase of  7.4%. The following scale of contributions has been prepared based on a minimum 
contribution of 0.015% as per Financial Regulation 12.  
Table 29 Proposed Scale of Assessed Contributions for 202 4 
(in Swiss Francs)  
Members  2023 
Contribution  
CHF 2023  
Contribution  
% 2024  
Contribution  
CHF 2024  
Contribution  
% 
Afghanistan  37,145  0.019%  37,782  0.018%  
Albania  44,965  0.023%  48,277  0.023%  
Angola  240,465  0.123%  241,385  0.115%  
Antigua and Barbuda  29,325  0.015%  31,485  0.015%  
Argentina  637,330  0.326%  656,987  0.313%  
Armenia  44,965  0.023%  48,277  0.023%  
Australia  2,531,725  1.295%  2,714,007  1.293%  
Austria  1,943,270  0.994%  2,086,406  0.994%  
Bahrain, Kingdom of  224,825  0.115%  220,395  0.105%  
Bangladesh  420,325  0.215%  465,978  0.222%  
Barbados  29,325  0.015%  31,485  0.015%  
Belgium  3,626,525  1.855%  3,908,338  1.862%  
Belize  29,325  0.015%  31,485  0.015%  
Benin  33,235  0.017%  35,683  0.017%  
Bolivia, Plurinational State of  87,975  0.045%  90,257  0.043%  
Botswana  60,605  0.031%  62,970  0.030%  
Brazil  2,111,400  1.080%  2,315,197  1.103%  
Brunei Darussalam  52,785  0.027%  62,970  0.030%  
Bulgaria  340,170  0.174%  375,721  0.179%  
Burkina Faso  39,100  0.020%  44,079  0.021%  
Burundi  29,325  0.015%  31,485  0.015%  
Cabo Verde  29,325  0.015%  31,485  0.015%  
Cambodia  168,130  0.086%  191,009  0.091%  
Cameroon  62,560  0.032%  67,168  0.032%  
Canada  4,658,765  2.383%  4,934,749  2.351%  
Central African Republic  29,325  0.015%  31,485  0.015%  
Chad 31,280  0.016%  31,485  0.015%  
Chile 662,745  0.339%  730,452  0.348%  
China  21,031,890  10.758%  23,464,721  11.179%  
Colombia  459,425  0.235%  484,869  0.231%  
Congo  64,515  0.033%  52,475  0.025%  
Costa Rica  172,040  0.088%  180,514  0.086%  
Côte d'Ivoire  109,480  0.056%  119,643  0.057%  
Croatia  244,375  0.125%  266,573  0.127%  
Cuba 101,660  0.052%  96,554  0.046%  
Cyprus  154,445  0.079%  174,217  0.083%  
Czech Republic  1,460,385  0.747%  1,570,052  0.748%  
Democratic Republic of the Congo  125,120  0.064%  142,732  0.068%  
Denmark  1,554,225  0.795%  1,687,596  0.804%  
Djibouti  33,235  0.017%  37,782  0.018%  
Dominica  29,325  0.015%  31,485  0.015%  
Dominican Republic  173,995  0.089%  184,712  0.088%  
Ecuador  199,410  0.102%  218,296  0.104%  
Egypt  502,435  0.257%  552,037  0.263%  
El Salvador  80,155  0.041%  86,059  0.041%  WT/BFA/W/643  
 
- 41 - 
 
  Members  2023 
Contribution  
CHF 2023  
Contribution  
% 2024  
Contribution  
CHF 2024  
Contribution  
% 
Estonia  181,815  0.093%  201,504  0.096%  
Eswatini  29,325  0.015%  31,485  0.015%  
European Union40 0  0.000%  0  0.000%  
Fiji 29,325  0.015%  31,485  0.015%  
Finland  854,335  0.437%  921,461  0.439%  
France  7,387,945  3.779%  7,713,825  3.675%  
Gabon  46,920  0.024%  48,277  0.023%  
The Gambia  29,325  0.015%  31,485  0.015%  
Georgia  74,290  0.038%  79,762  0.038%  
Germany  14,058,405  7.191%  15,016,246  7.154%  
Ghana  189,635  0.097%  201,504  0.096%  
Greece  629,510  0.322%  696,868  0.332%  
Grenada  29,325  0.015%  31,485  0.015%  
Guatemala  142,715  0.073%  155,326  0.074%  
Guinea  43,010  0.022%  50,376  0.024%  
Guinea -Bissau  29,325  0.015%  31,485  0.015%  
Guyana  29,325  0.015%  31,485  0.015%  
Haiti 29,325  0.015%  31,485  0.015%  
Honduras  76,245  0.039%  83,960  0.040%  
Hong Kong, China  5,501,370  2.814%  5,818,428  2.772%  
Hungary  1,057,655  0.541%  1,139,757  0.543%  
Iceland  86,020  0.044%  88,158  0.042%  
India 4,576,655  2.341%  5,027,105  2.395%  
Indonesia  1,626,560  0.832%  1,765,259  0.841%  
Ireland  3,669,535  1.877%  4,158,119  1.981%  
Israel  907,120  0.464%  990,728  0.472%  
Italy 4,940,285  2.527%  5,257,995  2.505%  
Jamaica  50,830  0.026%  52,475  0.025%  
Japan  7,411,405  3.791%  7,741,112  3.688%  
Jordan  152,490  0.078%  155,326  0.074%  
Kazakhstan                               432,055  0.221%  478,572  0.228%  
Kenya  123,165  0.063%  130,138  0.062%  
Korea, Republic of  5,350,835  2.737%  5,719,775  2.725%  
Kuwait, the State of  512,210  0.262%  537,344  0.256%  
Kyrgyz Republic  33,235  0.017%  35,683  0.017%  
Lao People's Democratic Republic  56,695  0.029%  58,772  0.028%  
Latvia  170,085  0.087%  188,910  0.090%  
Lesotho  29,325  0.015%  31,485  0.015%  
Liberia  29,325  0.015%  31,485  0.015%  
Liechtenstein  66,470  0.034%  71,366  0.034%  
Lithuania  318,665  0.163%  361,028  0.172%  
Luxembourg  1,059,610  0.542%  1,167,044  0.556%  
Macao, China  230,690  0.118%  232,989  0.111%  
Madagascar  33,235  0.017%  35,683  0.017%  
Malawi  29,325  0.015%  31,485  0.015%  
Malaysia  1,837,700  0.940%  1,949,971  0.929%  
Maldives  29,325  0.015%  31,485  0.015%  
Mali 41,055  0.021%  44,079  0.021%  
Malta  158,355  0.081%  182,613  0.087%  
Mauritania  29,325  0.015%  31,485  0.015%  
Mauritius  50,830  0.026%  48,277  0.023%  
Mexico  3,935,415  2.013%  4,294,554  2.046%  
 
40 The European Union is not subject to contributions. However, its 27 members are assessed 
individuall y. The total share of members of the European Union represents 31.05%  of the total contributors in 
2024.  WT/BFA/W/643  
 
- 42 - 
 
  Members  2023 
Contribution  
CHF 2023  
Contribution  
% 2024  
Contribution  
CHF 2024  
Contribution  
% 
Moldova, Republic of  39,100  0.020%  44,079  0.021%  
Mongolia  64,515  0.033%  71,366  0.034%  
Montenegro  29,325  0.015%  31,485  0.015%  
Morocco  381,225  0.195%  411,404  0.196%  
Mozambique  60,605  0.031%  65,069  0.031%  
Myanmar  136,850  0.070%  138,534  0.066%  
Namibia  43,010  0.022%  44,079  0.021%  
Nepal  62,560  0.032%  69,267  0.033%  
Netherlands  5,778,980  2.956%  6,206,743  2.957%  
New Zealand  465,290  0.238%  489,067  0.233%  
Nicaragua  52,785  0.027%  54,574  0.026%  
Niger  29,325  0.015%  31,485  0.015%  
Nigeria  523,940  0.268%  558,334  0.266%  
North Macedonia  66,470  0.034%  73,465  0.035%  
Norway  1,178,865  0.603%  1,271,994  0.606%  
Oman  304,980  0.156%  335,840  0.160%  
Pakistan  373,405  0.191%  407,206  0.194%  
Panama  220,915  0.113%  224,593  0.107%  
Papua New Guinea  60,605  0.031%  71,366  0.034%  
Paraguay  109,480  0.056%  121,742  0.058%  
Peru 422,280  0.216%  459,681  0.219%  
Philippines  871,930  0.446%  915,164  0.436%  
Poland  2,537,590  1.298%  2,737,096  1.304%  
Portugal  817,190  0.418%  873,184  0.416%  
Qatar  633,420  0.324%  667,482  0.318%  
Romania  834,785  0.427%  921,461  0.439%  
Russian Federation  3,210,110  1.642%  3,536,815  1.685%  
Rwanda  29,325  0.015%  31,485  0.015%  
Saint Kitts and Nevis  29,325  0.015%  31,485  0.015%  
Saint Lucia  29,325  0.015%  31,485  0.015%  
Saint Vincent and the Grenadines  29,325  0.015%  31,485  0.015%  
Samoa  29,325  0.015%  31,485  0.015%  
Saudi Arabia, Kingdom of  1,839,655  0.941%  1,954,169  0.931%  
Senegal  48,875  0.025%  50,376  0.024%  
Seychelles                               29,325  0.015%  31,485  0.015%  
Sierra Leone  29,325  0.015%  31,485  0.015%  
Singapore  4,885,545  2.499%  5,350,351  2.549%  
Slovak Republic  795,685  0.407%  847,996  0.404%  
Slovenia  342,125  0.175%  375,721  0.179%  
Solomon Islands  29,325  0.015%  31,485  0.015%  
South Africa  856,290  0.438%  913,065  0.435%  
Spain  3,753,600  1.920%  3,960,813  1.887%  
Sri Lanka  179,860  0.092%  182,613  0.087%  
Suriname  29,325  0.015%  31,485  0.015%  
Sweden  2,023,425  1.035%  2,166,168  1.032%  
Switzerland  3,763,375  1.925%  4,038,476  1.924%  
Chinese Taipei  3,014,610  1.542%  3,284,935  1.565%  
Tajikistan  29,325  0.015%  31,485  0.015%  
Tanzania  80,155  0.041%  81,861  0.039%  
Thailand  2,387,055  1.221%  2,493,612  1.188%  
Togo 29,325  0.015%  31,485  0.015%  
Tonga  29,325  0.015%  31,485  0.015%  
Trinidad and Tobago  78,200  0.040%  79,762  0.038%  
Tunisia  172,040  0.088%  180,514  0.086%  
Türkiye  1,978,460  1.012%  2,140,980  1.020%  WT/BFA/W/643  
 
- 43 - 
 
  Members  2023 
Contribution  
CHF 2023  
Contribution  
% 2024  
Contribution  
CHF 2024  
Contribution  
% 
Uganda  60,605  0.031%  65,069  0.031%  
Ukraine  523,940  0.268%  587,720  0.280%  
United Arab Emirates  2,963,780  1.516%  3,060,342  1.458%  
United Kingdom  7,274,555  3.721%  7,667,647  3.653%  
United States of America  22,808,985  11.667%  23,983,174  11.426%  
Uruguay  125,120  0.064%  132,237  0.063%  
Vanuatu  29,325  0.015%  31,485  0.015%  
Venezuela, Bolivarian Republic of  404,685  0.207%  306,454  0.146%  
Viet Nam  2,107,490  1.078%  2,401,256  1.144%  
Yemen  62,560  0.032%  39,881  0.019%  
Zambia  72,335  0.037%  77,663  0.037%  
Zimbabwe    46,920  0.024%  48,277  0.023%  
TOTAL  195,500,000  100.000%  209,900,000  100.000%  
 
 
__________