RESTRICTED  
  
WT/BFA/W/305  
 
28 June 2013  
(13-3377)  Page: 1/10  
Committee on Budget, Finance and Administration   
 
 MANAGEMENT OF THE WTO SECRETARIAT 2005-2013 
RIGOR, TRANSPARENCY, E FFICIENCY, MODERNISATION 
1.1.  Pascal Lamy has been the longest serving WTO Director-General, with two mandates (2005-
2009 and 2009-2013). This eight-year period allowed for the planning and implementation of a 
series of changes in management, aimed at mode rnising the functioning of the Secretariat.  
1.2.  This handover paper summarises the most salient changes introduced in the management of 
the WTO Secretariat between 2005-2013. Three broad priorities were pursued: 
 a more rigorous and efficient use of financial resources, 
 the modernisation of human resources management, and 
 the upgrading of information technology and revamping of information management. 
1.3.  In addition to this, a "one WTO campus" was devised and implemented on time and within 
the budget. 
1.4.  These management changes are often invisible to Members, pertaining to what is sometimes 
dubbed as the "back office" of the Organization. But staff working in the so-called "support areas", 
is an essential ingredient to the smooth functioning of the Organization and to its ability to deliver on its mandate. Modernisation in the management of the Secretariat is also a driver of efficiencies, 
simplification of procedures and better value for money. A lot of this has happened in the last eight 
years.  
1.5.  Three ingredients have been essential to the success of these changes: 1.6.  First and foremost, the efforts by Secretariat staff at all levels to adapt to changes. 
Numerous cost cutting initiatives have required re-inventing the manner in which the Secretariat 
works. Others have required reallocating resource s and re-training. Other reforms, such as those 
aimed at addressing the grading structure, althou gh clearly needed and required by Members and 
t h e  E x t e r n a l  A u d i t o r ,  h a v e  b e e n  h a r d  f e l t  b y  staff, especially the younger generation who has 
joined the Secretariat at lower grades. During this period, the WTO Secretariat has managed to 
maintain its staffing levels and the essence of the working conditions, at a time when other 
organisations were suffering important budgetary and staffing cuts, and this has been recognised 
by WTO staff. The important lesson from these changes is that managers and staff need to be engaged in any change process: it needs to be felt and understood by all.  
1.7.  The second ingredient has been the cons tant and consistent budgetary support from WTO 
Members, even at a time when budgetary constraints have been evident in many major 
contributors. Secretariat management has been honest and modest in its budgetary requirements, following the principle of "not asking for what you do not need". In turn, Members have by and 
large provided the required budgetary support to the Secretariat.  
1.8.  The third ingredient has been the advanced planning, inclusiveness and the tight 
management of the change process. A large part of the initiatives undertaken in this area, in 
particular those related to human resources management, were identified through a bottom-up 
process launched in 2006 under the "WTO Version-3" project. All staff was invited to contribute WT/BFA/W/305 
 
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  individually or through the relevant internal bodies. It culminated with a set of decisions adopted 
in 2008 which have been gradually implemented. In so doing, preference has been given to 
anchoring reform in policies and rules over practices. 
1.9.  The end result is a stronger, more modern and better equipped Secretariat. But there 
remains work to be done.  
1.10.  Despite constant reforms and cost-cutting measures, zero nominal growth budgets will not 
be sustainable over time without revisiting organi sational priorities and reviewing the fundamental 
tasks that the Secretariat is asked to perform. A clear example is the increase in the dispute 
settlement activities. All other activities remaining stable, but a surge in the dispute settlement activities as we know them today will inevitably lead to additional spending in staffing, translation and revision of documents, as a recent paper pr oduced by the Appellate Body shows. Not every 
increase in the WTO activities will be able to  be absorbed through reallocation of staff and 
efficiency gains.  
1.11.   On the human resources front, work remains to devise a system which provides for the 
advancement in staff responsibilities and corresponding salary progression, particularly to younger 
staff, in a tight budgetary environment. The immi nent departure of an important segment of WTO 
staff currently on top graded positions provides an  opportunity in this respect. Work also remains 
to devise means to recognise and reward staff excellence in addition to the existing financially-
focused performance rewards. Finally, maintainin g a serious budget for training and improvement 
of staff skills will be essential as will be the ability to staff to continue to exercise mobility outside the organization.  
1.12.  On the IT front, a constant expenditure will be needed to keep the Organization up to speed 
with the rapid evolution of technology, not to mention the investment required to upgrade the various WTO databases.  
1.13.  On the building and facilities front, the WTO now owns a much enlarged headquarters. It 
will be important to ensure that adequate funding is made available to maintain the premises.  
1.14.  In sum, the administration of the organization is today stronger, more efficient and 
transparent. It will require constant gardening in th e future to ensure it keeps up with the speed in 
the changes in the external financial an d overall administrative environments.  
2  A RIGOROUS AND EFFICIENT USE OF FINANCIAL RESOURCES 2.1  A prudent budget management  
2.1.  The annual growth in the WTO budget has been  gradually brought to zero in the last 8 years. 
In its first 10 year of existence (1995-2005) the WTO budget rose by an average of 4.8% per 
year. In the last 8 years (2005-2013), the averag e annual growth rate has been reduced almost 
threefold to 2% per year. With a tight fisca l environment in the economies of major WTO 
contributors, the WTO budget has remained flat in  CHF over the last three years (zero nominal 
growth) except for an increase of CHF 1.2 million in 2013 to cover for the first time repayment of 
the 50 year, CHF 60 million interest-free loan cont racted as part of the Building Project.  
2.2.  The Secretariat achieved CHF 25 million of budgetary savings in the last 7 years (2006-
2012), compared to CHF 13 million in the prior 10 years (1996-2005). These savings have been largely achieved through a better use of resources by the Secretariat. 
2.3.  The budgetary savings obtained over the last 7 years have led to a net surplus of CHF 49 
million, compared to CHF 6 million in the prior 10 years (1996-2005). The surplus is calculated by adding budgetary savings, additional miscellaneous income and changes in the provision for 
contributions in arrears. 
2.4.  The number of Members subject to Administrative Measures has been reduced during the last 
8 years from 28 to 6 Members at the end of 2012. Thirteen Members with long outstanding arrears 
accepted payment plans between 2009 and 2012.The  total amount of contributions outstanding 
has been reduced by CHF 6.2 million during the same period.  WT/BFA/W/305 
 
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  2.5.  Of the surpluses generated over the last 7 years, the General Council has approved to return 
of CHF 12.3 million to Members to reduce contributions as well as setting aside CHF 19.6 million to fund specific expenditure related to the Building Project. 
2.2  Improvement in the govern ance of financial resources 
2.6.  The Secretariat implemented a new resource management system at the start of 2012 to 
capture expenditure by output or activity. The system has been fully constructed with existing resources. This Activity Based Budget provides information of the expenditure incurred by the 
Secretariat in approximately 200 output areas or activities. This will allow the Secretariat to better 
manage the allocation of its resources on the various output areas and enhance management accountability at all levels within the Secretariat. Members will be able to take better informed decisions regarding the services provided by the Secretariat 
2.7.  The interaction between Members and the External Auditor has also been enhanced: he now 
meets annually with the Committee on Budget, Finance and Administration to present his report, 
address questions and receive suggestions on audits to be conducted. 
2.8.  An Internal Audit Office was set up in March 2008, to ensure "value for money", i.e. to verify 
the reliability and integrity of financial and bu dgetary information, to ensure the economy and 
efficiency with which financial resources are utilised and accounted for and to identify opportunities 
for improvement. 
2.9.  On the basis of annual plans established in  co-operation with the external auditors, the 
Internal Audit Office has conducted seven audits containing one hundred and eighty two recommendations for corrective action, of which one hundred and fifty six were significant. 77% of 
the significant recommendations have been completed and the rest have a clear roadmap for 
implementation. The Internal Audit Office has prod uced a "Delegation of Authority", comprising the 
various acts of authorisation and responsibilities within the meaning of staff regulations, on which 
the Director-General formally delegates such authority. This document will go a long way in 
enhancing accountability, strengthening internal controls and guiding the Secretariat in carrying out various transactions and activities.  
2.10.  With a view to ensuring greater transparen cy and comparability of financial statements, the 
Secretariat has implemented the International Public Sector Accounting Standards (IPSAS) at the 
WTO in 2012. This has been largely achieved with existing in-house resources and systems. The implementation of accrual accounting led to the progressive recording of CHF 13 million of 
provisions related to short-term employee benefi ts. These provisions could be recorded through 
savings achieved in executing the budget. The implementation of IPSAS also provides the "true and fair view" of the financial situation of the WTO Secretariat and the disclosure of the unfunded 
liabilities towards the pension and after service he alth insurance benefits which amounted to some 
CHF 820 million.  
2.11.  The Secretariat established a risk management  system specific to the Building Project at the 
start of the construction in 2009 and launched a comprehensive one covering the Secretariat as 
from the end of 2012, as part of best practices in  the governance of an international organization. 
Key risks faced by the Secretariat will be presented annually to the Committee on Budget, Finance and Administration. 
2.3  Better value for money through revamped procurement 
2.12.  The launch of the Building Project in 2008 required the Secretariat to significantly reinforce 
its Procurement function. The objective was to rais e the level of professionalism and to increase 
the procurement capacity, in order to implement the large procurement exercises required by the 
Building Project (procurement amounted to aro und CHF 100 million). The Secretariat externally 
recruited 4 staff between 2008 and 2011, raising the total staff in procurement to 6. A new 
procurement policy and a comprehensive procurement manual were adopted in 2009. An in-house 
contract committee was set up to review and approve procurements. These efforts allow the development of a greater competitive bidding  culture and better value for money.  WT/BFA/W/305 
 
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  3  MODERNISING MANAGEMENT OF HU MAN RESOURCES THROUGH POLICIES  
3.1.  The most important asset of the WTO Secretariat is its highly skilled and competent staff. 
Human resources management is a key area in moving the Secretariat towards a more modern, 
engaged and efficient Organization. Over the last eight years, the Secretariat has embarked in a 
process of modernization, streamlining and clarif ying HR policies and practices, following the 
recommendations of the "Secretariat Version 3" project. An evolution, not a revolution. The main objective has been to ensure a more effective use of human resources in meeting the demands of 
Members as well as to raise performance and reinforce transparency and accountability in 
management. 
3.2  Recruitment: selecting based on meri t – ensuring a more diverse Secretariat 
3.2.  Between 2005 and 2012 the WTO permanent staffing has grown modestly from 614 to 673 
(including 33 positions to consolidate temporary staff, EIF Secretariat and STDF staff). All 
recruitments have been done through competitive processes, including for DDGs and Directors. Recruitment has remained firmly anchored in the principle of merits. However, serious efforts have 
been undertaken to improve diversity in Secretariat staff, both geographical and gender, including 
by using external vacancy notices in virtually all recruitments. Since 2010 progress in this front is 
captured in an annual report on diversity. Despite low staff turnover in the Secretariat and low 
staff growth over the last several years, the pe rcentage of professional staff from Developing 
Countries (from 28% to 32%) and LDCs (from 2% to 6%) has improved and the nationalities of staff working in the Secretariat has increased from 67 in 2005 to 82 in 2012 (see Annex).  
3.3.  In terms of gender balance, there has been an important improvement since 2005 with 44% 
of professional staff being female compared to just over 39% 7 years ago. Overall 55% of the 
Secretariat staff is female. While there were no female members of senior management in 1995, the number of female Directors has increased from two in 2002 to seven in 2012. In 2005 the first 
ever female Deputy Director-General was appointed. 
3.3  Better allocation of human resourc es through planning and job profiling 
3.4.  Between 2006 and 2013, 23 posts were internally reallocated from corporate management 
and oversight functions to trade-related functions to meet the changing demands in areas such as 
trade policy reviews, economic research, legal affairs, development, environment and services. The net increase of resources to trade-related functions has been +13% since 2006. The reallocation of resources has been facilitated by the introduction of divisional output plans which 
provide clear links between divisional outp ut priorities and human resources needs. 
Allocation of resources 2006 2013 Difference 
2006-2013 Variance 
Trade related functions 253 286 + 33 +13% 
Corporate management and oversight 
functions 382 360 (-22) -6% 
 
3.5.  Recruitment, mobility, training, career de velopment and more generally, the allocation of 
resources will be facilitated by the profiling of all jobs in the Secretariat. This entails describing the 
current job roles and requirements needed both at an organizational (generic job profiles) and an 
individual (individual job profiles) level in the Secretariat - which has just been completed. 
3.4  Improving Performance Management  and Better Rewarding of Excellence 
3.6.  The WTO Secretariat performance policy was enhanced in 2010 to further strengthen the 
focus on active management, to improve training in evaluation and to tackle underperformance. In 
2011 an on-line performance management tool was put in place. 
3.7.  The performance reward system - non-pensionable lump-sum bonuses paid to selected staff 
with top performance ratings on their annual evalua tion – was also reviewed in 2011. The revised 
reward system raises the bar to target most meritorious performance. Improved checks and 
balances were also introduced to ensure greater fairness, including consistency in applying WT/BFA/W/305 
 
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  performance standards across the Secretariat. Tran sparency has been enhanced by publishing a 
succinct explanation of the reasons for which recipients were rewarded. 
3.5  More and better focused Tr aining and Career Development 
3.8.  A new WTO Learning Policy was introduced in 2005, with Members granting an increase in 
the budget for staff development activities. This action brought the WTO in line with typical 
spending on training in other International Organizations. In addition to traditional language skills training, emphasis has been placed on performance management, on training of trainers for TA-
related activities, as well as on-the-job support via coaching, shadowing and networking. 
3.9.  In 2011 a new policy on upgrades and promotions was adopted. It placed increased emphasis 
on organizational need and individual capability rather than on time in grade. It eliminated 
spontaneous candidatures for promotions (so-called "self-promotions"), as well as long-service 
promotions. The number of in-situ promotions remained at around 50 annually until 2010 when 
the numbers were gradually reduced, with no promotions taking place in 2012. This move was aimed at addressing the functional as well as budgetary implications of maintaining a large number 
of in-situ promotions. These large numbers historically led to a grade creep, in a context of low 
staff turnover, an increase in the retirement age from 62 to 65 and budgetary constraints. The rebalancing of the overall Secretariat structure has also been aided by a recruitment policy to 
recruit at entry-level grades (Grade 6 for professional staff and Grades 3 for support staff), except 
where duly justified (see Annex). In the future the rebalancing will also be helped by the imminent 
retirement of an important segment of WTO staff currently at higher grades. While the rebalancing has been requested on numerous occasions by Members in the budget committee and by the 
External Auditor, it is fair to say that it has been hard felt by staff in the Secretariat, especially by 
young staff in lower grades. 
3.10.  Given a traditionally low staff turnover both  internal and external mobility of staff have 
become increasingly key to career developmen t. Between 2005 and 2013 over 200 instances of 
internal mobility has taken place. The WTO has also  recently joined a number of IFIs including the 
IMF, OECD, BIS, in signing a framework agreemen t facilitating external mobility between these 
organizations. 
3.6  Improved transparency and reportin g on Human Resource Management in the 
Secretariat 
3.11.  As part of the effort to ensure greater tr ansparency and facilitating the understanding of HR 
rules, regulations, policies and practices, an on-line administrative manual was created. This on-
line tool allows WTO staff easy access to rules, regulations and administrative information on human resources, including the WTO Pension Plan, Financial Rules and Regulations and WTO 
Framework Agreements.  
4  UPGRADED INFORMATION TECHNOLO GY AND INFORMATION MANAGEMENT 
4.1.  Between 2005 and 2013 the WTO Secretariat went through a mini-IT revolution, updating its 
infrastructure, streamlining processes and policies while ensuring that day to day operations would 
function with minimum disruptions. 
4.2  Solid IT foundations by investin g in state of the art infrastructure 
4.2.  A brand new server infrastructure and a Data Centre were built and a state of the art security 
platform was developed to protect the organization against external threats and attacks. WIFI 
connectivity has been provided in the entire WTO campus. Remote access has been granted to staff, panellists and to outsourced translators. The Video conference services were upgraded to 
meet growing needs and thereby reduce official trav el. All conference facilities have been equipped 
with modern technology ranging from room control to video conferencing and sound systems. All users now have Windows 7 and Office 2010 environment. Automation and office tools have been 
made available to speed up document preparatio n processes. The design and structure of WTO 
official documents has been changed to work on  any type of devices, such Ipads, or other 
platforms. WT/BFA/W/305 
 
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  4.3  Streamlining of IT processes and development of clear policies 
4.3.  Clear policies: an Information Security Policy Framework has been developed providing WTO 
staff with guidelines on how to best use WTO IT resources (Acceptable use policy) and how to 
maintain a secure environment (Authentication policy). A new Information Classification Policy is 
being finalised to better protect and disseminate relevant information.  
4.4.  Streamlining of internal business processes: a set of internal transactions, such as 
procurement (iProc), absences, travel, personal information, payslips, directories (E-Directory), 
recruitment (E-recruitment), performance evaluati on, job profiling, budgeting, accreditation and 
registration of visitors, delegates, journalist s, NGOs and participants to events, including 
Ministerial Conferences, enabled through electronic processes. All of this has contributed to moving 
towards a paperless environment.  
4.5.  Supporting Divisions' efficiently delivering on their mandate: more than 10 new systems have 
developed to ensure on-line notifications, dissemination of information to Committees and to the 
public. A new on-line portal - I-Tip – has been set up housing all trade information under one roof. 
A podcast prototype system has been developed for TPRs, thus reducing the costs of translation. A 
new Digital Dispute Settlement Registry is under construction.  
4.6.  Better technology to support a more effective WTO Outreach: a new e-learning platform, a 
new wto.org website and a brand new WTO Forum on-line registration have been set up. 4.7.  Better governance: A new IT Architecture function was set up to drive simplification and rapid 
response and to better leverage off-the-shelf platforms. A new IT Steering Committee was set up 
to make decisions on IT policies and projects focusing resources on delivering value for money.  
4.4  Revamped Information management  
4.8.  The Secretariat is THE depository of trade data and trade intelligence. To avoid information 
overload, enhance transparency and facilitate analysis and dissemination, data needs to be 
properly managed. The notion that information need s to be enriched is at the core of rendering 
good Information Management services: the process of adding value to information by professionally capturing, indexing, storing, preserving and disseminating it. In 2008 an 
Information Management Service was set up by pooling librarians, documentalists, web masters, 
archivists, and record-management specialists.  
4.9.  Following is a summary of the achievements  in the area of Information Management since 
2005:  
 Creation of an official WTO Archive, including hiring an archivist, developing a 
classification plan and retention schedules an d inaugurating properly furbished premises. 
60 years of dispersed WTO records have now been organised. This collection is currently 
being digitalized;  
 Development of a system to classify and archive documents and records turning them 
into valuable knowledge; 
 Creation of a one-stop shop for Members in cyberspace. The MC9 Ministerial webpage, to 
be unveiled shortly, fills the gap that forces delegations to consult the Members' 
webpage and the WTO public webpage separately. As of next year, when visiting any public webpages Members will be able to login and access restricted information.  
 Modernisation of the library: development of a policy on rules for loans and returns. As 
part of the Secretariat paperless initiative, an overhaul of the subscription procedures 
was conducted which greatly enhanced electronic selection of news media with wider 
geographic coverage (full-text access to over 1,500 e-newspapers from 92 countries to 
all users, instead of distributing 23 hardcopy newspapers to a few front-line users).  
 Revamping of the Secretariat's online document repository (Documents Online): All WTO 
documents were converted to PDF and the GATT document collection was digitized, with WT/BFA/W/305 
 
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  over 147,000 documents scheduled for uploading to Documents online starting in 2013. 
Through this process one authoritative hard copy collection has been established which will be centrally stored for permanent preservation in optimum conditions.  
 Moving paperless: every year more than 10,000 requests for translation, printing, 
storage and dissemination are handled by the Secretariat for a total of 96,000 pages. 
Every year, it handles more than 4,300 notifications and distributes to 1,000 addressees the equivalent of 40 million copies of materials in paper and electronic form. In March 
2010, the Secretariat introduced a paperless initiative gradually shifting towards a digital 
world. As a result, internal document distribution within the Secretariat has been discontinued; the number of subscribers that receive hardcopy documents in missions and capitals has been reduced by 17%. This shift was accompanied by giving Members 
the ability to easily pull digital documents that are needed. This will be complemented 
shortly with an e-subscription service that will enable delegations to find, in their e-mail boxes, documents of interest to them that were produced during the day.  
Year Number of pages printed (million) Percentage change (%) 
2005 94.4  
2008 77.1 -18.3 
2011 71.7 -7.0 
2012 45.0 -37.2 
 
 Greater outsourcing of translation and bols tering of the use of machine assisted 
translations: outsourcing of translation has increased from 40% to nearly 70% (total of 
96,000 pages translated per annum ), while relying on a strong team of in-house revisers 
to ensure quality, coherence and conformity to institutional terminology. This approach 
has resulted in 2012 alone in a reduction in the cost of translation of nearly one million francs.  
 On the interpretation front, significant improvements have been made with the 
scheduling of meetings and with a more rational utilisation of in-house facilities. These 
initiatives have resulted in economies of ca. quarter of a million francs in 2012 alone.  
5  DELIVERING ON A ONE- WTO CAMPUS VISION  
5.1.  On June 30, 2013, the WTO celebrated the completion of a massive, 6-year effort to renovate 
and expand its Geneva headquarters. This major undertaking has been concluded on schedule and within the original budget. It fully accomplishes the two goals set forth by the Director General in 
his original proposal to Members: 1) to create a modern, state-of-the-art facility capable of 
addressing all of the needs of the WTO through 203 0; and 2) to establish these facilities under a 
"single roof" -- an integrated campus -- to house all WTO activities, as well as its entire Secretariat. 
5.2.  This project could not have been achieved  without the support of the Swiss Government and 
local authorities. The main funding was provided by a grant of 70 million CHF for renovation works and a loan of 60 million CHF for the new buildin g and intra-muros additions to the CWR. The 
funding was channelled through the Fondation pour les Immeubles des Organisations 
Internationales (FIPOI). Further funding was provid ed by the Swiss authorities for the construction 
of the security perimeter and the new parking garage.  
5.3.  WTO Members worked closely with Secretariat staff through the Committee on Budget 
Finance and Administration (CBFA) to authorize the works, conclude the necessary agreements 
with Swiss authorities and approve additional fund ing of over 20 million CHF to equip and furnish 
the new facilities.  
5.4.  The Secretariat staff and delegates had to tolerate many inconveniences during the 5-year 
construction phase. In order to accommodate the renovation, over 1500 individual staff moves had to be made. Delegates had to deal with the closure of meeting rooms during the renovation works 
and many other inconveniences in accessing our campus.  WT/BFA/W/305 
 
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  5.5.  Great efforts were taken to design a buil ding project suited to its setting and one which 
respects the public's right to access in and around the WTO. One of the most important challenges was to construct facilities that fully preserve public access to the lakeside park in front of the campus while meeting our needs for more space. As part of the security perimeter project, a 
bicycle lane has been added to the Rue de Lausanne  in the zone directly in front of our campus, a 
measure that actually improves public use in th e area. The aesthetic impact of the project was 
improved by preserving the façade of the original  CWR building and by placing the new building so 
that its total façade facing the lake is only 17 meters long. The large trees surrounding the building 
were also preserved. 
5.6.  It is important to note that in connection with the project, the Secr etariat has renegotiated 
the ownership of the Centre William Rappard wi th the Swiss Confederation. The CWR and new 
building are now owned by the WTO, while the SWR Conference Centre remains under Swiss 
ownership but continues to be made available to us for priority use. This new ownership arrangement imposes on the WTO Members gr eater responsibility for maintenance and 
improvement of the premises. To that end a new fa cilities maintenance plan is being developed by 
the Secretariat. This new plan and its budgetary implications will have to be considered by the Members in the 2014-2015 biennial budget exercise.  
5.7.  Deliverables from WTO Construction Project 
 A complete renovation of the original CWR building, preserving the building's historic 
architectural features. Many works of art dating back to CWR's origins as the 
headquarters of the International Labour Organization (ILO) have been rediscovered and 
restored, increasing the assets of the Organisation.  
 A spacious atrium lobby created out of the fo rmer exterior North courtyard of the CWR. 
Located around this new atrium are various key services such as the coffee shop, bank, 
bookstore, press briefing room, conference services desk and cyber space. 
 A new South Courtyard Conference Centre containing three large meeting rooms with a 
total capacity of 400 seats.  
 A new central archiving facility, the first in the organization's history, to house the 
Organisations official archives, documents and records. 
 A new administrative building at the South end of our campus housing over 200 
Secretariat staff. The first international organization building to meet the Swiss 
government's Minergie-Plus  environmental standard. It is also home to a lakeside 
restaurant, a print shop, a state-of-the art data centre and a parking for 200 vehicles. 
 A new Accreditation Facility at the main entrance to receive and clear visitors, as well as 
a security perimeter surrounding the entire campus.  
5.8.  Some facts and figures 
 The Project adds over 16,000 square meters of overall space to the campus.   
 The potential number of staff workspaces has increased by almost 400.  
 Meeting room capacity has been significantl y expanded by adding 3 large meeting rooms 
with a total of 400 seats, as well as 19 new small meeting rooms. 
 Over 2500 square meters of common areas ha ve been added (restaurant, coffee shop, 
lobbies, lounges, etc.).  
 On-site parking has been significantly improved  with the addition of the 200-car garage 
in the new building. When combined with a new dedicated parking facility near the WMO 
that will open in late 2013, we will have 600 total parking spaces at our disposal.  WT/BFA/W/305 
 
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  ANNEXES 
Diversity - New nationalit ies added since 2005 (18) 
 Albania 
 Barbados 
 Burundi (LDC) 
 Chad (LDC) 
 Croatia 
 Guatemala  
 Guinea (LDC) 
 Jamaica 
 Jordan 
 Kenya 
 Nepal (LDC) 
 Paraguay 
 Saint Lucia 
 Sierra Leone (LDC) 
 Tanzania (LDC) 
 Trinidad and Tobago 
 Vietnam 
 Zambia (LDC) 
 
Three nationalities lost in the period (3): Lesotho, Slovenia, Hong Kong, China 
Table 1 Evolution of the Secret ariat Grade Structure 2006-2012 
Grade structure 2006 - 2012 Professional Grades 6-12  
  12 11 10 9 8 7P 6P TOTAL 
31/12/2
006 13 12 108 92 77 35 4 341 
% 4% 4% 32% 27% 23% 10% 1% 100% 
01/09/2
012 6 19 106 106 71 38 35 381 
% 2% 5% 28% 28% 19% 10% 9% 100% 
Grade structure 2006 - 2012 Support Grades 1-7  
  7G 6G 5 4 3 2 1 TOTAL 
31/12/2
006 36 68 87 62 50 7 0 310 
% 12% 22% 28% 20% 16% 2% 0% 100% 
01/09/2
012 35 63 96 61 34 3 0 292 
% 12% 22% 33% 21% 12% 1% 0% 100% WT/BFA/W/305 
 
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  Table 2 Professional staff per grade 2005-2012 
 Grade 12 11 10 9 8 7P 6P TOTAL 
31/12/2005  14 12 100 89 82 40 3 340 
% 4% 4% 29% 26% 24% 12% 1%  
31/12/2006  13 12 108 92 77 35 4 341 
% 4% 4% 32% 27% 23% 10% 1%  
31/12/2007  12 12 107 97 81 41 3 353 
% 3% 3% 30% 27% 23% 12% 1%  
31/12/2008  9 16 113 95 84 40 1 358 
% 3% 4% 32% 27% 23% 11% 0%  
31/12/2009  8 15 115 97 81 42 5 363 
% 2% 4% 32% 27% 22% 12% 1%  
31/12/2010  9 15 118 104 75 38 15 374 
% 2% 4% 32% 28% 20% 10% 4%  
31/12/2011  9 16 114 107 75 38 28 387 
% 2% 4% 29% 28% 19% 10% 7%  
01/09/2012  6 19 106 106 71 38 35 381 
% 2% 5% 28% 28% 19% 10% 9%  
 
Table 3 Support staff per grade 2005-2012 
Grade  7 6 5 4 3 2 1 TOTAL 
31/12/2005  36 57 91 48 37 5 0 274 
% 13% 21% 33% 18% 14% 2% 0%  
31/12/2006  36 68 87 62 50 7 0 310 
% 12% 22% 28% 20% 16% 2% 0%  
31/12/2007  37 64 90 69 42 6 0 308 
% 12% 21% 29% 22% 14% 2% 0%  
31/12/2008  41 65 88 65 39 5 0 303 
% 14% 21% 29% 21% 13% 2% 0%  
31/12/2009  39 64 92 66 29 4 0 294 
% 13% 22% 31% 22% 10% 1% 0%  
31/12/2010  41 61 96 64 31 3 0 296 
% 14% 21% 32% 22% 10% 1% 0%  
31/12/2011  37 64 98 60 32 3 0 294 
% 13% 22% 33% 20% 11% 1% 0%  
01/09/2012  35 63 96 61 34 3 0 292 
% 12% 22% 33% 21% 12% 1% 0%  
 
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