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WT/BFA/W/ 321 
 
12 February  2014 
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Committee on Budget, Finance and Administration   
 
  ORGANI ZATIONAL REVIEW OF TH E WTO SECRETARIAT  
1.1.  The Director -General committed in the 2014 -2015 Budget Proposals to engage in an 
organizational review of the WTO Secretariat.  The Director -General also committed to keep the 
Committee regularly informed on the  progress achieved.  
1.2.  The Director -General launched the review when addressing the Secretariat staff on 19 
December 2013. He recognized that a number of internal administrative and management issues 
within the Secretariat required review. Six objectives were  identified to start the review:  
a. Ensuring that the staff talents and capabilities are being applied in the best possible way, 
while also providing opportunities for career development and job satisfaction. All 
aspects of promotion, grading and recruitment will be carefully analysed.   
b. Reviewing the Secretariat's  structures to ensure that they are flexible enough to respond 
to the changing demands and priorities of Members; and that the Secretariat can  deliver 
its services in a n efficient, productive, respon sive and dynamic  way.  
c. Establishing a long term strategy for the workforce, that includes pay and benefits. The 
aim is to  have a robust long -term staffing strategy, which is fair, competitive, 
predictable and transparent , tested against market analysis and  actuarial assessment. 
New recruits should have a fair expectation of what their career progressio n over time 
would be  if they are loyal, competent and dedicated.  
d. Reviewing the  incentive systems,  ensuring that they truly reward hard work and 
dedication t o the institution.  
e. Reviewing the  management, governance and decision -making  process of the Secretariat 
to ensure that practices are efficient, effective and of  the expected  standard for an  
institution such as the World Trade Organization  (WTO) .  
f. Reinforcin g the Secretariat's  culture, to bolster our values of loyalty, commitment, 
honesty, results -orientation and independence.  
1.3.  In conducting the review, the Secretariat has to be  mindful of the overall budgetary 
constraints and the need to implement a steady a nd constructive  action  plan without causing 
disruptions in working conditions or services provided.  
1.4.  The Director -General has appointed  the Deputy Director -General Karl Brauner  (DDG Brauner)  
to lead the work on this review.  Given that the Human Resources an d the Administration & 
General Services Divisions will provide a significant support to this review, these two divisions are 
now directly reporting to DDG Brauner.  
1.5.  The approach on this review will ensure inclusiveness and transparency with all stakeholders .  
1.6.  The first phase of the review will last until the summer 2014. It will start with broad 
consultations  within the Secretariat. The aim of this first phase is to assess the situation, identify 
findings and make  recommendations  to the Director -General .  
1.7.   The consultative process has been engaged in January. DDG Brauner has held meetings with 
the three other Deputy Director -Generals, Directors and the Staff Council. He has scheduled WT/BFA/W/ 321 
 
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  meeting s with every division  in a consultative process that will last  until Mid-March . It will be 
followed by the establishment of thematic groups that will review specific areas that have been 
identified as urgent.  
1.8.  The second phase will focus more on the structure of the Secretariat.  
1.9.  DDG Brauner will keep the Committee informed o n a quarterly basis . He will also engage  in 
consultations with Members to seek their views and inputs .  
 
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