RESTRICTED  
  
WT/BFA/W/649  
 
6 September  2023 
(23-5974)  Page: 1/5 
Committee on Budget, Finance and Administration    
 
STATUS REPORT  ON THE WTO SECRETARIAT TRANSFORMATION EXERCISE  
AS OF 6 SEPTEMBER  2023 
FOR CBFA MEETING ON 21 SEPTEMBER  2023 
PHASE 1: Launch key initiatives and capture quick wins  
 
➢ Reinforce Secretariat talent management practices  
➢ Strengthen Secretariat ways of working to optimize efficiency and impact  
➢ Leverage the opportunities of data, technology and innovation to secure long term 
relevance  
 
 
FIRST WAVE  
 
• Talent management  
• Ways of working  
 
1. Establish reward schemes (outside promotion) for Secretariat staff  
 
a. Non-monetary rewards for staff : 
Changes to be made : Launching new or redesigned non -monetary rewards to 
recognize teamwork, innovation, and excellence in management  
 
b. Awarding annual performance bonuses for staff : 
Changes to be made : Redesigning the annual performance -related bonus (without 
increasing the amount allocated in the budget) by splitting into two categories:  
i. Outstanding performers, to receive a somewhat higher bonus  
ii. Very strong performers  
 
c. Building a str onger culture of ongoing "recognition and praise" within the 
Secretariat : 
Changes to be made : Designing and implementing training for supervisors, 
managers, and staff; highlighting good practices and role models  
 
Status : Implementation is advanced on all t hree pillars. A new policy, "Recognition and 
Rewards Programme" , entered into effect in early 2023. This Programme creates new 
awards to recognize and reward staff for  teamwork, innovation, and excellence in 
management , and updates an existing peer award s ystem enabling  staff to recognize 
good colleagues. The new policy also introduces a differentiated annual performance 
bonus  award . The criteria and timeframes for the nomination and selection of 2023 
award recipients have been  announced to staff . The nomination period for these awards 
will open soon , with the selection process and awards ceremony to be completed by  the 
end of 2023 . A digital badge system  to mark individual staff members' service 
milestones  (every five years) was rolled out  in December 2022. Work to institutionalize  
an annual  campaign enabling staff to send digital messages of appreciation to 
colleagues  is ongoing.  
 
A dedicated intranet page  on rewards was  launched  in early July , contain ing information 
about awards, including  collegial recognition among peers, as well as other initiatives 
contained in the "Recognition and Rewards Programme" . WT/BFA/W/649  
 
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Additional work to improve  leadership development training  to assist in embedding a 
robust culture of recognition and praise is planned but has been  paused pending  
development of the  competency framework in the coming months.   
 
The Human Resources Division is taking over  administration of the revised system of 
staff recognition  and rewards.  
 
2. Improve key internal Secretariat systems  
 
a. Risk management : 
Changes to be made : 
i. Development and implementation of a comprehensive and tailored 
Secretariat -wide risk taxonomy  
ii. Development of an overarching risk management process with clearly 
defined responsibilities  
iii. Strengthen risk awareness and the recognition reporting and managing of 
risk across the Secretariat  
iv. Fill the risk officer position (currently vacant)  
 
Status : The recruitment process for  a new Chief Risk and Compliance Officer  (CRCO)  
is advanced. Interviews of the short -listed candidates have been completed , and the 
CRCO  is expected  to be onboard ed in the coming months . Once recruited, the new 
CRCO  will continue to build on work already done by the vo lunteer  implementation 
team to update and develop  the Secretariat's risk management  policy and  process, 
risk taxonomy , and risk appetite . 
 
b. Procurement : 
Changes to be made : 
i. Updating monetary thresholds for procurement process es involving low -
value procurement  
ii. Strengthening capabilities and culture across the Secretariat by requiring 
more training about use of the procurement process  
iii. Standardizing internal processes  
iv. Increasing use of digital tools to boost efficiency and transparency  
 
Status : Good progress has been made , and a majority of the desired changes are 
now in place . A revised internal Procurement Policy reflecting the updated low-level 
thresholds entered into force at the beginning of 2023. A new Intranet page was 
launched with revised, expanded, and visually effective information on all aspects of 
procurement , along with  access to updated and expanded  templates. A cross -
Secretariat network of Procurement Focal Points has been formed  with the objective s 
of develop ing a collaborative network of frontline users who will benefit from more 
focused capacity building efforts and institutionalizing  a forum for the exchange of 
best practices . The Procurement Section held meeti ngs prior to the summer break 
with more than 100 staff Focal Points  to present  the revised  procurement policy, 
processes and procedures , and upgraded tools, templates , and information 
available . Regular meetings of this Focal Points network will be institution alized.  
 
The Procurement Section continues to work on  developing expanded training 
materials and increased digitization of the procurement process . 
  WT/BFA/W/649  
 
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  SECOND WAVE  
 
 
• Talent management  
• Ways of working  
 
Secretariat staff career pathways, mobility, recruitment, and promotions  
 
a. Career Pathways : 
Changes to be made : Move from a rigid system of a single vertical progression track 
to a more dynamic architecture of career pathways enabling more flexibility and 
opportunities for development. Introduce a split into Expert and Manager tracks at 
more senior grades. Begin to lay the groundwork for the eventual development and 
introduction of career/ job families as a subsequent step  
 
Status : A team of volunteer staff and HR professionals is working towards  
implementation. A key foundation for this workstream will be an updated 
competency framework  identifying the  specific behavioral and technical skills needed 
across the Secretariat . The division into Expert and Manager tracks , along with the 
introduction of career/job families, will be solidly grounded in the results of the 
ongoing work to update the competency framework.  
 
b. Recruitment : 
Changes to be made : Introduce several measures to make the recruitment process 
faster , more efficient,  more candidate -centric , and more capable of contributing to 
a diverse and inclusive Secretariat , including more advance planning  
 
Status : A team of staff volunteers and HR experts has begun to  draft a recruitment 
policy for the Secretariat, and is also identifying opportunities  to optimize the current 
recruitment process.  
 
c. Mobility : 
Changes to be made : Implement formal mechanisms as well as communications, 
training , and assistance to  encourage  more internal and external mobility , as well 
as a positive perception of mobility  
 
Status : A team of staff volunteers and HR experts is working on revising internal 
and external mobility policies.  On internal mobility, a n exercise to encourage greater 
compliance with an existing requirement for entry -level staff to undertake a 
temporary secondment to another Division within the first seven years of their 
employment in the Secretariat has made progress . Three temporary secondments 
are underway. Several other staff covered by the requirement have expressed 
interest in temporary mo bility. The exercise has also served to increase staff 
awareness of mobility opportunities and associated benefits  and to shine a spotlight 
on the difficulties of operationalizing mobility in the absence of sufficient resources 
and flexibility to guarantee  appropriate backfill for Divisions releasing staff .  
 
On external mobility, f ollowing requests to exchange specific expertise, two staff 
members from the Secretariat have been seconded to international organizations in 
Geneva . The WTO  Secretariat  has received one  seconded staff member  in exchange 
and will receive a second one  from those organizations. Similar exchanges are being 
considered with certain other international organ izations.  Communication efforts to 
highlight successful examples of staff mobility are ongoing.  
 
d. Promotions : 
Changes to be made : Various measures approved that aim to make the promotions 
process more consistent and transparent . Further analysis requested on how the 
promotions  backlog that has led to high levels of staff frustration might be 
addressed . 
 
Status : Work to revise the existing promotions policy is advanced . A revised policy 
was expected to be submitted to the Joint Advisory Committee  (JAC)  by the summer . WT/BFA/W/649  
 
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  However, following the outcome of the most recent promotions exercise, the draft  
is being further refined  to take account of lessons learned from that experience. 
Additional consultations on the draft may be held with some stakeholders befo re the 
draft is passed to the JAC for review.  
 
 
THIRD WAVE  
 
 
• Data, technology and innovation  
 
The purpose of this workstream is to leverage the opportunities related to data, technology , and 
innovation  to secure  the long-term relevance of the Secretariat  through initiatives focusing on:  
• Developing a roadmap for the digital transformation of the Secretariat  
• Creating mechanisms to increase external collaboration and partnerships  
• Strengthening the culture of innovation in the Secretariat  
 
a. Digital Transformation : 
  Outcomes to date: The goals of the Secretariat for the future include increas ing 
operational efficiency and employee experience , bringing untapped value to Members 
and unleash ing the talent of WTO staff through easy -to-use digital tools and modern 
technologies . 
 
  Work conducted in 2022 generated a  map of all the digital tools already in use, a nd a 
list of ongoing and future initiatives,  with groupings into different prioritization 
categories —a "roadmap" for the future. Amon g the prioritized initiatives are the 
development of an intelligent search  function to revamp DOL as well as the creation of 
a single window  for notifications  to build on the notifications portal.  
 
  Status: Work is progressing on multiple digital transformation initiatives . Developments 
including heightened budgetary constraints , the global prominence of Generative AI 
technology, and Member -led "Reform by doing" discussions and initiatives in various 
WTO bodies, notably the Council for Trade in Goo ds, have led to further consideration  
and adjustment  of the sequencing, scope, prioritization , and timing of these initiatives . 
Key success stories so far include t he launch of the  Global Trade Data portal —including 
a new dashboard with real -time data on i nternational wheat shipments , extension of 
the e.Agenda tool to additional committees, and enhancing on -line notification 
functionality . For now, implementation is focusing on areas that rely most heavily on 
in-house resources , on low-cost near -shore solut ions, and on reforms to the digital tools 
available to Members to  benefit the working of Committees.  Work on enhancing IT 
governance mechanisms is ongoing.  
 
b. External Partnerships : 
Outcomes to date : Various mechanisms have been identified to strengthen the approach 
to external partnerships across the Secretariat to leverage knowledge and efficiencies.  
 
Status : Full cycle of design work  completed, including a review by the Steering 
Committee; plans for implementation will be considered as part of the  work to develop 
the Secretariat strategy . 
 
c. Innovation : 
Outcomes to date : Various initiatives aimed at creating  a stronger culture of innovation 
in the Secretariat have been identified.  
 
Status : Full cycle of design work completed, including a review by the Steering 
Committee; plans for implementation will be considered as part of the work to develop 
the Secretaria t strategy.  
 
 WT/BFA/W/649  
 
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  PHASE 2: Set the strategic direction and foundational structure  
 
➢ Define Secretariat values, vision and strategic direction  
➢ Optimize Secretariat organizational structure to make it fit for purpose  
➢ Continue implementing Phase 1  
 
Work to define a vision statement and strategic pillars for the future of the Secretariat  began in late 
March . Secretariat staff and leadership, Members, and external experts  were engaged  in an intensive 
and consultative process  over a three -month period . H.E. Dacio Castillo of Honduras facilitat ed the 
collection of  Member input through Member Information Sessions and consultations1, and an 
informal session of the Committee on Budget, Finance and Administration was held on 25 April 2023.  
 
On 10 July the Director -General shared  with Secretariat staff and with Members  the results of this 
work, namely, a "Secretariat strategy house", comprising Vision and Mission Statements, strategic 
pillars , and enablers. She presented this Secretariat strat egy house to Members at the Informal 
Heads of Delegation meeting held on 20 July 2023.  
 
The Secretariat vision statement is: "Build a better world for people through global cooperation and 
rules-based international trade".  The fact that service to Members is at the heart of all activities at 
the Secretariat is fully reflected in the Mission Statement, which is: "The Secretariat supports the 
WTO Membership with integrity, impartiality, independence, and expertise, in line wit h the WTO 
agreements".  The strategic pillars are high -level, long -term goals that will guide operational 
decisions and help the Secretariat move towards its vision. These are designed to be cross -cutting 
and flexible enough to be relevant for the whole ran ge of activities and all the ways in which the 
Secretariat  serve s Members. The enablers are the foundations need ed to fortify and support 
achievement of the Secretariat's strategic goals . Much of the transformation work done so far has 
already targeted the  two areas  covered by these enablers :  people culture and the use of technology.  
 
The Secretariat strategy house  is the output  from the first step  in th e second phase  of 
transformation . The Secretariat is now moving to a new phase of work, which is to develop the 
Secretariat's strategy up to 2030. This will involve elaborating in more detail the content of the five 
strategic pillars and two enablers. These will then be translated into concrete, time -bound plans. 
Mechanisms will also be developed to ensure c oordination as well as the alignment of Secretariat 
planning and operations with the overall strategy. The work is being led by the Director for Vision 
and Strategy, supported by the Transformation Office. Elaborating the Secretariat strategy will 
require involvement and active participation across the Secretariat as well as regular engagement 
with Members. This work is expected to be completed in 2024.  
 
 
 
Note: Approved proposals will proceed to implementation in accordance with existing rules, 
regulations , and procedures.  
 
__________  
 
1 Member Information sessions were held on 28 March and 14 April , and Members were invited to 
attend consultations to provide their views. Ambassador Castillo's factual report s on the consultations that he 
held were circulated as document s WT/INF/ 234 and WT/INF/235 .