RESTRICTED  
  
WT/BFA/W/ 635 
 
1 May  2023 
(23-3047) Page: 1/4 
Committee on Budget, Finance and Administration    
 
WTO SECRETARIAT TRANSFORMATION EXERCISE  
AS OF 1 MAY  2023 
FOR CBFA MEETING ON 16 MAY 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 stronger culture of ongoing "recognitio n 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 three pillars. A new policy, "Recogni tion 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 system 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 were recently announced to staff , with the process to culminate at the 
end of 2023 . A digital badge system  to mark individual staff members' service 
milestones  (every five years) was rolled out  in December 2022, to coincide with an end -
of year staff recognition event hosted by the Director -General . Work is underway to 
institutionalize  an annual  campaign enabling staff to send digital messages of 
appreciation to colleagues , which  had good take -up when conducted last year . The 
Human Resources Division and the volunteer implementation team are compili ng 
detailed manuals and templates that will provide a blueprint for staff rewards and 
recognition going forward. The implementation team expects to  be able to disband by WT/BFA/W/ 635 
 
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  summer, leaving full  responsibility for the ongoing administration of the revised syst em 
of staff recognition  and rewards  with the Human Resources Division.  
 
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 advertised vacancy for a new Chief Risk and Compliance Officer  (CRCO)  
closed on 18 April  and attracted good interest. Once recruited, the new CRCO  will 
continue to build on work already done by the volunteer  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 , taking account of inflation and of best practice s among 
peer international organizations ; maintaining the existing level for Contracts 
Committee consideration (CHF 50,000), which would require CBFA approval 
to change  
ii. Strengthening capabilities and culture across the Secretariat by requiring 
more trainin g 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 has 
been 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. The 
network will benefit from focused capacity building efforts and serve as a forum for 
the exchange of best practices . The Procurement Sect ion continues to work on  
developing expanded training materials and laying the groundwork for increased 
digitization of the procurement process . 
 
 
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 spl it 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  
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  Status : A team of staff volunteers and HR professionals is working on  
implementation . A key first step will be to update the Secretariat's 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 co ntributing 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 is underway . On external mobility, f ollowing requests 
to excha nge specific expertise, two staff members from the Secretariat will be 
seconded to international organizations in Geneva, and the WTO  Secretariat  will 
receive two seconded staff members from those organizations. Similar exchanges 
are being considered with certain other international organizations.  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 , and the revised 
policy is expected to be submitted to the Joint Advisory Committee by the summer . 
Key elements of the  draft policy are being tested with Directors and staff.  The 
promotions exercise currently underway will incorporate improvements to the 
consistency and transparency of the process where this can be achieved within the 
scope of the existing policy.  
 
 
THIRD WAVE  
 
 
• Data, tec hnology 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 . 
 
  In addition to mapping out the digital tools already in use, a list of desired use cases 
has been developed with groupings into different prioritization categories —a "roadmap" WT/BFA/W/ 635 
 
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  for the future. Among the prioritized initiatives are the d evelopment of an inte lligent 
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 . Current 
budgetary constraints have neces sitate d further consideration  and adjustment  of the 
sequencing, scope, prioritization , and timing of these initiatives, alongside other existing 
or planned work . For now, implementation is focusing on areas where that rely most 
heavily on in -house resources , on low-cost near -shore solutions , and on reforms to the 
digital tools available to Members to  benefit the working of Committees.  Work on 
enhancing IT governanc e 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 are on hold pending work on Phase 2 . 
 
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 are on hold pending work on Phase 2 . 
 
 
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 is underway to define a vision statement and strategic pillars for the future of the Secretariat. 
Secretariat staff and leadership, Members, and external experts  are being engaged  in a consultative 
process. H.E. Dacio Castillo of Honduras has been facilitating the collec tion of  Member input through 
Member Information Sessions and consultations1, and an informal session of the Committee on 
Budget, Finance and Administration was also held on 25 April 2023.   
 
Based on inputs received from all sources, the Secretariat is aim ing to identify a concise vision 
statement , key strategic pillars , building blocks to support and enable realisation of the Secretariat 
vision and strategic pillars , and a plan  for next steps.  
 
Further work will then be needed to complete the strategy development process and to ensure the 
alignment of  Secretariat planning and operations with the strategy.  
 
Willy Alfaro has been appointed as Director to lead the Secretariat's work on vision and strategy , 
effective 1 May  2023. 
 
 
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 on the consultations that he 
held was circulated as document WT/INF/ 234.