WORLD TRADE  
ORGANIZATION   
WT/BFA/W/238 
7 June 2011 
 (11-2784) 
Committee on Budget, Finance and Administration  
  
 
REPORT ON THE WTO SECURITY AND SAFETY AT THE WTO  
 
 
I. BACKGROUND 
1. In 2004, an audit of the WTO Secretariat's secur ity was conducted.  It highlighted the inability 
of the service at that time to respond to the Orga nization's needs and to the new risks that it might 
have to face.  As a result of this finding, it wa s decided to undertake a comprehensive reorganization 
of security: 
 Remodelling of the supervisory structure. 
 Redefinition of responsibilities. 
 Decision to outsource some operational activities. 
 Installation of appropriate technical equipment (security control centre, video 
surveillance, control of access). 
 Installation of a security perimeter, in agreement with the host country. 
 
2. A new integrated and flexible security concep t has now been developed and introduced.  
Once it has been put in place, the Organization will be  able to deal efficiently with any type of 
situation, whether an everyday or exceptional occu rrence, while at the same time taking into account 
security developments in our surroundings. 
3. The Section is now able to respond professiona lly and appropriately not only to daily tasks 
but also to any challenges raised by managing secu rity at large-scale events such as Open Days, a 
Public Forum, Aid for Trade, mini-ministerial meetings or even a ministerial meeting in Geneva.  
Accordingly, we have met the expectations of Members. 
II. REORGANIZATION OF THE WTO SECURITY SERVICE 
 The reforms intended to improve the WTO's secu rity have been carried out in two stages: 
 
 The first stage, 2005-2009, consisted of depl oying the personnel supplied by our private 
partner. 
 The second stage, 2010-2012,  marks an in-depth transformation of our methods and 
our results, based on five areas of reform: 
1) Professionalization of the Section's staff; 
2) a service culture; 
3) efficient methods; 
4) operational flexibility; 
5) controlled outsourcing. 
 WT/BFA/W/238 
Page 2 
 
 
  A. PROFESSIONALIZATION OF THE SECTION  
4. In order to achieve this objective, we have re defined our responsibilities so as to concentrate, 
rationalize and better organize our means of action: 
1) Supervisory structure, headed by a highl y experienced and professional staff member. 
2) Risk analyses on a regular basis but also for special events and VIP visits. 
3) Surveillance and access control to the site  by security personnel meeting highest 
security industry standards criteria. 
4) Qualified, well trained personnel to interven e in cases of medical emergency or fire and 
to deal with critical incidents, on the basis of standard operational procedures. 
5) Adoption of a security plan for the site:  fi re, intrusion detection, evacuation plans, 
control of security for on-site works. 
6) Centralization and modernization of regi stration and badge distribution activities. 
7) Introduction of a security plan for visits by high-level officials and for sensitive or 
large-scale events on the site. 
8) Introduction of a pole of expertise to undertake investigations and/or to provide the 
WTO Secretariat with technical support. 
9) Partnership with an outsourced services provider to  manage travellers' security, 
adapted to WTO-type missions. 
10) Utilization of physical and technological equipment ( 24 hrs./7 days security control 
centre, video surveillance, X-ray, on-line registration (ARA), system for controlling 
access) to enhance the efficiency of the se curity staff's work and to free up Section 
resources for tasks with higher added value. 
 
5. Each element has been the subject of a redefinition of the action protocols, standard 
operational procedures have been put in place on-going training of the staff concerned  has been completed and monitoring of the results is revi ewed against performance indicators and operational 
targets. 
B. S
ERVICE CULTURE  
6. At the same time, we have placed the notion of service at the heart of our action.  This takes 
the form of constant involvement in the manageme nt of various regular or special events and our 
active participation in all the pla nning and coordination groups with th e Secretariat, but also with the 
Host Country. 
C. EFFICIENCY OF MEANS  
7. Efficiency means the most appropriate use of th e means at our disposal.  It is a question of 
understanding our needs and ensuring that they are u nderstood, adjusting our responses in the light of 
the prevailing situation and developing the capac ity to anticipate future security developments. 
8. To achieve this, we use the risk analyses conduc ted on a regular basis.  Such analyses have 
been provided, for example, for all the large- scale works carried out by the Secretariat.  WT/BFA/W/238 
 Page 3 
 
 
  D. FLEXIBILITY  
9. Security needs are changing today (day-to-da y activities, VIP, MC8).  It is therefore 
important to be able to take advantage of the invol vement of a private partner in our activities.  The 
outsourcing of some of our operational resources undoubtedly provides this facility for adaptation and 
change.  To be fully effective, however , outsourcing has been accompanied by: 
 The comprehensive redefinition of WTO and outsourced personnel posts. 
 On-going training programmes. 
 Targeted expertise for outsourced personnel:  fire security, operators, investigator, 
registration staff at the identification and control office. 
 Vertical transfer of competence:  intr oduction of operational frameworks for direct 
management of outsourced staff, which has allowed the remaining WTO staff to refocus on management tasks, internal a nd external liaison, coordination, thus 
providing a better service to the Secretariat and Members. 
 E. C
ONTROLLED OUTSOURCING  
10. The terms of reference for the security provider have been completely revised in order to 
establish a genuine partnership between the security services provider and the Security Section.  This 
new approach has led to dynamic management of  security personnel through supervision of the 
provider on site and very close operati onal integration of the staff employed. 
11. Such an approach has enabled hi ghly qualified security staff to be recruited, including experts 
in specific areas (fire security, investigations), ava ilable in line with the Organization's needs and at a 
cost that is considerably lower than th at of international organization staff. 
12. Moreover, we have developed tools for monitoring the service based on Key Performance 
Indicators clearly defined in the contract, with  an on-going quality control scheme for staff, 
underpinned by financial penalties. 
F. DEVELOPMENT OF THE SECTION  
1. Achievements to date 
 The security control centre - operating 24 hour s with qualified staff and an integrated 
surveillance and alarm control system  through a modern "supervisor". 
 Introduction of video surveillance of the site  by setting up a virtual perimeter using an 
IP camera, with intrusion detection and recording capability. 
 New terms of reference and operation for the service provider. 
 New security personnel and demanding on-going training programme. 
 Enhanced surveillance and control of access for strategic zones in the WTO 
(Appellate Body, meeting rooms, IT local area network rooms, technical premises). 
 Modern filtering equipment (X-ray) and devi ce for closer inspection of suspicious 
objects. WT/BFA/W/238 
Page 4 
 
 
   Centralized up-to-date pole for registra tion and control of access with identity 
document readers, new WTO badges and A ccreditation and Registration Application 
(on-line Members and Secretariat registration application). 
 Concept of security and future perimeter fo r the WTO developed in consultation with 
and endorsed by the host country's services. 
 2. Future work 
 Completion of introduction of video su rveillance and access control equipment 
installation for CWR sectors to be renovated. 
 Construction of the future WTO welcome a nd registration pavilio n and equipping it 
with proper access control and video surveillance. 
 Construction of the security perimeter and installation of various security access 
control equipment for controlling entry of vehicles and pedestrians. 
 Integration of future WTO remote car park security equipment and alarm systems to 
the security control centre supervision in order to ensure proper remotely managed 
security for the car park. 
 Finalizing the reorganization of the Secur ity Section in order to respond to new 
operational needs by prioritizing and c ontrolling the performance of the travel 
security and on-site security services providers; 
 Establishment of a cost effective strate gy for the operational maintenance of the 
security systems. 
 
 
__________