Program and Budget
for the 2020/21 bienniumWorld Intellectual Property Organization
Program and Budget
for the 2020/21 Biennium2World Intellectual Property Organization
Program and Budget 2020/21

Contents

CONTENTSFOREWORD BY THE DIRECTOR GENERAL

5I.

FINANCIAL AND RESULTS OVERVIEW

7II.

PROGRAM NARRATIVES BY STRATEGIC GOAL

26

Strategic Goal I

BALANCED EVOLUTION OF THE INTERNATIONAL NORMATIVE FRAMEWORKFOR IP .........................................................................................................................26

PROGRAM 1

Patent Law................................................................................................................... 27

PROGRAM 2

Trademarks, Industrial Designs and Geographical Indications ................................... 30

PROGRAM 3

Copyright and Related Rights ...................................................................................... 34

PROGRAM 4

Traditional Knowledge, Traditional Cultural Expressions, and Genetic Resources ..... 39

Strategic Goal II

PROVISION OF PREMIER GLOBAL IP SERVICES ...................................................43

PROGRAM 5

The PCT System ......................................................................................................... 45

PROGRAM 6

Madrid System............................................................................................................. 49

PROGRAM 31

The Hague System ...................................................................................................... 53

PROGRAM 32

Lisbon System ............................................................................................................. 57

PROGRAM 7

WIPO Arbitration and Mediation Center ...................................................................... 60

Strategic Goal III

FACILITATING THE USE OF IP FOR DEVELOPMENT .............................................64

PROGRAM 8

Development Agenda Coordination ............................................................................. 66

PROGRAM 9

Africa, Arab, Asia and the Pacific, Latin America and the Caribbean Countries, Least
Developed Countries ................................................................................................... 69

PROGRAM 10

Transition and Developed Countries ........................................................................... 76

PROGRAM 11

The WIPO Academy .................................................................................................... 81

PROGRAM 30

SMES and Entrepreneurship Support ......................................................................... 85

Strategic Goal IV

COORDINATION AND DEVELOPMENT OF GLOBAL IP INFRASTRUCTURE ........88

PROGRAM 12International Classifications and Standards ................................................................ 90

PROGRAM 13

Global Databases ........................................................................................................ 94

PROGRAM 14

Services for Access to Information and Knowledge ..................................................... 98

PROGRAM 15

Business Solutions for IP Offices............................................................................... 102

Strategic Goal VWORLD REFERENCE SOURCE FOR IP INFORMATION AND ANALYSIS ............105

PROGRAM 16

Economics and Statistics ........................................................................................... 106

Strategic Goal VI

INTERNATIONAL COOPERATION ON BUILDING RESPECT FOR IP ...................109

PROGRAM 17

Building Respect for IP .............................................................................................. 110

Strategic Goal VII

ADDRESSING IP IN RELATION TO GLOBAL POLICY ISSUES .............................114

PROGRAM 18

IP and Global Challenges .......................................................................................... 115

Strategic Goal VIII A RESPONSIVE COMMUNICATIONS INTERFACE BETWEEN WIPO, ITS
MEMBERS AND ALL STAKEHOLDERS ..................................................................119
PROGRAM 19

Communications ........................................................................................................ 120

PROGRAM 20

External Relations, Partnerships and External Offices .............................................. 123

3

World Intellectual Property Organization
Program and Budget 2020/21

Contents

III.

IV.

Strategic Goal IX

EFFICIENT ADMINISTRATIVE AND FINANCIAL SUPPORT ..................................130

PROGRAM 21

Executive Management ............................................................................................. 132

PROGRAM 22

Program and Resource Management........................................................................ 137

PROGRAM 23

Human Resources Management and Development .................................................. 141

PROGRAM 24

General Support Services ......................................................................................... 145

PROGRAM 25

Information and Communication Technology ............................................................ 149

PROGRAM 26

Internal Oversight ...................................................................................................... 152

PROGRAM 27

Conference and Language Services ......................................................................... 155

PROGRAM 28

Information Assurance, Safety, and Security ............................................................. 158

ANNEXES161

ANNEX I

Table 8: 2018/19 Budget after Transfers by Program ............................................... 162

ANNEX II

2020/21 Proposed Resources by Program ................................................................ 163

ANNEX III

2020/21 Allocation of Income and Expenditure by Unions ........................................ 165

ANNEX IV

Evolution and Demand for Services under the PCT, Madrid and the Hague Systems in
the Medium Term ...................................................................................................... 175

ANNEX V

Indicators for the International Registration Systems ................................................ 190

ANNEX VI

Funds in Trust Resources Potentially Available for Programming ............................. 223

ANNEX VII

Annual Budget Tables for IPSAS Reporting .............................................................. 224

ANNEX VIII

2020/21 Budget by Expected Result and Program .................................................... 225

ANNEX IX

2020/21 Budget by Expected Result ......................................................................... 228

ANNEX X

WIPO’s Contribution to the Sustainable Development Goals (SDGs) ....................... 229

ANNEX XIWIPO Organigram ..................................................................................................... 230

APPENDICES231

APPENDIX A

Member States’ Contributions ................................................................................... 231

APPENDIX B

Definition of Sources of Income and Cost Categories .............................................. 235

APPENDIX C

Costing for Personnel ................................................................................................ 237

APPENDIX D

Flexibility Formulas .................................................................................................... 238

4

FOREWORD BY THE DIRECTOR GENERALWorld Intellectual Property Organization
Program and Budget 2020/21

FOREWORD BY THE DIRECTOR GENERAL
It is a pleasure to present the draft Program and Budget of the Organization for the 2020/21 biennium. The Program andBudget sets out the estimated income that the Organization expects to receive in the biennium, the results that theOrganization seeks to achieve in that period and the expenditure that the Organization is authorized to make to achieve
those results. Together with the Capital Master Plan, a draft of which will be considered by the July meeting of theProgram and Budget Committee, the Program and Budget constitutes a complete picture of the plans and aspirations of
the Organization for the 2020/21 biennium and of the recurrent and capital expenditure that is proposed for achieving
those plans and meeting those aspirations.
The draft budget reflects the consistent trends in the main income-generating services of the Organization, while
maintaining the cautious response to those trends that has characterized budget management in recent years.
Continued caution is appropriate in view of the somewhat unpredictable and volatile state of the global economy.
Income for the new biennium is estimated to rise to CHF 882.8 million, an increase of 6.4% over the estimated income of
CHF 829.6 million for the 2018/19 biennium. These estimates are based on filing trends in the ten largest intellectual
property offices in the world and on the predictions of the International Monetary Fund for the performance of the world
economy. It is proposed that the increase in expenditure for the next biennium be contained at 5.9%, amounting to
CHF 768.4 million. This would result in an overall surplus over the budget period of CHF 95.8 million.
At first glance, the projected surplus of CHF 95.8 million may seem to be a relatively large amount. However, several
considerations need to be taken into account in evaluating the appropriateness of the projection.
The first of those considerations is the large investment needs that the Organization is facing in the areas of information
technology (IT) and the maintenance of buildings. In the area of IT, the operating environments of the Organization’s
Global IP Systems, which are the source of 93% of the Organization’s revenue, require constant upgrading andimprovement in order for the Organization to continue to provide efficient and high-quality services that attract a growing
participation worldwide. In addition to the improvement of the operating environments of the Patent Cooperation Treaty(PCT), the Madrid System, the Hague System and the WIPO Arbitration and Mediation Centre, the Organization is also
investing in a Global IP Portal that will provide a seamless and consistent experience for users across all of our Global
Systems. It may be recalled that investments in these systems translate directly into cost benefits for the users of thesystems. The IT operating environments of our global systems have been instrumental in containing costs and inenabling us to pass into a new biennium, once again, without any proposed fee increases in the global systems. Other
major IT projects include the migration of various systems to the Cloud, assurance of the resilience and security of all
systems, the increasingly important databases managed by the Organization, IT platforms for cooperation between IP
offices and for capacity-building programs and the development of artificial-intelligence-based tools to facilitate IP
administration worldwide in a period of a constantly expanding volume of IP applications worldwide. In the area ofbuildings and premises, the Organization’s policy of the life-cycle management of buildings requires constant investmentthat will avoid the future need for large one-off renovations and upgrades to facilities.
All these capital investment requirements are financed, pursuant to the Capital Master Plan approved by the Member
States, out of the reserves of the Organization, which, in turn, are constituted from the surpluses generated by theOrganization.
The second consideration that needs to be taken into account in evaluating the projected surplus is the need of theOrganization for an adequate level of liquid reserves to enable it to accommodate any unexpected and sharp decline indemand in our global systems resulting from turbulence in the global economy. The current proposal therefore foresees
an increase in the Organization’s reserve target from 22 per cent to 25 per cent of the biennial expenditure budget.
A third consideration is the need to fund the long-term liabilities of the Organization, particularly the liability relating toafter-service health insurance. While considerable progress has been made in this regard, further efforts are stillrequired in order to reach an adequate level of funding. The surpluses provide an opportunity to address this need.
Turning to the draft program, some of the main highlights of the coming biennium include:(i)

Continued emphasis will be placed on the delivery of efficient, timely and cost-effective services under the
Global IP Systems administered by the Organization, notably the PCT, the Madrid System, the Hague
System and the WIPO Arbitration and Mediation Center. The new Global IP Portal, assuring a uniform
customer interface across all the global systems and providing integrated financial and identity
management services, will be fully launched. The Lisbon System for the international registration andprotection of appellations of origin and geographical indications is expected to take a major step forward

5

FOREWORD BY THE DIRECTOR GENERALWorld Intellectual Property Organization
Program and Budget 2020/21

with the entry into force of the Geneva Act of the Lisbon Agreement and the expansion of the number ofContracting Parties to the Geneva Act.
(ii)

It is proposed that a new service be provided by the Organization in the form of digital time-stamping. Our
preliminary studies indicate significant demand for a trusted international entity providing this service. The
service would be complementary to our existing global systems, would address emerging innovation needsin the digital environment and would provide an additional future source of revenue for the Organization.

(iii)

With the main-streaming of development that has been achieved across the Organization, a rich menu ofservices now exists, and will be further developed, for developing, least developed and transition countries
to enable greater participation on the part of these countries in innovation and in the creative industries.
These services include IT systems and platforms for IP Offices and collective management organizations,
technology and innovation support centers (TISCs), legislative and institutional advice, human capacity
building through the WIPO Academy, global partnerships, such as WIPO Re:Search and the Accessible
Books Consortium (ABC), and appropriate technology programs taking advantage of the technologicalinformation available through the patent system.

(iv)

The flagships reports of the Organization have established solid international reputations for credible
empirical analyses and surveys of intellectual property activity worldwide. These reports are the WorldIntellectual Property Indicators, an annual statistical survey of IP activity worldwide, the biennial WorldIntellectual Property Reports, which provide in-depth economic analyses of specific areas of IP andinnovation policy and practice, the Global Innovation Index, which has become the leading reference in theworld for bench-marking innovation capacity and performance, and the new annual series on World
Technology Trends, which provides a global landscape view of a particular field of technological activity.

(v)

The contribution of the Organization to the Sustainable Development Goals (SDGs) is multiple and diverse
through the many services of the Organization in favor of innovation and innovation capacity, withconsequential impacts upon a range of SDGs, and through the global partnerships that have been
mentioned above.

(vi)

The Secretariat will facilitate discussions between Member States in various normative areas in the mostprofessional manner possible. Notably, we will introduce a new conference platform that will make thepublication and recording of meetings more efficient and more accessible to a broader audience.

(vii)

We will continue our efforts to monitor and to manage closely program performance through integrated datasystems that provide quality management information for managers, the oversight functions and theMember States.

(viii)We plan to extend our outreach through the use of multiple communication channels, including our External
Offices.

(ix)

We will continue to manage costs and human resources in an effective way, while placing emphasis on thevalue of gender and geographical diversity. It may be noted, in this regard, that 121 nationalities are now
represented on the staff, compared to 100 nationalities ten years ago. We will also continue our emphasis
on a respectful workplace in which the staff are able to work in a supportive and collegiate atmosphere andin which staff welfare is a priority.

Technological capacity, innovation and intellectual property are now major policy priorities for all countries. The
environment for each of these has become more complex as a consequence. The aim of the Organization is to add
concrete value in a focused manner to positive and constructive international cooperation in innovation and intellectual
property.
The preparation of a draft Program and Budget is a massive and complex task. I should like to take this opportunity tothank all of my colleagues throughout the Organization for their time, effort and commitment to the preparation of thisdraft. Special thanks are due to the Administration and Management Sector, particularly, Ambi Sundaram, Assistant
Director General, Chitra Narayanaswamy, Director (Controller), Department of Program Planning and Finance, andMaya Bachner, Director, Program Performance and Budget Division, and their teams.

Francis Gurry
Director General

6

FINANCIAL AND RESULTS OVERVIEWWorld Intellectual Property Organization
Program and Budget 2020/21

I. FINANCIAL AND RESULTS OVERVIEW
1. This Program and Budget provides the planning for the biennium 2020/21 guided by the Medium Term Strategic
Plan 2016-2021 (MTSP)1, inputs received from Member States and the 2030 Agenda for Sustainable Development.
Table 1 below provides an overview of the key financial planning parameters for 2020/21.
2. Income in the biennium 2020/21 is estimated at 882.8 million Swiss francs, reflecting a 6.4 per cent increase
compared to the 2018/19 Approved Budget. The unit contribution value for the 2020/21 biennium has been
maintained at the same level as in 2018/19.
3. The proposed expenditure budget for the biennium amounts to 768.4 million Swiss francs. After estimatedInternational Public Sector Accounting Standards (IPSAS) adjustments on expenditure, a surplus of approximately
95.8 million Swiss francs is predicted at the end of the biennium.
Table 1: Budget for 2020/21 and Key Planning Parameters(in millions of Swiss francs)
Key Parameters for 2020/21

Amounts
882.8

Income estimates for 2020/212
Expenditure 2020/21

475.9

Personnel expenditure292.5

Non-personnel expenditure
Total expenditure before IPSAS adjustments

768.4

Estimated IPSAS adjustments to expenditure3

18.5

Total expenditure after IPSAS adjustments

786.9

Operating Result

95.8

Income4. Overall income in 2020/21 is projected to reach 882.8 million Swiss francs, representing an increase of 6.4 per centcompared to the 2018/19 Approved Budget and an increase of 3.6 per cent compared to the 2018/19 Updated
Estimates.

1

Document A/56/10 together with the comments by Member States received thereon.
Fee income is estimated on an accrual basis. Estimated income related to Member States’ contributions, the WIPO Arbitration andMediation Center and publications as well as miscellaneous income is estimated on a cash basis with the relevant IPSAS adjustments
applied.
3
IPSAS adjustments relate to after-service employee benefits (based on projected liabilities and benefit payments as per the Mercer
actuarial report for the year ended December 31, 2018), depreciation, software amortization and capitalization.
Note: Figures in tables throughout the document may not add up due to rounding.
2

7

FINANCIAL AND RESULTS OVERVIEWWorld Intellectual Property Organization
Program and Budget 2020/21

Table 2: Income Estimates for 2020/21(in millions of Swiss francs)
2018/19
Program &BudgetIncome on accrual basis
Fees
PCT
MadridHague
Lisbon*2018/19
UpdatedEstimates

2020/21
IncomeEstimates

Difference 2020/21
vs. 2018/19 Program &BudgetAmount%Difference 2020/21
vs. 2018/19 Updated
Estimates
Amount
%

634.1
140.8
11.3
0.0

642.8
155.6
10.2
0.0

665.6
162.0
12.6
0.1

31.5
21.2
1.3
0.0

5.0%
15.1%
11.5%
25.0%

22.8
6.5
2.5
0.0

3.5.%
4.2%
24.3%
25.0%

Sub-total, Fees
Income on a cash basis

786.3

808.5

840.3

54.0

6.9%

31.8

3.9%

Contributions (unitary)

34.8

34.8

34.8

0.0

0.0%

0.0

0.0%

Arbitration
Publications
Miscellaneous Income

3.1
0.4
4.8

3.1
0.4
4.8

3.3
0.8
3.4

0.2
0.4
(1.4)

6.5%
87.1%
-29.7%

0.2
0.4
(1.4)

6.5%
87.1%
-29.7%

Sub-total

43.1

43.1

42.2

(0.9)

-2.0%

(0.9)

-2.0%

0.3

0.3

0.3

-

-

-

-

829.6

851.9

882.8

53.2

6.4%

30.9

3.6%

40.0

40.0

50.0

10.0

25.0%

10.0

25.0%

46.0

-1,687.5

IPSAS adj. to income on a cash basis
TOTAL*Details of Lisbon fee income (in thousands of Swiss
francs)Note:
2018/19 P&B and 2018/19 Updated Estimates exclude Investment Revenue
2018/19 Updated Estimates and 2020/21 Estimates as at July 2019
Investment Revenue4 (in thousands of Swiss francs)

46.0

5. The share of income by source is illustrated in Chart 1 below. Fee income from the PCT, Madrid and the Hague
registration systems represents 95.2 per cent of total income. PCT fee income alone represents 75.4 per cent.

Chart 1: 2020/21 Income Share by Source

6. The overall evolution of income from 2002/03 to 2020/21 is presented in Chart 2 below.

4

Investment revenue for 2020/21 is excluded from the income estimates for the biennium due to the volatility of the expected yields on
the longer-term investment portfolios (core and strategic cash). The investment revenue estimate for 2020/21 concerns theOrganization’s short term cash balances (operating cash) with the application of the current forecast for Swiss interest rates. Theinterest rate forecast assumption (3-month CHF Libor) is based on a bank consensus forecast published by Bloomberg on December 3,
2018. The level of operating cash balances is based on a rolling 3-month cash forecast.

8

FINANCIAL AND RESULTS OVERVIEWWorld Intellectual Property Organization
Program and Budget 2020/21

Chart 2: Evolution of Income from 2002/03 to 2020/21
900
850(in millions of Swiss francs)

800
750
700
650
600
550
Budgetary basis(up to 2014/15)

500

Accrual basis(from 2016/17 on)

450
400

Estimated income for P&B

Actual income (2018/19: updated estimates)

Methodology
7. Income estimates for the international registration systems, PCT, Madrid and the Hague, have been prepared on an
accrual basis, the same methodology as in the 2018/19 Program and Budget. This methodology aims at betteraligning budgeted income estimates and actual income reported in the annual financial statements as per IPSAS. The
estimated income related to Member States’ contributions, income from the WIPO Arbitration and Mediation Centerand publications as well as miscellaneous income is presented on a cash basis with the relevant IPSAS adjustments
applied (see Table 2, Income Estimates for 2020/21).

Planning Assumptions
8. The performance forecasts for the PCT, Madrid and the Hague registration Systems have been prepared by the
Chief Economist, taking into account historical filing trends and the gross domestic product forecasts contained in theWorld Economic Outlook (WEO), published by the International Monetary Fund (IMF). Table 3 and Annex IV present asummary as well as the details of the performance forecasts for each registration system, respectively.
Table 3: Estimated Demand for Services under the PCT, Madrid and the Hague Systems
2018/19
Program &Budget2018/19
UpdatedEstimates

2020
2021
Estimates Estimates

2020/21
Difference
Estimates 2020/21 vs. 2018/19
Program & Budget
Amount%Difference
2020/21 vs. 2018/19
Updated EstimatesAmount%1. PCT System
IAs Filed

510,800

512,411

270,000

279,900

549,900

39,1007.7%

37,4897.3%

Applications

114,600

125,200

66,60069,400136,000

21,400 18.7%

10,800

8.6%

Registrations

110,400

121,100

64,40067,300131,700

21,300 19.3%

10,600

8.8%

Renewals

68,19064,46333,652

34,923

68,575

385

0.6%

4,112

6.4%

Applications

13,91011,317

7,340

8,000

15,3401,430 10.3%

4,023

35.5%

Registrations

11,767

11,543

5,938

6,330

12,268

501

4.3%

725

6.3%

Renewals

6,950

6,840

3,850

4,200

8,050

1,100 15.8%

1,210

17.7%

2. Madrid System

3. Hague System

Note: 2018/19 Updated Estimates and 2020/21 Estimates as at July 2019

9

FINANCIAL AND RESULTS OVERVIEW

PCT fee income. The projected increase in the number of PCT filings in 2020/21 amounts to 7.7 per cent ascompared to the 2018/19 Approved Budget. Due to continuing uncertainties in the global economy, PCT fee
income in the 2020/21 Proposed Budget is estimated at 665.6 million Swiss francs, 3 per cent lower than the
projected base-case scenario, i.e. an increase of 5 per cent as compared to the 2018/19 Approved Budget.



Madrid fee income. The number of Madrid registrations and renewals are projected to increase by 19.3 percent and 0.6 per cent in 2020/21, respectively, as compared to the 2018/19 Approved Budget. Theseestimations are based on continued strong filing numbers expected from top filing offices. Due to continuing
uncertainties in the global economy, the Madrid fee income for 2020/21 is estimated at 162 million Swiss francs,
3 per cent lower than the projected base-case scenario, i.e. representing an increase of 15.1 per cent ascompared to the 2018/19 Approved Budget.



The Hague fee income. The increase in the number of registrations and renewals under the Hague System isestimated at 4.3 per cent and 15.8 per cent in 2020/21, respectively, compared to the 2018/19 Approved
Budget. The double-digit growth estimated for the next biennium is based on the expected accessions by
China, Israel and Mexico. Due to continuing uncertainties in the global economy, the Hague fee income isestimated at 12.6 million Swiss francs, 3 per cent lower than the projected base-case scenario, i.e. representing
an increase of 11.5 per cent compared to the 2018/19 Approved Budget.



Lisbon fee income. The number of applications under the Lisbon System is estimated at 25 applications per
year in 2020/21. The corresponding Lisbon fee income for the biennium is estimated at 50,000 Swiss francs, anincrease of 25 per cent compared to the 2018/19 Approved Budget.



Assessed contributions. Estimates for Member States’ assessed contributions in 2020/21 are based on acontribution unit value of 45,579 Swiss francs5. The contribution class per country is assumed to be similar in
2020/21 to the class applied in 2018. Income from Member States’ contributions is therefore estimated at 34.8
million Swiss francs in 2020/21, i.e. at the same level as the 2018/19 Program and Budget.



Income from the WIPO Arbitration and Mediation Center. Based on the continued increasing trend of WIPO
domain name cases since 2016, in which a record number of WIPO domain name cases were filed, income fromthe Arbitration and Mediation Center is projected at 3.3 million Swiss francs, an increase of 6.5 per centcompared to the 2018/19 Program and Budget.



Income from publications. Income from publications is estimated at 0.8 million Swiss francs, which represents
an increase of 87.1 per cent compared to the 2018/19 Program and Budget. The increase is due to the
expected external uptake of WIPO’s Artificial Intelligence (AI) products.

5World Intellectual Property Organization
Program and Budget 2020/21

Miscellaneous income. Miscellaneous income is projected at 3.4 million Swiss francs in 2020/21, a decreaseof 29.7 per cent, compared to the 2018/19 Program and Budget. A projected higher income from administrative
charges on the Funds-in-Trust is offset by higher credit card charges due to the forecasted higher transaction
volumes in the PCT, Madrid and the Hague as well as the increased use of credit cards as a payment means
online.

See Appendix A on Member States’ Contributions

10

World Intellectual Property Organization
Program and Budget 2020/21

I FINANCIAL AND RESULTS OVERVIEWRESULTS FRAMEWORK AND PROGRAM AND BUDGET 2020/21 INCLUDING DEVELOPMENT SHARE BY RESULT(in thousands of Swiss francs)
Strategic Goal VIII:
A responsive communications interface between WIPO, its member states and all stakeholders
VIII.1 More effective communication to a broad VIII.2 Improved service orientation andand diverse public about intellectual property
responsiveness to inquiries
and WIPO’s role

CROSS-CUTTING TOPICS

WIPO Development Agenda

12,517 (-)

VIII.3 Effective engagement with Member
States
7,061 (-)

VIII.4 Open, transparent and responsive
interaction with non-governmental stakeholders

VIII.5 WIPO effectively interacts andpartners with UN and other IGO processes
and negotiations

1,342 (-)

7,404 (-)

8,193 (-)

Total SG VIII: 36,517 (-)

Strategic Goal I:
Balanced Evolution of the International
Normative Framework for IP

Strategic Goal II:
Provision of Premier
Global IP Services

Strategic Goal III:
Facilitating the Use of
IP for Development

Strategic Goal IV:
Coordination and Development of
Global IP Infrastructure

Strategic Goal V:
World Reference Source for
IP Information and Analysis

Strategic Goal VI:
International Cooperation on
Building Respect for IP

Strategic Goal VII:
Addressing IP in Relation
to Global Policy Issues

I.1 Enhanced cooperation among Member
States on development of balanced
international normative frameworks for IP
14,368 (5,135)
I.2 Tailored and balanced IP legislative,
regulatory and policy frameworks
10,589 (9,290)
I.3 Increased security and certainty for theprotection of State emblems and names andemblems of International Intergovernmental
Organizations
770 (-)
I.4 Growing interest in WIPO as a forum foranalysis of issues in relation to the international
protection of patents, utility models, layout
designs (topographies) of integrated circuits
and confidential information
330 (-)

II.1 Wider and more effective use of the PCT
System for filing international patent applications,
including by developing countries and LDCs
30,653 (8,199)
II.2 Improved productivity and service quality of
PCT operations
194,105 (-)
II.3 Wider and more effective use of the Hague
System, including by developing countries andLDCs
6,134 (2,893)
II.4 Improved productivity and service quality of
the Hague operations
9,122 (-)
II.5 Wider and more effective use of the Madrid
System, including by developing countries andLDCs
15,477 (8,363)
II.6 Improved productivity and service quality of
Madrid operations
49,473 (-)
II.7 International and domestic intellectual
property disputes are increasingly prevented or
resolved through WIPO mediation, arbitration andother alternative dispute resolution methods
5,636 (909)II.8 Effective intellectual property protection in thegTLDs and the ccTLDs
8,189 (140)II.9 Wider and more effective use of the Lisbon
System, including by developing countries andLDCs
928 (559)
II.10 Improved productivity and service quality of
Lisbon operations
598 (-)

III.1 National IP strategies and plansconsistent with national development
objectives
7,698 (7,698)
III.2 Enhanced human resource capacities
able to deal with the broad range ofrequirements for the effective use of IP for
development in developing countries, LDCs
and countries with economies in transition
39,331 (39,331)
III.3 Mainstreaming of the DA
recommendations in the work of WIPO
3,824 (3,824)
III.4 Strengthened cooperation arrangementswith institutions in developing countries, LDCs
and countries in transition tailored to theirneeds
9,473 (9,104)
III.6 Increased capacity of SMEs, universities
and research institutions to successfully use
IP to support innovation
6,498 (6,498)

IV.1 Updated and globally accepted system ofinternational classifications and WIPO standards
to facilitate access, use and dissemination of IP
information among stakeholders in the world
7,345 (446)IV.2 Enhanced access to, and use of, IP
information by IP institutions and the public topromote innovation and creativity
21,350 (10,809)
IV.3 Broad geographical coverage of the content
and use of WIPO Global IP Databases
2,385 (1,314)
IV.4 Enhanced technical and knowledge
infrastructure for IP Offices and other IP
institutions leading to better services (cheaper,
faster, higher quality) to their stakeholders andbetter outcome of IP administration
18,771 (17,878)

V.1 Wider and better use of WIPO IP
statistical information
3,140 (119)V.2 Wider and better use of WIPO
economic analysis in policy formulation
4,527 (913)VI.1 Progress in the international dialogue
among WIPO Member States and relevantinternational stakeholders on Building Respect
for IP, guided by Recommendation 45 of the
WIPO Development Agenda
1,676 (807)VI.2 Systematic, effective and transparent
cooperation and coordination between the workof WIPO and national and internationalorganizations in the field of Building Respect forIP
1,081 (-)

VII.1 IP-based platforms and tools forknowledge transfer, technology adaptation anddiffusion from developed to developing
countries, particularly least developed countries,
to address global challenges
5,781 (5,781)

Total SG I: 26,057 (14,425)

Total SG II: 320,313 (21,064)

Total SG III: 66,825 (66,457)

Total SG IV: 49,952 (30,447)

Total SG V: 7,667 (1,032)

Total SG VI: 2,757 (807)

Total SG VII: 5,781 (5,781)

IX.4 An environmentally and socially responsible
Organization in which WIPO staff, delegates,
visitors and information and physical assets aresafe and secure

IX.5 Improved accountability, organizational
learning, value for money, stewardship,
internal control and corporate governancethrough assistance from effective andindependent oversight

23,379 (-)

7,041 (-)

Contributing to:Strategic Goal IX:
Efficient administrative and financial support structure to enable WIPO to deliver its programs
IX.1 Effective, efficient, quality and customeroriented support services both to internalclients and to external stakeholders

IX.2 An agile and smooth functioning Secretariat
with a well managed and appropriately skilledworkforce which is effectively delivering results

165,723 (-)

38,822 (-)

IX.3 An enabling working environment
supported by an effective regulatory
framework and appropriate channels to
address staff concerns
2,958 (-)- The proposed budget by result does not include the proposed budget for unallocated of 14.7 million Swiss francs. The total proposed budget 2020/21 includes unallocated.
- Development share: Expenditure is qualified as “development expenditure” in line with the revised definition of development expenditure detailed in Annex B of document WO/GA/43/21.
- The figures for Development Share include Development Agenda project resources.
- Figures might not add up to the total budget due to rounding.
- Sustainable Development Goals (SDGs): WIPO’s contribution to the SDGs is presented in Annex X of this document.

Total SG IX: 237,924 (-)
Total proposed budget 2020/21:(Total development share:

11

768,401
140,012 )12World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

Results and Resources
9. The proposed Program and Budget for the biennium 2020/21 continues to ensure that the Organization’s resources
are deployed towards the achievement of results that are of highest priority to the Organization. The total proposed
expenditure for the 2020/21 biennium amounts to 768.4 million Swiss francs, representing an increase of 42.5 million
Swiss francs or 5.9 per cent over the 2018/19 Approved Budget of 725.9 million Swiss francs. This should be seen in
the context of a projected increase in income of 6.4 per cent compared to the 2018/19 Approved Budget.
10. The Organization requires continued capital investments in the areas of premises, safety and security, and ICT
initiatives in order to ensure that its products and services remain fit-for-purpose. The 10-year Capital Master Plan
(CMP), outlining the major premises as well as safety and security-related capital investments required, presented toMember States in 20176, has been updated. In addition, the first phase of several high priority ICT projects tostrengthen the business operations of the international registration systems and the integration and resilience of
WIPO’s major IT systems, approved by the WIPO Assemblies in 2017, is well into implementation and will require theconsideration of their second implementation phases. A new CMP proposal for implementation in the 2020/21
biennium, based on the updated 10-year CMP and the status of implementation of ongoing ICT projects, proposed tobe financed from the Reserves in line with the Revised WIPO Policy related to Reserves, will be submitted to the 30th
session of the PBC in July 2019.
11. The Results Framework Chart sets out the 38 organizational Expected Results for the 2020/21 biennium,providing the mandate for the Programs contributing to these results. The WIPO Development Agenda (DA), Gender
Equality (SDG 5), Reduced Equalities (SDG 10) and Partnerships (SDG 17) are cross-cutting issues across all
Strategic Goals. The Chart also provides the results-based view of the budget for the biennium 2020/21 and thedevelopment share of resources for each result. A breakdown of the extra-budgetary resources potentially available
for programming under each Program is reflected in the Program narratives and in Annex VI.
12. The 2020/21 Proposed Budget by Program and by cost category is summarized in Tables 4 and 5 below. The
Program structure remains the same as in the biennium 2018/19. The comparison of the 2020/21 Proposed Budget by
Program with the 2018/19 Approved Budget and Budget after Transfers 7 is provided in Annex I. Annex III contains the2020/21 allocation of income and expenditure by Union.
13. Income estimates for the biennium 2020/21 for the international registration systems have been prepared on an
accrual basis. The estimated income related to Member States’ contributions, income from the WIPO Arbitration andMediation Center and publications as well as miscellaneous income is estimated on a cash basis with the relevant
IPSAS adjustment applied. The expenditure budget is prepared on a modified accrual basis in accordance with theOrganization’s Financial Regulations and Rules. The IPSAS requirement for annual reporting in the Organization’s
financial statements also requires the Organization to present its budget on an annual basis. For this purpose, annual
budget figures are provided for both income and expenditure in Annex VII of this document.

6
7

WO/PBC/27/9
As at February 1, 201913

World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

Table 4. 2020/21 Proposed Budget by Program(in thousands of Swiss francs)
2020/21 Proposed Budget
Programs

Personnel
Resources

Non-Personnel
Resources

Total

1
2

Patent Law
Trademarks, Industrial Designs and Geographical Indications

4,352
3,988

1,825
1,430

6,177
5,418

3

Copyright and Related Rights

9,877

7,410

17,287

4

Traditional Knowledge, Traditional Cultural Expressions and Genetic Resources

4,686

2,594

7,280

5

The PCT System

132,826

89,253222,079

6

Madrid System

42,85019,701

62,551

7

WIPO Arbitration and Mediation Center

9,284

3,640

12,9248

Development Agenda Coordination

2,304

1,470

3,774

9

20,974

8,588

29,562

10

Africa, Arab, Asia and the Pacific, Latin America and the Caribbean Countries, Least
Developed Countries
Transition and Developed Countries

7,023

1,998

9,021

11

The WIPO Academy

7,332

6,070

13,402

12

International Classifications and Standards

5,600

1,745

7,345

13

Global Databases

8,535

2,434

10,96914

Services for Access to Information and Knowledge

6,442

1,420

7,862

15

Business Solutions for IP Offices

8,221

6,473

14,69516

Economics and Statistics

6,467

1,200

7,667

17

Building Respect for IP

3,840

941

4,781

18

IP and Global Challenges

4,170

838

5,008

19

Communications

14,1702,664

16,83420

External Relations, Partnerships and External Offices

10,835

4,468

15,303

21

Executive Management

21,8105,105

26,91522

Program and Resource Management

25,60215,01540,61723

Human Resources Management and Development

21,2495,614

28,86324

General Support Services

17,42422,78340,207

25

Information and Communication Technology

14,29436,17450,46826

Internal Oversight

4,356

835

5,191

27

Conference and Language Services

27,02810,45637,484

28

Information Assurance, Safety and Security

5,622

19,18824,81030

SMEs and Entrepreneurship Support

4,825

1,741

6,566

31

The Hague System

10,616

2,598

13,21432

Lisbon System

1,209

211

1,420

UN

Unallocated

8,107

6,600

14,707475,919

292,482

768,401

GRAND TOTALKey Priorities in the Biennium 2020/21 and Associated Budget Impact
14. The increase in personnel costs for 2020/21 amounts to 15.9 million Swiss francs, or 3.5 per cent, compared to
the 2018/19 Approved Budget (see Table 5). The total number of posts has increased from 1,205 to 1,209, as a resultof the creation of four new flexibility posts following the application of the Madrid Union Budget Flexibility Formula in2019.
15. The increase in non-personnel resources in 2020/21 amounts to 26.6 million Swiss francs, or 10 per cent,compared to the 2018/19 Approved Budget. Anticipated savings are baselined in the budget estimates duly taking into
account cost efficiencies, changes in business models, automation and investment decisions.
16. Outlined below are the main focus areas and high-level implementation strategies in the biennium 2020/21 byStrategic Goal with associated planning assumptions and impact on the 2020/21 Proposed Budget as compared to the
2018/19 Approved Budget.

14

World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

Development of a Balanced International Normative Framework for IP

Facilitate enhanced cooperation and agreement among Member States on the further development of abalanced international normative framework for IP based on the decisions by Member States.

Continue to encourage accession to and implementation of WIPO treaties, in particular the Beijing Treaty, theMarrakesh Treaty, the WIPO Internet Treaties, the Singapore Treaty and the Patent Law Treaty.

Provide legislative and policy advice duly taking into account the priorities and special needs of beneficiary
countries, the balanced rights and obligations that are inherent to the IP system, and the differing levels ofMember States’ development.



Develop WIPO’s systematic approach in the area of the judicial administration of IP through the WIPO Judicial
Institute; support the efficient and effective judicial administration of IP in Member States, aligned with national
legal traditions, and economic and social circumstances.
Program

Planning assumptions

Impact on budget

A provision of 3 million Swiss francs has been included in the budget for the possibility of three Diplomatic
Conferences should Member States decide to convene them in the biennium 2020/21. The provision is reflected in“Unallocated”.
Program 1 (Patent Law)

Up to four sessions of the Standing Committee on the
Law of Patents (SCP)

Additional non-personnel resources of 187,000 Swiss
francsIncreased demand for legislative advice, strengtheningof the Inventor’s Assistance Program (IAP) and patentdrafting accreditation program

Two additional temporary positions and additional nonpersonnel resources of 240,000 Swiss francs.

Program 2 (Trademarks, Industrial Up to four sessions of the Standing Committee on the
Designs and GeographicalLaw of Trademarks, Industrial Designs andIndications)Geographical Indications (SCT)

Additional non-personnel resources of 235,000 Swiss
francsIncreased demand for legislative advice
Program 3 (Copyright and Related Up to four sessions of the Standing Committee on
Rights)Copyright and Related Rights (SCCR)
Enhanced focus on the promotion, in particular of the
Beijing and Marrakesh treaties

Additional non-personnel resources of 100,000 Swiss
francs.
No budgetary impact (same assumption as in 2018/19)

Additional non-personnel resources of 250,000 Swiss
francsProgram 4 (Traditional Knowledge, Up to four sessions of the Intergovernmental Committee No budgetary impact (same assumption as in 2018/19)
Traditional Cultural Expressions
on Intellectual Property and Genetic Resources,and Genetic Resources)
Traditional Knowledge and Folklore (IGC)
Program 21 (Executive
Management)

Creation of a program dedicated to the judicial
administration of IP

Two additional posts and one temporary position as wellas additional non-personnel resources of 1 million Swiss
francs.

Note: Comparisons are against the 2018/19 Approved Budget

International Registration Systems
Ensure a more widespread and better use of the services provided by WIPO’s global registration systems, inparticular the PCT, Madrid and the Hague Systems, being the main foundation for the Organization’s long-term
financial sustainability.

Continue meeting the challenges of the changing geographical composition of demand for such services,
including the associated language skill requirements, and of the rapidly expanding membership of the Madrid
and the Hague Systems.



Amplify efforts to enhance operational efficiency of the registration systems moving towards a fully electronic,
integrated and secure ICT environment for the PCT, Madrid and the Hague that enhances interaction withexternal stakeholders, end users and IP Offices.

15

World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

Program

Planning assumptions

Impact on budget

Program 5 (PCT)

8.6% increase in applications

Additional non-personnel resources of 8.2 million Swiss
francs for the PCT System

Program 6 (Madrid System)

18.4% and 4% increase in registrations and renewals
respectively

Four additional flexibility posts and additional nonpersonnel resources of 3.4 million Swiss francs for the
Madrid System

Program 31 (The Hague System)

0.5% and 13.7% increase in registrations and renewals
respectively; support for the Hague IT Platform

Four additional posts and additional non-personnel
resources of 0.2 million Swiss francs

Program 7 (AMC)

Increased workload related to domain name and IP ADR Two additional posts and one temporary position as wellcases
as additional non-personnel resources of 458,000 Swiss
francsNote: Comparisons are against the 2018/19 Approved Budget

Facilitating the Use of IP for Development
Further strengthen the implementation of WIPO’s development-oriented activities guided by WIPO DA
Recommendations and the 2030 Agenda for Sustainable Development; coordinate WIPO’s developmentoriented, demand-driven and transparent technical assistance taking into consideration the distinctiveness andpriorities of Member States, particularly Least Developed Countries (LDCs), and the specificities of theirgeographical regions; continue strengthening the utilization of Appropriate Technologies in line with the Istanbul
Programme of Action; ensure that professional development and DL courses are current and relevant toMember States’ needs and priorities.

Strengthen WIPO’s contribution to SDG 9: Industry, Innovation and Infrastructure, through the strengthening ofIP legal frameworks, WIPO’s international registration systems, databases and platforms, analysis and statistics,
partnerships and capacity building8.
Program

Planning assumptions

Impact on budget

Across all Programs

The total development share in 2020/21 amounts to 136 million Swiss francs or 18.1 %Program 2 (Trademarks, Industrial Implementation of the DA project: IP, Tourism and
Designs and Geographical
Gastronomy in Peru
Indications)

Additional resources of 355,000 Swiss francs

Program 3 (Copyright and Related Implementation of the DA project: Pilot Project on
Rights)Copyright and the Distribution of Content in the Digital
Environment

Additional resources of 359,000 Swiss francs

Program 8 (Development Agenda
Coordination)

Implementation of the DA project: Enhancing the use of Additional resources of 261,000 Swiss francs
IP in the Software Sector in African Countries (Kenya)

Program 9 (Africa, Arab, Asia andthe Pacific, Latin America and the
Caribbean, LDCs)

Strengthening the utilization of appropriate technologies
in LDCs in line with the Istanbul Programme of Action

Additional non-personnel resources of 100,000 Swiss
francsProgram 10 (Transition andDeveloped Countries)

Enhanced capacity building in transition countries

Additional non-personnel resources of 100,000 Swiss
francsProgram 11 (The WIPO Academy) Strengthening of DL courses and the Joint Masters
Programs in IP with partner institutions

Additional non-personnel resources of 748,000 Swiss
francsProgram 14 (Services for Accessto Information & Knowledge)

Finalization of the DA project: IP Management andTransfer of Technology

Resources amounting to 75,000 Swiss francs

Program 17 (Building Respect forIP)

Strengthening capacity building and technicalassistance on building respect for IP

One additional post and additional non-personnel of
100,000 Swiss francs

Program 30 (SMEs andEntrepreneurship Support)

Enhanced capacity building for SMEs

One additional post and additional non-personnel
resources of 50,000 Swiss francs

Implementation of the DA project: Increasing theRole of Women in Innovation and Entrepreneurship

Additional resources of 130,000 Swiss francs

Note: Comparisons are against the 2018/19 Approved Budget

8

A mapping of the SDGs to which WIPO contributes is included in Annex X.

16

World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

Global IP InfrastructureContinue enhancing access to, and use of, IP information by IP institutions and the public to promote innovationand creativity.



Further improve the International Patent Classification (IPC), the Nice, Locarno and Vienna Classification
systems; support the implementation of WIPO Standards through the implementation of IT support tools suchas the software for ST.26 (presentation of nucleotide and amino acid sequence listings).

Continue expanding the geographical coverage of WIPO Global Databases (PATENTSCOPE, Global Brand
Database and Global Design Database); develop and further refine the WIPO Global Database search tools;
reinforce artificial intelligence (AI) initiatives.

Further develop the WIPO IP Office Suite of applications (IPAS, WIPO File, WIPO Publish), ensuring that itmeets the needs of IP Offices at different levels of maturity in developing, transition and least developed
countries.
Program

Planning assumptions

Impact on budget

Program 3 (Copyright and Related Further development of IT tools to enable right holders
Rights)in the management of their rights

Additional non-personnel resources of 450,000 Swiss
francsProgram 12 (International
Classifications and Standards)

Implementation strategies described in the Program
narrative

No change in non-personnel resources for Program ascompared to 2018/19

Program 13 (Global Databases)

Expansion of the geographical coverage of WIPO
Global Databases; reinforcement of AI initiatives

Two additional posts

Program 14 (Services for Accessto Information & Knowledge)

Support to the increasing number of TISC networks;
preparation of the WIPO Technology Trends (WITT)One additional post and additional non-personnel
resources of 449,500 Swiss francs

Program 15 (Business Solutions
for IP Offices)

Implementation strategies described in the Program
narrative

No change in non-personnel resources for Program ascompared to 2018/19

Note: Comparisons are against the 2018/19 Approved Budget

World Reference Source for IP Information and Analysis
Continue to expand the geographical and thematic coverage of IP statistics, including statistics on the creative
economy; continue to benchmark innovation performance by enriching and co-publishing the Global Innovation
Index (GII); provide in-depth analysis on the role the IP system plays in the global economy by publishingthematic World Intellectual Property Reports.
Program

Planning assumptions

Program 16 (Economics andStatistics)

Enhanced statistical reporting and economic research in One additional post and additional non-personnel
relation to the creative economy and the GII
resources of 30,000 Swiss francs

Impact on budget

Note: Comparisons are against the 2018/19 Approved Budget

Building Respect for IP
Continue fostering the sharing of national experiences on legal and regulatory enforcement frameworks as wellas prevention activities that account for the socio-economic interests in building respect for IP.
Program

Planning assumptions

Impact on budget

Program 17 (Building Respect forIP)

2 sessions of the Advisory Committee on Enforcement(ACE)

No budgetary impact (same assumption as in 2018/19)

Note: Comparisons are against the 2018/19 Approved Budget

Addressing IP in Relation to Global Policy Issues
Promote the Accessible Books Consortium (ABC) and the development of the ABC Global Book Service as thepremier global entity for bringing books to people who are print disabled.

Further develop and sustain the two multi-stakeholder platforms (WIPO Re:Search and WIPO GREEN) thatfacilitate effective collaborative networks and technology and knowledge transfer relevant to global health and17World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

climate change, with a particular emphasis on increasing collaborations and partnerships that facilitate the global
connectivity of developing country innovators.
Program

Planning assumptions

Impact on budget

Program 3 (Copyright and Related Enhanced focus on the ABC Global Book Services
Rights)Platform

One additional post

Program 18 (IP and Global
Challenges)

Additional non-personnel resources of 50,000 Swiss
francsStrengthened cooperation activities under WIPO
Re:Search

Note: Comparisons are against the 2018/19 Approved Budget

Responsive Communications Interface

Spread an enduring, positive narrative about WIPO’s Programs, activities, flagship publications, public-private
initiatives, and services; extend reach to target audiences worldwide and build engagement with WIPO; enhance
WIPO’s reputation and brand value and improve the brand experience of WIPO stakeholders and customers.

Strengthen partnerships with United Nations (UN) Organizations and IGOs to support the implementation of the2030 Development Agenda and other shared global goals; support the implementation of the Technology
Facilitation Mechanism, in particular through the WIPO Coordination Office to the United Nations in New York, as amember of the Inter-Agency Team on Science, Technology and Innovation for the SDGs; strengthen engagementwith NGOs.



Ensure that the five long-established External Offices (the WIPO Brazil Office, the WIPO Office in China, the WIPO
Japan Office, the WIPO Singapore Office and the WIPO Office in the Russian Federation) and the newly established
External Office in Algeria form a seamless extension of the Organization in the field and are fully integrated into theOrganization’s functioning; facilitate the establishment of the new WIPO Office in Nigeria and any additional new
External Offices, in accordance with the decision of the Member States.
Program

Planning assumptions

Impact on budget

A provision of 1.6 million Swiss francs has been included in the budget for the establishment of new External
Offices in 2020/21 in line with the decisions of the Member States. The provision is reflected in “Unallocated”.
Program 19 (Communications)

Strengthened communications efforts around the launch Additional non-personnel resources of 175,000 Swiss
of WIPO flagship publications and the completion of the francs
Virtual Library

Program 20 (External Relations,
Partnerships and External Offices)Strengthening of the existing External Offices network

Three posts and one temporary position as well as
additional non-personnel resources of 775,000 Swiss
francsStrengthened engagement with NGOs

One additional post

Program 21 (Executive Management) Increased engagement related to the SDGs
Centralization of WIPO events and protocol-related
activities

One additional post and additional non-personnel
resources of 68,000 Swiss francs
Three additional posts

Note: Comparisons are against the 2018/19 Approved Budget

Efficient Administrative and Financial Support StructureStrengthen the Organization’s engagement with Member States to disseminate information and garner feedback
on program implementation; facilitate coordination and cooperation within the UN System through WIPO’s
contribution to the UN Chief Executive Board (CEB); coordinate the functioning of WIPO’s External Offices
aiming at ensuring that the network adds value, efficiency and effectiveness to program delivery; provide eventrelated services to Member States and other stakeholders.



Deliver prompt and reliable legal advice and services on a wide range of constitutional, contract, treaty, andadministrative law matters.

Further develop standards and principles that meet best practices in the UN System, building on WIPO's ethics
and integrity principles as laid down in its Code of Ethics.

18

World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

Program

Planning assumptions

Impact on budget

Program 21 (Executive
Management)

Strengthened Financial Disclosure and Declaration ofInterests (FDDI) and Protection against Retaliation(PaR)

Additional non-personnel resources of 431,000 Swiss
francsIncreased demand for legal advice and services

Three additional posts and additional non-personnel
resources of 130,000 Swiss francs

Note: Comparisons are against the 2018/19 Approved BudgetManage investments under the oversight of the Advisory Committee on Investments (ACI); with the assistanceof investment advisors, manage the Organization’s core and strategic cash in accordance with its investment
policy as well as carefully monitor and manage operating cash within the context of persistent negative interest
rates for the Swiss franc.

Provide robust support and services to users of the significantly expanded Enterprise Resource Planning (ERP)systems that are being mainstreamed in 2018/19.
Program

Planning assumptions

Impact on budget

Program 22 (Program andResource Management)

Strengthened finance services (netting, investments and Additional non-personnel resources of approx. 300,000
customer service)
Swiss francs
Strengthened operation and support of ERP applications Additional non-personnel resources of 1.5 million Swiss
francsNote: Comparisons are against the 2018/19 Approved BudgetContinue to develop an enabling environment for a more agile workforce through skills realignment and career
support, in line with the strategic goals of the Organization; streamline HR processes; reinforce WIPO as an
employer of choice through competitive conditions of employment, a harmonious and respectful workplace,
opportunities for professional growth, promotion of staff well-being, and work-life balance.
Program

Planning assumptions

Impact on budget

Program 23 (HRMD)

Insourcing of medical services

Two additional posts

Strengthened human resources planning andoperations

Two additional posts

Enhancement of the WIPO Rewards and Recognition
ProgramAdditional personnel resources of 1 million Swiss francs

Note: Comparisons are against the 2018/19 Approved Budget

Implement a strategic and proactive approach to WIPO’s sourcing activities to ensure efficient, customeroriented and compliant processes for procuring goods, services, individual contractors, travel and eventassociated requirements, using additional IT tools or enhanced ERP functionalities; consolidate the monitoringof the use of Long Term Agreements and enhance cooperation with other international organizations to reduce
the time to procure and maximize savings through economies of scale and negotiations.



Carry out regular quality maintenance of the premises and technical installations on the WIPO Campus, with aview to preserving optimal working conditions and reducing the need for delayed, emergency and costly repairs
and interventions.
Program

Planning assumptions

Impact on budget

Program 24 (General Support
services)

Anticipated increase in rent for the CAM building

Additional non-personnel resources of 1 million Swiss
francsEnhancement of procurement processes, in particular,
the automation of the RFP process

Additional non-personnel resources of 155,000 Swiss
francsNote: Comparisons are against the 2018/19 Approved Budget

Ensure cost-effectiveness of ICTD operations and services through optimization of existing infrastructure andservices, including through migration to the cloud; strategic sourcing of new ICT services, including theincorporation of cloud services; strengthened vendor and service provider management.

19World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

Program

Planning assumptions

Impact on budget

Program 25 (ICT)

Rationalization of servers and storage, including
through the migration to the cloud

Anticipated decrease of 2.3 million Swiss francs in nonpersonnel resources for hosting of WIPO’s businesssystems and applications

Note: Comparisons are against the 2018/19 Approved Budget

Improve internal oversight service delivery by building on the results and recommendations of the external
quality assessments of the audit, evaluation and investigation functions,
Program

Planning assumptions

Impact on budget

Program 26 (IOD)

Two external quality assessments of audit
and investigation functions and external IT audit
expertise

Additional non-personnel resources of 135,000 Swiss

Note: Comparisons are against the 2018/19 Approved BudgetProvide high-quality translation and interpretation services in a timely and cost-effective manner, in line with the
WIPO Language Policy and treaty obligations, including through the adoption of new translation technologies;
continue to promote and implement the policy of multilingualism within the Secretariat.

Enhance the efficiency of conference management through an Integrated Conference Services Platform;
implement a new online registration system for delegates attending WIPO meetings to improve customer
experience and process-efficiency; maintain cost-efficient mailing services; improve efficiency and quality ofprinting services, and reduce paper documentation by encouraging ‘print-on demand’; improve themanagement of digital records.
Program

Planning assumptions

Impact on budget

Program 27 (Conference andLanguage Services)

Implementation strategies described in the Program
narrative

Increase in non-personnel resources of 706,000 Swiss
francs for conference and language services including
for the translation of WIPO Flagship Publications(Executive Summary) and WIPO global publications on
substantive IP topics into all official UN languages;
Reduction of two posts due to efficiency gains from
Computer-Assisted-Translation (CAT) tools and themultilingual IP terminology database
Reduction of three posts due to efficiency gains in theprinting plant and mail expedition services
Transfer of messenger/driver services to Program 21(seven posts) and associated non-personal resources.

Note: Comparisons are against the 2018/19 Approved BudgetContinue to progress the implementation of information assurance (IA) strategies focusing on strengthening
current IA capabilities; develop a next generation 3-5 year IA strategy considering new business requirements
and the evolving threat environment; improve WIPO’s cyber-security operations by continually expandingknowledge of actionable internal and external threat intelligence and 24/7 security monitoring.

Continue the implementation of plans for safety and security aiming at optimizing existing investments inphysical security and safety systems and building new capabilities focusing on prevention, preparedness andresilience; enhance protection of staff, visitors and delegates from likely threat scenarios by enhancing security
capabilities such as continuous threat monitoring, risk analysis and risk-based protection mechanisms.
Program

Planning assumptions

Impact on budget

Program 28 (Information
Assurance, Safety & Security)

Strengthening information security

Four additional posts

Strengthening of “duty of care” towards WIPO personnel Additional non-personnel resources of 800,000 Swiss
francsEstablishment of a WIPO Digital Time-Stamp Service
Additional non-personnel resources of 900,000 Swiss
francsNote: Comparisons are against the 2018/19 Approved Budget20

World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

2020/21 Budget by Cost Category
17. The estimated cost for “Posts” in 2020/21 represents an increase of 16.8 million Swiss francs, or 3.9 per cent,compared to the 2018/19 Approved Budget. The decrease of 4.7 million Swiss francs, or 22.2 per cent, in theestimated costs of “Temporary Staff” is the result of the finalization of the regularizations of continuing functions. “Theincrease in “Other Staff Costs” reflects a provision of 1.2 million Swiss francs for the WIPO Rewards and Recognition
Program.
Table 5: 2020/21 Proposed Budget by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetPosts

431,546

422,158

448,336

16,791

3.9%

Temporary Staff

20,978

19,697

16,323(4,654)-22.2%

Other Staff Costs

2,120

2,120

3,152

1,032

48.7%

Sub-total, A. w/out Unalloc.

454,643

443,975

467,812

13,168

2.9%

Unallocated (Personnel)

5,357

6,100

8,107

2,751

51.3%

460,000

450,075

475,919

15,919

3.5%Internships

712

1,156

767

56

7.8%

WIPO Fellowships

6,802

8,098

9,906

3,104

45.6%

Sub-total

7,514

9,254

10,673

3,159

42.0%

Staff Missions

13,75812,874

14,573815

5.9%

Third-party Travel

15,31014,262

15,616306

2.0%

Training & Related Travel Grants

2,643

2,196

2,929

286

10.8%

Sub-total

31,71029,333

33,118

1,408

4.4%

Conferences

6,624

6,765

7,098

474

7.2%

Publishing

519

398

474

(46)

-8.8%

Amount%Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Travel, Training and Grants

Contractual Services

Individual Contractual Services

27,91728,20036,011

8,094

29.0%

Other Contractual Services

145,887

153,486

142,454(3,433)-2.4%

Sub-total

180,948

188,849

186,037

5,089

2.8%

Finance Costs

1,702

1,851

1,066

(636)

-37.4%

Sub-total

1,702

1,851

1,066

(636)

-37.4%

Premises & Maintenance

27,94932,71041,174

13,225

47.3%

Communication

5,207

5,188

5,428

221

4.2%

Representation & Other Operating Expenses

1,712

1,840

2,318

606

35.4%

UN Joint Services

1,202

1,253

1,268

66

5.5%

Sub-total

36,07040,99150,187

14,117

39.1%

Furniture & Equipment

1,872

1,343

1,455

(418)

-22.3%

Supplies & Materials

4,040

3,483

3,346

(694)

-17.2%

Sub-total

5,913

4,826

4,801

(1,112)-18.8%

263,857

275,103285,882

22,025

8.3%

Operating Expenses

Equipment and Supplies

Sub-total, B. w/out Unalloc.

2,000

678

6,600

4,600

230.0%

Total B

Unallocated (Non-Personnel)

265,857

275,781292,482

26,625

10.0%

TOTAL

725,857

725,857

768,401

42,544

5.9%

POSTS

1,205

1,205

1,209

4

Note: 2018/19 Budget after Transfers reflects transfers as at February 1, 2019.

21

World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

18. The estimated costs for “WIPO Fellowships” for 2020/21 has increased by 3.1 million Swiss francs, or 45.6 per
cent, compared to the 2018/19 Approved Budget. This increase is primarily due to the strengthening of the fellowship
programs in the PCT (1.1 million Swiss francs in Program 5); Madrid (1 million Swiss francs in Program 6); WIPOMediation and Arbitration Center (0.5 million Swiss francs in Program 7); and the Accessible Books Consortium (ABC)(0.4 million Swiss francs in Program 3 – Copyright and Related Rights).
19. An increase of 0.8 million, or 5.9 per cent, compared to the 2018/19 Approved Budget, can be observed under“Staff Missions”. This increase mainly reflects increases in Program 9 (Africa, Arab, Asia and the Pacific, Latin
America and the Caribbean Countries, LDC) and Program 20 (External Relations and External Offices).
20. The estimated cost for “Contractual Services” in 2020/21 has increased by 5.1 million Swiss francs, or 2.8 per
cent, compared to the 2018/19 Approved Budget. The increase is primarily driven by additional estimated costs fortranslation and IT initiatives for the PCT (Program 5) and Madrid Systems (Program 6), the strengthening of WIPO’s
Distance Learning (DL) courses (Program 11 – WIPO Academy), the translation of WIPO Flagship Publications(Executive Summary) and WIPO global publications on substantive IP topics into all official UN languages (Program27) and the implementation of the WIPO Digital Time-Stamp Service (Program 28 - Information Assurance, Safety andSecurity). The increase is partially offset by lower hosting costs for major WIPO ICT systems following theimplementation of the cloud-first strategy and the migration of existing applications to the cloud (Program 25 - ICT).
21. The estimated “Finance Costs” for 2020/21 have decreased by 0.6 million Swiss francs, or 37.4 per cent,compared to the 2018/19 Approved Budget. This decrease is primarily driven by a reclassification of fundmanagement fees which are included within investment revenue in 2020/21 (Program 22 – Program and Resource
Management).
22. The estimated “Premises & Maintenance” cost for 2020/21 shows an increase of 13.2 million Swiss francs, or 47.3
per cent, compared to the 2018/19 Approved Budget. This is primarily due to a shift of security guard costs from“Contractual Services” (Program 28 - Information Assurance, Safety and Security) and higher estimated costs forsoftware licenses and maintenance (Program 25 - ICT).
23. “Representation & Other Operating Expenses” in 2020/21 has increased by 0.6 million Swiss francs, or 35.4 percent, compared to the 2018/19 Approved Budget. This is primarily driven by the expanded membership of the Madrid
System (Program 6) and the expanding network of WIPO External Offices (Program 20 - External Relations andExternal Offices).
24. The decrease in “Equipment and Supplies” primarily reflects the expected finalization in 2018/19 of the acquisitionof identity and access management technologies and information security protection mechanisms, in line with theInformation Assurance Strategy (Program 28 - Information Assurance, Safety and Security) and the completion of theWindows 10 migration (Program 25 - ICT).

Personnel Costs
Methodology
25. The personnel costs for the biennium 2020/21 continues to be derived on the basis of actual costs supplemented
by planning assumptions as outlined below.
26. The 2020/21 personnel costs incorporates changes related to the introduction of the unified salary scale on
January 1, 2017 and the new common system compensation package for the professional and higher categories, asestablished by the International Civil Service Commission (ICSC) and amendments to the Staff Regulations and Rules.
27. While costs for occupied positions are based on the latest available UN salary and pensionable remuneration
scales, as well as the applicable policies for benefits and entitlements, the cost for vacant positions is based on
average standard costs.

Planning Assumptions
9

For occupied positions, costing of salaries for 2020/219 takes into account the applicable ICSC scales (forgeneral services category) and/or the salary scale and within-grade step increments effective January 1, 2018

Salary scale applied for Professional and higher categories as of January 1, 2019 and pensionable remuneration scale effective
February 1, 2019. Salary scale and pensionable remuneration applied for occupied positions in the general service category as ofApril 1, 2011 and for vacant positions as of 1 September 2017.

22

World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW(for professional and higher categories), prorated for 2020/21. For vacant positions, standard costs arecalculated based on grade step I and an assumption of a dependent spouse and a child;The exchange rate and post adjustment multiplier (PAM) are applied as of January 2018;The USD/CHF exchange rate is applied at a 1:1 ratio for pensionable remunerations. The applicable ICSC scale
for professional and higher categories is as of February 2019; for the general service category the April 2011
scale has been applied for occupied positions and the September 2017 scale for vacant positions;

All applicable benefits and entitlements for occupied positions, including education grant and home leave, areestimated at position level, taking into account the latest payroll information. An average cost has been
estimated for vacant positions;Provisions for education grant take into account the revised education grant system based on a global sliding
scale of reimbursement of a streamlined list of education-related expenses;

Four new flexibility posts have been created in 2020/21 following the application of the Madrid Union Budget
Flexibility Formula, bringing the total number of posts to 1209. An overall vacancy rate assumption of 4 per centhas been applied to the overall costing of posts to take into account recruitment delays;In order to increase the funding for long term Employee Benefits which include the After Service Health
Insurance (ASHI) liability, the ASHI provision charge has been increased from 6 to 8 per cent; a 2 per centcharge for separation has been applied for temporary positions;

Other Staff Costs include biennial provisions for Professional Accident Insurance (PAI) (900,000 Swiss francs),
the Closed Pension Fund (700,000 Swiss francs), litigation costs (400,000 Swiss francs) and the WIPO Rewards
and Recognition Program(1,152,000 Swiss francs);

The provision for reclassifications amounts to 4 million Swiss francs in “Unallocated (Personnel)” for the
implementation of the results of reclassification committee decisions;Regularizations are expected to be completed in the 2018/19 biennium, and therefore no amount has been
provisioned in 2020/21 for regularizations. In order to enable the Secretariat to better manage and control
overtime expenses, the estimated overtime costs continue to be budgeted in a separate provision in“Unallocated (Personnel)”. The provision has been increased to 3 million Swiss francs in view of the introductionof flexible working arrangements. These costs will continue to be closely monitored in coordination with Program
23 (Human Resources Management and Development) and concerned Program areas.

28. Based on the above planning assumptions, the increase in personnel costs for 2020/21 amounts to 15.9 million
Swiss francs, or 3.5 per cent, compared to the 2018/19 Approved Budget. The share of budgeted personnel costs
compared to the total budget has decreased from 62.4 per cent in 2018/19 to 61.9 per cent in 2020/21.
Chart 3: 2020/21 Share of Personnel and Non-Personnel Budget

38%

Personnel
Non-Personnel

62%

29. The overall increase in 2020/21 under “Posts” compared to the 2018/19 Approved Budget mainly relates tostatutory increases, the change in pensionable remuneration for staff in the professional and higher categories,
additional flexibility posts for Madrid, completed regularizations and an 8 per cent ASHI provision. The completed
regularizations have been offset by a reduction in the budget for “Temporary Staff”.
30. “Other Staff Costs” for 2020/21 has increased compared to the 2018/19 Approved Budget due to the provision for
the WIPO Rewards and Recognition Program.

23

World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

31. The net increase of 2.8 million Swiss francs in “Unallocated (Personnel)” is primarily due to the increases in theprovisions for reclassifications and overtime.

Development Activities and Development Agenda Resources
32. The Organization will continue in the biennium 2020/21 to further strengthen the implementation of WIPO’s
development-oriented activities guided by the WIPO DA Recommendations10 and the principles enshrined in the 2030
Agenda for Sustainable Development. An outline of the Sustainable Development Goals (SDGs) to which theOrganization contributes is included in Annex X. For the first time, the SDGs to which Programs contribute have been
indicated in the Program narratives.
33. Development expenditure for the 2020/21 biennium is based on the revised definition of development expenditureapproved by the Member States at the fifty-fifth session of the WIPO General Assembly11. Expenditure is qualified as“development expenditure” when it is used to finance development-oriented activities provided by WIPO to developing
countries and LDCs, and the equivalent expenditure is not provided to developed countries. Consistent with pastpractice, countries with economies in transition are included for the purpose of the Program and Budget.
34. The total development share of the 2020/21 budget for the Organization amounts to 140 million Swiss francs or18.2 per cent. Details of the development expenditure for 2020/21 by Program are presented in Table 6 below.
35. A total of 1.2 million Swiss francs has been specifically earmarked within the budget in 2020/21 for the
implementation of DA Projects (see Table 7 below).
Table 6. Development Expenditure in 2020/21 (relevant shares of program resources)(in thousands of Swiss francs)
2018/19 Approved Budget
Programs

Approved
Budget1

Patent Law

2

Trademarks, Industrial Designs andGeographical Indications

3

Copyright and Related Rights

11,612

4

Traditional Knowledge, Traditional Cultural
Expressions and Genetic Resources

4,345

5

The PCT System

6

Madrid System

7

WIPO Arbitration and Mediation Center

89Development Agenda Coordination
Africa, Arab, Asia and the Pacific, Latin America
and the Caribbean Countries, Least Developed
Countries

10

Transition and Developed Countries

6,381

11
12

The WIPO Academy
International Classifications and Standards

13,285511

13

Global Databases

3,039

14

Services for Access to Information andKnowledge

4,444

15
16

Business Solutions for IP Offices
Economics and Statistics

17
18

DA
Projects

2018/19 Budget after Transfers

Total w/DA
Projects

Budgetafter
Transfers

3,022

3,022

2,910

2,910
11,712

12,282

4,345

4,378

6,755

6,755

5,487

5,487

283
3,455
30,723

100

62DA
Projects

Proposed
Budget

3,403

3,403

4,105

2,398

2,398

2,489

355

2,844

12,49914,453359

14,812

4,378

4,475

4,475

6,403

6,403

6,426

6,426

5,396

5,396

6,191

6,191

283

285

285

324

3,455
30,785

3,658
28,855

3,658
29,046

3,513
29,562

217

191

6,381

6,650

13,614511

12,459
472

3,039

2,410

5,303

4,322

938

13,403
1,402

13,403
1,402

13,205
1,024

166

Building Respect for IP

2,805

2,805

IP and Global Challenges

4,297

4,297

20

External Relations, Partnerships and External
Offices

5,183

5,183

21

Executive Management

-

-

969

30

SMEs and Entrepreneurship Support

6,326

6,326

6,228

31

The Hague System

1,420

1,420

32

Lisbon System
TOTAL

392
131,482392
132,832

Development Expenditure as % of total budget

10
11

329

859

1,350

2020/21 Proposed Budget

Total
w/DA
Projects

Total w/DA
Projects
4,105

324
261

3,774
29,562

6,650

7,312

7,312

12,881472

13,402446

13,402
446

2,410

2,588

5,261

4,921

13,205
1,190

13,947
1,032

13,947
1,032

3,190

3,190

3,412

3,412

3,933

3,933

3,966

3,966

5,416

5,416

6,804

6,804

422

969

1,348

6,380

6,436

1,419

1,419

1,223

462
129,218462
131,304458
138,832

18.3%

https://www.wipo.int/ip-development/en/agenda/recommendations.html
The revised definition of development expenditure can be found in document A/55/4.

24

DA
Projects

152

2,086

18.1%

2,588
75

4,996

1,348
130

6,566
1,223

1,180

458
140,01218.2%

World Intellectual Property Organization
Program and Budget 2020/21

FINANCIAL AND RESULTS OVERVIEW

Table 7: Development Agenda Projects in 2020/21(in thousands of Swiss francs)
2020/21 Proposed Budget
Projects

Programs

Personnel

Non Personnel

Total

Intellectual Property, Tourism and Gastronomy in Peru: Promoting theDevelopment of Tourism and Gastronomy in Peru through Intellectual Property

Program 2

125

230

355

Pilot project on copyright and the distribution of content in the digital environment(Brazil)

Program 3

114

245

359

Enhancing the Use of IP in the Software Sector in African Countries (Kenya)

Program 8

-

261

261

Intellectual Property Management and Transfer of Technology: Promoting theEffective Use of Intellectual Property in Developing Countries, LDCs and Countries
with Economies in Transition

Program 14

30

45

75

Increasing the Role of Women in Innovation and Entrepreneurship: Encouraging
Women in Developing Countries to Use the Intellectual Property System

Program 30

-

130

130

269

911

1,180

Total
Note: Amounts reflect part of the project budget for 2020/21 as per their respective project documents

25

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

II. PROGRAM NARRATIVES BYSTRATEGIC GOAL
Strategic Goal I

BALANCED EVOLUTION OF THE
INTERNATIONAL NORMATIVEFRAMEWORK FOR IP

Expected Result

Performance Indicators

I.1.
Enhanced cooperation among
Member States on development ofbalanced international normative
frameworks for IP

Progress on the implementation of agreed work, according to the SCP Agenda

Responsible Program(s)Program 1

Level of satisfaction of participants in awareness raising and promotional activities onpatents and related matters

Program 1

Level of satisfaction of participants in WIPO patent-related capacity building and training
activities

Program 1% of participants in WIPO patent-related capacity building and training activities with ademonstrated increase in knowledge

Program 1

Progress towards agreement on current issues on the SCT Agenda

Program 2

Progress in the implementation of agreed work according to the SCCR agenda

Program 3

Progress in normative activities on IP and GRs, TK and TCEs as agreed by Member States

Program 4% of treaty notifications that are promptly processed by OLC

Program 21% of recipients that found information concerning legal principles and practices of the patent,utility model and integrated circuit systems, including the flexibilities, useful

Program 1

No. and % of Member States satisfied with the legislative and policy advice provided

Program 1
Program 2
Program 3
Program 9No. of ratifications/accessions to the Singapore Treaty

Program 2
Program 20

No. of countries that have ratified or acceded to the Berne Convention, WIPO CopyrightTreaty (WCT), WIPO Performances and Phonograms Treaty (WPPT), Beijing Treaty andMarrakesh Treaty

Program 3
Program 20

No. of transition countries with updated national laws and regulations

Program 10

No. of ratifications by transition countries to WIPO administered treaties

Program 10

No. of countries/regional organizations having adopted or amended relevant frameworks
towards effective IP enforcement in the light of Part III TRIPS & DA Rec. 45, or being in theprocess of doing so, further to WIPO assistance

Program 17

No. of countries requesting WIPO’s specific contribution on IP in relation to competition
policy-related issues

Program 18

Level of sustained engagement by Member State judiciaries

Program 21

I.3.
Increased security and certainty
for the protection of Stateemblems and names andemblems of International
Intergovernmental Organizations

No. of signs contained in the Article 6ter database

Program 2

I.4
Growing interest in WIPO as aforum for analysis of issues inrelation to the international
protection of patents, utility
models, layout designs(topographies) of integrated
circuits and confidential
information% of recipients which found information concerning legal principles and practices on theprotection of patents, utility models, layout designs (topographies) of integrated circuits andconfidential information, useful

Program 1

I.2.
Tailored and balanced IP
legislative, regulatory and policy
frameworks

26

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

PROGRAM 1

Patent Law

Implementation Strategies
Provide timely and reliable information to the Member State-driven normative process thereby supporting anenvironment conducive to engagement and dialogue among Member States in areas of common
interest;

Facilitate discussions among Member States on the identification of new issues that require
multilateral attention and actions, with a view to keeping pace with the rapidly-evolving
technological, economic and social environments;

Encourage the ratification and full implementation of the Paris Convention, the Budapest
Treaty and the Patent Law Treaty by providing targeted legal and practical information tointerested Member States;Provide legislative and policy advice taking duly into account the priorities and special needsof beneficiary countries, the balanced rights and obligations that are inherent to the IP system,and the differing levels of Member States’ development;Support and assist Members States with a view to enhancing capacities for designing andusing functional patent-related systems, thereby enabling greater participation in thecreation, appropriation and transfer of technological knowledge;Address patent law in the context of the increasingly complex and globalized innovation andknowledge-transfer mechanisms, considering the contribution of other IP rights, in particular,
utility models and the protection of confidential information, to those mechanisms;

Deliver accurate evidence-based empirical information assisting stakeholders in making informed decisions andchoices relating to patents, utility models, layout designs (topographies) of integrated circuits, and protection ofconfidential information.

Cross-Program Collaboration27

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Reduced relevance of the Standing Committee on the Law of Patents as amultilateral normative forum.

Provision of an impartial and inclusive environment for the exchange of views
among Member States.
Provision of timely, accurate and substantive information to Member States.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

I.1
Enhanced cooperation among
Member States on development ofbalanced international normative
frameworks for IP

Progress on the implementation ofagreed work, according to the SCP
AgendaCurrent state of work in the Committee
as documented by SCP/29 Report

Implementation of SCP agreed
outcomes

Level of satisfaction of participants inawareness raising and promotional
activities on patents and related
matters

84% based on 8 surveys (2018)

90% satisfaction

Level of satisfaction of participants in
WIPO patent-related capacity building
and training activities

90% based on 333 responses inseminars (2018)

90% satisfaction% of participants in WIPO patent89% (2018)
related capacity building and training
activities with a demonstrated increasein knowledge
I.2% of recipients that found information
Tailored and balanced IP legislative, concerning legal principles andregulatory and policy frameworks
practices of the patent, utility modeland integrated circuit systems,
including the flexibilities, useful

93% based on 29 responses
in 4 training activities (2018)85%

91% based on 10 responses (2018)85%% of recipients which found information 85% based on 32 responses (2018)
concerning legal principles andpractices on the protection of patents,
utility models, layout designs(topographies) of integrated circuits
and confidential information, useful85%

No and % of Member States satisfied
with the legislative and policy advice
provided
I.4
Growing interest in WIPO as a forum
for analysis of issues in relation to
the international protection ofpatents, utility models, layout
designs (topographies) of integrated
circuits and confidential information

90%

Resources for Program 1
The overall resources for the Program in the 2020/21 biennium show an increase of 24.4 per cent compared to the
2018/19 Approved Budget.
The increase in non-personnel resources reflects: (i) the budgeting of four SCP sessions in the biennium; (ii) the
implementation of the patent drafting accreditation program; (iii) the strengthening of the provision of legislative andpolicy advice; and (iv) the development of an automation tool for the Inventor’s Assistance Program (IAP).
The increase in personnel resources is the result of the addition of two temporary positions, one to support the area oflegislative and policy advice, including the IAP, and one to provide additional support for patent drafting activities.
The increases under ER I.1 and ER I.2, as compared to the 2018/19 Approved Budget, are in line with theabove-mentioned increases under personnel and non-personnel.

28World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Program 1: Resources by Result(in thousands of Swiss francs)
2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetI.1 Enhanced cooperation among Member States on development of balanced international normative
frameworks for IP

2,999

3,220

3,695

I.2 Tailored and balanced IP legislative, regulatory and policy frameworks

1,653

1,861

2,152

I.4 Growing interest in WIPO as a forum for analysis of issues in relation to the international protection ofpatents, utility models, layout designs (topographies) of integrated circuits and confidential information

312

277

330

4,965

5,358

6,177

Expected Result No. and Description

Total

Program 1: Resources by Cost Category(in thousands of Swiss francs)

A.

B.

2018/19
Approved

2018/19
Budget after

2020/21
Proposed

BudgetTransfers

BudgetAmount%Personnel Resources
Posts
Temporary Staff
Other Staff Costs

3,567
-

3,790
160
-

3,689
663
-

123
663
-

3.4%
n/a
n/a

Total A

3,567

3,950

4,352

785

22.0%

60
60

18
18

60
60

-

0.0%
n/a
0.0%

250
538
15
803

274
565
15
854

250
765
15
1,030

227
227

0.0%
42.2%
0.0%
28.3%

370
30
45
70
515

350
30
92
47
519

370
30
145
170
715

100
100
200

0.0%
0.0%
222.2%
142.9%
38.8%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Operating Expenses
Premises & MaintenanceCommunication
Representation & Other Operating Expenses
UN Joint Services
Sub-total

15
5
20

15
3
18

15
5
20

-

n/a
0.0%
0.0%
n/a
0.0%

Equipment and Supplies
Furniture & Equipment
Supplies & Materials
Sub-total

-

1
1

-

-

n/a
n/a
n/a

Total B

1,398

1,408

1,825

427

30.5%

TOTAL

4,965

5,358

6,177

1,212

24.4%

POSTS

9

9

9

-

Non-personnel Resources
Internships and WIPO Fellowships
Internships
WIPO Fellowships
Sub-total
Travel, Training and Grants
Staff Missions
Third-party Travel
Training & Related Travel Grants
Sub-total
Contractual Services
Conferences
Publishing
Individual Contractual Services
Other Contractual Services
Sub-total

29

Difference from 2018/19
Approved BudgetWorld Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

PROGRAM 2

Trademarks, Industrial Designs andGeographical Indications

Implementation Strategies

Organize a Diplomatic Conference for the Adoption of a Design Law Treaty, subject to a decision by the WIPO
General Assembly. This treaty would simplify design registration procedures, thus completing similar work alreadyaccomplished by WIPO in the field of patents (Patent Law Treaty) and trademarks (Trademark Law Treaty andSingapore Treaty on the Law of Trademarks);

Facilitate discussions aimed at developing a balanced international framework for agreed
topical subjects regarding trademarks, industrial designs and geographical indications.
Exchange information and experiences in the SCT regarding Office practices, with a view
to increasing transparency within the practical functioning of the international IP systemand fostering, where possible, enhanced coherence at a practical level;Continue broadening the geographical coverage of the Singapore Treaty on the Law ofTrademarks, to further the simplification of trademark registration procedures worldwide;Provide balanced demand-driven country-specific legal advice, in line with Strategic
Goal III (Facilitating the Use of IP for Development), through close communication andcollaboration with Member States, taking duly into account the priorities identified within
their national IP strategies, ensuring such advice remains fully responsive to their needs
and presenting all available options;Continue ensuring the efficient administration of the Article 6ter Paris Convention communication procedures andproducing biannual electronic publications containing all signs to be communicated. Modernize the information
technology infrastructure used for data entry and maintenance with a view to improving the back office function of
the database;Continue to focus on balanced approaches in terms of geographical and subject matter considerations, as well as
mainstreaming gender equality into relevant activities.

Cross-Program Collaboration30

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Agreements at the multilateral level remain challenging and the successful
Provision of an impartial and inclusive environment for exchange of views amongconclusion of normative activities under Program 2 will depend to a large degree Member States.
on Member States’ commitment to reach mutually agreed outcomes.
Provision of timely, accurate and substantive information to Member States.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

I.1
Enhanced cooperation among
Member States on development ofbalanced international normative
frameworks for IP

Progress towards agreement oncurrent issues on the SCT Agenda

State of SCT work at the end of 2018as per relevant working documents

Agreement on specific work items for
the SCT sessions held in the biennium

I.2
No and % of Member States satisfied
Tailored and balanced IP legislative, with the legislative and policy advice
regulatory and policy frameworks
provided

100% based on 9 responses (2018)85%

No. of ratifications/accessions to theSingapore Treaty12

47 Contracting Parties (end 2018)

5 new accessions/ratifications

I.3.
No. of signs contained in the Article
Increased security and certainty for 6ter databasethe protection of State emblems andnames and emblems of International
Intergovernmental Organizations

A total of 3,561 signs were contained in 200 new signs publishedthe Article 6ter Express Database at
the end of 2018

III.2.
Enhanced human resource
capacities able to deal with thebroad range of requirements for theeffective use of IP for development
in developing countries, LDCs andcountries with economies intransition

100% based on 61 responses (2018)

No. and % of participants providing
positive feedback with generalawareness raising and promotional
activities on trademarks, industrial
designs and geographical indications

80% of respondents provide positive
feedback

Resources for Program 2
The overall resources for Program 2 in 2020/21 show an increase of 10 per cent compared to the 2018/19 Approved
Budget.
The upward adjustment in non-personnel resources reflects: (i) the budgeting of four SCT sessions in 2020/21, reflectedunder ER I.1; (ii) the strengthening of the provision of legislative and policy advice, reflected under ER I.2; and (iii) the
implementation of the DA Project on “Intellectual Property, Tourism and Gastronomy in Peru”, reflected under ER III.2.
The increase in resources dedicated to ER I.3 reflects the planned modernization of the Article 6ter database.
The number of posts remain stable in 2020/21. The net decrease in personnel resources reflects: (i) personnel
resources dedicated to the implementation of the aforementioned DA Project (ER III.2), costed at 50 per cent.

12

Based on date of entry into force as opposed to the data of deposit of instrument31

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Program 2: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

%

Posts

3,817

3,567

3,863

46

1.2%

Temporary Staff

236

-

125

(111)

-47.1%

Other Staff Costs

-

-

-

-

n/a

4,053

3,567

3,988

(65)

-1.6%

Internships

30

5

30

-

0.0%

WIPO Fellowships

-

-

-

-

n/a

30

5

30

-

0.0%

Staff Missions

92

114

130

38

41.3%

Third-party Travel

400

404

485

85

21.3%

-

-

25

25

n/a

492

518

640

148

30.1%

Conferences

290

327

535

245

84.5%

Publishing

-

-

20

20

n/a

Individual Contractual Services

50

183

165

115

230.0%

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Training & Related Travel Grants
Sub-total
Contractual Services

Other Contractual Services

-

39

30

30

n/a

340

549

750

410

120.6%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

-

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

10

8

10

-

0.0%

UN Joint Services

-

-

-

-

n/a

10

8

10

-

0.0%

Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

n/aSub-total

Operating Expenses

Sub-total
Equipment and Supplies

-

0

-

-

Sub-total

-

0

-

-

n/a

Total B

872

1,080

1,430

558

64.0%

TOTAL

4,925

4,647

5,418

493

10.0%

POSTS

9

9

9

-

of which:
Development Agenda Project

355

32

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Program 2: Resources by Result(in thousands of Swiss francs)

Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetI.1

Enhanced cooperation among Member States on development of balanced international normative
frameworks for IP

1,867

1,886

1,989

I.2

Tailored and balanced IP legislative, regulatory and policy frameworks

1,645

1,292

1,488

I.3

Increased security and certainty for the protection of State emblems and names and emblems ofInternational Intergovernmental Organizations

511

452

770

III.2

Enhanced human resource capacities able to deal with the broad range of requirements for the effective
use of IP for development in developing countries, LDCs and countries with economies in transition

901

1,018

1,171

Total

4,925

4,647

5,418

33

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

PROGRAM 3

Copyright and Related Rights

Implementation Strategies


Facilitate discussions in the Standing Committee on Copyright and Related Rights (SCCR) on substantive agenda
items as per the SCCR agenda and on copyright related strategic projects;

Provide legislative advice to Member States including advice to update national laws
consistent with WIPO copyright treaties;

Support Member States regarding WIPO Treaties, in particular, the Internet Treaties – theWIPO Copyright Treaty (WCT) and the WIPO Performances and Phonograms Treaty(WPPT) – the Beijing Treaty and the Marrakesh Treaty;Enrich the tools and information resources available to creators and rights holders toassist in the management of their rights, taking into consideration digital data
management systems to facilitate access to the global market place for creative content;Promote the Accessible Books Consortium (“ABC”) and the development of the ABC
Global Book Service as the premier global entity for bringing books to people who are print
disabled;Promote the Publishers Circle and coordinate innovative partnerships and related projects
with a view to developing the publishing industry in developing countries;

Support Member States to strengthen institutional and human resource capacity of Copyright Offices and Collective
Management Organizations (CMOs) in order to facilitate the effective use of the copyright system for social, culturaland economic development, and optimize the engagement of all parties in international fora.

Cross-Program Collaboration34

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)The lack of appropriate legal and/or technical frameworks may restrict Member
States’ ability to benefit from the regional and international exchanges of
copyrighted materials in a fast-evolving digital technological environment.

Support Member States’ efforts to create and continue to evolve the legal andtechnical environments that can facilitate such exchanges through legislative
advice, institutional development, and awareness raising programs.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

I.1
Enhanced cooperation among
Member States on development ofbalanced international normative
frameworks for IP

Progress in the implementation ofagreed work according to the SCCR
agendaThe SCCR made progress on various SCCR agreed outcomes as reflected in
substantive agenda items as reflected Chair's Summaries and 2020 and 2021
in the Chair's Summaries, and theGeneral Assembly decisions
2018 WIPO General Assembly directed
the SCCR to continue its work

I.2
No. and % of Member States satisfied
Tailored and balanced IP legislative, with the legislative and policy advice
regulatory and policy frameworks
provided
No. of countries that have ratified or
acceded to the Berne Convention,
WIPO Copyright Treaty (WCT), WIPO
Performances and Phonograms Treaty(WPPT), Beijing Treaty and Marrakesh
TreatyTargets

90% based on 13 responses(2017)

85%– Berne Convention (176)– WCT (99)
– WPPT (99)
– Beijing Treaty (23)– Marrakesh Treaty (48 covering 75
Member States)(end 2018)– Berne Convention 181 (cumulative)– WCT: 105 (cumulative)– WPPT: 105 (cumulative)– Beijing Treaty: 40 (cumulative)– Marrakesh Treaty: 70 covering 97
Member States (cumulative)

III.2
Enhanced human resource
capacities able to deal with thebroad range of requirements for theeffective use of IP for development
in developing countries, LDCs andcountries with economies intransition

No. of countries that have taken
8 countries (end 2018)measures to advance the developmentof their copyright framework

24 countries in 2020/21

ABC - number of accessible books
produced by local partners/NGOs
involved in capacity building projects

6,610 educational titles produced(cumulative as at end 2018)

25% increase(biennium)

III.4
Strengthened cooperation
arrangements with institutions indeveloping countries, LDCs andcountries in transition tailored totheir needs

No. of trained CMOs taking concrete
steps on collection and distribution of
remuneration

8 (end 2018)

5 additional% of participants in rights management tbd
capacity-building activities reporting
concrete steps based on training

50%

IV.4
No. of CMOs in developing countries
Enhanced technical and knowledge and LDCs participating in regional andinfrastructure for IP Offices andglobal networks facilitated by WIPO
other IP institutions leading to better
services (cheaper, faster, higher
quality) to their stakeholders andbetter outcome of IP Administration

7 (end 2018)8 additional

VII.1
IP-based platforms and tools forknowledge transfer, technology
adaptation and diffusion fromdeveloped to developing countries,
particularly least developed
countries, to address global
challenges

No. of books in accessible format
downloaded from the ABC Book
Service by Authorized Entities

14,500 books downloaded (cumulative
as at end 2018)

25% increase(biennium)

No. of books in accessible format
loaned to library patrons through ABC
participating Authorized Entities

233,000 books loaned to librarypatrons through ABC Book Service
Authorized Entities (data as at August
31, 2018)

25% increase(biennium)

35

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Resources for Program 3
The overall resources for the Program in the 2020/21 biennium show an increase of 3.6 per cent as compared to the
2018/19 Approved Budget.
The decrease in personnel resources reflects the personnel costing for 2020/21, which takes into account the transfer of
responsibilities for WIPO Connect to Program 15, reflected under ER IV.2.
The increase in non-personnel resources reflects: (i) the development of new activities in support of copyright andrelated rights management (ER IV.4); (ii) an enhanced focus on ratifying or acceding to WIPO copyright treaties as wellas implementation of the treaties in national copyright laws (ER I.2); (iii) an enhanced focus on the ABC Global Book
Services Platform (ER VII.1); and (iv) the DA Project “Copyright and Distribution of Content in the Digital Environment(Brazil)” (ER I.2).
While the design and implementation of the copyright components of National IP strategies (NIPs) will continue to be
implemented by the Program in close coordination with Program 9, the work and resources have been redistributed to
ERs III.2 and III.4 from ER III.1.
The redistribution of resources from ER IV.2 to IV.4 reflects an effort to bring more efficiencies and coherence to thecooperation program related to the management of rights in the digital era, in close cooperation with Program 15, as
regards the deployment of WIPO Connect.
Communication on copyright-related issues will continue to form an integral part of the Program’s work and has been
mainstreamed across all ERs, resulting in a redistribution of resources previously reflected under ER VIII.1.

Program 3: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetI.1

Enhanced cooperation among Member States on development of balanced international normative
frameworks for IP

2,959

3,441

3,294

I.2

Tailored and balanced IP legislative, regulatory and policy frameworks

2,835

2,900

2,912

III.1

National IP strategies and plans consistent with national development objectives

223

382

-

III.2

Enhanced human resource capacities able to deal with the broad range of requirements for theeffective use of IP for development in developing countries, LDCs and countries with economies intransition

2,426

1,890

1,747

III.4

Strengthened cooperation arrangements with institutions in developing countries, LDCs andcountries in transition tailored to their needs

4,610

4,148

4,458

IV.2

Enhanced access to, and use of, IP information by IP institutions and the public to promote
innovation and creativity

1,278

1,163

-

IV.4

Enhanced technical and knowledge infrastructure for IP Offices and other IP institutions leading tobetter services (cheaper, faster, higher quality) to their stakeholders and better outcome of IP
administration

608

591

2,424

VII.1

IP-based platforms and tools for knowledge transfer, technology adaptation and diffusion fromdeveloped to developing countries, particularly least developed countries, to address global
challenges

1,505

1,963

2,451

VIII.1More effective communication to a broad and diverse public about intellectual property and WIPO’s
role

236

119

-

16,68016,59917,287

Total

36

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Program 3: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

Posts

9,672

9,087

9,318

(354)

-3.7%

Temporary Staff

463

706

559

96

20.7%

%

Personnel Resources

Other Staff Costs
Total A
B.

Difference from 2018/19
Approved Budget

-

-

-

-

n/a

10,135

9,793

9,877

(258)

-2.5%

Non-personnel Resources
Internships and WIPO Fellowships
Internships

-

-

-

-

n/a

WIPO Fellowships

-

180

360

360

n/a

-

180

360

360

n/a

Sub-total
Travel, Training and Grants
Staff Missions

1,045

783

947

(98)

-9.3%

Third-party Travel

1,510

1,610

1,867

357

23.6%

Training & Related Travel Grants

-

-

-

-

n/a

2,555

2,394

2,814

259

10.1%

Conferences

437

392

313

(124)

-28.4%

Publishing

170

49

155

(15)

-8.8%

Individual Contractual Services

1,551

1,770

1,674

123

7.9%

Other Contractual Services

1,832

2,022

2,094

262

14.3%

3,990

4,233

4,236

246

6.2%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

-

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

-

-

-

-

n/a

UN Joint Services

-

-

-

-

n/a

-

-

-

-

n/a

Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

-

-

-

-

n/a

Sub-total

-

-

-

-

n/a

Total B

6,545

6,807

7,410

865

13.2%

TOTAL

16,68016,59917,287

607

3.6%

POSTS

22

21

22

-

Sub-total
Contractual Services

Sub-total

Operating Expenses

Sub-total
Equipment and Suppliesof which :Development Agenda Project

359

37

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Funds in Trust Potentially Available for Programming in 2020/211(in thousands of Swiss francs)
Balance as ofDecember 31,
2018

Estimated
Contributions
20192

Estimated
Expenditures end
2019

Expected
Balance end
2019

Estimated
Contributions
2020/212

Estimated Amount
Available for
Programming in
2020/21

Japan (Copyright)

435

469

579

324

937

1,261

Japan (Junior Professional
Officers)

136

-

-

136

-

136

Republic of Korea (Copyright)

908

390

390

908

780

1,688

Republic of Korea(Copyright/Professional Officers)

179

186

211

153

420

573

1

-

-

1

-

-

1,657

1,045

1,180

1,521

2,137

3,658

Fund-in-Trust (FIT)
Program 3

Trusted Intermediary Global
Accessible Resources pilot
project
Total

1 The figures do not include interest and exchange rate adjustments.

These funds generally provide for activities spanning a period of time exceeding or overlappingwith a single biennium.
2 The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns. They do not represent Member States' commitments
except in those cases where the FIT Agreement includes such a commitment. Annual contributions may vary.

38World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

PROGRAM 4

Traditional Knowledge, Traditional Cultural
Expressions, and Genetic Resources

Implementation Strategies
Continue to facilitate an environment that is conducive to the normative activities relating to genetic resources (GRs),
traditional knowledge (TK) and traditional cultural expressions (TCEs) as will be defined by the 2019 General
Assembly, when it will take stock of progress made within the Intergovernmental Committee on Intellectual Property
and Genetic Resources, Traditional Knowledge and Folklore (the IGC), and, based on the maturity of the texts,
including levels of agreement on objectives, scope and nature of the instrument(s), decide on whether to convene a
diplomatic conference and/or continue negotiations;Provide demand-driven capacity-building, legal-technical advice and practical assistance
related to (i) the more effective and strategic use of IP systems for the protection of TK and
TCEs against misappropriation and misuse, and (ii) addressing IP issues related to GRs,
including those that arise in the course of access to and equitable benefit-sharing in GRs.
The assistance will be dovetailed with national and regional IP-related strategies, policies
and legal frameworks that Member States and regional organizations may decide toestablish and aims to contribute towards the economic, social and cultural developmentof indigenous peoples and local communities. Activities related to the branding oftradition-based goods and services are especially targeted at and beneficial for womenfrom indigenous and local communities;Extend administrative support for initiatives aimed at enhancing the effective participationof representatives of indigenous peoples and local communities in WIPO’s work, including
logistical management of the WIPO Voluntary Fund for Accredited Indigenous and Local
Communities;



Provide legal-technical advice on and, where appropriate, support for the development ofGRs, TK and TCEs databases, inventories, registers, portals and other such platforms that could complement andsupport implementation of legal and policy frameworks related to IP and GRs, TK and TCEs that Member States andregional organizations may decide to establish;Coordinate and cooperate with other organizations, as appropriate;The normative and capacity-building pillars of the Program as described above are development-oriented andcomplementary.

Cross-Program Collaboration

39

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Member States are expected to agree on the IGC mandate and schedule for the
2020/21 biennium at the GA in September/October 2019. The risk refers to their
being unable to agree on the substance of the IGC's work pursuant to thatmandate and work schedule.

The Secretariat is committed to facilitate and create a conducive environment for
Member State discussions about the nature and direction of normative activities,
for example, through providing clear and objective information about the issues
being discussed and providing an efficient and neutral Secretariat service.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

I.1
Enhanced cooperation among
Member States on development ofbalanced international normative
frameworks for IP

Progress in normative activities on IP
and GRs, TK and TCEs as agreed by
Member States

Current state of negotiations among
Agreement among Member States on
Member States on IP and GRs, TK and outcomes in the normative activities
TCEs as reflected in IGC documents
WIPO/GRTKF/IC/40/6,
WIPO/GRTKF/IC/40/11 andWIPO/GRTKF/IC/40/12 (as expected
after IGC 40 in June 2019)

Targets

III.2
Enhanced human resource
capacities able to deal with thebroad range of requirements for theeffective use of IP for development
in developing countries, LDCs andcountries with economies intransition

Level of satisfaction of participants ingeneral awareness raising andpromotional activities related to GRs,
TK and TCEs

80% (2018)

80% of participants highly satisfied withgeneral awareness raising andpromotional activities on GRs, TK and
TCEs

No. of participants in training andcapacity-building activities on GRs, TK
and/or TCEs who obtain a 50% or
higher score in a short multiple choicesubstantive questionnaire

75% (2018)

80%

IV.2
Enhanced access to, and use of, IP
information by IP institutions andthe public to promote innovationand creativity

No. of GRs, TK and TCEs databases,
inventories, registers, portals andplatforms that use the WIPO IP
Management Guiden/a3

Resources for Program 4
The overall resources for Program 4 in 2020/21 show an increase of 3.2 per cent as compared to the 2018/19 Approved
Budget.
The upward adjustment in non-personnel resources reflects the increased needs in the Department for Traditional
Knowledge and Global Challenges.
The redistribution of resources across Expected Results reflects: (i) an enhanced focus on general awareness raisingand capacity building under ER III.2; and (ii) reinforcement of personnel resources for the holding of IGC sessions under
ER I.1.
The increase in personnel resources is primarily due to statutory increases in staff costs. The shifts across cost
categories reflects the regularization of two continuing functions in 2018/19.
Resources linked to ER VII.1 under this Program reflect the work of the Department for Traditional Knowledge andGlobal Challenges in respect of WIPO GREEN and WIPO Re:Search in Program 18.

40

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Program 4: Resources by Result(in thousands of Swiss francs)

Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetI.1

Enhanced cooperation among Member States on development of balanced international
normative frameworks for IP

4,348

4,077

4,528

III.2

Enhanced human resource capacities able to deal with the broad range of requirements forthe effective use of IP for development in developing countries, LDCs and countries witheconomies in transition

1,713

1,763

2,111

IV.2

Enhanced access to, and use of, IP information by IP institutions and the public to promote
innovation and creativity

559

588

314

VII.1

IP-based platforms and tools for knowledge transfer, technology adaptation and diffusionfrom developed to developing countries, particularly least developed countries, to address
global challenges

437

442

327

Total

7,057

6,869

7,280

Funds in Trust Potentially Available for Programming in 2020/21 1(in thousands of Swiss francs)

Fund-in-Trust (FIT)

Balance as ofDecember 31,
2018

Estimated
Contributions
20192

Estimated
Expendituresend 2019

Expected
Balance end
2019

Estimated
Contributions
2020/212

Estimated Amount
Available for
Programming in
2020/21

03
0

-

-

0
0

-

0
0

Program 4
Accredited indigenous and local
communities
TOTAL

1 The figures do not include interest and exchange rate adjustments.

These funds generally provide for activities spanning a period of time exceeding or
overlapping with a single biennium.
2 The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns. They do not represent Member States'
commitments except in those cases where the FIT Agreement includes such a commitment. Annual contributions may vary.
3 2018 year-end balance amounts to 96.5 Swiss francs.

41

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal I

Program 4: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

Posts

3,726

4,298

4,457

731

19.6%

Temporary Staff

798

68

229

(568)

-71.2%

Other Staff Costs

-

-

-

-

n/a

4,524

4,366

4,686

162

3.6%

Internships

49

25

49

-

0.0%

WIPO Fellowships

167

121

167

-

0.0%

215

146

215

-

0.0%

Amount%Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants
Staff Missions

185

243

316

130

70.4%

Third-party Travel

1,071

1,004

991

(80)

-7.5%

-

17

-

-

n/a

1,257

1,263

1,307

50

4.0%

Conferences

831

915

831

-

0.0%

Publishing

-

-

-

-

n/a

Individual Contractual Services

200

160

210

10

5.0%

Other Contractual Services

18

7

18

-

0.0%

10

1.0%

Training & Related Travel Grants
Sub-total
Contractual Services

Sub-total

1,049

1,082

1,059

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & MaintenanceCommunication

-

-

-

-

n/a
n/a

Representation & Other Operating Expenses

9

9

9

-

0.0%

UN Joint Services

-

-

-

-

n/a

9

9

9

-

0.0%

Furniture & Equipment

3

3

3

-

0.0%

Supplies & Materials

1

1

1

-

0.0%

Operating Expenses

Sub-total
Equipment and Supplies

Sub-total

4

4

4

-

0.0%

Total B

2,534

2,503

2,594

60

2.4%

TOTAL

7,057

6,869

7,280

223

3.2%

POSTS

10

10

10

-

42

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Strategic Goal II

PROVISION OF PREMIER GLOBALIP SERVICES

Expected Result

Performance Indicators

II.1
Wider and more effective use of
the PCT system for filinginternational patent applications,
including by developing
countries and LDCs

Level of satisfaction of PCT users with PCT-specific legal advice, information, training andcustomer service

Program 5

Level of Satisfaction of Offices and International Authorities with PCT-related cooperative
activities

Program 5

Further development of the PCT system, notably implementation of the PCT roadmap
recommendations endorsed by PCT Member States

Program 5

Improved electronic services for applicants, third parties, Offices and Authorities

Program 5

Satisfaction of Offices with patent examination related activities (ICE, support on patentexamination)

Program 5

II.2
Improved productivity andservice quality of PCT operations

II.3
Wider and more effective use of
the Hague system, including by
developing countries and LDCs

II.4
Improved productivity andservice quality of the Hague
operations

Responsible Program(s)No. of PCT applications originating from developing countries and LDCs

Program 9No. of PCT applications originating from transition and developed countries

Program 10% of participants satisfied with the roving seminars

Program 10% of policy makers, government officials, and IP practitioners and participants in targeted
workshops with enhanced understanding of PCT and related topics

Program 20

Application Unit Cost

Program 5

Aggregate Quality of Formalities Examination (including timeliness)

Program 5

Timeliness of Report Translation

Program 5

Quality of software development (QSD)

Program 5

Quality of Translation

Program 5

Information systems service levels

Program 5

Membership of the Geneva (1999) Act

Program 9
Program 20
Program 31

No. of Hague applications originating from developing countries and LDCs

Program 9No. of Hague System applications originating from transition and developed countries

Program 10% of policy makers, government officials, and IP practitioners and participants in targeted
workshops with enhanced understanding of the Hague System

Program 20

Hague filings, renewals and decisions

Program 31

Predominance of the 1999 Act in the System

Program 31

Timeliness to process a regular international design application

Program 31

Level of usage of electronic forms

Program 31

Timeliness to communicate an incoming refusal

Program 31

Hague IT system is operating efficiently and being managed according to best practices

Program 31

Adaptation of the legal framework to the expansion of the System, including with a view toensuring the System's financial viability

Program 31

No. of Offices communicating fully electronically, including the use of structured data

Program 31

43

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Expected Result

Performance Indicators

II.5
Wider and more effective use of
the Madrid System, including by
developing countries and LDCs

Total Membership of the Madrid System

Program 6
Program 9
Program 20

No. of Madrid System applications originating from developing countries and LDCs

Program 9No. of Madrid System applications originating from transition and developed countries

Program 10% of policy makers, government officials, IP practitioners and participants in targeted
workshop with enhanced understanding of the Madrid System

Program 20

Filing rate

Program 6

Registrations

Program 6

Renewals

Program 6

Total no. of international registrations in force

Program 6

Total no. of designations

Program 6Classification irregularities (Rules 12 and 13)

Program 6

Functional improvements to the Madrid System

Program 6

Customer satisfaction index (Madrid)

Program 6

Quality of Software Development (QSD)

Program 6

Information System Service Levels (ISSL)

Program 6

Unit cost

Program 6

Timeliness of transactions

Program 6

No. of Offices communicating fully electronically

Program 6

Quality output in Operations

Program 6

II.7
International and domestic
intellectual property disputes are
increasingly prevented or
resolved through WIPO
mediation, arbitration and otheralternative dispute resolution
methods

Increased use of alternative dispute resolution services and clauses in intellectual propertytransactions and registrations, including through WIPO procedures

Program 7
Program 10

Alternative dispute resolution policies to which the Center has contributed in respect of theirdevelopment or support

Program 7
Program 9
Program 10II.8
Effective intellectual property
protection in the gTLDs and the
ccTLDsNo. of UDRP based gTLD and ccTLD cases administered by the Center

Program 7

Dispute resolution policies in the Domain Name System to which the Center has
contributed in respect of their development or support

Program 7

II.9
Wider and more effective use of
the Lisbon System, including by
developing countries and LDCs

No. of international registrations from developing countries and LDCs in force under the
Lisbon System

Program 9
Program 20
Program 32

No. of international registrations from transition and developed countries in force under the
Lisbon System

Program 10

Expansion of the geographical coverage of the Lisbon System

Program 32

No. of international applications and other transactions

Program 32

Functional improvements to the Lisbon System

Program 32

Improved operation of the Lisbon Registry, including electronic processes and procedures

Program 32

II.6
Improved productivity andservice quality of Madrid
operations

II.10
Improved productivity andservice quality of Lisbon
operations

Responsible Program(s)44World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

PROGRAM 5

The PCT System

Implementation Strategies


Improve existing features of the PCT System, notably with regard to work sharing among Offices, through procedural
and institutional efforts, aimed at increasing system efficiency and ensuring that the international phase processing
effectively supports the national phase processing;Promote the effective cooperation between Offices and the International Bureau (IB) toreach the full potential of ePCT electronic tools and services, with a view towards more
efficient and higher quality interaction with the PCT System by its participants andperfecting security requirements, irrespective of the local IT capacity of the national
Offices providing receiving Office (RO) and/or International Authority (IA) services;

Ensure IB processes remain effective and produce timely, accurate and high quality
results, and continue to support receiving Offices and International Authorities in doing
the same, so that work products can be relied upon for the later stages of internationaland national phase processing;

Improve the processes for calculation, payment, tracking and transfer of fees, both inrespect of payments by the applicant and disbursement of fees between Offices;

Support International Authorities in improving the quality and timeliness of their work
products, including the development of quality metrics and investigation of collaborative
search and examination of PCT applications;Continue to study additional ways of improving the PCT System, while implementing
specific measures already approved by the Member States;Foster communications with PCT customers and stakeholders, through surveys andother outreach, to identify needs and improve the effectiveness of the PCT service; share
feedback received with all stakeholders;

Provide and organize training for PCT users, including through webinars and videoconferencing;Further enhance the resilience and security levels of the ICT Infrastructure underlying the PCT business andinformation systems;

Continue alignment of staff skill sets with needs, particularly in view of changing linguistic and geographical demand
and taking into account technological developments;

Continue to automate, streamline processes and strengthen management to improve the productivity and service
quality of PCT operations;

Contribute to improve synergies between the various IT systems for the Global IP Systems;Pursue proactive procurement approaches and rapid adoption of new technologies, to contain translation costs;

Continue cooperation with other Programs concerning PCT technical assistance and capacity building for developing
countries and LDCs.

45

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Cross-Program Collaboration

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Decrease in PCT filings, in absolute terms or relative to Paris route filings.

Continued improvement of PCT international phase services and promotion of
the system to current and potential users.

Prolonged unavailability of PCT services due to a malfunction of PCT electronic
data processes.

Continued strengthening of the control on the PCT data received from PCT
Offices and Authorities and assure rapid detection, correction and processing ofsystem failures.

Malicious or unintentional disclosure of confidential information.

Continued awareness program for staff; continue to increase cutting-edge
controls in the physical and electronic environment; continue to improvestrategic surveillance; maintain a high level of oversight with outsourced service
providers.

Regression in quality of international work products.

Continued strengthening of quality control procedures at the IB andencouragement of process improvements and quality assurance at national
Offices, particularly those acting as International Authorities.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

90% overall PCT user satisfaction with
WIPO-provided PCT services(2016/2017 survey)

90% (+/-2%)

98% (42 out of 43 beneficiaries of
PCT-related cooperative activities(2016/17 survey))

98% (+/-2%)

International Authorities with PCTrelated cooperative activities
Satisfaction of Offices with patentexamination related activities (ICE,support on patent examination)

100% (27 out of 27 beneficiaries ofpatent examination-related activities(2016/17 survey))

98% (+/-2%)

II.1
Level of satisfaction of PCT users
Wider and more effective use of the with PCT-specific legal advice,
PCT system for filing international information, training and customer
patent applications, including byservicedeveloping countries and LDCs
Level of satisfaction of Offices and46

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Expected Result

Performance Indicators

Baselines

Targets

Further development of the PCT
system, notably implementation of
the PCT roadmap recommendations
endorsed by PCT Member States

Decisions by appropriate PCT bodies
up to the end of 2018

Decisions by appropriate PCT bodies up
to the end of 2021

Improved electronic services forapplicants, third parties, Offices andAuthorities

56 receiving Offices accepting PCT efiling (52 ePCT + 4 ePCT packages)

6 additional receiving Offices

12 receiving Offices still accepting PCT 4 receiving Offices stop accepting
SAFE filings
62 receiving Offices and 16 International 8 additional receiving Offices and 3
Authorities using ePCT or accepting
additional International Authorities
documents transmitted by applicants
using ePCT

II.2
Improved productivity and service
quality of PCT operations

24,181 e-filings using ePCT

50% increase in 2020/21

50% of paper filings entered intoePCT with bibliographic data input
by receiving Offices that use ePCT(end 2018)75%

Application Unit Cost

622 CHF (2018)

707 CHF (+/-2%)

Aggregate Quality of Formalities
Examination (including timeliness)

97.5% (2018)

95% (+/-2%)

Timeliness of Report Translation

89% (2018)

90% (+/-2%)

Quality of Translation

86% (2018)

88% (+/-3%)

Quality of software development(QSD)

92.3% (2018)

94 (+/-2%)

Information systems service levels

97.6% (2018)

97 (+/-2%)

Resources for Program 5
The overall resources for the Program in 2020/21 biennium show an increase of 4.2 per cent compared to the 2018/19
Approved Budget.
The increase in non-personnel resources reflects: (i) increasing PCT translation costs in view of the growing demand for
PCT services; (ii) an increase in the number of fellows for PCT operations; (iii) various high-priority IT initiatives, such as
test automation, analytics, image recognition, software transformation and work process automation; (iv) enhanced OCR
quality control; and (iv) strengthened outreach to national IP Offices.
The reduction of one post reflects continuous productivity improvements in PCT operations.

Program 5: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetII.1

Wider and more effective use of the PCT system for filing international patent applications

27,83026,94027,974

II.2

Improved productivity and service quality of PCT operations

185,277

182,430

194,105

Total

213,107

209,370

222,07947

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Program 5: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Budget after
Transfers

2020/21
Proposed
BudgetDifference from 2018/19
Approved Budget
Amount129,540

125,855

131,284

1,744

1.3%

2,485

2,208

1,542

(994)

-38.0%%

Personnel Resources
Posts
Temporary Staff
Other Staff Costs
Total AB.

2018/19
Approved
Budget

-

-

-

-

n/a

132,025

128,063

132,826801

0.6%

Non-personnel Resources
Internships and WIPO Fellowships
Internships

-

1

-

-

n/a

1,783

1,925

2,912

1,128

63.3%

1,783

1,926

2,912

1,128

63.3%

Staff Missions

1,636

1,574

1,700

63

3.9%

Third-party Travel

2,321

2,302

2,301

(20)

-0.9%

WIPO Fellowships
Sub-total
Travel, Training and Grants

Training & Related Travel Grants

70

70

70

-

0.0%

4,027

3,946

4,071

43

1.1%

Conferences

406

409

412

6

1.5%

Publishing

-

-

-

-

n/a

Individual Contractual Services

5,551

5,563

10,891

5,340

96.2%

Other Contractual Services

65,672

66,56867,090

1,418

2.2%

71,62972,54078,393

6,764

9.4%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

2,116

1,483

2,221

105

5.0%

Communication

958

961

960

2

0.2%

Representation & Other Operating Expenses

21

22

24

3

16.2%

UN Joint Services

-

-

-

-

n/a

3,095

2,466

3,205

110

3.6%
675.0%

Sub-total
Contractual Services

Sub-total

Operating Expenses

Sub-total
Equipment and Supplies
Furniture & Equipment

20

53

155

135

Supplies & Materials

528

375

518

(10)

-1.8%

548

428

673

125

22.9%

Sub-total
Total B

81,08281,30789,253

8,171

10.1%

TOTAL

213,107

209,370

222,079

8,972

4.2%

POSTS

374

374

373

(1)

48

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

PROGRAM 6

Madrid System

Implementation Strategies


Promote membership of the Madrid System and support accessions by States having indicated an interest in
becoming members of the System;

Increase and enhance the use of the Madrid System through the implementation ofstrategic marketing and promotion, based on market research and delivery of targeted
campaigns and activities;

Develop and enhance state-of-the-art Madrid services delivered by the International
Bureau to users and Offices;

Improve productivity and transactional quality of Madrid operations at the International
Bureau;

Design, develop and deploy, in a staged manner, a new Madrid System IT platform tobetter enable the modernization and streamlining of all internal- and external-facing
Madrid System business functions, including alignment with the Organization-wide
Global IP Platform initiative;Provide for a balanced development of the legal framework governing the Madrid
System and the administrative practices under the System through annual meetings ofthe Working Group on the Legal Development of the Madrid System for the International
Registration of Marks and the Madrid Working Group Roundtable.

Cross-Program Collaboration49

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Due to the inherent complexity of the System and the way it operates in practice, Continue to enhance the effectiveness of the Madrid System through legal andapplicants may prefer to opt for the national route in respect of certain
practical adjustments that would simplify and facilitate the securing of trademark
Contracting Parties.
protection in all designated Contracting Parties.
Promote new accessions in key regions and countries.
Because of insufficient improvements in the quality of the services offered by the Development of a new Madrid IT Platform, enabling the modernization of the IB’s
IB, growing customer dissatisfaction may adversely affect the attractiveness ofworking methods and state-of-the-art services for users and Offices; align staff
the System and thus its use.
profiles with business needs; improve quality and consistency of Madrid
operational practices; continue to strengthen quality control procedures; andprovide training and support.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

II.5
Wider and more effective use of the
Madrid System, including by
developing countries and LDCs

Total Membership of the Madrid
System13

102 members covering 118 countries(as of December 31, 2018)

6 additional members (3 per year) in
2020/21

Filing rate

2018: 61,200 applications (preliminary) 4% increase per annum

Registrations

2018: 60,071 (preliminary)

2020: 64,400
2021: 67,300

Renewals

2018: 32,162 (preliminary)

2020: 33,652
2021: 34,923

Total no. of international registrations
in force

2018: 707,810 (preliminary)

2020: 743,000
2021: 764,000

Total no. of designations

2018: 6.17 million (preliminary)

2020: 6.07 million
2021: 6.14 million

Classification irregularities (Rules 12
and 13)

2018: 30%

2020: 30%
2021: 29%

II.6
Improved productivity and service
quality of Madrid operations

13

Functional improvements to the Madrid Common Regulations andSystemAdministrative Instructions in force on
December 31, 2018

Amendments to the Common
Regulations and Administrative
Instructions (MM/LD/WG/16/6 REV. 2)

Customer satisfaction index (Madrid)

tbd

80%

Unit cost

648 CHF (new/renewed registration)
284 CHF (document inscription)(2018)

Reduction in both unit cost categories

Timeliness of transactions

Registrations: 56 days
Renewals: 48 days
Subsequent
Designations: 18 days
Modifications: 40 days
Decisions: 16 days
Corrections: 130 days(2018)

Registrations: 30 days
Renewals: 50 days
Subsequent
Designations: 30 days
Modifications: 30 days
Decisions: 15 days
Corrections: 60 days

Based on date of entry into force as opposed to the date of deposit of instrument.

50World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Expected Result

Performance Indicators

Baselines

Targets

Quality output in Operations

QC in examination:

AQL in examination:

Nice 91%
Formalities examination 96%
Decisions 97%
Modifications 90%
Renewals 98%

Nice 90%
Formalities examination 95%
Decisions 97%
Modifications 95%
Renewals 95%

Other areas:
Client Records 100%
Customer Service 82%

Other areas:
Client Records 99%
Customer Service 90%

Translation:
EN 94%FR 98%ES 97%(2018)

Translation:
EN 95%FR 95%ES 95%

Quality of Software Development(QSD)

90.1% (2018)95%

Information System Service Levels(ISSL)

94.3% (2018)95%

No. of Offices communicating fully
electronically

44 via XML
50 via XML
3 via e-filing
6 via e-filing
37 via the Madrid Office Portal (MOP)14 50 via the MOP 15(2018)

Resources for Program 6
The overall resources for the Program in the 2020/21 biennium show an increase of 6.3 per cent compared to the
2018/19 Approved Budget, reflecting the strong growth anticipated for the Madrid System in the biennium.
The increase in non-personnel resources is due to: (i) the expansion of the Madrid Fellowship Program reflected under
ER II.5; (ii) an increase in Madrid translation and operational support costs; and (iii) enhancement of the Madrid IT
system reflected under ER II.6.
The net increase in the number of posts reflects the addition of five posts, including four flexibility posts, for examinationsin Madrid Operations (ER II.6); and (ii) the separation of IT support for the Hague System from Program 6 to Program
31, resulting in the redeployment of two posts from the Program.

Funds In Trust Potentially Available for Programming in 2020/21 1(in thousands of Swiss francs)
Balance as ofDecember 31,
2018

Estimated
Contributions
20192

Estimated
Expendituresend 2019

Expected
Balance end
2019

Estimated
Contributions
2020/212

Estimated Amount
Available for
Programming in
2020/21

China

324

320

500

144

700

844

China (HR)3

297

350

500

147

700

847

Total

621

670

1,000

291

1,400

1,691

Fund-in-Trust (FIT)
Program 6

1 The figures do not include interest and exchange rate adjustments.

These funds generally provide for activities spanning a period of time exceeding or
overlapping with a single biennium.
2 The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns. They do not represent Member States' commitments
except in those cases where the FIT Agreement includes such a commitment. Annual contributions may vary.
3 Includes professionals hired under Programs 6 and 18.

14
15

Offices communicating >100 documents via MOP
Ibid.

51

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Program 6: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetPosts

41,45839,622

41,950493

1.2%

Temporary Staff

1,063

1,327

900

(163)

-15.4%

Amount%Personnel Resources

Other Staff Costs
Total A
B.

Difference from 2018/19
Approved Budget

-

-

-

-

n/a

42,52140,94942,850329

0.8%

Non-personnel Resources
Internships and WIPO Fellowships
Internships
WIPO Fellowships
Sub-total

8

5

28

20

250.0%

2,400

2,644

3,420

1,020

42.5%

2,408

2,649

3,448

1,040

43.2%

Travel, Training and Grants
Staff Missions

991

880

841

(150)

-15.1%

Third-party Travel

1,394

1,233

1,385

(9)

-0.6%

Training & Related Travel Grants

271

101

265

(6)

-2.2%

2,656

2,214

2,491

(165)

-6.2%

Conferences

310

325

339

29

9.4%

Publishing

-

68

-

-

n/a

Individual Contractual Services

2,490

2,592

2,430

(60)

-2.4%

Other Contractual Services

6,440

6,830

9,018

2,578

40.0%

9,240

9,815

11,787

2,547

27.6%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Sub-total
Contractual Services

Sub-total

Operating Expenses
Premises & MaintenanceCommunication
Representation & Other Operating Expenses
UN Joint Services

-

24

26

26

n/a

1,835

1,627

1,730

(105)

-5.7%

20

15

200

180

900.0%

-

-

-

-

n/a

1,855

1,667

1,956

101

5.4%

Furniture & Equipment

-

11

-

-

n/a

Supplies & Materials

160

4

20

(140)

-87.5%

Sub-total
Equipment and Supplies

Sub-total

160

15

20

(140)

-87.5%

Total B

16,31916,35919,701

3,383

20.7%

TOTAL

58,83957,30862,551

3,712

6.3%

POSTS

116

115

119

3

Program 6: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description
II.5
II.6

Wider and more effective use of the Madrid System, including by developing countries andLDCs
Improved productivity and service quality of Madrid operations
Total

52

2018/19
Approved
Budget12,543

2018/19
Budget after
Transfers
12,4532020/21
Proposed
Budget13,07846,29644,85549,473

58,83957,30862,551

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

PROGRAM 31

The Hague System

Implementation Strategies


Expand the Hague System into a truly global system through dedicated support to prospective Contracting Parties
and their Offices;

Actively promote the System to increase usage within the current membership andattract users from new Contracting Parties;

Develop proposals for the revision of the legal framework of the Hague System;Enhance the System’s user-friendliness through further developing guidance material
for applicants that take into account the impact of the expansion of the System;

Provide for a balanced legal development of the System in parallel with themodernization of the IT environment through annual meetings of the Working Group on
the Legal Development of the Hague System for the International Registration ofIndustrial Designs;

Continue to invest in an optimal administrative structure and the development of IT solutions to ensure state-of-theart services to users and member Offices;

Enhance user and customer experience through responsive customer support services.

Cross-Program Collaboration

53

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)With the growth in filing and the increase in elements to consider in aninternational design application, there is a risk to receive more customer queries
than that with which the IB is able to cope.

Enhancing efficiency and effectiveness in all aspects of System administration,
promotion of best practices, targeted and focused outreach, convergence ofinternational and national practices; development of IT solutions to assist users
and examiners of Offices and the IB.

With the lack of harmonization in the substantive laws in place in examining
jurisdictions, there is a risk that users find the differences irreconcilable and lose
confidence in the Hague System.

Sensitize Contracting Parties to that fact and focus the promotion of the Hague
System around situations where it has proven to work successfully.
Development of information resources on how to prepare international
applications for examining jurisdictions.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

II.3
Wider and more effective use of theHague System, including by
developing countries and LDCs

Membership to the Geneva (1999)
Act16

58 Members (end 2018)

70 Members

Hague filings, renewals and decisions

Registrations: 4,767

Registrations:- 5,938 (2020)- 6,330 (2021)
Applications:- 7,340 (2020)- 8,000 (2021)
Decisions:- 15,500 (2020)- 17,000 (2021)
Designs contained:- 25,300 (2020)- 27,210 (2021)
Renewals:- 3,850 (2020)-4,200 (2021)
Extracts and Copies:- 2,750 (2020)- 3,000 (2021)

Applications: 5,404

Decisions: 13,128

Designs contained: 19,323

Renewals: 3,266

Extracts and Copies: 2,345(2018)

II.4
Improved productivity and service
quality of Hague operations

Predominance of the 1999 Act in the
System17

3 countries outside the EU or OAPI
bound solely by the 1960 Act (2018)

No country outside the EU or OAPI
bound solely by the 1960 Act

Adaptation of the legal framework to
the expansion of the System, including
with a view to ensuring the System's
financial viability

Current framework

Reviewed framework

Timeliness to process a regularinternational design application

Registrations:
9% within 7 working days (2018)

Registrations:
30% within 4 working days

Changes:
90% within 3 working days (2018)

Changes:
90% within 3 working days

Certified copies/extracts: 95% within
5 working days (2018)

Certified copies/extracts: 95% within
5 working days

53% of refusals
within 5 working days (2018)

90% of refusals within
5 working days

Timeliness to communicate an
incoming refusal

16
17

Based on date of entry into force as opposed to the date of deposit of instrument
Based on date of entry into force as opposed to the date of deposit of instrument54

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Expected Result

Performance Indicators

Baselines

Targets

Level of usage of electronic forms– e-Filings: 98%– e-Renewals: 67%– Replies to Irregularities: 77.5%– Document upload18: tbd% (2019)– e-Filings: 95%– e-Renewals: 85%– Replies to Irregularities: 70%– Document upload: 80%

Hague IT system is operating efficiently – 100% uptime
and being managed according to best – 1 incident
practices(2018)– 99% uptime– 3 incidents/year

No. of Offices communicating fully
electronically, including the use ofstructured data

9 out of 13 active Offices
communicating fully electronically,
including the use of structured data, by
end 2021

6 out of 9 active Offices werecommunicating fully electronically,
including the use of structured data, by
end 2018

Resources for Program 31
The overall resources for the Program in 2020/21 shows an increase of 18.1 per cent compared to the 2018/19 Approved
Budget.
The upward adjustment in non-personnel resources, as compared to the 2018/19 Approved Budget, reflects the transfer
of operational and IT support for the Hague System from Program 6, as reflected under ER II.4.
The increase in the number of posts and associated personnel resources as compared to the 2018/19 Approved Budget
reflects: (i) the regularization of one examiner to support the additional examination and language demands following
recent accessions, as reflected under ER II.3; and (ii) the addition of three posts to support the Hague IT Platform, as
reflected under ER II.4.

Program 31: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

5,449

4,780

4,092

II.3

Wider and more effective use of the Hague system, including by developing countries and
LDCs

II.4

Improved productivity and service quality of the Hague operations

5,744

10,634

9,122

Total

11,193

15,414

13,21418

The document upload function was launched in January 2019.

55

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Program 31: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

%

Posts

6,863

8,528

9,425

2,562

37.3%

Temporary Staff

1,904

696

1,192

(713)

-37.4%

Other Staff Costs

-

-

-

-

n/a

8,767

9,223

10,616

1,849

21.1%

Internships

-

43

-

-

n/a

WIPO Fellowships

-

-

-

-

n/a

-

43

-

-

n/a

Staff Missions

440

276

440

-

0.0%

Third-party Travel

30

16

30

-

0.0%

Training & Related Travel Grants

-

-

-

-

n/a

470

292

470

-

0.0%

125

157

125

-

0.0%

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services
Conferences
Publishing
Individual Contractual Services
Other Contractual Services

-

-

-

-

n/a

871

386

751

(120)

-13.8%

960

5,236

1,253

293

30.5%

1,956

5,779

2,128

173

8.8%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

63

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

-

1

-

-

n/a

UN Joint Services

-

-

-

-

n/a

-

64

-

-

n/a

Sub-total

Operating Expenses

Sub-total
Equipment and Supplies
Furniture & Equipment

-

1

-

-

n/a

Supplies & Materials

-

11

-

-

n/a

Sub-total

-

13

-

-

n/a

Total B

2,426

6,191

2,598

173

7.1%

TOTAL

11,193

15,414

13,214

2,022

18.1%

POSTS

20

24

24

4

56

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

PROGRAM 32

Lisbon System

Implementation Strategies

Organize and participate in awareness-raising and promotional activities aimed at
expanding the geographical coverage and use of the Lisbon System, including the
Geneva Act;

Expand the membership of the Lisbon System, while respecting the right of Member
States to choose to provide protection for geographical indications by trademarks orother forms of legal protection; within this context, conduct training and outreachactivities to further promote the use of the System;

Provide demand-driven legal and technical assistance to Member States andintergovernmental organizations, in particular to developing countries and LDCs,
interested in adhering to the Lisbon System, including the Geneva Act, while pointing
out the option of providing protection for geographical indications through the trademark
system;

Continue the process of modernizing the regulatory framework of the Lisbon System,
including through sessions of the Lisbon Working Group;Improve productivity and service levels through enhanced reliance on information technology.

Cross-Program Collaboration57

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)The measured pace of adhesions to the Geneva Act by Member States that are
already contracting parties to the Lisbon Agreement may have a negative
influence over the interest of new contracting parties to adhere to the New Act,
which could slow the pace of the Lisbon System’s geographical expansion.

In view of encouraging more contracting parties to adhere to the Lisbon System,
specific attention will be paid to contracting parties to the Lisbon Agreement toassist them to adhere to the Geneva Act, while raising awareness of otherMember States of the advantages of the Lisbon System, including the improved
flexibilities and safeguards introduced in the Geneva Act. The targeted approach
will include a reinforced collaboration with interested Member States,international organizations, IGOs and improved access of information (e.g. theLisbon website and international events).

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

II.9
Wider and more effective use of the
Lisbon System, including by
developing countries and LDCs

Expansion of the geographicalcoverage of the Lisbon System

2 Contracting Parties to the Geneva
Act at the end of 2018

5 additional Contracting Parties to the
Geneva Act by the end of 2021

No. of international applications andother transactions

113 transactions in 2018:– 33 international applications– other transactions:• 39 statements of grant ofprotection• 27 refusal declarations• 2 modifications or corrections• 12 cancellations

260 transactions in 2020/21:– 50 new international applications– 210 other transactions

II.10
Improved productivity and service
quality of Lisbon operations

No. of international registrations from
128 out of 1,012 (end 2018)
developing countries and LDCs in force
under the Lisbon System

141 out of 1,062

Functional improvements to the Lisbon Regulations and Administrative
SystemInstructions in force on December 31,
2018

Amendments to the Common
Regulations and Administrative
Instructions

Improved operation of the Lisbon
Registry, including electronic
processes and procedures– Electronic filing web forms– Improved data entry and notification
tools– Automated publication of newtransactions under the Lisbon
Registry

Current data entry, notification andpublication processes and tools

Resources for Program 32
The overall resources for Program 32 in the 2020/21 biennium reflect an increase of 5.4 per cent compared to the
2018/19 Approved Budget.
The slight increase in personnel resources is due to the regularization of a continuing function in 2018/19. Nonpersonnel resources remain at the same level as in 2018/19.
The shift in resources from ER II.10 to ER II.9 reflects a shift in personnel resources to support wider and more effective
use of the Lisbon System, including by developing countries and LDCs.

Program 32: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetII.9

Wider and more effective use of the Lisbon system, including by developing countries and LDCs

703

751

822

II.10

Improved productivity and service quality of Lisbon operations

644

588

598

Total

1,347

1,339

1,420

58

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Program 32: Resources by Cost Category(in thousands of Swiss francs)

A.

B.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

%

898
238
1,136

1,128
1,128

1,209
1,209

311
(238)
73

34.6%
-100.0%
n/a
6.4%

-

-

-

-

n/a
n/a
n/a

46
15
61

72
23
95

46
15
61

-

0.0%
0.0%
n/a
0.0%

100
50
150
-

78
16
21
115

-

0.0%
n/a
n/a
0.0%
0.0%

-

100
50
150
-

-

-

-

-

n/a

-

1
1

-

-

n/a
n/a
n/a
n/a
n/a

-

-

-

-

n/a
n/a
n/a

Total B

211

211

211

-

0.0%

TOTAL

1,347

1,339

1,420

73

5.4%

POSTS

2

3

3

1

Personnel Resources
Posts
Temporary Staff
Other Staff Costs
Total A
Non-personnel Resources
Internships and WIPO Fellowships
Internships
WIPO Fellowships
Sub-total
Travel, Training and Grants
Staff Missions
Third-party Travel
Training & Related Travel Grants
Sub-total
Contractual Services
Conferences
Publishing
Individual Contractual Services
Other Contractual Services
Sub-total
Finance Costs
Sub-total
Operating Expenses
Premises & MaintenanceCommunication
Representation & Other Operating Expenses
UN Joint Services
Sub-total
Equipment and Supplies
Furniture & Equipment
Supplies & Materials
Sub-total

Difference from 2018/19
Approved Budget

Funds in Trust Potentially Available for Programming in 2020/21 1(in thousands of Swiss francs)
Fund-in-Trust (FIT)

Balance asofDecember31, 2018

Estimated
Contributions
20192

Estimated
Expendituresend 2019

Expected
Balance end
2019

Estimated
Contributions
2020/212

Estimated Amount Available for
Programming in 2020/21

Program 32
Italy (Junior Professional
Officers)

17

TOTAL

17

-

-

-

-

17

-

17

1 The figures do not include interest and exchange rate adjustments.

17
17

-

These funds generally provide for activities spanning a period of time exceeding or overlappingwith a single biennium.
2 The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns. They do not represent Member States' commitments
except in those cases where the FIT Agreement includes such a commitment. Annual contributions may vary.

59World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

PROGRAM 7

WIPO Arbitration and Mediation Center

Implementation StrategiesEnhance awareness among stakeholders of IP alternative dispute resolution (ADR) options, through intensified
collaboration with other WIPO Programs, WIPO External Offices, IP and ADR associations, and WIPO neutrals, byorganizing training and capacity-building programs and webinars and through the upgrading of online and offline
information materials in different languages;

Strengthen the attractiveness of WIPO arbitration and mediation services in a competitive market by upgrading andadapting marketing infrastructure, case procedures and party facilities to the evolving
needs of users;

Engage with IP owners, users, and Member State IP institutions to promote the useof IP ADR, including, where appropriate, establishing mechanisms adapted to thefeatures of recurrent disputes in their areas of activity, noting, inter alia, the WIPOADR Guide for Courts and IP Offices;

Increase the attractiveness of WIPO domain name dispute resolution services in acompetitive market by upgrading and adapting case procedures and IT infrastructure
to the evolving needs of users;

Inform and meet demand from country code top-level Domains (ccTLDs) to establish
and upgrade best-practice dispute resolution mechanisms, including by collaborating with regional ccTLD
associations, other WIPO Programs, and WIPO External Offices;

Monitor and participate in processes undertaken by the Internet Corporation for Assigned Names and Numbers(ICANN) for the review of trademark-based rights protection mechanisms in the Domain Name System, by actively
taking part in ICANN meetings, participating in working groups, informing Member States, and engaging with IP
associations.

Cross-Program Collaboration60

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Reduced market recognition of WIPO arbitration and mediation services inconnection with the establishment of further providers.

Leveraging the Center’s position as the international IP ADR specialist;
intensified collaboration with other WIPO Programs; participation in events
through WIPO neutrals or online; collaboration with Member State IP
institutions; further partnering with IP and ADR associations; maximizing theuse of the Center’s presence in Singapore and collaboration with WIPO External
Offices for increased regional activity; working off new research on userpractices and expectations; upgrading of marketing infrastructure.

Decrease in UDRP filing, affecting WIPO DNS policy influence and Center status
in DNS ADR; pressure on ICANN mechanisms (including from UDRP/URS
review) and Center primacy in DNS ADR; challenge to Center caseadministration and policy development roles; URS use and further provider
accreditation causing decrease in UDRP filing; fragmentation of and competition
within DNS.

Increasing user-friendliness; adjusting UDRP procedures (where ICANNtolerated); active participation in ICANN UDRP/URS review; more partneringwith IP and related associations; prioritizing case administration and policy
development resources to strike balance between “staying in the market” andadding specific WIPO value.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

II.7
International and domestic
intellectual property disputes are
increasingly prevented or resolved
through WIPO mediation, arbitrationand other alternative dispute
resolution methods

Increased use of alternative dispute
resolution services and clauses in
intellectual property transactions andregistrations, including through WIPO
procedures

595 disputes and 434 bons offices(cumulative per end 2018)
7,845 queries (2017/18)
3.2 million Web visits (2017/18)
4,365 participants at Center events(2017/18)
13,780 participants at events involving
Center representation (2017/18)
6,562 subscribers to Newsletter(cumulative per end 2018)– 175 additional disputes and bonsoffices– 7,500 additional queries– 3.0 million additional Web visits– 2,000 participants at Center
events– 10,000 participants at events
involving Center representation– 300 additional subscribers toNewsletter

Alternative dispute resolution policies– 57 schemes adopted (cumulative
to which the Center has contributed inper end 2018)
respect of their development or support – 8 schemes supported (cumulative
per end 2018)
II.8
Effective intellectual property
protection in the gTLDs and the
ccTLDsNo. of UDRP based gTLD and ccTLD
cases administered by the Center– 6 additional schemes adopted– 4 additional schemes supported– 37,775 gTLD cases administered by – 4,000 additional gTLD cases
the Center (cumulative per end
2018)– 4,869 ccTLD-only cases
administered by the Center(cumulative per end 2018)

Dispute resolution policies in the
Domain Name System to which theCenter has contributed in respect of
their development or support– 475 additional ccTLD-only cases

76 ccTLD policies adopted (cumulative 2 additional ccTLD policies adopted
per end 2018)
14 ccTLD policies supported
4 ccTLD policies supported(cumulative per end 2018)
4 gTLD policies
Implementation in the Domain Name
System of WIPO policy and process
recommendations

Resources for Program 7
The overall resources for the Program in the 2020/21 biennium reflect an increase of 14.1 per cent compared to the
2018/19 Approved Budget.
The increase in non-personnel resources is due to an additional provision for fellowships to support the increased
workload related to domain name and IP ADR cases.
The increase in personnel resources results from the addition of a position in support of IP ADR, the regularization of aGeneral Service temporary position, and the addition of a temporary resource for domain name dispute resolution.
The increase in resources under ER II.7 and ER II.8, as compared to the 2018/19 Approved Budget, reflects the abovementioned increases.

61

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Program 7: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetII.7

International and domestic intellectual property disputes are increasingly prevented or resolved
through WIPO mediation, arbitration and other alternative dispute resolution methods

4,212

4,170

4,735

II.8

Effective intellectual property protection in the gTLDs and the ccTLDs

7,110

7,099

8,189

Total

11,322

11,26912,924Program 7: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

%

Posts

7,232

7,147

8,255

1,023

14.1%

Temporary Staff

908

912

1,029

120

13.2%

Other Staff Costs

-

-

-

-

n/a

8,140

8,058

9,284

1,143

14.0%

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships
Internships

54

13

54

-

0.0%

2,223

2,485

2,734

511

23.0%

2,277

2,498

2,788

511

22.5%

Staff Missions

355

300

338

(17)

-4.7%

Third-party Travel

148

138

182

34

23.0%

WIPO Fellowships
Sub-total
Travel, Training and Grants

Training & Related Travel Grants

15

-

-

(15)

-100.0%

518

438

520

3

0.5%

Conferences

93

90

117

24

25.4%

Publishing

65

50

65

0

0.3%

Individual Contractual Services

180

52

60

(120)

-66.7%

Sub-total
Contractual Services

Other Contractual Services

-

36

30

30

n/a

338

228

272

(66)

-19.5%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

10

10

10

-

0.0%

Communication

10

8

11

1

10.0%

Representation & Other Operating Expenses

23

15

19

(4)

-18.8%UN Joint Services

-

-

-

-

n/a

43

32

40

(3)

-7.8%

Sub-total

Operating Expenses

Sub-total
Equipment and Supplies
Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

6

16

20

14

233.3%

6

16

20

14

233.3%

Sub-total
Total B

3,182

3,211

3,640

458

14.4%

TOTAL

11,322

11,26912,924

1,602

14.1%

POSTS

19

19

21

2

62

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal II

Funds in Trust Potentially Available for Programming in 2020/21 1(in thousands of Swiss francs)
Balance as ofDecember 31,
2018

Estimated
Contributions
20192

Estimated
Expendituresend 2019

Expected
Balance end
2019

Estimated
Contributions
2020/212

Estimated
Amount Available
for Programmingin 2020/21

Republic of Korea (Promotion of ADR
Services)

175

89

133

131

178

309

Total

175

89

133

131

178

309

Fund-in-Trust (FIT)
Program 7

1 The figures do not include interest and exchange rate adjustments.

These funds generally provide for activities spanning a period of time exceeding or
overlapping with a single biennium.
2 The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns. They do not represent Member States'
commitments except in those cases where the FIT Agreement includes such a commitment. Annual contributions may vary.

63

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Strategic Goal III

FACILITATING THE USE OF IP FOR
DEVELOPMENT

Expected Result

Performance Indicators

III.1
National IP strategies and plansconsistent with national
development objectives

No. of countries that are in the process of formulating national IP strategies

Program 9
Program 10

No. of countries that have adopted national IP strategies

Program 9No. of countries that are in the process of implementing national IP strategies and IP
development plans

Program 9

III.2
Enhanced human resource
capacities able to deal with thebroad range of requirements forthe effective use of IP for
development in developing
countries, LDCs and countries
with economies in transition

III.3
Mainstreaming of the DA
recommendations in the work of
WIPO

Responsible Program(s)No. of countries that are revising their IP strategies

Program 9No. of countries having developed national IP strategies or IP plans, dovetailed with national
development goals

Program 10

No. and % of participants providing positive feedback with general awareness raising andpromotional activities on trademarks, industrial designs and geographical indications

Program 2

ABC - number of accessible books produced by local partners/NGOs involved in capacity
building projects

Program 3

No. of countries that have taken measures to advance the development of their copyrightframework

Program 3

Level of satisfaction of participants in general awareness raising and promotional activities
related to GRs, TK and TCEs

Program 4

No. of participants in training and capacity-building activities on GRs, TK and/or TCEs who
obtain a 50% or higher score in a short multiple choice substantive questionnaire

Program 4% of participants in WIPO events who express satisfaction with the content and organizationof these events

Program 9% of participants in WIPO workshops who apply the skills learned in their work/enterprise

Program 9% of national and regional IP experts used as resource persons in WIPO events

Program 9

No. and % of participants in training and capacity-building activities who obtain a 60% or
higher score in a short multiple choice substantive questionnaire

Program 9No. of countries engaged in South-South Cooperation

Program 9No. of countries that have implemented tailored, competency-based IP learning
management systems/programs (Asia and the Pacific)

Program 9No. of countries in transition having established annual IP training programs and/or courses
for IP Professionals

Program 10% of trained IP professionals and IP Officials using upgraded skills in their work

Program 10% of trainees who are satisfied with WIPO Academy’s Professional Development Program(PDP) training programs

Program 11% of PDP course participants using enhanced IP knowledge and skills in their work

Program 11% increase in no. of participants following the Academy’s DL courses

Program 11

Exam pass rate in advanced DL courses

Program 11

No. of national start-up academies created which have become sustainable

Program 11

Level of satisfaction of participants in WIPO training and capacity-building activities

Program 17

No. of hosting arrangements for developing country scientists

Program 18% of policy makers, governments officials, IP practitioners and other targeted groups,
including universities, CMOs, journalists, with enhanced understanding of IP policies, andhow to effectively use IP development

Program 20

Level of satisfaction of participants in judicial training

Program 21% of participants in WIPO training and capacity building activities from TMOs in universities
or research organizations who apply the enhanced knowledge and upgraded skills in theirwork

Program 30

DA principles and activities related to its implementation are integrated across WIPO
programs

Program 8

Effective implementation of the recommendations of the Independent Review of DA and its
monitoring and reporting progress to CDIP

Program 8

Reporting on the CDIP decision on the External Review of WIPO Technical Assistance in the
Area of Cooperation for Development and effective implementation of any new decision

Program 8

Implementation and continued enhancement of the mechanism for the development,
implementation, monitoring, and evaluation of DA projects and activities

Program 864World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Expected Result

III.4
Strengthened cooperation
arrangements with institutions indeveloping countries, LDCs andcountries in transition tailored totheir needs

Performance Indicators

Responsible Program(s)Level of Member States' satisfaction with WIPO's dissemination of information on DA and its
implementation

Program 8

No. of Programs which substantively report on the extent to which DA Recommendations, as
reflected in the Program and Budget, have guided their work

Program 8% of participants in rights management capacity-building activities reporting concrete steps
based on training

Program 3

No. of trained CMOs taking concrete steps on collection and distribution of remuneration

Program 3

No. of matches catalyzed through WIPO Match

Program 9No. of arrangements with institutions in developing countries and LDCs to promote theeffective use of the IP systems

Program 9No. of established partnerships

Program 10

III.6
No. of academic institutions having developed and/or improved their IP policies
Increased capacity of SMEs,
universities and research
No. of new trademarks, collective/certification marks, GIs and designs registered by SMEs
institutions to successfully use IP (Asia and the Pacific)
to support innovation
Level of satisfaction of participants in WIPO training and capacity building activities

Program 9
Program 30% of assisted SME support institutions that use WIPO tools and materials in their training
programs and/or advisory services on IP asset management

Program 30

No. of unique page views of the university and SME websites

Program 30

No. of PCT applications originating from universities and research institutions

Program 30

65

Program 9
Program 30

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

PROGRAM 8

Development Agenda Coordination

Implementation Strategies
Assist the Committee on Development and Intellectual Property (CDIP) in carrying out its mandate to discuss,
implement, monitor, assess and report on all adopted recommendations by the Committee, and to debate IP anddevelopment-related issues as agreed by the Committee;

Manage and coordinate the Development Agenda (DA) implementation process and ensure that the 45 adopted DA
Recommendations are integrated and mainstreamed into all activities of the Organization;



Focus on the implementation of key priorities, including: (i) the strengthening of the mainstreaming of the DA; (ii)
Member States agreed recommendations emanating from the Independent Review of the Development Agenda; (iii)the decisions related to the six-point proposal on WIPO Technical Assistance in the Area of Cooperation for
Development; (iv) the mechanism for updating the database on flexibilities in the IP system and coordinating
measures to ensure a better dissemination of its content; and (v) the reporting on WIPO’s contribution to the
Sustainable Development Goals (SDGs);

Continue to facilitate negotiation processes among Member States and propose strategies for further implementing
DA recommendations, while ensuring effective implementation, monitoring, evaluation and reporting of DA projects
and mainstreamed activities;



Provide assistance to other Programs in the implementation of DA recommendations and ensure, notably, that DA
principles continue to guide WIPO’s technical assistance activities;

Raise awareness and disseminate information on DA-related matters and support new projects as well as activities
proposed by Member States;Continue to undertake other IP and development-related activities as requested by the CDIP and the General
Assembly, such as conferences and seminars, in particular, an International Conference on IP and Development.

Cross-Program Collaboration
Strategic Goal I
Program 1
Program 2
Program 3
Program 4

Strategic Goal II
Program 5
Program 6
Program 31
Program 32
Program 7

Strategic Goal IX
Program 21

Strategic Goal III
Program 9
Program 10
Program 11
Program 30

Strategic Goal VIII
Program 20

Program 8

Strategic Goal IV
Program 12
Program 13
Program 14
Program 15

Strategic Goal VII
Program 18

Strategic Goal V

Strategic Goal VI
Program 17

Program 16

66

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Divergent Member States' views regarding the mainstreaming of DA
recommendations in the work of WIPO.

Engage in regular consultations with Member States aimed at facilitating theconvergence of Member State views on the mainstreaming of DA
recommendations.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

III.3
Mainstreaming of the DA
recommendations in the work of
WIPO

DA principles and activities related to
its implementation are integrated
across WIPO programs

During the 2016/17 biennium:– 12 Programs were involved in
implementing CDIP approved
activities; and– 23 Programs reflected
mainstreaming of DA in their work

Continued involvement of the various
Programs in the implementation of DA
activities and the integration of theiroutcomes in their work

Effective implementation of therecommendations of the Independent
Review of DA and its monitoring andreporting progress to CDIP

Member States Inputs on the Way
Forward on the Modalities and
Implementation Strategies of the
Adopted Recommendations of the
Independent Review
Recommendations contained in
document CDIP/22/4 Rev19 continued
to be on the agenda of the CDIP in
2018.

Recommendations approved by the
CDIP effectively implemented

Reporting on the CDIP decision on theExternal Review of WIPO Technical
Assistance in the Area of Cooperation
for Development and effective
implementation of any new decision

Decision by CDIP/18 to implement the 6 items in the decision containing
proposal contained in Appendix I of the multiple actions effectively
Summary by the Chair of CDIP/1820
implemented
continued to be implemented in 2018.

Implementation and continued
enhancement of the mechanism for thedevelopment, implementation,
monitoring, and evaluation of DA
projects and activities

Current procedures for the
implementation of DA
recommendations as established in the
Organization

Enhanced mechanism thatincorporates recommendations of the
independent evaluations of projects
and the Independent Review of DA
approved by the CDIP

Level of Member States' satisfaction
with WIPO's dissemination of
information on DA and its
implementation

81.25% (2018)80%

No. of Programs which substantively
21 Programs (2016/17)
report on the extent to which DA
Recommendations, as reflected in the
Program and Budget, have guided theirwork

Maintain

Resources for Program 8
The overall resources for the Program in the 2020/21 biennium show an increase of 9.2 per cent compared to the
2018/19 Approved Budget.
The slight increase in personnel resources reflects statutory increases and the reclassification upwards of one post.
The increase in non-personnel resources reflects the DA Project “Enhancing the Use of IP in the Software Sector in
African Countries”, reflected under ER III.2.

19
20

CDIP/22/4 REV.
CDIP/8/INF/1

67

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Program 8: Resources by Result(in thousands of Swiss francs)

Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

-

-

261

III.2

Enhanced human resource capacities able to deal with the broad range of requirements forthe effective use of IP for development in developing countries, LDCs and countries witheconomies in transition

III.3

Mainstreaming of the DA recommendations in the work of WIPO

3,455

3,658

3,513

Total

3,455

3,658

3,774

Program 8: Resources by Cost Category(in thousands of Swiss francs)

A.

B.

Personnel Resources
Posts
Temporary Staff
Other Staff Costs
Total A
Non-personnel Resources
Internships and WIPO Fellowships
Internships
WIPO Fellowships
Sub-total
Travel, Training and Grants
Staff Missions
Third-party Travel
Training & Related Travel Grants
Sub-total
Contractual Services
Conferences
Publishing
Individual Contractual Services
Other Contractual Services
Sub-total
Finance Costs

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetDifference from 2018/19
Approved Budget
Amount

%

1,975
272
2,246

2,130
325
2,456

2,001
304
2,304

26
32
58

1.3%
11.7%
n/a
2.6%

-

12
12

-

-

n/a
n/a
n/a

30
558
588

28
532
560

70
608
678

40
50
90

133.3%
9.0%
n/a
15.3%

531
80
611
-

523
96
619

15
96
60
171

0.0%
n/a
120.0%
n/a
28.0%

-

531
15
176
60
782
-

-

-

-

-

n/a

Sub-total
Operating Expenses
Premises & MaintenanceCommunication
Representation & Other Operating Expenses
UN Joint Services
Sub-total
Equipment and Supplies
Furniture & Equipment
Supplies & Materials
Sub-total
Total B

10
10

12
12

10
10

-

n/a
n/a
0.0%
n/a
0.0%

1,209

1,203

1,470

261

n/a
n/a
n/a
21.6%

TOTAL

3,455

3,658

3,774

319

9.2%

POSTS

6

7

6

-

of which:
Development Agenda Project

261

68

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

PROGRAM 9

Africa, Arab, Asia and the Pacific, Latin
America and the Caribbean Countries, Least
Developed Countries

Implementation Strategies
Coordinate WIPO’s development-oriented, demand-driven and transparent technical assistance, through the Regional
Bureaus and, where relevant, WIPO’s External Offices. The distinctiveness and priorities of Members States, particularly
Least Developed Countries (LDCs), the specificities of their geographical regions and gender mainstreaming will betaken duly into account. Priority areas of cooperation in the biennium will include:National IP Strategies and Plans (NIPs). Assist in the development, formulation andimplementation of NIPs addressing the specific needs of each country, in consultation
with local stakeholders to ensure national ownership and sustainability, and using the
project-based methodology and tools developed by the Organization; continue todevelop and coordinate the implementation of country plans based on the needs andpriorities of recipient countries in which the process of adopting IP Strategies andPlans has not been initiated or is still ongoing;Global Infrastructure. Increase the efficiency and transparency of national IP
registration systems by strengthening the technical infrastructure in national IP Offices;

Legal and Normative Framework. Formulate and modernize national and regional IP
legislative and regulatory frameworks;Capacity Building. Enhance professional capacities and create a pool of IP experts tobetter protect and commercialize IP assets, including on export markets, through theprovision of a range of competence-based learning and training programs, working
closely with academic institutions and industry;Program mainstreaming. Support the creation of an enabling environment for themainstreaming of IP-related technical assistance, especially resulting from theimplementation of DA Recommendations, by applying consolidated methodologies
aimed at promoting innovation and business competitiveness;Awareness, Promotion & Outreach. Promote accession to WIPO-administeredtreaties; strengthen the ecosystem for technology absorption, innovation and utilizationor commercialization of IP assets through awareness-raising on the importance of IP
protection, outreach and creation of a network of IP users, including regional IP
organizations, and technology generators;South-south Cooperation & Triangular Cooperation (SSC/TC). Continue facilitating
the creation of partnerships on IP-related technical assistance through the WIPO Match web
platform; implement and report on SSC/TC activities and liaise with other UN agencies supported by the dedicated
SSC/TC focal point;Least Developed Countries. Continue strengthening the utilization of Appropriate Technologies in line with the
Istanbul Programme of Action and provide reports to the UN thereon; promote national invention and innovation incooperation with research centres, higher education institutions and the business sector; maximize joint training
programs with development partners of LDCs; undertake sectoral studies on the use of IP in areas of importance fordevelopment such as agriculture, health and education, taking duly into account gender considerations; publish
success stories on the use of Appropriate Technologies;Business competitiveness. Strengthen the competitiveness of different economic/productive sectors (e.g. agrobusiness, handicrafts, fashion and design industries, culture and tourism) by supporting stakeholders in thedevelopment of appropriate IP strategies and capacities, including for export purposes; facilitate the use of global IP
systems for IP protection of their products and services in foreign markets.

69

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Cross-Program Collaboration

Risks and Mitigation Actions(i)

Risk(s)(iii)

Political change leading to changes to IP policy may cause revision to the work(iv) Flexibility retained to make adjustments in work plans for individual countries.
plans of the countries concerned and reduce the scope of and/or delay thedelivery of WIPO services.

(ii)

Mitigation Action(s)(v)

Political instability in Member States and the resulting change in UN security (vi) Monitoring the situation with IP Offices and other stakeholders to develop
assessment may result in delays in technical assistance delivery.
alternative plans.

Expected Results and Performance Indicators
Expected Result

21

Performance Indicators

Baselines

Targets

I.2
No. and % of Member States satisfied
Tailored and balanced IP legislative, with the legislative and policy advice
regulatory and policy frameworks
provided- Program 1: 91% based on 9
responses (2018)- Program 2: 100% based on 6
responses (2018)- Program 3: 95% based on 6
responses (2018)

85%

II.1
Wider and more effective use of the
PCT system for filing international
patent applications, including by
developing countries and LDCs

No. of PCT applications originatingfrom developing countries and LDCs

76,883 (2018)

3.5% annual increase

II.3
Wider and more effective use of theHague system, including by
developing countries and LDCs

Membership of the Geneva (1999)
Act21

58 Members (as of December 31,
2018)

70 Members

No. of Hague applications originatingfrom developing countries and LDCs

1,105 (2018)

23% increase (2020)
9% increase (2021)

Based on date of entry into force as opposed to the date of deposit of instrument70World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Expected Result

Performance Indicators

Baselines

Targets

II.5
Wider and more effective use of the
Madrid System, including by
developing countries and LDCs

Total Membership of the Madrid
System22

102 members covering 118 countries(as of December 31, 2018)

6 additional members (3 per year) in
2020/21

No. of Madrid System applications
originating from developing countries
and LDCs

10,048 in 2018

4% annual increase

II.7
Alternative dispute resolution policies
25 schemes adopted
International and domestic
to which the Center has contributed in (cumulative per end 2018)
intellectual property disputes arerespect of their development or support
increasingly prevented or resolved
through WIPO mediation, arbitrationand other alternative dispute
resolution methods

3 additional scheme adopted23

II.9
Wider and more effective use of the
Lisbon System, including by
developing countries and LDCs

No. of international registrations from
128 out of 1,012 (end 2018)
developing countries and LDCs in force
under the Lisbon System

141 out of 1,062

III.1
National IP strategies and plansconsistent with national
development objectives

No. of countries that are in the process – Africa (3)of formulating national IP strategies– Arab region (4)– Asia and the Pacific (13)– Latin America and the Caribbean (9)8 LDCs included in the above regional
breakdown (end 2018)– Africa (3 additional)– Arab region (2 additional )– Asia and the Pacific (2 additional)– Latin America and the Caribbean(7 additional)

No. of countries that have adopted
national IP strategies– Africa (3 additional)– Arab region (2 additional)– Asia and the Pacific (3 additional)– Latin America and the Caribbean(4 additional)

III.2.
Enhanced human resource
capacities able to deal with thebroad range of requirements for theeffective use of IP for development
in developing countries, LDCs andcountries with economies intransition

22
23– Africa (27 cumulative)– Arab region (2 cumulative)– Asia and the Pacific (12 cumulative)– Latin America and the Caribbean (9cumulative)
23 LDCs included in the above regional
breakdown (cumulative end 2018)

No. of countries that are in the process – Africa (32 cumulative)of implementing national IP strategies – Arab region (2 cumulative)
and IP development plans– Asia and the Pacific (12 cumulative)– Latin America and the Caribbean(10 cumulative)
23 LDCs included in the above regional
breakdown (cumulative end 2018)– Africa (10 additional)– Arab region (2 additional)– Asia and the Pacific (2 additional)– Latin America and the Caribbean (9additional)

No. of countries that are revising their
IP strategies

None (end 2018)– Africa (1 additional)– Arab region (1 additional)– Asia and the Pacific (1 additional)– Latin America and the Caribbean (2additional)% of participants in WIPO events who
express satisfaction with the content
and organization of these events– Africa (95%)– Arab region (94.7%)– Asia and the Pacific (93%)– Latin America and the Caribbean(97.5%)– LDCs (90%)(2018)– Africa (85%)– Arab region (90%)– Asia and the Pacific (90%)– Latin America and the Caribbean(90%)– LDCs (95%)% of participants in WIPO workshops
who apply the skills learned in theirwork/enterprise– Africa (80%)– Arab region (92%)– Asia and the Pacific (90%)– Latin America and the– Caribbean (92%)– LDCs (85%)(2018)– Africa (80%)– Arab region (70%)– Asia and the Pacific (90%)– Latin America and the Caribbean(80%)– LDCs (85%)

Based on date of entry into force as opposed to the date of deposit of instrument
In regions covered by Program 971

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Expected Result

III.4
Strengthened cooperation
arrangements with institutions indeveloping countries, LDCs andcountries in transition tailored totheir needs

Performance Indicators

Baselines

Targets% of national and regional IP experts
used as resource persons in WIPO
events– Africa (90%)– Arab region (72%)– Asia and the Pacific (56%)– Latin America and the Caribbean(85%)– LDCs (75%)(2018)– Africa (80%)– Arab region (70 %)– Asia and the Pacific (50%)– Latin America and the Caribbean(80%)– LDCs (85%)

No. and % of participants in training
Asia and the Pacific (93%) (2018)
and capacity-building activities who
obtain a 60% or higher score in a shortmultiple choice substantive
questionnaire

Asia and the Pacific (80%)

No. of countries engaged in SouthSouth Cooperation

125 (end 2021)

123 (end 2018)

No. of countries that have implemented tbd
tailored, competency-based IP learning
management systems/programs (Asiaand the Pacific)

2 countries (end 2021)

No. of arrangements with institutions in – Africa (4 MOUs cumulative)
developing countries and LDCs to– Arab region (7 MOUs cumulative)
promote the effective use of the IP– Asia and the Pacific (19 projects
systems
cumulative)– Latin America and the Caribbean(15 cumulative)– LDCs (17 regional/sub regional
programs, 13 national programs
cumulative)(end 2018)– Africa (2 additional)– Arab region (2 additional)– Asia and the Pacific (1 additional)

No. of matches catalyzed throughWIPO Match

4 matches catalyzed(cumulative end 2018)20 cumulative (end 2021)

14 academic institutions (cumulativeend 2018)

6 additional academic institutions
globally24

No. of new trademarks,
collective/certification marks, GIs anddesigns registered by SMEs (Asia andthe Pacific)

tbd

100 (end 2021)

No. of sustainable25 national networks
of TISCs

31 sustainable national networks
Maturity Level 1: 1
Maturity Level 2: 23
Maturity Level 3, including theprovision of value-added services26: 7(cumulative end 2018)– Africa: 1 additional– Arab region: 1 additional– Asia and the Pacific: 1 additional– Latin America and the Caribbean: 2
additional

III.6
Increased capacity of SMEs,
No. of academic institutions having
universities and researchdeveloped and/or improved their IP
institutions to successfully use IP to policies
support innovation

IV.2
Enhanced access to, and use of, IP
information by IP institutions andthe public to promote innovationand creativity

No. of organizations, communities,
16 organizations in 7 LDCs
individuals that applied and used the(cumulative end 2018)
Appropriate Technology as a solution
to identified development challenges in
LDCs

24

– Latin America and the Caribbean(3 additional)– LDCs (5 additional)

3 additional organizations in LDCs

In regions covered by Program 9
Sustainable TISCs are financially and technically self-supporting institutions to which WIPO provides advice on demand.
Sustainability is measured through the following levels of maturity:- Maturity Level 1- (a) Signing of a Service Level Agreement (SLA) between WIPO and the National Focal Point; (b) signing ofInstitutional Agreements between the National Focal Point and TISC Host Institutions; and (c) provision of at least an annual report onnational TISC activities; maturity Level 1 fully achieved when a + b + c.
- Maturity Level 2- Level 1 standards having been met plus the provision of basic patent information searches, e.g. state of the art
patent searches; and- Maturity Level 3- Level 2 standards having been met plus the provision of value added IP services, e.g. drafting of patent landscapereports.
26
Support and advice on patent analytical services, on IP asset management and commercialization, Inventors Assistance Program(IAP), using and identifying inventions in the public domain, dispute resolution services, patent drafting.
25

72

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Expected Result

Performance Indicators

Baselines

Targets

Identified Appropriate Technology in
9 communities:
use by local communities in developing – Africa (8)countries and LDCs
– Asia and the Pacific (1)(cumulative end 2018)

2 additional projects in 2 additional
communities

Projects replicated in in other local
communities in developing countries
and LDCs

None(cumulative end 2018)

2 projects in 2 communities (end 2021)

Institutions established to continue
working on Appropriate Technology indeveloping countries and LDCs

11 institutions(cumulative end 2018)

3 additional institutions

Continuation and expansion of national 19 programs
technological capacity building(cumulative end 2018)
programs on Appropriate Technology
in LDCs

3 additional programs

Utilization of Appropriate Technology
for economic development included in
the national innovation and IP policies
and strategies in LDCs

2 (cumulative end 2018)

2 additional LDCs

No. of technology transfer
projects/programs initiated bydeveloping countries

27 (cumulative end 2018)– Arab region (2)– Asia and the Pacific (22)– Latin America and the Caribbean (3)Africa (5)Arab region (1)Asia and the Pacific (1)Latin America and the Caribbean (1)Overall average: 3.2– Africa: 3.2– Arab region: 3.2– Asia and the Pacific: 3.5– Latin America and the Caribbean:
3.1

Overall average of 3.3

Implementing: tbd
Fully Implemented: none

Implementing: 2 countries
Fully Implemented: 1 country

IV.4
Average Service Level of IP Offices
Enhanced technical and knowledge assisted (ranging from 1 to 5)
infrastructure for IP Offices andother IP institutions leading to better
services (cheaper, faster, higher
quality) to their stakeholders andbetter outcome of IP Administration
No. of Offices that have fully
implemented the recommendations of
the IP Office Diagnostic Report (Asiaand the Pacific)

Resources for Program 9
The overall resources for the Program in the 2020/21 biennium show a decrease of 4 per cent compared to the 2018/19
Approved Budget.
The decrease in personnel resources is primarily due to the redeployment of one post to the External Offices. The
decrease in resources for temporary staff is the result of the regularizations of three continuing functions.
The increase in non-personnel resources in 2020/21 reflects an enhanced focus on Appropriate Technology projects in
LDCs.
The redistribution of resources across Expected Results are primarily driven by an enhanced focus on: (i) the promotionof the international registrations systems (ERs II.1, II.3 and II.5) and capacity building for technology transfer
stakeholders (ER IV.2) in the Asia and the Pacific region; and (ii) collaboration with organizations and institutions in thearea of IP and technology development (ER III.4) and the transfer, adaptation and use of appropriate technology(ER IV.2) in LDCs.

73

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Funds in Trust Potentially Available for Programming in 2020/211(in thousands of Swiss francs)

Fund-in-Trust (FIT)

Balance as ofDecember 31,
2018

Estimated
Contributions
20192

Estimated
Expendituresend 2019

Expected
Balance end
2019

Estimated
Contributions
2020/212

Estimated
Amount Available
for Programmingin 2020/21

Program 9
El Salvador

55

-

10

45

-

45

France (Industrial Property)

126

300

426

-

600

600

Ibero-American Program on Industrial
Property

196

60

50

206

-

-

Italy

110

-

110

-

-

-

Japan (Industrial Property)3

3,092

3,830

4,170

2,752

7,660

10,412

Japan (Industrial Property/Africa LDCs)

1,312

1,600

1,700

1,212

3,200

4,412

Mexico

144

-

70

74

-

74

Republic of Korea (Industrial
Property)

1,235

650

550

1,335

1,300

2,635

Spain

207

180

286

101

360

461

Uruguay

102

-

20

82

-

82

-

100

100

-

-

-

6,579

6,720

7,491

5,808

13,12018,721The United Arab Emirates
Total

1 The figures do not include interest and exchange rate adjustments.

These funds generally provide for activities spanning a period of time exceeding or overlappingwith a single biennium.
2 The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns. They do not represent Member States' commitments
except in those cases where the FIT Agreement includes such a commitment. Annual contributions may vary.
3 This FIT also includes several activities carried out under Programs 6, 9, 15, 20 and 31.

Program 9: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetI.2

Tailored and balanced IP legislative, regulatory and policy frameworks

609

587

700

II.1

Wider and more effective use of the PCT system for filing international patent applications

444

473

708

II.3

Wider and more effective use of the Hague system, including by developing countries and
LDCs

395

361

707

II.5

Wider and more effective use of the Madrid System, including by developing countries and
LDCs

508

557

999

II.7

International and domestic intellectual property disputes are increasingly prevented or resolved
through WIPO mediation, arbitration and other alternative dispute resolution methods

428

218

218

II.9

Wider and more effective use of the Lisbon system, including by developing countries and
LDCs

-

-

71

III.1

National IP strategies and plans consistent with national development objectives

8,626

7,624

6,043

III.2

Enhanced human resource capacities able to deal with the broad range of requirements for theeffective use of IP for development in developing countries, LDCs and countries witheconomies in transition

7,960

8,337

8,433

III.3

Mainstreaming of the DA recommendations in the work of WIPO

224

246

311

III.4

Strengthened cooperation arrangements with institutions in developing countries, LDCs andcountries in transition tailored to their needs

4,576

4,189

4,030

III.6

Increased capacity of SMEs, universities and research institutions to successfully use IP tosupport innovation

1,931

1,861

1,816

IV.2

Enhanced access to, and use of, IP information by IP institutions and the public to promote
innovation and creativity

2,944

2,737

4,116

IV.4

Enhanced technical and knowledge infrastructure for IP Offices and other IP institutions leading
to better services (cheaper, faster, higher quality) to their stakeholders and better outcome of IP
administration

2,138

1,855

1,409

Total

30,78529,04629,56274

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Program 9: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetPosts

20,51019,194

20,365

(145)

-0.7%

Temporary Staff

1,787

1,293

609

(1,178)-65.9%

Amount%Personnel Resources

Other Staff Costs
Total A
B.

Difference from 2018/19
Approved Budget

-

-

-

-

n/a

22,297

20,487

20,974(1,323)-5.9%

Non-personnel Resources
Internships and WIPO Fellowships
Internships

-

-

-

-

n/a

WIPO Fellowships

-

145

-

-

n/a

-

145

-

-

n/a

Staff Missions

2,293

2,318

2,667

373

16.3%

Third-party Travel

3,251

2,609

2,456

(795)

-24.5%

Training & Related Travel Grants

160

212

40

(120)

-75.0%

5,704

5,140

5,162

(542)

-9.5%

Conferences

963

759

1,016

53

5.5%

Publishing

55

50

55

-

0.0%

Individual Contractual Services

1,330

1,478

1,938

609

45.8%

Other Contractual Services

409

916

389

(20)

-4.8%

2,756

3,204

3,398

642

23.3%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

15

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

28

54

28

-

0.0%

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Sub-total

Operating Expenses

UN Joint Services
Sub-total

-

-

-

-

n/a

28

69

28

-

0.0%

Equipment and Supplies
Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

-

0

-

-

n/a

Sub-total

-

0

-

-

n/a

Total B

8,488

8,559

8,588

100

1.2%

TOTAL

30,78529,04629,562(1,223)

-4.0%

POSTS

48

47

47

(1)

75

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

PROGRAM 10

Transition and Developed Countries

Implementation Strategies
Provide demand-driven, balanced, effective and cost-efficient IP legislative and policy assistance to Member States,with a particular focus on sustainability of results and impact at the institutional and country levels;

Promote the development, implementation and evaluation of tailored, balanced, long-termand results-oriented national IP strategies and country cooperation plans, with a view tofurther aligning WIPO’s technical assistance with countries’ strategic needs;

Intensify the promotion of WIPO products and services in transition and developed
countries through the Roving Seminars on WIPO Services and Initiatives, with fullinteraction of local stakeholders and IP Offices in beneficiary countries; develop tools toimprove access to target audiences and enhance visibility of the events on the web, insocial media, and among key trade associations; organize institutional visits, exchange
programs and other forms of collaboration in partnership with targeted stakeholders;

Extend the roving seminars on WIPO services, which, since 2013, have been organized in more than 100 locations,to developing countries and countries in transition, furthering the exchange of experiences in the use of WIPO
services among stakeholders from other regions;

Update the Guide on the Main WIPO Services in close coordination with relevant Programs, stakeholders and users
concerned, to serve as a textual companion to the roving seminars on WIPO services.



Strengthen the support to Member States for increasing the use of IP-based platforms and tools, with focused
attention to universities and research institutions, enforcement bodies, the judiciary and CMOs. Deepen theunderstanding of relevant stakeholders of the current challenges of copyright in the digital age, as well as theinteraction between IP and emerging technologies;



Maximize the effectiveness and impact of WIPO’s IP teaching initiatives and programs in Member States, including
those offered through the WIPO Academy;Intensify the use of a two-phased evaluation approach, which provides for further improvement and tailoring ofactivities to the specific regional and national needs and which facilitates the streamlining of gender perspectives;

Seek to ensure positive synergies and promote joint efforts to reach common IP objectives through close
cooperation with, inter alia, the European Union (EU), the European Patent Organization (EPO), Eurasian Patent
Organization (EAPO), the Inter-State Council for the Legal Protection and Enforcement of Intellectual Property(ICPIP), the Inter-parliamentary Assembly of the CIS Member States (IPACIS) and the Eurasian Economic
Commission (EEC), with a view to maximizing the effectiveness of WIPO’s technical assistance;Intensify the discussions on gender-related issues in IP through specific events on the subject.

76

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Cross-Program Collaboration

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Economic and political changes might hamper or slowdown the implementationof national IP strategies.

Immediate follow-up communication when relevant change in country; advancedplanning on all levels; maintaining relations with all stakeholders in the
countries; provide flexibility in the cooperation plans.

Decisions taken at the international or national levels result in the loss of
stakeholder commitment to actively engage in the implementation of activities
that affect long term plans for enhancing human resource capacities in countries
in transition.

Working closely with beneficiaries, donors and Members States; planning andcoordination of all IP related matters with other international and nationalorganizations and partners.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

I.2
No. of transition countries with updated 18 countries
Tailored and balanced IP legislative, national laws and regulations(cumulative as at end 2018)
regulatory and policy frameworks

Targets
7 countries in the biennium

No. of ratifications by transition
countries to WIPO administeredtreaties

531 ratifications by 29 transition
countries (cumulative end 2018)

8 ratifications in the biennium

II.1
Wider and more effective use of the
PCT system for filing international
patent applications, including by
developing countries and LDCs

No. of PCT applications originatingfrom transition and developed
countries

173,828 ( preliminary 2018)

3.5% annual increase% of participants satisfied with theroving seminars

tbd

80% of survey respondents are
satisfied or highly satisfied

II.3
Wider and more effective use of theHague system, including by
developing countries and LDCs

No. of Hague System applications
originating from transition anddeveloped countries

4,273 (preliminary 2018)

23% increase (2020)
9% increase (2021)

II.5
Wider and more effective use of the
Madrid System, including by
developing countries and LDCs

No. of Madrid System applications
originating from transition anddeveloped countries

51,134 (preliminary 2018)

4% annual increase77

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Expected Result

Performance Indicators

Baselines

Targets

II.7
International and domestic
intellectual property disputes are
increasingly prevented or resolved
through WIPO mediation, arbitrationand other alternative dispute
resolution methods

Increased use of alternative dispute
resolution services and clauses in
intellectual property transactions andregistrations, including through WIPO
procedures, by parties from transitionand developed countries

571 disputes and 318 bons offices
involving parties from transition anddeveloped countries (cumulative as atend 2018)

140 additional disputes and bonsoffices involving parties from transitionand developed countries

Alternative dispute resolution policies
22 schemes adopted in transition andto which the Center has contributed in developed countries (cumulative as at
respect of their development or support end 2018)

3 additional schemes adopted

II.9
Wider and more effective use of the
Lisbon System, including by
developing countries

No. of international registrations fromtransition and developed countries inforce under the Lisbon System

2% increase per year

III.1
National IP strategies and plansconsistent with national
development objectives

No. of countries that are in the process 6 countries in the process formulatingof formulating national IP strategies
1 country in the process of finalizing(end 2018)

4 additional countries

No. of countries having developed
national IP strategies or IP plans,
dovetailed with national developmentgoals

28 countries(cumulative end 2018)

4 additional countries

III.2
Enhanced human resource
capacities able to deal with thebroad range of requirements for theeffective use of IP for development
in developing countries, LDCs andcountries with economies intransition

No. of countries in transition having
established annual IP training
programs and/or courses for IP
Professionals

25 programs/courses in 15 countries(cumulative end 2018)

2 new programs and/or courses
established in baseline countries% of trained IP professionals and IP
Officials using upgraded skills in theirwork

84% in 2018

80%

III.4
Strengthened cooperation
arrangements with institutions indeveloping countries, LDCs andcountries in transition tailored totheir needs

No. of established partnerships

23 IP partnerships established(cumulative end 2018)8 additional partnerships established

884 out of 1,012(end 2018)

3 additional countries establishingannual IP training programs and/or
courses for IP Professionals(2020/21)

Resources for Program 10
The overall resources in 2020/21 for the Program show an increase of 3.9 per cent as compared to the 2018/19
Approved Budget.
The upward adjustment in non-personnel resources reflects an enhanced focus on capacity building and awarenessraising (ER III.2).
The increase in personnel resources reflects statutory increases. The decrease in the number of posts primarily reflects
the reorganization of administrative support within the Department for Transition and Developed Countries, reducing theoverall need for posts in the general service category. The staff in the professional category has been reinforced with anadditional temporary position.
The estimated resources by Expected Results in the 2020/21 biennium remain stable as compared to the 2018/19
Approved Budget.

78

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Program 10: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

%

6,781

6,534

6,734

(48)

-0.7%

Temporary Staff

-

172

290

290

n/a

Other Staff Costs

-

-

-

-

n/a

6,781

6,706

7,023

242

3.6%

Internships

58

36

58

-

0.0%

WIPO Fellowships

-

-

-

-

n/a

58

36

58

-

0.0%

Staff Missions

601

489

611

10

1.7%

Third-party Travel

455

427

545

90

19.8%

-

-

-

-

n/a

1,056

916

1,156

100

9.5%

Conferences

468

459

468

-

0.0%

Publishing

29

28

29

-

0.0%

Individual Contractual Services

217

258

217

-

0.0%

Other Contractual Services

20

76

20

-

0.0%

734

820

734

-

0.0%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

-

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

20

20

20

-

0.0%

Personnel Resources
Posts

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Training & Related Travel Grants
Sub-total
Contractual Services

Sub-total

Operating Expenses

UN Joint Services

-

-

-

-

n/a

20

20

20

-

0.0%

Furniture & Equipment

15

15

15

-

0.0%

Supplies & Materials

15

15

15

-

0.0%

Sub-total

30

30

30

-

0.0%

Total B

1,898

1,822

1,998

100

5.3%

TOTAL

8,679

8,528

9,021

342

3.9%

POSTS

17

17

16

(1)

Sub-total
Equipment and Supplies

79World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Program 10: Resources by Result(in thousands of Swiss francs)

Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetI.2

Tailored and balanced IP legislative, regulatory and policy frameworks

822

874

905

II.1

Wider and more effective use of the PCT system for filing international patent applications

1,556

1,367

1,451

II.3

Wider and more effective use of the Hague system, including by developing countries and LDCs

670

592

633

II.5

Wider and more effective use of the Madrid System, including by developing countries and LDCs

852

782

838

II.7

International and domestic intellectual property disputes are increasingly prevented or resolved
through WIPO mediation, arbitration and other alternative dispute resolution methods

597

527

521

II.9

Wider and more effective use of the Lisbon system, including by developing countries and LDCs

-

-

10

III.1

National IP strategies and plans consistent with national development objectives

1,462

1,600

1,655

III.2

Enhanced human resource capacities able to deal with the broad range of requirements for theeffective use of IP for development in developing countries, LDCs and countries with economies intransition

1,726

1,781

2,024

III.4

Strengthened cooperation arrangements with institutions in developing countries, LDCs andcountries in transition tailored to their needs

993

1,006

984

Total

8,679

8,528

9,021

80

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

PROGRAM 11

The WIPO Academy

Implementation Strategies


Further develop the WIPO Academy as the center of excellence for IP capacity building, specialized training and elearning;Provide affordable access to IP education and specialized training through introductory and advanced distancelearning (DL) courses; professional development training for government officials; strategic cooperation with leading
universities and national authorities to support IP higher education and jointly conduct IP Masters’ programs; theestablishment of IP training institutions in Member States; and delivery of a global program of WIPO Summer
Schools;

Ensure that professional development and DL courses are current and relevant toMember States’ needs and priorities through regular review of course content andidentification of new and topical issues in the area of IP education and training;enhance course assessment methods to help ensure achievement of long-term learning
objectives and relevance of the WIPO Academy specialized training courses;Ensure gender balance across all courses offered by the WIPO Academy;Support Member State requests for customized versions of DL courses, in particular
DL-101, tailoring them to specific national requirements both in terms of content andlanguage, enabling the Academy to meet increasing demand in a resource-efficientway;Increase access to distance learning courses for the blind, visually impaired, or otherwise print disabled by offering
additional DL courses in accessible formats;

Increase the organization of IP education workshops for teachers and national curricula developers and provide
pedagogically designed materials for young people through the DL-101-IP4Youth and Teachers service including
through a hub for sharing good practices and material among WIPO Member States;Continue to strengthen South-South cooperation by further developing new partnerships with developing countries
with knowledge and skills to offer in specific areas of IP education and training for the benefit of other developing
countries and LDCs;

Promote access to IP higher education, in particular for developing countries, LDCs and countries in transition,
through continued support to universities, including through a longer-term strategic approach to the WIPO Joint
Master’s Programs in IP;

Support countries to build national IP training capacity (IP Academies) through the delivery of national projects,
which empower countries to tailor IP training courses that best address national needs;

Provide a program of WIPO Summer Schools, which responds to increasing requests from Member States to hostsuch schools and ensures appropriate geographical distribution, targeting in particular young professionals from theprivate sector, junior lawyers, as well as law students, government officials and other interested participants.

81

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Cross-Program Collaboration

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)The decrease of contributions from partner institutions may impact the delivery of Continuous consultations and coordination with current and prospective new
the training programs and the establishment of new training courses.
partner institutions.
In a fast-changing technological and IP landscape, user expectations andpreferences are evolving rapidly. The IT platform of distance learning courses
and its graphics interface may become outdated.

Feedback surveys from DL students and tutors. Continued investment in course
review and platform modernization.

IP content of the training programs of the Academy could become misalignedwith emerging global challenges and developments in the IP system.

Continuous assessment and feedback from stakeholders in Member States aswell as training partners, participants, tutors and experts contributing to WIPO
Academy activities.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

III.2
Enhanced human resource capacities
able to deal with the broad range ofrequirements for the effective use of IP
for development in developing countries,
LDCs and countries with economies intransition% of trainees who are satisfied with
WIPO Academy’s Professional
Development Program (PDP) training
programs

95% (2018)

75% of respondents% of PDP course participants using
enhanced IP knowledge and skills intheir work

88% (2018)

65% of respondents% increase in no. of participants
following
the Academy’s DL courses

90,069 (2018)

10% biennial increase

Exam pass rate in advanced DL
courses

65% (2018)68%

No. of national start up academies
created which have becomesustainable

4 (cumulative)

6 (cumulative)82

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Resources for Program 11
The overall resources for the Program in the 2020/21 biennium show a decrease of 1.6 per cent compared to the
2018/19 Approved Budget.
The decrease in personnel resources is primarily due to the transfer of one post to other organizational priorities.
The increase in non-personnel resources reflects additional resources for: (i) the administration and enhancement of thecompetitiveness of the DL courses; (ii) the transfer of responsibilities for the UNESCO/L’Oréal Program on Gender and
IP Panorama to the WIPO Academy; and (iii) the enhancement of the Joint Masters’ Programs on IP with partner
universities.

Program 11: Resources by Result(in thousands of Swiss francs)
2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetEnhanced human resource capacities able to deal with the broad range of requirements for theeffective use of IP for development in developing countries, LDCs and countries with economies intransition

13,614

12,881

13,402

Total

13,614

12,881

13,402

Expected Result No. and Description
III.2

Funds in Trust Potentially Available for Programming in 2020/211(in thousands of Swiss francs)

Fund-in-Trust (FIT)

Balance asofDecember31, 2018

Estimated
Contributions
20192

Estimated
Expendituresend 2019

Expected
Balance end
2019

Estimated
Contributions
2020/212

503
503

350
350

300
300

553
553

700
700

Estimated Amount Available for
Programming in 2020/21

Program 11
Republic of Korea (IP Education)
TOTAL

1 The figures do not include interest and exchange rate adjustments.

1,253
1,253

These funds generally provide for activities spanning a period of time exceeding or overlappingwith a single biennium.
2 The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns. They do not represent Member States' commitments
except in those cases where the FIT Agreement includes such a commitment. Annual contributions may vary.

83World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Program 11: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

Posts

8,064

6,695

7,112

(952)

-11.8%

Temporary Staff

228

435

220

(8)

-3.5%

Other Staff Costs

-

-

-

-

n/a

8,293

7,130

7,332

(960)

-11.6%

Internships

-

-

-

-

n/a

WIPO Fellowships

-

-

-

-

n/a

-

-

-

-

n/a

Staff Missions

576

598

500

(76)

-13.1%

Third-party Travel

687

699

666

(21)

-3.0%

Training & Related Travel Grants

2,020

1,698

2,020

-

0.0%

3,282

2,996

3,186

(96)

-2.9%

90

106

90

-

0.0%
-100.0%

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget
Amount%Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services
Conferences
Publishing

46

15

-

(46)

Individual Contractual Services

1,377

1,829

2,368

991

72.0%

Other Contractual Services

335

584

256

(79)

-23.6%

1,847

2,533

2,713

866

46.9%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Sub-total

Operating Expenses
Premises & Maintenance

-

-

-

-

n/a

Communication

20

119

20

-

0.0%

Representation & Other Operating Expenses

112

3

110

(2)

-1.8%

-

-

-

-

n/a

132

122

130

(2)

-1.5%

UN Joint Services
Sub-total
Equipment and Supplies
Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

60

101

40

(20)

-33.3%

Sub-total

60

101

40

(20)

-33.3%

Total B

5,322

5,751

6,070

748

14.1%

TOTAL

13,614

12,881

13,402

(213)

-1.6%

POSTS

19

17

18

(1)

84

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

PROGRAM 30

SMES and Entrepreneurship Support

Implementation Strategies


Facilitate the effective use of the IP system by innovation actors (SMEs, SME intermediaries, universities, academic
and research institutions and government agencies and institutions) to accelerate the transition to an innovationbased economy;

Develop tools and services designed to address IP management issues of relevance toinnovation actors;

Create and strengthen web presence for the sharing of information on IP management
for the benefit of innovation actors as well as explore the suitability of new web-based
tools to deliver more targeted and cost effective technical assistance;Design and deliver customized capacity building programs on IP management,
focusing on the IP needs of innovation actors;

Support governments, universities and academic institutions in enhancing their IP
management capacity, including the establishment or strengthening of institutional IP
policies and their IP policies for SMEs;



Support SME intermediaries in the provision of IP-related services to SMEs;



Improve service delivery and ensure buy-in, accountability and sustainability at the national level by strengthening
collaboration with national stakeholders and other international and regional organizations as well as introducing a
project-based and gender-balanced delivery approach.

Cross-Program Collaboration

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Economic or political changes may affect the delivery of capacity building
programs.

Working closely with beneficiaries, donors and Members States; planning andcoordination of all IP related matters with other international organizations andpartners.

85

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

III.2
Enhanced human resource
capacities able to deal with thebroad range of requirements for theeffective use of IP for development
in developing countries, LDCs andcountries with economies intransition% of participants in WIPO training andcapacity building activities from TMOs
in universities or researchorganizations who apply the enhanced
knowledge and upgraded skills in theirwork

tbd (end 2019)

80%

III.6
Increased capacity of SMEs,
universities and research
institutions to successfully use IP tosupport innovation

Level of satisfaction of participants in
WIPO training and capacity building
activities

100%– 78% very satisfied– 22% satisfied(2018)

90%% of assisted SME support institutions
that use WIPO tools and materials intheir training programs and/or advisory
services on IP asset managementtbd (end 2019)85%

No. of unique page views of theuniversity and SME websites

Universities: 41,416
SMEs: 1,072,411(2018)

10% increase in the biennium

No. of academic institutions having
developed and/or improved their IP
policies

465 academic institutions (cumulativeend 2018)

20 additional academic institutions

No. of PCT applications originatingfrom universities and research
institutions

17,280 applications (2018)

tbd

Resources for Program 30
The overall resources for the Program in the 2020/21 biennium show an increase of 3.8 per cent.
The increase in non-personnel resources reflects: (i) an enhanced focus on the delivery of customized capacity building
programs on IP management, reflected under ER III.2, subsequently resulting in a decrease of resources under ER III.6;
and (ii) the DA project “Increasing the Role of Women in Innovation and Entrepreneurship,” reflected under ER III.6.
The number of posts reflects the addition of one post to further strengthen support activities for SMEs. The decrease intemporary resources results from the transfer of a temporary position from the Program.

Program 30: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetIII.2

Enhanced human resource capacities able to deal with the broad range of requirements for theeffective use of IP for development in developing countries, LDCs and countries with economies intransition

1,246

1,293

1,883

III.6

Increased capacity of SMEs, universities and research institutions to successfully use IP to support
innovation

5,080

5,088

4,683

Total

6,326

6,380

6,566

86

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal III

Program 30: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

Posts

4,116

4,435

4,640

524

12.7%

Temporary Staff

649

340

185

(464)

-71.5%

Amount%Personnel Resources

Other Staff Costs

-

-

-

-

n/a

4,765

4,775

4,825

60

1.3%

Internships

60

33

60

-

0.0%

WIPO Fellowships

-

-

-

-

n/a

60

33

60

-

0.0%

Staff Missions

379

272

379

-

0.0%

Third-party Travel

600

501

600

-

0.0%

-

-

-

-

n/a

979

774

979

-

0.0%

Conferences

35

99

35

-

0.0%

Publishing

2

-

2

-

0.0%

405

423

535

130

32.1%

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Training & Related Travel Grants
Sub-total
Contractual Services

Individual Contractual Services
Other Contractual Services

80

277

130

50

62.5%

522

798

702

180

34.5%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

-

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

-

-

-

-

n/a

UN Joint Services

-

-

-

-

n/a

-

-

-

-

n/a

Sub-total

Operating Expenses

Sub-total
Equipment and Supplies
Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

-

0

-

-

n/a

Sub-total

-

0

-

-

n/a

Total B

1,561

1,606

1,741

180

11.5%

TOTAL

6,326

6,380

6,566

240

3.8%

POSTS

10

11

11

1

of which:
Development Agenda Project

130

87

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Strategic Goal IV

COORDINATION AND DEVELOPMENT OF
GLOBAL IP INFRASTRUCTURE

Expected Result

Performance Indicators

IV.1
Updated and globally accepted
system of internationalclassifications and WIPO
standards to facilitate access, use
and dissemination of IP
information among stakeholders
in the world

No. of modifications and information files introduced into the Nice Classification

Program 12

No. of amendments introduced into the IPC

Program 12

No. of amended or new Standards adopted

Program 12

Successful preparation of transition to ST.26

Program 12

No of users accessing the internet publications of international classifications and standards,
in particular from the developing countries

Program 12

IV.2
Enhanced access to, and use of,
IP information by IP institutions
and the public to promote
innovation and creativity

No. of GRs, TK and TCEs databases, inventories, registers, portals and platforms that use
the WIPO IP Management Guide

Program 4

No. of sustainable national networks of TISCs

Program 9
Program 14
Program 20

No. of organizations, communities, individuals that applied and used the Appropriate
Technology as a solution to identified development challenges in LDCs

Program 9No. of technology transfer projects/programs initiated by developing countries

Program 9

Identified Appropriate Technology in use by local communities in developing countries andLDCs

Program 9

Projects replicated in other local communities in developing countries and LDCs

Program 9

Institutions established to continue working on Appropriate Technology in developing
countries and LDCs

Program 9

Utilization of Appropriate Technology for economic development included in the nationalinnovation and IP policies and strategies in LDCs

Program 9

Continuation and expansion of national technological capacity building programs on
Appropriate Technology in LDCs

Program 9

Level of satisfaction of users of WIPO Global Databases

Program 13

No of unique users having performed a patent search per quarter in PATENTSCOPE

Program 13

No. of users per quarter in Global Databases Systems

Program 13
Program 20

No. of WIPO meetings supported by the Speech to Text application

Program 13

No. of WIPO Lex users

Program 13

Timeliness of data uploading

Program 13

No. of language pairs available for translation of description and claims

Program 13

Average no. of users serviced by TISCs per annum

Program 14

No. of ARDI active user institutions

Program 14

No. of ASPI active registered users

Program 14

No. of new users accessing the WIPO Patent Information Specialized Platform

Program 14

No. of reports viewed on the WIPO Patent Information Specialized Platform

Program 14

No. of unique page views for the WITT website

Program 14

No. of WITT PDF downloads

Program 14

No. of national collections in the judgments database

Program 21

No. of records contained in PATENTSCOPE by region

Program 13

No. of records contained in Global Brand Database by region

Program 13

No. of records contained in Global Design Database by region

Program 13

No. of National Collections in PATENTSCOPE

Program 13

No. of national collections in Global Brand Database

Program 13

IV.3
Broad geographical coverage ofthe content and use of WIPO
Global IP Databases

Responsible Program(s)88World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Expected Result

Performance Indicators

IV.4
Enhanced technical andknowledge infrastructure for IP
Offices and other IP institutions
leading to better services(cheaper, faster, higher quality) totheir stakeholders and better
outcome of IP administration

No. of CMOs in developing countries and LDCs participating in regional and global networks
facilitated by WIPO

Responsible Program(s)Program 3

No. of Offices that have fully implemented the recommendations of the IP Office Diagnostic
Report (Asia and the Pacific)

Program 9

Average Service Level of IP Offices assisted (ranging from 1 to 5) through the IPAS suite ofapplications.

Program 9
Program 15

No. of national Offices which have digitalized their Patent collection

Program 13

Satisfaction of Offices in use of WIPO’s system for IPO business solutions with regard to theimplementation, maintenance and update of the IPAS suite of applications

Program 15

No. of Offices using WIPO CASE and DAS

Program 15

No. of Offices using the IPAS suite of applications

Program 15

No. of CMOs in developing countries and LDCs participating in regional and global networks
facilitated by WIPO

Program 1589World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

PROGRAM 12International Classifications and Standards

Implementation Strategies
IPC (International Patent Classification)Enhance the IPC within the framework of the IPC Revision Roadmap adopted by the IPC Committee of Experts to
respond to technological developments and ensure the maximum coherence internationally for patent classification
notably by further promoting and enhancing IPCRMS (IPC Revision Management IT Solution);

Enhance the international cooperation on reclassification of patent documents through the implementation of areclassification management IT solution;

Promote and facilitate a wider use of the IPC system by providing assistance for the maintenance and publication ofnational translations of the IPC.

Nice Classification (list of goods and services for the registration of trademarks)
Continue enhancing the Nice Classification under the auspices of the Nice Union
Committee of Experts with an emphasis on: (i) ensuring that the list of goods andservices takes due account of the specificities of emerging markets and the speedierintegration in the list of goods and services of new widely-used indications; (ii)aligning the Nice Classification and the Madrid Goods and Services Databases,
where appropriate, by incorporating preferred terms into the Nice Classification
through the Revision Management IT Solution; and (iii) identify opportunities forincreased efficiencies across the system through further alignment of lists of goods
and services;

Facilitate the revision and streamlining of publication processes through the implementation of the Revision
Management IT Solution;

Facilitate the introduction of widely accepted practices into the Nice Classification through WIPO’s continued
participation in regional and international cooperation initiatives related to trademark classification and thedevelopment of enhanced IT tools.

Locarno Classification (list of goods for the registration of industrial designs) and Vienna
Classification (figurative elements of trademarks)
Enhance the Locarno Classification under the auspices of the Locarno Union Committee of Experts to allow for more
efficient searching in design databases notably by developing the Revision Management IT Solution;

Consider future developments in the Vienna Classification under the auspices of the Vienna Union Committee ofExperts and develop the Publication Platform and the Revision Management IT Solution in order to streamline the IT
support for international classifications.

WIPO Standards


Coordinate with IP Offices to provide good practices for the processing, transmission, exchange, dissemination andsharing of IP information and documentation through the development and revision of WIPO Standards under the
auspices of the Committee on WIPO Standards (CWS);Collaborate with IP Offices to publish up-to-date information on their practices related to WIPO Standards and assist
the Offices in the implementation of WIPO Standards upon request.

Promotion of International Classifications and WIPO Standards
Provide demand-driven training for the use of Classifications and Standards, in particular in developing countries;

Promote the use of international classifications through the development of automatic classification tool(s);90World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IVSupport the implementation of WIPO Standards through the implementation of IT support tool(s) such as thesoftware for ST.26 (presentation of nucleotide and amino acid sequence listings).

Cross-Program Collaboration

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Divergent opinions between groups of countries result in limitation of technicaldevelopment of standards and classifications.

Discuss and resolve political issues outside of the Committees; strengthen thetechnical discussions within the Committees; monitor the implementation of longterm plans.
Undertake training missions in developing countries, in particular at regional
level, to increase awareness on classifications and standards; take into accountregional needs in the development of classifications and standards

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

IV.1
Updated and globally accepted
system of internationalclassifications and WIPO standards
to facilitate access, use anddissemination of IP information
among stakeholders in the world

No. of modifications and information
files introduced into the NiceClassification

676 modifications were introduced into
NCL11-2019 (2018)
32 information files (2018)

Maintain 2018/19 levels

No. of amendments introduced into the 1,479 amendments were introduced
IPC
into the 2019.01 version of the IPC(2018)

Maintain 2018/19 levels

No. of amended or new Standards
adopted

1 new Standard adopted and4 revisions of Standards (2018)

3 amended or new Standards

Successful preparation of transition to
ST.26

Offices ready to use theST.26 tool: none

10 Offices ready to use theST.26 tool

No. of users accessing the internet
publications of internationalclassifications and standards, inparticular from the developing
countries

IPC home:
364,004 visits of which 52% fromdeveloping countries

Maintain baseline levels(annual)

IPC Pub:
809,896 visits of which 42% fromdeveloping countries

Maintain baseline levels(annual)91

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Expected Result

Performance Indicators

Baselines

Targets

NICE home:
642,560 visits of which 55% fromdeveloping countries

Maintain baseline levels(annual)

NCLPub:3,655,808 visits of which 50% fromdeveloping countries

Maintain baseline levels(annual)

LOCARNO home:
78,542 visits of which 52% fromdeveloping countries

Maintain baseline levels(annual)LOCPub:279,865 visits of which 35% fromdeveloping countries

Maintain baseline levels(annual)VIENNA home:
37,451 visits of which 61% fromdeveloping countries

Maintain baseline levels(annual)WIPO Standards (Handbook):
70,830 visits of which 50% fromdeveloping countries

Maintain baseline levels(annual)(2018)

Resources for Program 12
An increase of 1.8 per cent can be observed in the Program’s overall resources in 2020/21 as compared to the 2018/19
Approved Budget.
The increase in personnel resources reflects statutory increases and the reclassification of one position to strengthen theexpertise on XML and related key technologies to facilitate the exchange and processing of IP data in a structured
format.
Non-personnel resources in 2020/21 remain at the same level as the 2018/19 Approved Budget.

Program 12: Resources by Result(in thousands of Swiss francs)
2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetUpdated and globally accepted system of international classifications and WIPO standards tofacilitate access, use and dissemination of IP information among stakeholders in the world

7,215

7,201

7,345

Total

7,215

7,201

7,345

Expected Result No. and Description
IV.1

92

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Program 12: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Budget after
Transfers

2020/21
Proposed
BudgetDifference from 2018/19
Approved Budget
Amount%Personnel Resources
Posts

5,471

5,296

5,600

130

2.4%

Temporary Staff

-

-

-

-

n/a

Other Staff Costs

-

-

-

-

n/a

5,471

5,296

5,600

130

2.4%

Internships

-

-

-

-

n/a

WIPO Fellowships

-

-

-

-

n/a

-

-

-

-

n/a

Staff Missions

110

110

110

-

0.0%

Third-party Travel

36

36

36

-

0.0%

Training & Related Travel Grants

-

-

-

-

n/a

146

146

146

-

0.0%

Conferences

250

260

280

30

12.0%

Publishing

-

-

-

-

n/a

Total AB.

2018/19
Approved
BudgetNon-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Individual Contractual Services
Other Contractual Services
Sub-total

44

69

44

-

0.0%

1,305

1,430

1,275

(30)

-2.3%

-

0.0%

1,599

1,759

1,599

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

-

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

-

-

-

-

n/a

UN Joint Services

-

-

-

-

n/a

-

-

-

-

n/a

Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

n/aOperating Expenses

Sub-total
Equipment and Supplies

-

-

-

-

Sub-total

-

-

-

-

n/a

Total B

1,745

1,905

1,745

-

0.0%

TOTAL

7,215

7,201

7,345

130

1.8%

POSTS

14

14

14

-

93

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

PROGRAM 13

Global Databases

Implementation Strategies
Continue expanding geographical coverage of the WIPO Global Databases (PATENTSCOPE, Global Brand
Database, Global Design Database) by increasing the national and regional data collections, as well as improving
the quality of data and timeliness of updating;Continue exploring an enhanced and optimal architecture and model for geolocations of data servers for speedy
access to Global Databases;

Promote innovation and the worldwide dissemination of IP information for the public good by making data from theWIPO Global IP systems available free of charge to the public through the WIPO Global Databases and theprovision of WIPO IP bulk data, for free of charge to IP Offices, and to other parties, for fees set at recovering thecost of providing services; encourage IP Offices to adopt the same policy for their national IP data, including byfacilitating access to the data;

Develop and further refine the WIPO Global Database search tools, including multi-lingual
search systems, image similarity search and retrieval systems for trademarks andindustrial designs, as well as for complex work units in patent texts using the chemical
substructure search and gene and sequences search functions;Convert national patent data collections to full text using WIPO’s Optical Character
Recognition (OCR) conversion processes, notably by inviting participating patent officesthat do not yet publish patent applications in full text XML to assess and use WIPO’s OCR
solution, ensuring quality at source and delivery of the full text front file;

Make Dossier information available to the public through linkages with WIPO CASE and other public national,
regional and global dossier systems;

Develop a new extension of PATENTSCOPE to facilitate prior art (non-patent literature) searches;Expand geographical coverage and content of WIPO Lex with the addition of IP laws, IP jurisprudences, and treaty
collections and enhance the system in terms of search functions and user interface;Steward the digital transformation of the Organization’s work and delivery of services, including through theconsolidation of the Organization’s expertise on advanced technologies, such as Artificial Intelligence (AI), in the
Advanced Technologies Applications Center (ATAC);

Develop and provide AI-powered services (e.g. WIPO Translate, WIPO Speech-to-Text, WIPO Image Search for
trademarks and automatic classification systems for IP applications) and establish a cost-recovery pricing model forthe services.

94World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Cross-Program Collaboration

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Loss of access to Global Databases owing to localized internet service disruption Service duplication and geographical diversity will be achieved by redundancies
or technical failure at Geneva HQ.
at multiple locations, including the use of cloud services, in the case of local
disruption in Geneva.
WIPO’s Artificial Intelligence (AI) initiative represents a new area of innovation,
and as such, there is an inherent risk that the return on investment may not be
fully achieved.

Each project begins with an exploration phase, which uses limited resources togauge potential value in the investment of resources, after which an evidencebased “go/no-go” decision is made. The notion “to fail fast or succeed” guides
the innovation work, ensuring lessons are recorded to guide future projects.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

IV.2
Enhanced access to, and use of, IP
information by IP institutions andthe public to promote innovationand creativity

Level of satisfaction of users of WIPO
Global Databases

tbd

80%

No of unique users having performed a 408,13227 Q4 2018
patent search per quarter in
PATENTSCOPE

320,000 Q4 2021

No. of users per quarter in Global
Databases Systems

GBD: 491,206 Q4 2018

GBD: 565,000

GDD: 61,685 Q4 2018

GDD: 71,000

No. of WIPO meetings supported by
the Speech to Text application

1

3 additional

No. of language pairs available fortranslation of description and claims

9 language pairs28

2 additional language pairs

Timeliness of data uploading

19 days (end 2018)17 daysNo. of WIPO Lex users

4,367,746 end 2018

20% additional by end 2021

(cumulative end 2018)27

The 2018 baseline reflects an inflated number of users due to a high level of bot attacks during Q4 2018 and is, therefore, notindicative of regular usage.
28
English: Arabic, Chinese, French, German, Japanese, Korean, Portuguese, Russian, Spanish.

95World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Expected Result

Performance Indicators

Baselines

Targets

IV.3
Broad geographical coverage of thecontent and use of WIPO Global IP
Databases

No. of records contained in
PATENTSCOPE by region

67,816,988 (cumulative end 2018)- Africa (154,162)- Arab region (38,915)- Asia and the Pacific (22,255,017)- Latin America and the Caribbean(1,320,581)- Transition countries (2,685,330)- Developed countries (41,362,983)

83 million (cumulative end 2021)

No. of records contained in Global
Brand Database by region

36,154,145 (cumulative end 2018)- Arab region (804,388)- Asia and the Pacific (7,953,279)- Latin America and the Caribbean(2,037,283)- Transition countries (142,604)- Developed countries (25,216,591)

43 million (cumulative end 2021)

No. of records contained in Global
Design Database by region

10,229,938 (cumulative end 2018)- Arab region (2,193)- Asia and the Pacific (5,047,446)- Transition countries (13,748)- Developed countries (5,166,551)

12 million (cumulative end 2021)

No. of National Collections in
PATENTSCOPE

59 end 201870

No. of national collections in Global
Brand Database42 end 201855 end 2021

IV.4
No. of national Offices which have
Enhanced technical and knowledge digitalized their Patent collection
infrastructure for IP Offices andother IP institutions leading to better
services (cheaper, faster, higher
quality) to their stakeholders andbetter outcome of IP administration

5 end 201815 end 2021

Resources for Program 13
The overall resources for the Program in 2020/21 show an increase of 24.1 per cent compared to the 2018/19 Approved
Budget.
The increase is primarily due to: (i) the reinforcement of artificial intelligence initiatives notably under the Advanced
Technology Applications Centre (ATAC) established to promote new, creative and innovative technological solutions at
WIPO (reflected under ER IV.2); (ii) increased costs for the development and operation of WIPO Global Databases due
to a broader geographical and language coverage; and (iii) investments to maintain the competitiveness of WIPO Global
Databases through the development of new search functionalities such as for chemical compounds. The latter two
increases are reflected under ER IV.3.
Resources related to WIPO’s Optical Character Recognition (OCR) conversion processes for National IP Offices arereflected under ER IV.4.
Program 13: Resources by Result(in thousands of Swiss francs)

Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetIV.2

Enhanced access to, and use of, IP information by IP institutions and the public to promote
innovation and creativity

6,153

7,734

8,395

IV.3

Broad geographical coverage of the content and use of WIPO Global IP Databases

2,476

2,665

2,385

IV.4

Enhanced technical and knowledge infrastructure for IP Offices and other IP institutions leading tobetter services (cheaper, faster, higher quality) to their stakeholders and better outcome of IP
administration

211

170

189

Total

8,840

10,56910,96996

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Program 13: Resources by Cost Category(in thousands of Swiss francs)

A.

B.

Personnel Resources
Posts
Temporary Staff
Other Staff Costs
Total A
Non-personnel Resources
Internships and WIPO Fellowships
Internships
WIPO Fellowships
Sub-total
Travel, Training and Grants
Staff Missions
Third-party Travel
Training & Related Travel Grants
Sub-total
Contractual Services
Conferences
Publishing
Individual Contractual Services
Other Contractual Services
Sub-total
Finance Costs

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetDifference from 2018/19
Approved Budget
Amount

%

6,407
6,407

6,715
1,143
7,858

7,304
1,232
8,535

897
1,232
2,129

14.0%
n/a
n/a
33.2%

120
120

58
420
478

180
180

60
60

n/a
50.0%
50.0%

100
100

137
137

100
100

-

0.0%
n/a
n/a
0.0%

10
300
1,654
1,964
-

10
80
1,826
1,916

200
(260)
(60)

0.0%
n/a
66.7%
-15.7%
-3.1%

-

10
500
1,394
1,904
-

-

-

-

-

n/a

Sub-total
Operating Expenses
Premises & MaintenanceCommunication
Representation & Other Operating Expenses
UN Joint Services
Sub-total
Equipment and Supplies
Furniture & Equipment
Supplies & Materials
Sub-total
Total B

-

-

-

-

n/a
n/a
n/a
n/a
n/a

250
250
2,434

180
180
2,711

250
250
2,434

-

0.0%
n/a
0.0%
0.0%

TOTAL

8,840

10,56910,969

2,129

24.1%

POSTS

18

20

20

2

97

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

PROGRAM 14

Services for Access to Information andKnowledge

Implementation Strategies
Assist Technology and Innovation Support Centers (TISCs) to become effective and sustainable institutional accesspoints offering high-quality technology information services through the provision of learning resources, service
support tools, platforms, portals, etc.;Support local innovation by promoting and developing TISC capacity to effectively use
free-of-charge patent databases, such as PATENTSCOPE, and open-source
scientific/technical literature in developing, least developed and transition countries;

Promote and facilitate user accessibility to commercial patent and subscription-based
scientific/technical literature databases through the public-private partnership programsof Access to Specialized Patent Information (ASPI) and Access to Research forDevelopment and Innovation (ARDI) in eligible developing, least developed andtransition countries;

Reinforce long-term sustainability of TISC networks by encouraging knowledge-sharing
through effectively administered national, regional and virtual networks (eTISC platform)
as well as by sharing and disseminating national project reports and success stories;

Support the provision of a broad range of enhanced value-added “TISC Clinic” services,such as: (i) patent analytics, which include drafting patent landscape reports and state of
the art search reports; (ii) prosecution of patent applications through the Inventor Assistance Program (IAP); (iii)
advice on IP asset management, commercialization and dispute resolution services; and (iv) determining “freedom
to operate” and product development of inventions in the public domain, which will be carried out by using practicalguides, the patent register portal and training materials, so as to ensure the transfer of knowledge to TISC networks;Complete the implementation and evaluation of the DA project on “IP Management and Transfer of Technology” oneffective technology commercialization and IP management;Continue the development and maintenance of the WIPO Index of Specialized Patent Information Reports (WIPO
INSPIRE) platform as a fundamental element of the WIPO Knowledge Network through: (i) the integration oflearning tools, guides and publications on patent search and analysis and tools for creating content; and (ii)launching discussions on the integration of the eTISC platform, and the development of a web forum on technology
transfer;

Publish the WIPO Technology Trends (WITT) report to provide an in-depth analysis on innovative technologies andhighlight current and future trends and developments. The publication will be based on patent analysis, scientific
literature and business information, complemented by inputs and perspectives of top experts in a specific technicalfield to support informed decisions of policy makers, industry and academia.

98World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Cross-Program Collaboration

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Inability of the host country to sustain and continue self-supporting operation of
TISC network. This could lead to closure of certain TISC centers and areduction in the number of sustainable national networks.

Support by WIPO in the formal planning, monitoring and evaluation of thenational project according to the national TISC project document.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

IV.2.
Enhanced access to, and use of, IP
information by IP institutions andthe public to promote innovationand creativity

No. of sustainable29 national networks

34 sustainable national networks(cumulative as at end 2018)
Maturity Level 1: (2 Total)- Africa (1)- Transition Countries (1)42 sustainable national TISC networks(cumulative as at end 2021)

of TISCs

Maturity Level 2: (24 Total)- Africa (10 of which 7 LDCs)- Arab (3)- Asia and the Pacific (4 of which 1 LDC)
- Latin America and the Caribbean (6)- Transition Countries (1)Maturity Level 3, including the provisionof value-added services30: (8 Total)- Africa (1)- Arab (1)- Asia and the Pacific (2)- Latin America and the Caribbean (3)- Transition Countries (1)29Sustainable TISCs are financially and technically self-supporting institutions to which WIPO provides advice on demand.
Sustainability is measured through the following levels of maturity:- Maturity Level 1- (a) Signing of a Service Level Agreement (SLA) between WIPO and the National Focal Point; (b) signing ofInstitutional Agreements between the National Focal Point and TISC Host Institutions; and (c) provision of at least an annual report onnational TISC activities; maturity Level 1 fully achieved when a + b + c.
- Maturity Level 2- Level 1 standards having been met plus the provision of basic patent information searches, e.g. state of the art
patent searches; and- Maturity Level 3- Level 2 standards having been met plus the provision of value added IP services, e.g. drafting of patent landscapereports.
30
Support and advice on patent analytical services, on IP asset management and commercialization, Inventors Assistance Program(IAP), using and identifying inventions in the public domain, dispute resolution services, patent drafting.

99World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Performance Indicators

Baselines

I

Expected Result

Average no. of users serviced by
TISCs per annum

4,140 users in 2018

3,700 users per annum

TargetsII

No. of ARDI active user institutions

1,600 (end 2018)

1,900 per annum

No. of ASPI active registered users

55 (end 2018)60 per annumV

No. of new users accessing the WIPO TBD (end 2019)
Patent Information Specialized
Platform

TBD (per annum)V

No. of reports viewed on the WIPO
Patent Information Specialized
Platform

TBD (end 2019)

TBD (per annum)VI

No. of unique page views for the
WITT website

TBD (end 2019)5% growth (annual)VII

No. of WITT PDF downloads

TBD (end 2019)5% growth (annual)

Resources for Program 14
The overall resources for the Program in 2020/21 remain stable compared to the 2018/19 Approved Budget.
The slight decrease in non-personnel resources primarily reflects the completion of the DA project “Use of Information in
the Public Domain for Economic Development” (ER IV.2) and the near completion of the DA project “IP Management andTransfer of Technology: Promoting the Effective Use of IP in Developing Countries” (ER III.2). This decrease is offset byadditional resources for: (i) the development of the WIPO Technology Trends report; (ii) the strengthening of regional
TISC networks; and (iii) the operating costs related to the WIPO INSPIRE platform.

Program 14: Resources by Result(in thousands of Swiss francs)

Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetIII.2

Enhanced human resource capacities able to deal with the broad range of requirements for theeffective use of IP for development in developing countries, LDCs and countries with economies intransition

509

509

75

IV.2

Enhanced access to, and use of, IP information by IP institutions and the public to promote innovationand creativity

7,341

7,312

7,787

IV.4

Enhanced technical and knowledge infrastructure for IP Offices and other IP institutions leading tobetter services (cheaper, faster, higher quality) to their stakeholders and better outcome of IP
administration

-

203

-

7,850

8,024

7,862

Total

100

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Program 14: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

%

Posts

6,065

6,006

6,412

347

5.7%

Temporary Staff

340

389

30

(310)

-91.2%

Other Staff Costs

-

-

-

-

n/a

6,405

6,394

6,442

37

0.6%

Internships

-

-

-

-

n/a

WIPO Fellowships

-

-

-

-

n/a

-

-

-

-

n/a

Staff Missions

640

534

539

(101)

-15.8%

Third-party Travel

349

228

130

(219)

-62.8%

-

-

-

-

n/a

989

761

669

(320)

-32.3%

Conferences

54

74

191

137

253.7%

Publishing

50

30

40

(10)

-20.0%

Individual Contractual Services

247

316

455

208

84.0%

Other Contractual Services

84

436

45

(39)

-46.4%

296

67.9%

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Training & Related Travel Grants
Sub-total
Contractual Services

Sub-total

435

856

731

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

-

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

-

-

-

-

n/a

UN Joint Services

-

-

-

-

n/a

-

-

-

-

n/a

Operating Expenses

Sub-total
Equipment and Supplies
Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

20

12

20

-

0.0%

Sub-total

20

12

20

-

0.0%

Total B

1,444

1,629

1,420

(25)

-1.7%

TOTAL

7,850

8,024

7,862

13

0.2%

POSTS

14

15

15

1

of which:
Development Agenda Project

75

101

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

PROGRAM 15

Business Solutions for IP Offices

Implementation Strategies


Further develop the WIPO IP Office Suite of applications (IPAS, WIPO File, WIPO Publish), ensuring that it meetsthe needs of IP Offices at different levels of maturity in developing, transition and least developed countries, toenable fully online workflow and data transactions, improved data quality, office workflows, management of IP
registration processes and linkages between national IP systems and the global and regional IP Systems (PCT,
Madrid and the Hague as well as ARIPO, EPO, EUIPO, OAPI respectively);

Pilot the redesigned IPAS system in selected Offices, incorporating feedback for
improvements to customization options and functionality, and launch the system forgeneral availability to all Offices during the biennium;Provide fully online and paperless services to IP Offices through the enhancement ofmodules for online services (WIPO File and WIPO Publish) and their integration with
IPAS;



Enhance training and knowledge-transfer activities through targeted training workshops
and online courses designed to certify experts in the use of WIPO products;

Increase emphasis on capacity building for IP Office staff to make better use of WIPO-supplied tools with a view toimprove examination capacity;Optimize the process of deploying and supporting projects in IP Offices, using a combination of WIPO staff, external
contractors and local experts;



Deploy the WIPO Connect solution, on demand, in additional CMOs during the biennium, and further enhance thesystem with a view to ensuring long-term sustainability;

Further promote and enhance WIPO CASE based on feedback from users, ensure effective utilization of the system
by encouraging more Offices to join as well as providing training and documentation; explore opportunities with IP
Offices to further enhance value-added services to users.

Cross-Program Collaboration

102

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Inability of IP Offices to sustain and continue self-supporting operation of WIPO
software systems used for their core business.

Ensure training for local IP Office staff; establish formal procedures for software
support and maintenance.

Lack of access to technical and proprietary information held by relevant
stakeholders, which may be required for the implementation of the WIPO
Connect project, leading to being unable to meet the core objectives.

In close cooperation with Program 3, invite relevant stakeholders to participate in
the WIPO Connect project to share relevant information.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

IV.4
Enhanced technical and knowledge
infrastructure for IP Offices andother IP institutions leading to better
services (cheaper, faster, higher
quality) to their stakeholders andbetter outcome of IP Administration

No. of Offices using WIPO CASE andDAS

41 Offices cumulative(end 2018)10 additional

No. of Offices using the IPAS suite ofapplications

84 (end 2018)

6 additional

Average Service Level of IP Offices
assisted (ranging from 1 to 5) throughthe IPAS suite of applications

3.3 (end 2018)

3.4

Satisfaction of Offices in use of WIPO’s 4.1 out of 5 (annual survey)
system for IPO business solutions with (end 2018)
regard to the implementation,
maintenance and update of the IPAS
suite of applications

4.3 out of 5

No. of CMOs in developing countries
and LDCs participating in regional andglobal networks facilitated by WIPO

8 additional

7 (cumulative end 2018)

Resources for Program 15
The overall resources for the Program in 2020/21 show a slight increase of 0.8 per cent compared to the 2018/19
Approved Budget.
The decrease in resources linked to ER VII.1 reflects the transfer of responsibilities from Program 15 to Program 25 forthe provision of IT support for the WIPO GREEN and WIPO Re:Search databases.

Program 15: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description
IV.4

Enhanced technical and knowledge infrastructure for IP Offices and other IP institutions
leading to better services (cheaper, faster, higher quality) to their stakeholders and better
outcome of IP administration

VII.1

IP-based platforms and tools for knowledge transfer, technology adaptation and diffusion fromdeveloped to developing countries, particularly least developed countries, to address global
challenges
Total

103

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget14,422

14,495

14,695

152--

14,574

14,495

14,695

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IV

Program 15: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

%

Posts

7,807

7,669

7,918

110

1.4%

Temporary Staff

293

287

304

10

3.5%

Other Staff Costs

-

-

-

-

n/a

8,100

7,956

8,221

121

1.5%

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships
Internships

-

-

-

-

n/a

WIPO Fellowships

-

30

-

-

n/a

-

30

-

-

n/a

Staff Missions

726

575

726

-

0.0%

Third-party Travel

300

295

300

-

0.0%

-

-

-

-

n/a

1,026

870

1,026

-

0.0%

-

-

-

-

n/a

Sub-total
Travel, Training and Grants

Training & Related Travel Grants
Sub-total
Contractual Services
Conferences
Publishing

-

-

-

-

n/a

Individual Contractual Services

458

484

458

-

0.0%

Other Contractual Services

4,989

5,153

4,989

-

0.0%

5,447

5,637

5,447

-

0.0%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

-

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

-

-

-

-

n/a

UN Joint Services

-

-

-

-

n/a

-

-

-

-

n/a

Sub-total

Operating Expenses

Sub-total
Equipment and Supplies
Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

-

3

-

-

n/a

Sub-total

-

3

-

-

n/a

Total B

6,473

6,539

6,473

-

0.0%

TOTAL

14,574

14,495

14,695

121

0.8%

POSTS

17

17

17

-

104

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal V

Strategic Goal VWORLD REFERENCE SOURCE FOR
IP INFORMATION AND ANALYSIS

Expected Result

Performance Indicators

V.1
Wider and better use of WIPO IP
statistical information

No. of searches on IP Statistics Data Center

Responsible Program(s)Program 16

No. of downloads of annual statistics reports within 5 months of their publication

Program 16

Difference between January forecast and actual numbers of PCT, Madrid, and Hague filings
are within threshold ranges

Program 16

V.2
Wider and better use of WIPO
economic analysis in policy
formulation

Annual no. of visitors to Global Innovation Index websites

Program 16

No. of downloads of World IP Report within 5 months of publication
No. of downloads of economic studies
No. of downloads of creative economy studies

Program 16
Program 16
Program 16105

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal V

PROGRAM 16

Economics and Statistics

Implementation Strategies
Continue to expand the geographical and thematic coverage of IP statistics collected through WIPO’s annual
statistics survey, including statistics on the creative economy;

Report IP statistics through statistical publications and web tools, seeking to satisfy the needs of different user
communities, including policymakers, IP Offices, users of WIPO’s filing systems, researchers, and the generalpublic;

Develop databases enabling statistical reporting and economic analysis using big datatechniques, notably on IP activity in relation to gender, geography, technology, industry
affiliation, and other dimensions;Continue to benchmark innovation performance by enriching and co-publishing the Global
Innovation Index (GII) and explore opportunities for the development of other global
indices that would inform decision-making on economic policies and strategies;



Provide in-depth analysis on the role the IP system plays in the global economy bypublishing thematic World Intellectual Property Reports;

Continue to provide evidence on the socio-economic effects of IP protection in developing
countries, seeking to inform relevant DA Recommendations, especially Recommendations
37 and 39;

34, 35,Generate empirical insight into the evolving face of the creative economy and provide analysis on how policy choices
affect the performance in the creative industries;

Maximize institutional synergies and promote research quality by continuing to coordinate the global network of IP
Office economists.

Cross-Program Collaboration

106

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal V

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Publication of incomplete statistical information (WIPI).

Provide sufficient time for response, and contribute to building statistical capacity
at the national level.

WIPO publications misreport statistical data or reflect analytical shortcomings.

Control mechanisms are instituted that identify data inconsistencies during thecollection of IP statistics; all statistical publications are carefully reviewed bystatistical experts and relevant WIPO Sectors; all analytical publications are
externally peer reviewed.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

V.1
Wider and better use of WIPO IP
statistical information

No. of searches on IP Statistics Data
Center188,137 (end 2018)

5% growth(annual)No. of downloads31 of annual statistics
reports within 5 months of their
publication

World IP Indicators 2017: 30,65832
PCT Yearly Review 2018: 6,88333
Madrid Yearly Review 2018: 1,03034
Hague Yearly Review 2018: 69035

5% growth for World IP Indicators(annual)Difference between January forecast
and actual numbers of PCT, Madrid,and Hague filings are within thresholdranges2018 Actual values were within the
80% confidence intervals (CIs) for
PCT, Madrid and the Hague

Actual values are within 80%
confidence interval of forecast

Annual no. of visitors to Global
Innovation Index websites

WIPO Global Innovation Index (GII)webpage: 86,889 (2018)
GII-dedicated website: 236,876(2018)

10% growth(annual)No. of downloads36 of World IP Report
within 5 months of publication

World IP Report 2017: 13,758

10% growth(biennium)

No. of downloads of economic studies

Not available

TBD

No. of downloads of copyright andcreative economy studies

Not available

TBD

V.2
Wider and better use of WIPO
economic analysis in policy
formulation

5% growth for Yearly Reviews (annual)

Resources for Program 16
The overall resources for the Program in 2020/21 show an increase of 10.8 per cent compared to the 2018/19 Approved
Budget.
The increase in non-personnel resources reflects the investments to enhance statistical reporting and economic researchin relation to the creative economy and the GII.
The increase in personnel resources is primarily due to: (i) the assignment of one additional post to the Program for thereinforcement of capacities on composite indicator research; and (ii) the reclassification of three posts.

31

Data are not comparable to previous reporting due to further refinements to the web analytics tool tracking filters at the end of 2018
following the enhancements done in 2017.
32
December 6, 2017 to May 6, 201833
August 6, 2018 to 6 January, 201934
September 14, 2018 to February 14, 201935
July 10, 2018 to December 10, 201836
Data are not comparable to previous reporting due to further refinements to the web analytics tool tracking filters at the end of 2018
following the enhancements done in 2017.

107

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal V

Program 16: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetV.1

Wider and better use of WIPO IP statistical information

2,659

2,985

3,140

V.2

Wider and better use of WIPO economic analysis in policy formulation

4,259

4,309

4,527

Total

6,918

7,294

7,667

Program 16: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Budget after
Transfers

2020/21
Proposed
BudgetDifference from 2018/19
Approved Budget
Amount%Personnel Resources
Posts

5,748

5,862

6,467

720

12.5%

Temporary Staff

-

129

-

-

n/a

Other Staff Costs

-

-

-

-

n/a

5,748

5,991

6,467

720

12.5%

Total AB.

2018/19
Approved
BudgetNon-personnel Resources
Internships and WIPO Fellowships
Internships

-

-

-

-

n/a

WIPO Fellowships

60

75

60

-

0.0%

60

75

60

-

0.0%

Staff Missions

230

210

230

-

0.0%

Third-party Travel

25

20

25

-

0.0%

Training & Related Travel Grants

-

-

-

-

n/a

255

230

255

-

0.0%

Conferences

50

50

50

-

0.0%

Publishing

-

-

-

-

n/a

Individual Contractual Services

625

768

655

30

4.8%

Other Contractual Services

180

180

180

-

0.0%

855

998

885

30

3.5%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & MaintenanceCommunication

-

-

-

-

n/a
n/a

Representation & Other Operating Expenses

-

-

-

-

n/a

UN Joint Services

-

-

-

-

n/a

-

-

-

-

n/a

Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

-

-

-

-

n/a

Sub-total

-

-

-

-

n/a

Total B

1,170

1,303

1,200

30

2.6%

TOTAL

6,918

7,294

7,667

750

10.8%

POSTS

14

15

15

1

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Sub-total

Operating Expenses

Sub-total
Equipment and Supplies

108World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VI

Strategic Goal VI

Expected Result

INTERNATIONAL COOPERATION ON
BUILDING RESPECT FOR IP

Performance Indicators

Responsible Program(s)VI.1Continued agreement by Member States on the substantive work of the Advisory Committee
Progress in the international
on Enforcement (ACE), incorporating development-oriented concerns
dialogue among WIPO Member
States and relevant international
stakeholders on Building Respect
for IP, guided by
Recommendation 45 of the WIPO
Development Agenda

Program 17

VI.2
Systematic, effective andtransparent cooperation andcoordination between the work of
WIPO and national andinternational organizations in thefield of Building Respect for IP

Program 17

No. of strategic collaborations with partner organizations on building respect for IP

109

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VI

PROGRAM 17

Building Respect for IP

Implementation Strategies

Organize sessions of the Advisory Committee on Enforcement (ACE), fostering the sharing of national experienceson legal and regulatory enforcement frameworks as well as prevention activities that take into account the socioeconomic interests in building respect for IP;Continue the cooperation on building respect for IP with international actors, including byfacilitating coordination among national, regional and international IP enforcement
agencies that aim to address enforcement challenges brought by developments intechnology and globalization;Support the convening of a high-level conference on building respect for IP led bya partner IGO with the aim of promoting information exchange among Member States,intergovernmental and non-governmental organizations, industry associations andacademic institutions;Provide, upon request, legislative advice to Member States relating to the enforcementof IP in line with Part III of the TRIPS Agreement;Support and assist Member States with a view to enhancing the capacities of law
enforcement officials, prosecutors and judges for the enforcement of IP rights, with afocus on building institutional training capacities in beneficiary countries as well as
making available accessible and reliable tools and materials on IP enforcement and for
public awareness;Assist Member States in building respect for IP as part of their national IP policy
frameworks, as well as in developing awareness-raising strategies, products andactivities that aim to address consumer attitudes and build a sustainable environment ofrespect for IP;

Be guided by Development Agenda Recommendation 45 in all its activities.

Cross-Program Collaboration110World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VI

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Lack of agreement among Member States in the work of WIPO in the field ofbuilding respect for IP. WIPO’s role in building respect for IP may becompromised.

Engage in regular consultations with Member States aiming at facilitating theconvergence of Member State views on the relevance, the work and the policy
function of the ACE and related capacity building activities. Rigorous standards
are applied in all activities, ensuring high quality, transparency, neutrality and abalanced approach.

Countries/stakeholders turning away from WIPO to look towards other
Leverage partnerships, identify and build synergies with clear, delineated rolesinternational or regional organizations developing activities in the area of building between the partners.
respect for IP.
Integrate activities and strategies on building respect for IP into IP national
policies in cooperation with WIPO regional bureaus and the Department forTransition and Developed Countries.
Focus on policy-oriented activities where WIPO can offer a distinct role andcompetitive advantage.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

I.2
No. of countries/regional organizations
Tailored and balanced IP legislative, having adopted or amended relevant
regulatory and policy frameworks
frameworks towards effective IP
enforcement in the light of Part III
TRIPS & DA Rec. 45, or being in theprocess of doing so, further to WIPO
assistance3 countries (cumulative end 2018)

6 countries/regional organizations
having adopted and/or amended
relevant frameworks towards effective
IP enforcement further to WIPO
assistance

III.2
Enhanced human resource
capacities able to deal with thebroad range of requirements for theeffective use of IP for development
in developing countries, LDCs andcountries with economies intransition

Level of satisfaction of participants in
WIPO training and capacity-building
activities

Average rate of usefulness: 95%
Average rate of satisfaction: 95%(2018)

Relevance: > 85%
Usefulness: > 85%

VI.1
Progress in the international
dialogue among WIPO Member
States and relevant international
stakeholders on Building Respect
for IP, guided by Recommendation
45 of the WIPO Development
AgendaContinued agreement by Member
States on the substantive work of theAdvisory Committee on Enforcement(ACE), incorporating developmentoriented concerns

Agreement by Member States on the
ACE work program was reached during
the twelfth and thirteenth sessions of
the ACE (WIPO/ACE/11/11 and(WIPO/ACE/12/25) (status as ofDecember, 31, 2018)

Agreement by the Member States on
the work program for the sixteenth(2021) and seventeenth (2022) ACE
sessions

7 strategic collaborations(end 2018)

7 active strategic collaborations

VI.2
No. of strategic collaborations with
Systematic, effective andpartner organizations on building
transparent cooperation andrespect for IP
coordination between the work of
WIPO and national and internationalorganizations in the field of Building
Respect for IP

Resources for Program 17
The overall resources for Program 17 in 2020/21 show an increase of 16.6 per cent as compared to the 2018/19
Approved Budget, reflecting the strengthening of capacity building and technical assistance, as reflected under ER III.2.
The redistribution of resources across Expected Results is primarily due to the shift from an organizing to a supportingrole in the convening of a high-level conference on building respect for IP in 2020/21, resulting in a reduction of
resources under ER VI.1 and an increase in resources dedicated to: (i) the provision of legislative advice offered in thearea of building respect for IP under ER I.2; and (ii) strategic collaborations with partner organizations under ER VI.2.

111

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VI

Program 17: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Budget after
Transfers

2020/21
Proposed
BudgetDifference from 2018/19
Approved Budget
Amount

%

3,261

3,636

3,840

580

17.8%

-

61

-

-

n/a

Personnel Resources
Posts
Temporary Staff
Other Staff Costs
Total AB.

2018/19
Approved
Budget

-

-

-

-

n/a

3,261

3,697

3,840

580

17.8%

49

18

49

-

0.0%

Non-personnel Resources
Internships and WIPO Fellowships
Internships
WIPO Fellowships

-

-

-

-

n/a

49

18

49

-

0.0%

Staff Missions

248

272

248

-

0.0%

Third-party Travel

315

352

415

100

31.7%

-

-

-

-

n/a

563

623

663

100

17.8%

Conferences

121

148

121

-

0.0%

Publishing

8

6

8

-

0.0%

Individual Contractual Services

75

56

75

-

0.0%

Other Contractual Services

-

6

-

-

n/a

204

216

204

-

0.0%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

0

-

-

n/a

Communication

-

4

-

-

n/a

Representation & Other Operating Expenses

10

10

10

-

0.0%

Sub-total
Travel, Training and Grants

Training & Related Travel Grants
Sub-total
Contractual Services

Sub-total

Operating Expenses

UN Joint Services

-

-

-

-

n/a

10

15

10

-

0.0%

Furniture & Equipment

5

5

5

-

0.0%

Supplies & Materials

10

8

10

-

0.0%

Sub-total

15

12

15

-

0.0%

Total B

841

885

941

100

11.9%

TOTAL

4,102

4,582

4,781

680

16.6%

POSTS

8

9

9

1

Sub-total
Equipment and Supplies

112World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VI

Program 17: Resources by Result(in thousands of Swiss francs)
2018/19
Approved
BudgetExpected Result No. and Description

2018/19
Budget after
Transfers

2020/21
Proposed
BudgetI.2

Tailored and balanced IP legislative, regulatory and policy frameworks

319

451

478

III.2

Enhanced human resource capacities able to deal with the broad range of requirements for the effective
use of IP for development in developing countries, LDCs and countries with economies in transition

1,519

1,822

2,127

VI.1

Progress in the international dialogue among WIPO Member States and relevant international
stakeholders on Building Respect for IP, guided by Recommendation 45 of the WIPO Development
Agenda

1,514

1,432

1,243

VI.2

Systematic, effective and transparent cooperation and coordination between the work of WIPO andnational and international organizations in the field of Building Respect for IP

749

877

933

Total

4,102

4,582

4,781

Funds in Trust Potentially Available for Programming in 2020/211(in thousands of Swiss francs)

Fund-in-Trust (FIT)
Program 17
Republic of Korea (Building Respect for
Copyright and Related Rights)
Republic of Korea (Ministry of Justice HR)
TOTALBalance asofDecember31, 2018

Estimated
Contributions
20192

Estimated
Expendituresend 2019

Expected
Balanceend 2019

Estimated
Contributions
2020/212

Estimated Amount Available
for Programming in 2020/21

446

170

315

301

350

651

-

224

207

17

456

473

446

394

522

318

806

1,123

1 The figures do not include interest and exchange rate adjustments.

These funds generally provide for activities spanning a period of time exceeding or overlappingwith a single biennium.
2 The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns. They do not represent Member States' commitments
except in those cases where the FIT Agreement includes such a commitment. Annual contributions may vary.

113

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VII

Strategic Goal VII

ADDRESSING IP IN RELATION TO GLOBALPOLICY ISSUES

Expected Result

Performance Indicators

VII.1
IP-based platforms and tools forknowledge transfer, technology
adaptation and diffusion fromdeveloped to developing
countries, particularly least
developed countries, to address
global challenges

No. of books in accessible format downloaded from the ABC Book Service by Authorized
Entities

Responsible Program(s)Program 3

No. of books in accessible format loaned to library patrons through ABC participating
Authorized Entities

Program 3

Increased membership in WIPO Re:Search, including from developing countries and LDCs

Program 18

No. of agreements under WIPO Re:Search which lead to new or accelerated R&D in NTDs,
malaria, and TB

Program 18

Participation of stakeholders in WIPO's platforms such as WIPO GREEN and WIPO Re:
SearchProgram 20

No. of records in the WIPO GREEN database

Program 18

Increased no. of WIPO GREEN Members

Program 18

No. of agreements catalyzed by WIPO GREEN facilitating knowledge transfer, technology
adaptation, transfer and/or diffusion

Program 18

Increased integration of food security into WIPO GREEN

Program 18114

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VII

PROGRAM 18

IP and Global Challenges

Implementation Strategies


Further develop and sustain the two multi-stakeholder platforms (WIPO Re:Search and WIPO GREEN) that facilitate
effective collaborative networks and technology and knowledge transfer relevant to global health and climatechange, with a particular emphasis on increasing collaborations and partnerships that facilitate the global
connectivity of developing country innovators;Continue implementing the 2017-2021 WIPO Re:Search Strategic Plan by more effectively
collaborating with key stakeholders, mobilizing additional resources for capacity-building
activities, and supporting the advancement of promising research collaborations,particularly with institutions based in developing countries;Pursue the possibility of implementing a third round of WIPO Re:Search fellowships, acapacity-building sabbatical program focused on knowledge transfer;

Implement the WIPO GREEN Strategic Plan (2019-2023). Increase the functionality andcapabilities of the WIPO GREEN database, and grow the number of green technologies
listed. Expand, in a targeted manner, the WIPO GREEN Network. Enhance services
and resources, aimed at wider diffusion of environmentally sound technologies;

Organize WIPO GREEN Acceleration Events aimed at expanding technology listings in the
WIPO GREEN database and generating concrete outcomes in specific thematic areas (air,water, energy, agriculture, etc.), giving due consideration to the specific needs of different
regions;Pursue strategies to address IP and food security that build upon WIPO’s ongoing activities, with a particular focus
on enhancing the agricultural component of WIPO GREEN;

Contribute to policy dialogues on IP and global challenges. Ensure that WIPO, as a part of the UN System,
responds in a timely and quality manner to requests from Member States, the UN, and international organizations,as guided by the DA and the UN SDGs;



Develop substantive analyses, in the form of Global Challenges Reports and Briefs, to facilitate a better
understanding of the policy and strategic drivers of the innovation and access continuum, and highlight the value ofIP and IP management as a development tool, including the sharing of experiences from the two platforms;

Provide input, as appropriate, in response to requests from Member States, IGOs, civil society, and otherstakeholders, in fora related to global health, environment and food security, confirming WIPO as the forum andreference point on IP and global public policy issues. In this context, continue the trilateral cooperation with theWorld Health Organization (WHO) and the World Trade Organization (WTO).

115

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VII

Cross-Program Collaboration

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Lack of commitment of members or partners of WIPO Re:Search and WIPO
GREEN could result in insufficient collaborations and technology uploads andthus reduced credibility of the platforms.

WIPO Re:Search: Increase efforts to enhance member engagement andPartnership Hub resources and activities.
WIPO GREEN: Ensure that the services offered are aligned with customers’
needs, and that effective communications and marketing help to maintain close
collaboration with existing partners/stakeholders.

Expected Results and Performance Indicators
Expected Result

Baselines

Targets

I.2
No. of countries requesting WIPO’s
Tailored and balanced IP legislative, specific contribution on IP in relation toregulatory and policy frameworks
competition policy-related issues

Performance Indicators

4 (end 2018)

3 countries per year

III.2
Enhanced human resource
capacities able to deal with thebroad range of requirements for theeffective use of IP for development
in developing countries, LDCs andcountries with economies intransition

No. of hosting arrangements fordeveloping country scientists

14 cumulative (end 2018)11 additional hosting arrangements

VII.1
IP-based platforms and tools forknowledge transfer, technology
adaptation and diffusion fromdeveloped to developing countries,
particularly least developed
countries, to address global
challenges

Increased membership in WIPO
Re:Search, including from developing
countries and LDCs

141 Members, of which 57 fromdeveloping countries and LDCs
(cumulative as at end 2018)12 new Members, of which 4 fromdeveloping countries and LDCs

No. of agreements under WIPO
140 agreements, of which 8 follow-on
Re:Search which lead to new oragreements (cumulative end 2018)accelerated R&D in NTDs, malaria, andTB

20 new agreements, of which 10 are
follow-on agreements

Increased no. of WIPO GREEN
Members

86 Partners and 1,236 users(cumulative end 2018)8 additional Partners; 350 additionalusers

No. of records in the WIPO GREEN
database

3,910 records(cumulative end 2018)

1,200 additional records

116World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VII

Expected Result

Performance Indicators

Baselines

Targets

No. of agreements catalyzed by WIPO – Data sharing agreements: 10
GREEN facilitating knowledge transfer, – Formalized Connections 27 (26technology adaptation, transfer and/or
Signed Letters of Intent, 1
diffusion
Memorandum of Understanding)– Agreements catalyzed: 5(cumulative end 2018)– Data sharing agreements: 2
additional– Formalized Connections: 8
additional– Agreements catalyzed: 4 additional(biennium)

Increased integration of food security
into WIPO GREEN

30 additional food security
technologies (biennium)

18 food security technologies(cumulative end 2018)

Resources for Program 18
The overall resources for Program 18 in 2020/21 shows a net decrease of 11.3 per cent compared to the 2018/19
Approved Budget.
The upward adjustment in non-personnel resources reflects the strengthening of cooperation activities under WIPO
Re:Search.
The shift in resources from ER VII.1 to ER III.2 reflects a greater focus in 2020/21 on building capacity and outreach in
the areas IP and climate change and IP and global health, in line with the WIPO GREEN Strategy 2019-2023 and theWIPO Re:Search Strategic Plan 2017-2021, respectively.
The decrease in the number of posts and associated personnel resources reflects the redeployment of one post fromthe Office of the Assistant Director General to Program 21 to support WIPO’s work related to the SDGs.
Resources linked to Expected Results I.1, VI.1, VI.2, and VIII.5 under this Program reflect efforts dedicated by the Officeof the Assistant Director General of the Global Issues Sector to the activities of Programs 4, 17 and 20, respectively.

Program 18: Resources by Result(in thousands of Swiss francs)

Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

323

298

I.1

Enhanced cooperation among Member States on development of balanced international
normative frameworks for IP

386

I.2

Tailored and balanced IP legislative, regulatory and policy frameworks

10

10

10

III.2

Enhanced human resource capacities able to deal with the broad range of requirements forthe effective use of IP for development in developing countries, LDCs and countries witheconomies in transition

27

150

1,548

VI.1

Progress in the international dialogue among WIPO Member States and relevant international
stakeholders on Building Respect for IP, guided by Recommendation 45 of the WIPO
Development Agenda

566

466

433

VI.2

Systematic, effective and transparent cooperation and coordination between the work of WIPO
and national and international organizations in the field of Building Respect for IP

192

158

148

VII.1

IP-based platforms and tools for knowledge transfer, technology adaptation and diffusion fromdeveloped to developing countries, particularly least developed countries, to address global
challenges

4,260

3,773

2,408

VIII.5WIPO effectively interacts and partners with UN and other IGO processes and negotiations

206

171

163

Total

5,648

5,052

5,008

117

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VII

Program 18: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

%

Posts

4,276

3,313

3,581

(695)

-16.3%

Temporary Staff

584

827

589

6

1.0%

Other Staff Costs

-

-

-

-

n/a

4,860

4,140

4,170

(690)

-14.2%

Internships

48

10

48

-

0.0%

WIPO Fellowships

-

-

-

-

n/a

48

10

48

-

0.0%

Staff Missions

239

172

239

-

0.0%

Third-party Travel

200

10

200

-

0.0%

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Training & Related Travel Grants
Sub-total

-

-

-

-

n/a

439

182

439

-

0.0%

2

23

2

-

0.0%

Contractual Services
Conferences
Publishing

-

-

-

-

n/a

Individual Contractual Services

182

135

182

-

0.0%

Other Contractual Services

110

559

160

50

45.5%

294

716

344

50

17.0%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

-

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

5

4

5

-

0.0%

Sub-total

Operating Expenses

UN Joint Services

-

-

-

-

n/a

5

4

5

-

0.0%

Furniture & Equipment

-

-

-

-

n/a

Supplies & Materials

Sub-total
Equipment and Supplies

2

1

2

-

0.0%

Sub-total

2

1

2

-

0.0%

Total B

788

913

838

50

6.3%

TOTAL

5,648

5,052

5,008

(640)

-11.3%

POSTS

10

10

9

(1)

118

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIII

Strategic Goal VIIIA RESPONSIVE COMMUNICATIONSINTERFACE BETWEEN WIPO, ITS
MEMBERS AND ALL STAKEHOLDERS

Expected Result

Performance Indicators

Responsible Program(s)VIII.1More effective communication toa broad and diverse public about
intellectual property and WIPO’s
role

Brand/Reputation: Stakeholders have a positive perception of WIPO's reputation

Program 19

Brand/Reputation: E-newsletter readership of communications content about major WIPO
events, products, activities

Program 19

Engagement: Global participation in World IP Day Campaign

Program 19

Engagement: Interaction with WIPO publications and promotional materials in all official
languages and formats, including for under-served audiences

Program 19

Engagement: Broad use and overall satisfaction with the WIPO website

Program 19

Brand/Reputation: Positive coverage of major WIPO activities/achievements in media
outlets around the world

Program 19

Engagement: Positive interaction with WIPO on social and digital media

Program 19

Engagement with WIPO multi-media content

Program 19

Engagement: eReadership of WIPO Magazine

Program 19% of WIPO Flagship Publications for which the Executive Summary is translated into all
official UN languages

Program 19% of WIPO global publications on substantive IP topics published in 2020/21 and translated
into all official UN languages

Program 19

Increased traffic to the website of WIPO External Offices

Program 20

No. of Member States participating in the WIPO Awards Program

Program 21

VIII.2
Improved service orientation andresponsiveness to inquiries

Service: Overall customer satisfaction with WIPO services

Program 19

Service: User satisfaction with Library services

Program 19

Processing time of inquiries

Program 20

VIII.3
Effective engagement withMember States% of Committee Meetings for which pre-Committee information meetings for Member States
are held

Program 21% of official documentation prepared by OLC that is published on time

Program 21

Timeliness of publication of Assemblies documents

Program 21

Satisfaction rate of Member States and stakeholders with the organization of events

Program 21

Delegates’ satisfaction levels with the organization of the Assemblies

Program 21

VIII.4
No. of permanent observer NGOs engaging in WIPO's work and vice versa
Open, transparent and responsive No. of records and sources of patent information in the Pat-INFORMED databaseinteraction with non-governmental
stakeholders

Program 20

VIII.5WIPO effectively interacts andpartners with UN and other IGO
processes and negotiations

WIPO's contributions reflected in relevant UN and IGO reports and documents from targeted
processes

Program 20

No. of WIPO initiatives in partnership with UN and other IGOs for the implementation of the
SDGs

Program 20

New joint initiatives with other UN agencies/IGOs

Program 21% of spend through UN cooperation

Program 24% of locally sourced goods and services compared to total amount procured fordevelopment activity

Program 24

119

Program 20

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIIIPROGRAM 19

Communications

Implementation Strategies


Spread an enduring, positive narrative about WIPO’s Programs, activities, flagship publications, public-private
initiatives, and services through integrated marketing, communications and press strategies and accompanying
multi-media content resources;

Extend reach to target audiences worldwide and build engagement with WIPO by optimizing and expanding thechannels, tools and activities used to communicate key messages via WIPO’s owned channels (e.g. the WIPO
website and social media channels, WIPO Wire, WIPO Magazine, Newsletters) and via third party platforms;

Enable WIPO Programs and external stakeholders to amplify and share WIPO’s key messages and content more
effectively through new communication resources and activities;Enhance WIPO’s reputation and brand value by ensuring the consistent use of WIPO’s messaging narrative, visual
identity, brand values and customer experience standards across the Organization;Improve the brand experience of WIPO stakeholders and customers by modernizing the infrastructure that delivers
WIPO content and services (website and other digital channels, Library, Magazine, customer relationshipmanagement tools).

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Reputational damage through negative publicity can cause significant harm to
Public disclosure, proactive provision of information, media awareness andthe credibility of the Organization and the WIPO brand and could adversely affect openness in responding to queries. Continuous monitoring of press and social
business and staff morale.
media coverage to enable timely reaction if required.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

VIII.1More effective communication to abroad and diverse public about
intellectual property and WIPO’s
role

Brand/Reputation: Stakeholders havea positive perception of WIPO's
reputation

85% of survey respondents
agree/strongly agree, "WIPO has agood overall reputation." (2016
Perception Survey)

Positive reputation remains stable

Brand/Reputation: Positive coverageof major WIPO activities/achievements
in media outlets around the world

99% of all articles about WIPO werepositive or neutral(2018)At least 95% of all articles about WIPO
are positive or neutral

Engagement: Positive interaction with
WIPO on social and digital media

28,064 “likes”; 21,136 retweets (2018)

15% biennial increase in the number ofboth “likes” and retweets of WIPO
Twitter content

Brand/Reputation: E-newsletter
readership of communications content
about major WIPO events, products,
activities

16,622 subscribers to WIPO Wire in all 5% increase in WIPO Wire newsletter
languages
subscriptions over the biennium (all(2018)
languages)

Engagement with WIPO multi-media
content

297,535 views on the WIPO YouTube
channel (excluding pre-school) (2018)

5% increase in total video views on the
WIPO YouTube channel (excluding
pre-school)

Engagement: Global participation in
World IP Day Campaign

135 countries (2018)

Global participation is steady at 130
countries

Engagement: Interaction with WIPO
publications and promotional materials
in all official languages and formats,including for under-served audiences

Total downloads of WIPO publications(all languages: 2,559,063 (2018))

5% annual increase in total downloads
of WIPO publication

Engagement: Broad use and overallsatisfaction with the WIPO website

62,410,512 unique page views (2018)

10% annual increase in unique page
views

120

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIII

Expected Result

VIII.2.
Improved service orientation andresponsiveness to inquiries

Performance Indicators

Baselines

Targets

Engagement: eReadership of WIPO
Magazine

1,157,116 unique views of the WIPO
Magazine site (2018)

10% annual increase in unique pageviews

% of WIPO Flagship Publications for
62.5% (5 out of 8)
which the Executive Summary is(2018)
translated into all official UN languages

100%% of WIPO global publications on
substantive IP topics published in
2020/21 and translated into all official
UN languages

0% (0 out of 4)(2018)

100%

Service: Overall customer satisfaction
with WIPO services

Customer Satisfaction Index: tbd

80% satisfied and highly satisfied
across WIPO services37

Service: User satisfaction with Libraryservices

81% of clients were highly satisfied(“excellent”) (2018)

At least 80% of respondents are
satisfied with Library services

Resources for Program 19
The overall resources for the Program in 2020/21 show an increase of 2.6 per cent compared to the 2018/19 Approved
Budget.
The slight increase in personnel resources is primarily due to statutory increases in staff costs.
The increase in non-personnel resources is due to: (i) the implementation of the second phase of the virtual library; and(ii) the development of interactive displays for visitors, both reflected under ER VIII.1.

Program 19: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

VIII.1More effective communication to a broad and diverse public about intellectual property and
WIPO’s role

10,693

10,610

11,206

VIII.2

Improved service orientation and responsiveness to inquiries

5,719

5,481

5,628

Total

16,412

16,09016,83437

PCT, Madrid System, the Hague System, and the corresponding Finance-related services

121

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIII

Program 19: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount%13,492

12,774

13,719227

1.7%

Temporary Staff

432

569

451

19

4.4%

Other Staff Costs

-

-

-

-

n/a

13,923

13,343

14,170246

1.8%Internships

48

49

75

27

54.7%

WIPO Fellowships

-

48

-

-

n/a

48

97

75

27

54.7%

Staff Missions

176

120

176

-

0.0%

Third-party Travel

-

-

-

-

n/a

Personnel Resources
Posts

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Training & Related Travel Grants
Sub-total

39

10

-

(39)

-100.0%

215

129

176

(39)

-18.2%

Contractual Services
Conferences

4

5

-

(4)

-100.0%Publishing

20

15

-

(20)

-100.0%Individual Contractual Services

146

319

74

(73)

-49.7%

Other Contractual Services

1,852

1,986

2,132

279

15.1%

183

9.0%

Sub-total

2,022

2,325

2,205

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

16

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

6

12

-

(6)

-100.0%

UN Joint Services

80

84

84

4

5.0%

86

112

84

(2)

-2.3%

Furniture & Equipment

37

40

51

14

36.8%

Supplies & Materials

81

43

74

(7)

-8.8%

Sub-total

118

83

124

6

5.5%

Total B

2,489

2,747

2,664

175

7.0%

TOTAL

16,412

16,09016,834

421

2.6%

POSTS

37

37

37

-

Operating Expenses

Sub-total
Equipment and Supplies

122World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIIIPROGRAM 20

External Relations, Partnerships andExternal Offices

Implementation Strategies – External Relations and Partnerships
Strengthen partnerships, including through the WIPO Coordination Office to the United Nations in New York, with UN
Organizations and IGOs to support the implementation of the 2030 Agenda for Sustainable Development (SDGs),
the Addis Ababa Action Agenda (AAAA) and other shared global goals;

Liaise closely with other Programs to facilitate timely provision of WIPO’s technical contribution and information to
relevant multilateral processes and initiatives, and to ensure that such initiatives fully benefit from WIPO’s knowledge
and expertise;Support the United Nations Framework Convention on Climate Change (UNFCCC)
process, in particular, the UNFCCC Technology Mechanism, and facilitate practicalcollaboration between WIPO GREEN and the UNFCCC Climate Technology Center andNetwork (CTCN);

Support the implementation of the Technology Facilitation Mechanism, in particularthrough the WIPO Coordination Office to the United Nations in New York, as a memberof the Inter-Agency Team on Science, Technology and Innovation for the SDGs.



Engage in the WIPO-WTO-WHO trilateral work on public health, innovation and IP, theUN Inter-agency Task Force on Non-Communicable Diseases, the World Summit on the
Information Society (WSIS) and the Internet Governance Forum on bridging the digital
divide;Create greater awareness of WIPO’s programs and services amongst existing andpotential partners so that the services are effectively utilized for achievement of sharedobjectives;



Develop new strategic cooperation possibilities with existing and new partners and support WIPO’s Programs in theirefforts to mobilize resources;

Participate in relevant meetings, including through the WIPO Coordination Office to the United Nations in New York,of major UN organs, ECOSOC and the General Assembly and engage with UN inter-agency processes and other
IGOs, including, inter alia, IRENA, ISO, ITU, UNCTAD and WTO, on issues relevant to IP and innovation;

Lead strategic and effective engagement with a wide-range of non-governmental stakeholders, including nongovernmental organizations (NGOs), private enterprises and civil society, to foster policy dialogue and engagementin specific projects and events that contribute to the use of IP as a tool for development through international andmulti-stakeholder cooperation.

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Multilateral negotiations and meetings do not adequately consider WIPO’s role.

Active engagement in major intergovernmental processes and ensuring aneffective network of contacts within relevant Secretariats and stakeholders.
Supporting balanced and inclusive IP discussions by providing space for all
WIPO stakeholders to share their perspectives.

123

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIII

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

VIII.4
Open, transparent and responsive
interaction with non-governmental
stakeholders

No. of permanent observer NGOs
engaging in WIPO's work and viceversa

Representatives of 229 permanently
accredited NGOs attended 12 WIPO
committee meetings in 201810 additional (end 2021)

No. of records and sources of patent
information in the Pat-INFORMED
database

196 records from 20 industry sources(end 2018)

12% biennial increase

WIPO's contributions reflected in
relevant UN and IGO reports anddocuments from targeted processes

85% of WIPO's contributions (9 out of
11 submissions) were reflected (2018)85%

No. of WIPO initiatives in partnershipwith UN and other IGOs for the
implementation of the SDGs

6 initiatives(in 2018)

7 initiatives

VIII.5WIPO effectively interacts andpartners with UN and other IGO
processes and negotiations

Implementation Strategies – External OfficesEnsure that the five long-established External Offices (the WIPO Brazil Office, the WIPO Office in China, the WIPO
Japan Office, the WIPO Singapore Office and the WIPO Office in the Russian Federation) and the newly established
External Office in Algeria form a seamless extension of the Organization in the field and are fully integrated into theOrganization’s functioning;Facilitate the establishment of the new WIPO Office in Nigeria (WNO), and any additional new External Offices, inaccordance with the decision of the Member States;Ensure that WIPO’s network of External Offices continue to operate on the basis of the core principles: adding value
to what the Organization does; operating effectively and efficiently; contributing to mandate implementation in acomplementary manner and avoiding duplication; functioning as work units which are fully integrated into theOrganization’s Results Framework; and operating on a sustainable basis;

Focus the activities of the External Offices on those Expected Results to which they can bring a comparativeadvantage by virtue of their breadth of geographic coverage, strong relationships with a wide variety of stakeholders,unique position to gauge developments on the ground and quickly respond to them, and intimate knowledge of local
needs, requirements and languages:oStrategic Goal I (Balanced Evolution of the International Normative Framework), Strategic Goal II (Provisionof Premier Global IP Services), Strategic Goal IV (Coordination and Development of Global IP
Infrastructure) and Strategic Goal VII (Addressing IP in Relation to Global Policy Issues);oStrategic Goal III (Facilitation of the use of IP for Development);oStrategic Goal VIII (A responsive communications interface);

Support the evaluation of the WIPO External Office network, to be conducted by the Program and Budget
Committee, during 2021.

WIPO Algeria Office (WAO)

Facilitate the use of IP for development by organizing and contributing to activities aimed at enhancing humanresource capabilities in the area of IP in Algeria, through engagement with the Government of Algeria and targeted
activities, promoting and providing tailored information and advice on the use of these services in Arabic;

Develop and implement strategic communications and outreach activities aimed at building awareness of the new
WIPO External Office and aimed at building awareness of IP and of WIPO’s role;Provide services (Service Centre) to users of WIPO’s Global IP Services, providing information and feedback,including to questions in Arabic;124

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIII



Promote the use of WIPO’s Global IP Services in a strategic manner, reaching out to current and potential users, aswell as relevant IP authorities, through targeted activities, promoting and providing tailored information and advice
on the use of these services, including in Arabic;

Support and further strengthen the existing network of 52 TISCs established in Algeria, to broaden their impact inpromoting access to and use of IP information by a broad range of stakeholders, both public and private.

WIPO Brazil Office (WBO)

Provide advice and assistance to the Government of Brazil, on request, to facilitate Brazil’s accession to the Madrid
System;

Provide services (Service Centre) to users of WIPO’s Global IP Services, providing information and feedback toquestions in Portuguese;

Expand the use of WIPO’s Global IP Services in a strategic manner, reaching out to current and potential users, aswell as relevant IP authorities, through targeted activities, promoting and providing tailored information and advice
on the use of these services in Portuguese;

Facilitate the use of IP for development by organizing and contributing to activities aimed at enhancing humanresource capabilities in the area of IP in Brazil and in other developing countries having cooperation programs with
Brazil;

Enhance efforts, particularly with respect to the Global IP Services, through close engagement with government
institutions, universities, industry and other stakeholders which the Office has developed strong ties with; expand the
network of stakeholder contacts through new partnerships for the promotion of IP.

WIPO Office in China (WOC)

Provide services (Service Centre) to users of WIPO’s Global IP Services, providing information and feedback toquestions in Chinese.



Expand the use of WIPO’s Global IP Services in a strategic manner, reaching out to current and potential users, aswell as relevant IP authorities, through targeted activities, promoting and providing tailored information and advice
on the use of these services in Chinese;Respond to rising demand for alternative dispute resolution (ADR) services in China through tailored promotional
activities and institutionalized partnerships with a view to encouraging enhanced use of the WIPO’s Arbitration andMediation Center (AMC) services;

Promote and facilitate implementation of China’s accession to WIPO treaties, in particular the Geneva Act (1999) of
the Hague Agreement and the Marrakesh Treaty;Conduct targeted outreach to regions within China, in particular the Central and Western provinces, andcommunicate to a broad range of stakeholders, including government, the private sector, and academic andresearch institutions, about IP and WIPO’s role;Further strengthen cooperation through joint activities with the Government of China, particularly the IP-related andjudicial authorities, building upon the strong foundation of relations that has been established.

WIPO Office in Japan (WJO)


Provide services (Service Centre) to users of WIPO’s Global IP Services by providing information and feedback toquestions in Japanese;

Expand the use of WIPO’s Global IP Services in a strategic manner, reaching out to current and potential users, aswell as relevant IP authorities, through targeted activities, promoting and providing tailored information and advice
on the use of these services in Japanese;Promote wider use of WIPO GREEN and WIPO Re:Search among Japanese companies focused on
environmentally-friendly and public health technologies building on the strong relationships developed with a broad
range of stakeholders, including IP associations;Manage aspects of the Japan Funds-in-Trust aimed at building capacity and enhancing the use of IP in businesses
in developing and least developed countries largely in the Asia Pacific region by leveraging the WJO’s close
proximity to and constructive relationships with the Government of Japan, particularly the JPO. This will involve the125World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIII

implementation of projects, such as the further development of the IP Advantage database and practical training
courses for IP office officials and users of WIPO’s services and IP infrastructure in target countries.
WIPO Office in the Russian Federation (WRO)Provide services (Service Centre) to users of WIPO’s Global IP Services by providing information and feedback toquestions in Russian;Promote the use of WIPO’s Global IP Services in a strategic manner by reaching out to current and potential users,
as well as relevant IP authorities, through targeted activities, promoting and providing tailored information and advice
on the use of these services in Russian;Further extend the existing network of 170 TISCs established in the Russian Federation to broaden their impact inpromoting access to and use of IP information by a broad range of stakeholders, both public and private;Interact with the Russian academic and scientific institutions in order to deliver targeted capacity building programsand enhance the capacities to deal with a broad range of IP issues;

Reinforce and enhance engagement and communication with governmental bodies, inventors’ societies and otherstakeholders with which the Office has developed strong and productive relationships; create new partnerships,
raise awareness and build capacity in the field of IP.

WIPO Office in Singapore (WSO)Support ASEAN efforts in the implementation of the ASEAN IPR Action Plan 2016 to 2025, in particular with respect
to Strategic Goal 3 (‘An expanded and inclusive ASEAN IP Ecosystem is developed’) by drawing on the extensive
working relationships with the private sector developed by the WSO.



Provide services (Service Centre) to users of WIPO’s Global IP Services in the region by providing information andfeedback to questions;

Promote the use of WIPO’s Global IP Services in a strategic manner, reaching out to current and potential users
from the private sector in the region, as well as relevant IP authorities, through targeted activities;



Promote WIPO’s ADR services offered through the Arbitration and Mediation Center in Singapore;Promote WIPO’s platforms, tools and publications in response to the increasing importance of IP in the ASEAN
Region;

Reinforce and enhance promotional efforts through strategic and targeted communications in collaboration withvarious stakeholder groups with which the WSO has established strong relationships;

Continue to organize and conduct joint activities in cooperation with the Government of Singapore under the WIPOSingapore MoU to promote IP awareness and build capacities in countries in the Asia and Pacific region.

Represent the organization at events and fora in the region as a cost and time effective approach to increase theawareness of WIPO and its work amongst stakeholders in the region.

Risks and Mitigation Actions

38

Risk(s)Mitigation Action(s)The geographical separation of External Offices from Headquarters canpotentially result in fragmentation in coordination and communication.

Maintain continuous and structured engagement to ensure that the work of theExternal Offices, particularly the work of those Offices recently established, isfully integrated into the work of the Organization, in a coherent and coordinatedmanner and in line with the Results Framework, workplans and day-to-day
functioning of the Organization.38

Managed by Program 21 (Executive Management)126World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIII

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets– Berne Convention (176)– WCT (99)
– WPPT (99)
– Beijing Treaty (23)– Marrakesh Treaty (48 covering 75
Member States)(end 2018)– Berne Convention 181 (cumulative)– WCT: 105 (cumulative)– WPPT: 105 (cumulative)– Beijing Treaty: 40 (cumulative)– Marrakesh Treaty: 70 covering 97
Member States (cumulative)

No. of ratifications/accessions to theSingapore Treaty

47 Contracting Parties(end 2018)

5 new accessions/ratifications

II.1
Wider and more effective use of the
PCT system for filing international
patent applications, including by
developing countries and LDCs

% of policy makers, government
officials, and IP practitioners andparticipants in targeted workshops withenhanced understanding of PCT andrelated topics

87% (WBO)
80% (WOC)
90% (WJO)
89% (WRO)
85% (WSO)(2018)

85% (all Offices)

II.3
Wider and more effective use of theHague System, including by
developing countries and LDCs

Membership of the Geneva (1999) Act

58 members (end 2018)

70 members(cumulative)% of policy makers, government
officials, and IP practitioners andparticipants in targeted workshops withenhanced understanding of the Hague
Systemno events (WBO)
80% (WOC)
81% (WJO)
75% (WSO)(2018)

75%

II.5
Wider and more effective use of the
Madrid System, including by
developing countries and LDCs

Total Membership of the Madrid
System

103 members(end 2018)

109 members(cumulative)% of policy makers, government
officials, IP practitioners andparticipants in targeted workshop withenhanced understanding of the Madrid
System94% (WJO)
100% (WRO)
90% (WSO)(2018)

90%

II.9
Wider and more effective use of the
Lisbon System, including by
developing countries and LDCs

No. of international registrations from
128 out of 1,012 (end 2018)
developing countries and LDCs in force
under the Lisbon System

141 out of 1,062

III.2
Enhanced human resource
capacities able to deal with thebroad range of requirements for theeffective use of IP for development
in developing countries, LDCs andcountries with economies intransition% of policy makers, governments
officials, IP practitioners and othertargeted groups, including universities,
CMOs, journalists, with enhanced
understanding of IP policies, and how
to effectively use IP development

91% (WBO)
80% (WOC)
95% (WJO)
91% (WRO)
85% (WSO)(2018)

85%

IV.2
Enhanced access to, and use of, IP
information by IP institutions andthe public to promote innovationand creativity

No. of users per quarter in Global
Databases Systems

PATENTSCOPE searches: 408,13239
GBD: 491,206
GDD: 61,685(Q4 2018)

320,000
565,000
71,000No. of sustainable40 national networks
of TISCs

34 sustainable national networks(cumulative end 2018)40 sustainable national TISC networks(cumulative)

I.2
No. of countries that have ratified or
Tailored and balanced IP legislative, acceded to the Berne Convention,
regulatory and policy frameworks
WIPO Copyright Treaty (WCT), WIPO
Performances and Phonograms Treaty(WPPT), Beijing Treaty and Marrakesh
TreatyVII.1
IP-based platforms and tools forknowledge transfer, technology
adaptation and diffusion fromdeveloped to developing countries,
particularly least developed
countries, to address global
challenges

Participation of stakeholders in WIPO's WIPO Re:Search: 18
platforms such as WIPO GREEN and
WIPO Re: Search
WIPO GREEN: 340(end 2018)

20% increase both WIPO GREEN and
Re:Search (end 2021)

39

The 2018 baseline reflects an inflated number of users due to a high-level of bot attacks during Q4 2018 and is, therefore, notindicative of regular usage.

40

Sustainable TISCs are financially and technically self-supporting institutions to which WIPO provides advice on demand127World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIII

Expected Result

Performance Indicators

Baselines

Targets

VIII.1.
More effective communication to abroad and diverse public about
intellectual property and WIPO’s
role

Increased traffic to the website of
WIPO External Offices41

8,341 (WBO)7,553 (WOC)
16,272 (WJO)
7,359 (WRO)
3,985 (WSO)(2018)

5% annual increase (all Offices)

VIII.2
Improved service orientation andresponsiveness to inquiries

Processing time of inquiries% of responses prepared within:
WBO: 90% within 24h
WOC: 95% within 24h
WJO: 97% within 24h
WRO: 95% within 24h
WSO: 100% within 24h(2018)

90% within 24h (all Offices)

Resources for Program 20
The overall resources for Program 20 in 2020/21 shows an increase of 15.5 per cent compared to the 2018/19 Approved
Budget, including an upward adjustment in non-personnel resources to further strengthen the network of External
Offices.
The increase in the number of posts and personnel resources reflects: (i) the redeployment of two posts for the WAO
and the WNO (ER III.2); (ii) the regularization of one post in the WOC, reflected across Expected Results; (iii) one
temporary position to support the demands of the WRO, reflected across Expected Results; and (iv) one additional post
to support engagement with NGOs (ER VIII.4).
Variations in resources across Expected Results as compared to the 2018/19 Approved Budget are largely the result of
more accurately aligning resources to the results for all WIPO External Offices for the 2020/21 biennium.

Program 20: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetI.2

Tailored and balanced IP legislative, regulatory and policy frameworks

1,022

1,066

704

II.1

Wider and more effective use of the PCT system for filing international patent applications

471

406

519

II.3

Wider and more effective use of the Hague system, including by developing countries and LDCs

611

485

701

II.5

Wider and more effective use of the Madrid System, including by developing countries and LDCs

293

466

562

II.7

International and domestic intellectual property disputes are increasingly prevented or resolved
through WIPO mediation, arbitration and other alternative dispute resolution methods

-

97

162

II.9

Wider and more effective use of the Lisbon system, including by developing countries and LDCs

-

-

25

III.2

Enhanced human resource capacities able to deal with the broad range of requirements for theeffective use of IP for development in developing countries, LDCs and countries with economies intransition

2,070

2,654

3,599

IV.2

Enhanced access to, and use of, IP information by IP institutions and the public to promote
innovation and creativity

451

330

397

IV.4

Enhanced technical and knowledge infrastructure for IP Offices and other IP institutions leading tobetter services (cheaper, faster, higher quality) to their stakeholders and better outcome of IP
administration

53

40

54

VII.1

IP-based platforms and tools for knowledge transfer, technology adaptation and diffusion fromdeveloped to developing countries, particularly least developed countries, to address global
challenges

615

535

595

VIII.1More effective communication to a broad and diverse public about intellectual property and WIPO’s
role

1,283

1,188

1,181

VIII.2

Improved service orientation and responsiveness to inquiries

1,409

1,396

1,433

VIII.4

Open, transparent and responsive interaction with non-governmental stakeholders

786

1,184

1,342

VIII.5WIPO effectively interacts and partners with UN and other IGO processes and negotiations

4,190

4,430

4,029

Total

13,255

14,27815,30341

The data reflect the traffic to External Offices’ homepages for all available languages.

128World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal VIII

Program 20: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

%

Posts

8,855

9,798

10,323

1,469

16.6%

Temporary Staff

706

509

511

(195)

-27.6%

Other Staff Costs

-

-

-

-

n/a

9,561

10,306

10,835

1,274

13.3%

Internships

149

81

149

-

0.0%

WIPO Fellowships

50

25

50

-

0.0%

199

106

199

-

0.0%

Staff Missions

767

821

1,009

242

31.6%

Third-party Travel

615

717

493

(122)

-19.9%

Training & Related Travel Grants

15

20

211

196

1306.7%

1,397

1,558

1,713

316

22.6%

Conferences

298

247

376

78

26.2%

Publishing

15

15

25

10

66.7%

Individual Contractual Services

345

481

666

321

93.0%

Other Contractual Services

100

310

58

(42)

-42.0%

367

48.4%
n/a

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Sub-total

758

1,052

1,125

Finance Costs

-

-

-

Sub-total

-

-

-

-

Operating Expenses
Premises & Maintenance

1,041

1,057

950

(91)

-8.7%

Communication

65

72

36

(29)

-45.0%

Representation & Other Operating Expenses

139

65

337

198

142.4%

1

1

-

(1)

-100.0%

1,246

1,195

1,323

77

6.1%

Furniture & Equipment

26

11

48

22

86.2%

Supplies & Materials

67

50

60

(7)

-10.4%UN Joint Services
Sub-total
Equipment and Supplies

Sub-total

93

60

108

15

16.6%

Total B

3,693

3,972

4,468

775

21.0%

TOTAL

13,255

14,27815,303

2,049

15.5%

POSTS

24

29

28

4

129

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Strategic Goal IX

EFFICIENT ADMINISTRATIVE AND
FINANCIAL SUPPORTExpected Result

Performance Indicators

IX.1
Effective, efficient, quality andcustomer-oriented support
services both to internal clientsand to external stakeholders% of queries for legal advice and services that receive prompt responses from OLC

Program 21

Timely provision of financial and management reports and analysis required by senior
management, Program Managers and Member States

Program 22% of PBC documents published on time

Program 22

WIPO’s ERP system (AIMS) is operating efficiently and being managed according to bestpractices

Program 22

Ongoing enhancements to AIMS are introduced efficiently and respond to business needs

Program 22

Staff perception of WIPO Core Values

Program 23% of staff satisfied with HR services

Program 23

Cost savings for goods and services procured by WIPO

Program 24% of expenditure with corporate entities through use of Long Term Agreements (LTAs)

Program 24% of user satisfaction with the tendering process

Program 24

Processing time of TaM requests

Program 24

Processing time Visa

Program 24

Average air ticket fare

Program 24

Average service fee

Program 24% compliance with the advance purchase rule

Program 24

WIPO premises and installations remain fit for purpose

Program 24

WIPO premises are effectively used and occupied

Program 24

ICT systems are designed, developed and implemented against WIPO agreed standards for
data, applications and technology

Program 25

Increase in the number of common ICT components used in the implementation of IP
Platforms

Program 25

ICT platforms are cost-effectively hosted and managed in line with business demands

Program 25

Customer satisfaction

Program 25

ICT projects are managed in accordance with the WIPO project management and service
transition guidelines

Program 25% of internal and external participants satisfied with WIPO Conference Services

Program 27% of Committees and Working Group documents published on time (i.e two months before
the relevant meeting)

Program 27

Cost per word of translation

Program 27

Cost effective printing

Program 27

Compliance with records and archives management principles and good practices

Program 27% of staff aware of their information security responsibilities, security policies and bestpractices

Program 28

Improved Organizational Resilience and Preparedness

Program 21

Satisfactory financial report from the External Auditors confirms the conformity of financial
operations to the provisions of the applicable WIPO conventions and treaties, the WIPO
Financial Regulations and Rules and IPSAS

Program 22

Return on invested funds in line with benchmarks established by the Advisory Committee
Investments (ACI) or by the investment policy

Program 22

Enhanced maturity of managing for results (RBM) (including Risk Management)

Program 22% of WIPO operational units that have substantively completed the gender marker coding in
the annual workplans

Program 22

Payments to commercial suppliers made on time

Program 22

Increased participation from receiving Offices (ROs) and increased volume of search fees in
the PCT-Fee netting pilot program

Program 22

Reduction in the no. of claims related to rule 16.1(e) from International Searching Authority(ISAs)

Program 22

Geographical diversity: % of staff per region

Program 23

Recruitment lead time

Program 23

IX.2
An agile and smooth functioning
Secretariat with a well-managed
and appropriately skilledworkforce which is effectively
delivering results

Responsible Program(s)130World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Expected Result

Performance Indicators

Responsible Program(s)PMSDS compliance rate

Program 23

No. of days to: (i) notify staff of decisions on grievances (ii) notify staff of decisions on
rebuttals (iii) provide responses to requests for advice

Program 23

Gender balance: % of women from P4 to D2 levels

Program 23

Enhanced maturity of HR Planning

Program 23% of staff who have completed the mandatory training programs

Program 23

Increase in applications from unrepresented Member States

Program 23

IX.3
An enabling working environment
supported by an effective
regulatory framework andappropriate channels to address
staff concerns% of WIPO staff being aware of WIPO ethics principles and policies

Program 21% of staff members that have signed a statement attesting that they have read and intend to
abide by the WIPO Code of Ethics

Program 21% of relevant staff members who comply with WIPO’s Financial Disclosure Policy

Program 21

Enhanced management awareness and accountability for the application of the regulatory
framework

Program 22

IX.4
An environmentally and socially
responsible Organization in which
WIPO staff, delegates, visitors andinformation and physical assets
are safe and secure

Improved physical access to the WIPO Campus

Program 24

Reduced impact of WIPO activities on the environment

Program 24

WIPO Offices meet standards derived from security risk assessments

Program 28% of information risks, including third party risks, reported and managed consistently within
WIPO's risk tolerances

Program 28

Information Security vulnerabilities are remediated within agreed timelines

Program 28

Compliance with the UN Security Management Framework of Accountability

Program 28

Increased compliance with Information Security policies

Program 28

Enhanced capability to detect and respond to information security threats ensuring minimalbusiness disruption

Program 28

No interference and perceived independence by key stakeholders

Program 26% of Oversight work completed and reported in a timely manner

Program 26% of internal stakeholders who perceive that IOD recommendations are SMART

Program 26% of internal stakeholders who perceive that Oversight work is relevant

Program 26

No. of Oversight recommendations accepted

Program 26

IX.5
Improved accountability,
organizational learning, value formoney, stewardship, internal
control and corporate governancethrough assistance from effective
and independent oversight131World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

PROGRAM 21

Executive Management

Implementation Strategies
Strengthen engagement with Member States: Undertake regular, targeted communications with Member States
to disseminate information and garner feedback on program implementation to further reinforce transparency;Strengthen internal coherence: Champion and support decisive, integrated and accountable management
focused on the delivery of results while fostering ethical conduct and governance responsibility. Ensure the effective
coordination of WIPO’s activities contributing to the UN Sustainable Development Goals (SDGs). Coordinate thefunctioning of WIPO’s External Offices aiming at ensuring that the network adds value, efficiency and effectivenessto program delivery in a coordinated and complimentary manner and ensuring the smooth expansion of the networkin line with the decisions of the Member States;Deliver prompt and reliable legal advice and services: Provide effective support and advice to the Director
General, the Secretariat, and Member States on a wide range of constitutional, contract, treaty, and administrative
law matters, consistent with statutory requirements and applicable law with a view to ensuring the effective
administration and performance of the Organization and its overall body of laws, including the smooth functioning of
the meetings of its constituent organs;Develop WIPO’s systematic approach in the area of the judicial administration of IP through the WIPO
Judicial Institute: Support the efficient and effective judicial administration of IP in Member States, aligned withnational legal traditions, and economic and social circumstances. Provide online and offline platforms for theexchange of IP information and practices of common concern among national and regional judiciaries. Support
Member States in strengthening the human and institutional capacities of the judiciary for IP adjudication. Conductand coordinate research and studies on judicial systems and decisions on IP. Maximize institutional synergies bybuilding formal and informal cooperation mechanisms with and among national and regional judicial and quasijudicial bodies working in IP;Enhance the organization of the WIPO Assemblies: Ensure efficient and timely internal and external
coordination, planning and preparation of the Assemblies to facilitate the work of Member States and observers in
WIPO’s governing bodies;Further develop WIPO’s comprehensive ethics and integrity system: Further develop standards and principles
that meet best practices in the United Nations System, building on WIPO's ethics and integrity principles as laid
down in its Code of Ethics. Undertake awareness raising and sensitization activities to further enhance theOrganization’s ethical culture and strengthen ethical conduct by all staff at all levels of the Organization. Provide
advisory services to WIPO managers; further develop follow-up procedures and other related services;

Improve WIPO’s overall operational resilience: Continue to develop policy, plans and guidance, to further
strengthen the capabilities required to ensure operational processes when exposed to a broad range of risks.
Organize targeted training exercises for the Crisis Management Team and critical staff teams. Conduct key
awareness raising activities along with continued collaboration on security training and disaster recovery exercises;Build WIPO’s contribution to the United Nations Chief Executive Board (CEB): Strengthen WIPO’s active rolein the CEB to facilitate coordination and cooperation within the United Nations System, including through its
contribution to the system-wide-strategy for the realization of the SDGs. Engage in UN-wide initiatives to promote
innovation and creativity including sharing of good practices and lessons learned;

Provide event-related services to Member States and other stakeholders: Support Member States and otherstakeholders in organizing high-level events to increase the visibility and raise awareness of the role of IP in
fostering economic, social and cultural development;

Improve the prevention and handling of grievances and conflict: Conduct targeted outreach to staff, including
through bilateral talks, staff meetings, training courses, round table discussions through a peer-support group(‘Relays’ network), to build awareness and encourage recourse to conflict resolution mechanisms, notably mediation,
when appropriate, with a view to fostering a harmonious and effective work environment.

132

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)The geographical separation of External Offices from Headquarters canpotentially result in fragmentation in coordination and communication.

Maintain continuous and structured engagement to ensure that the work of theExternal Offices, particularly the work of those offices recently established, isfully integrated into the work of the Organization in a coherent and coordinatedmanner and in line with the Results Framework, workplans and day-to-day
functioning of the Organization.42

WIPO's effective engagement with Member States is of paramount importance to Continued close, trusted and transparent coordination between the Secretariat
the achievement of timely results. At risk is reduced progress in WIPO’s interand Member States.
governmental processes, including in normative discussions, and increased costor extended schedules for implementing related Programs. As the international
rule-making body for IP, such a situation would negatively impact WIPO’s
credibility.

Expected Results and Performance Indicators

42

Expected Result

Performance Indicators

Baselines

Targets

I.1
Enhanced cooperation among
Member States on development ofbalanced international normative
frameworks for IP% of treaty notifications that arepromptly processed by OLC

92% of treaty notifications areprocessed by OLC within 3 days(2018)

95%

I.2
Level of sustained engagement by
Tailored and balanced IP legislative, Member State judiciaries
regulatory and policy frameworks

64 countries represented in the Judges 65 countries represented per Judges
Forum (2018)
Forum

III.2.
Enhanced human resource
capacities able to deal with thebroad range of requirements for theeffective use of IP for development
in developing countries, LDCs andcountries with economies intransition

Level of satisfaction of participants injudicial training

89%

> 85%

IV.2.
Enhanced access to, and use of, IP
information by IP institutions andthe public to promote innovationand creativity

No. of national collections in the
judgments databasen/a8

VIII.1More effective communication to abroad and diverse public about
intellectual property and WIPO’s
role

No. of Member States participating in
the WIPO Awards Program

42 (2018)

45 per year

VIII.3
Effective engagement with Member
States% of Committee Meetings for which
pre-Committee information meetings
for Member States are held

87%

90%

Satisfaction rate of Member States and 90% (2018)
stakeholders with the organization of
events85%% of official documentation preparedby OLC that is published on time

95% on time

– 95% on time
– 5% within 1 week after the due date(2018)

Timeliness of publication of Assemblies 89% on time
documents(2018)

90% on time

Delegates’ satisfaction levels with theorganization of the Assemblies

80% overall satisfaction

93% overall satisfaction (2018)

See Program 20 (External Relations, Partnerships and External Offices)133

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Expected Result

Performance Indicators

Baselines

Targets

VIII.5WIPO effectively interacts andpartners with UN and other IGO
processes and negotiations

New joint initiatives with other UN
agencies/IGOs

1 additional (2018)

2 additional in 2020/21

IX.1
Effective, efficient, quality andcustomer-oriented support services
both to internal clients and toexternal stakeholders% of queries for legal advice and
95% of requests for legal advice areservices that receive prompt responses responded to within the timeframefrom OLC
requested, or within 3 days when no
deadline is specified (2018)

95%

IX.2
Improved Organizational Resilience
An agile and smooth functioning
and Preparedness
Secretariat with a well managed andappropriately skilled workforce
which is effectively deliveringresults

Draft Business Continuity Plans (BCPs) 100% of organizational BCPs fordrawn up and shared with:critical business and support functions(i) Critical business functions:
are updated annually- Procurement and travel- Communications- DPPF, HRMD, ICTD, OLC, PID, SIAD
(ii) and critical applications / data
sources were covered in the draft
BCPs for:- Global Brands Databases, IPOBS,
UPOV(2018)

IX.3% of WIPO staff being aware of WIPO
An enabling working environment
ethics principles and policies
supported by an effective regulatory
framework and appropriate
channels to address staff concerns

86% (2016 Ethics Office Survey)

Maintain% of staff members that have signed a tbd (end 2019)statement attesting that they have readand intend to abide by the WIPO Codeof Ethics

75%% of relevant staff members whocomply with WIPO’s Financial
Disclosure Policy

95%

100% of relevant staff:- 38% female- 62% male

Resources for Program 21
The overall resources for Program 21 in 2020/21 show an increase of 34.3 per cent compared to the 2018/19 Approved
Budget, reflecting: (i) WIPO’s increased engagement related to the SDGs (ER VIII.5), resulting in a shift in resourcesfrom ER IX.2; (ii) the centralization of WIPO events and protocol-related activities (ER VIII.3); (iii) an increased demand
for legal services (ER IX.1); (iv) the creation of a program dedicated to the judicial administration of IP (ERs I.2, III.2 andIV.2); and (vi) the transfer of messenger and driver services from Program 27 (ER IX.1).
In addition, the increased resources dedicated to ER IX.3 address the needs for the WIPO ethics function, including
provisions for the Financial Disclosure and Declaration of Interests (FDDI) and the Protection against Retaliation (PaR).
The decrease of temporary staff resources reflects the regularization of two continuing functions.

134

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Program 21: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

607

565

565

I.1

Enhanced cooperation among Member States on development of balanced international
normative frameworks for IP

I.2

Tailored and balanced IP legislative, regulatory and policy frameworks

-

587

1,241

III.2

Enhanced human resource capacities able to deal with the broad range of requirements for theeffective use of IP for development in developing countries, LDCs and countries with economies
in transition

-

420

951

IV.2

Enhanced access to, and use of, IP information by IP institutions and the public to promote
innovation and creativity

-

195

340

VIII.1More effective communication to a broad and diverse public about intellectual property and
WIPO’s role

194

144

130

VIII.3

Effective engagement with Member States

7,342

8,242

8,193

VIII.5WIPO effectively interacts and partners with UN and other IGO processes and negotiations

141

686

1,131

IX.1

Effective, efficient, quality and customer-oriented support services both to internal clients and toexternal stakeholders

3,854

6,144

6,740

IX.2

An agile and smooth functioning Secretariat with a well managed and appropriately skilledworkforce which is effectively delivering results

6,969

5,420

6,230

IX.3

An enabling working environment supported by an effective regulatory framework andappropriate channels to address staff concerns

941

1,115

1,394

20,04723,51826,915

Total

Funds in Trust Potentially Available for Programming in 2020/211(in thousands of Swiss francs)
Balance as ofDecember 31,
2018

Estimated
Contributions
20192

Australia3

575

-

575

Total

575

-

575

Fund-in-Trust (FIT)

Estimated
Expected
Expenditures Balance end 2019end 2019

Estimated
Contributions
2020/212

Estimated Amount
Available for
Programming in
2020/21

-

-

-

-

-

-

Program 21

1 The figures do not include interest and exchange rate adjustments.

These funds generally provide for activities spanning a period of time exceeding or

overlapping with a single biennium.
2 The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns.

They do not represent Member States' commitments
except in those cases where the FIT Agreement includes such a commitment. Annual contributions may vary.
3 This FIT includes several activities carried out under Programs 1, 3, 5, 9, 15, 16, 18 and 30. The Government of Australia is currently considering a possible
FIT III.

135

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Program 21: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmountPosts

15,034

17,546

20,319

5,285

35.2%

Temporary Staff

1,745

1,443

1,490

(255)

-14.6%

Other Staff Costs

-

-

-

-

n/a

16,78018,98821,810

5,030

30.0%

Internships

-

51

-

-

n/a

WIPO Fellowships

-

-

24

24

n/a

-

51

24

24

n/a

Staff Missions

822

902

957

135

16.4%

Third-party Travel

10

81

610

600

6000.0%%

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Training & Related Travel Grants

5

5

128

123

2460.0%

837

988

1,695

858

102.5%

Conferences

60

198

100

40

66.7%

Publishing

7

8

7

-

0.0%

855

637

1,110

255

29.8%

Sub-total
Contractual Services

Individual Contractual Services
Other Contractual Services

85

961

542

457

537.6%

1,007

1,803

1,759

752

74.7%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

10

220

220

n/a

Communication

-

-

30

30

n/a

Representation & Other Operating Expenses

800

912

750

(50)

-6.3%

UN Joint Services

80

105

80

-

0.0%

880

1,027

1,080

200

22.7%

Furniture & Equipment

-

189

20

20

n/a

Supplies & Materials

544

472

528

(16)

-3.0%

Sub-total

Operating Expenses

Sub-total
Equipment and Supplies

Sub-total

544

661

548

4

0.6%

Total B

3,268

4,530

5,105

1,838

56.2%

TOTAL

20,04723,51826,915

6,868

34.3%

POSTS

35

47

51

16

136

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

PROGRAM 22

Program and Resource Management

Implementation StrategiesManage investments, under the oversight of the Advisory Committee on Investments (ACI). With the assistance ofinvestment advisors, the Organization will manage its core and strategic cash in accordance with the Organization’s
investment policy as well as carefully monitor and manage the Organization’s operating cash within the context of
persistent negative interest rates for the Swiss franc;

Strengthen management of foreign exchange risks by gradually extending the netting solution for foreign exchange
flows between IP Offices and the IB to include additional Offices beyond those included in the pilot in 2018/19.
Examine the feasibility of extending the solution to include flows beyond those related to PCT, such as those relating
to Madrid and the Hague Systems;

Provide efficient and quality services to fee-paying customers of WIPO’s Global IP systems through modernized
payment systems, customer-driven account management tools, a strengthened finance service desk and thedeployment of a Contracting Party e-portal for distribution reporting. Expand the integration and implementation of
the global payment platform (adopted as part of the Global IP Platform Project) to all revenue-generating sectors;Continue to operate the results-based system to enhance performance and cost-effectiveness of WIPO operations
and strengthen management accountability. Mainstream gender perspectives in WIPO policies and programs,
including the identification and monitoring of applicable gender-sensitive performance indicators. Identify
opportunities for the simplification of processes and systems;

Continue to advance the maturity of risk management and internal controls through: (i) progress on the activities set
out in the anti-fraud roadmap; (ii) enhancing the use of data analytics/ICT systems to monitor and strengthen
controls; (iii) systematic follow-up of audit and oversight recommendations; and (iv) the facilitation of the work of the
Risk Management Group;Provide robust support and services to users of the Enterprise Resource Planning (ERP) and Enterprise
Performance Management (EPM) Systems that are being mainstreamed in 2018/19. The expanded footprint andhigh dependence of multiple critical business processes on the ERP systems will necessitate a further increase inmaturity to ensure the effective operation of the ERP system and its ongoing evolution to respond to business needs.
This will require the completion of the transformation of structure, processes and skill sets as well as establishmentof a resource model that provides for quality and sustainability. Planning and preparations for the shift of the ERP
systems to the cloud will also be undertaken in the biennium.

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)There is a risk that the value of some or all of the investments made under theinvestment strategies that were approved by Member States for operating, coreand strategic cash pools could decrease, either temporarily or permanently,
which could result in a reduction in net assets (reserves). The potential for agreater loss will be higher as the cash holdings in each of these cash pools
increase over time.

Investments held for operating, core and strategic cash will be diversified inaccordance with the guidelines permitted by the policy on investments, following
its revision in 2017. Each cash pool’s investment performance will be closely
monitored by the ACI and by the Organization’s investment advisors regularly,
with adjusting action taken when necessary.

Expected Results and Performance Indicators

43

Expected Result

Performance Indicators

Baselines

Targets

IX.1.
Effective, efficient, quality andcustomer-oriented support services
both to internal clients and toexternal stakeholders

Timely provision of financial andmanagement reports and analysis
required by senior management,
Program Managers and Member
StatesMonthly closure completed 10 working
days after month end for 9 out of 10
months43 (2018)

Monthly closure completed 10 working
days after month end except for
January and December

January and December are excluded due to the financial closure process.

137

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Expected Result

IX.2
An agile and smooth functioning
Secretariat with a well managed andappropriately skilled workforce
which is effectively deliveringresults

Performance Indicators

Baselines

Targets

WIPO’s ERP system (AIMS) is
operating efficiently and being
managed according to best practices– uptime: 99.9%– average time to close high priority
incidents: 2.49 days (2018)– ITIL compliant processes: 3– average cost per incident: 2,461
CHF (2018)– uptime: 99.90%– average time to close high priority
incidents: 2 days
– ITIL compliant processes: 6– average cost per incident:
2,000 CHF

Ongoing enhancements to AIMS are
introduced efficiently and respond tobusiness needs– Average cost per change request:
tbd– Level of user satisfaction: 72%(2018)– Average cost per change request:
3,250 CHF
– Level of user satisfaction: 80%% of PBC documents published ontime– 43% on time
– 14% within 1 week after the duedate– 29% within 4 weeks after the due
date(2018)

60% on time

Satisfactory financial report from the
Clean audit report received for 2017
External Auditors confirms theand answers provided to all financial
conformity of financial operations to the audit recommendations
provisions of the applicable WIPO
conventions and treaties, the WIPO
Financial Regulations and Rules and
IPSAS

Clean audit report for both years of thebiennium

Return on invested funds in line withbenchmarks established by theAdvisory Committee Investments (ACI)or by the investment policy

Investments are held in accordancewith the investment policy and are inline with benchmarks established by
the policy/ACI

Return on invested funds is in line withthe benchmark established by theinvestment policy/ACI

Increased participation from Receiving 30 ROs, representing approximately
Offices (ROs) and increased volume of 65.8% of PCT search fee volume insearch fees in the PCT-Fee netting
relation to 3 ISAs (end 2018)
pilot program

Participating ROs represent all of PCT
search fee volume in relation toparticipating ISAs (end 2021)

Reduction in the no. of claims related
to rule 16.1(e) from International
Searching Authority (ISAs).

5 ISAs submitted claims related to rule16.1(e) in 2018, of which three ISAs
were participants in the netting pilot
program (2018)

Claims related to rule 16.1(e) fromparticipating ISAs will be eliminated by
end 2021

Payments to commercial suppliers
made on time

– Net 30-day payments: 94% paid on – 90% of net 30-day payments aretime based on the invoice datepaid on time based on the invoice
indicated by the supplierdate indicated by the supplier– Immediate payments: 94% paid
– 90% of immediate payments arewithin 1 week of the receipt datepaid within 1 week of the receipt(2017)
date

Enhanced maturity of managing forresults (RBM) (including Risk
Management)44

Maturity Level 4 (2016/17)

Maturity level 4.5 (end 2021)% of WIPO operational units that havesubstantively completed the gendermarker coding in the annual workplans

46 operational units (47%) out of 97
units substantively completed thegender marker coding in the 2018
workplan (end 2018)

At least 60% of WIPO’s operational
units have substantively completed thegender marker

IX.3.
Enhanced management awarenesstbd
An enabling working environment
and accountability for the application of
supported by an effective regulatory the regulatory framework
framework and appropriate
channels to address staff concerns

44

tbd

The scale and ratings are based on the Joint Inspection Unit System-wide Review of RBM in the UN System. The rating scale: Stage
1-Not started; Stage 2- Exploration for mainstreaming; Stage 3- In the process of mainstreaming; Stage 4- Fully mainstreamed andcontinuous learning for refinement/adjustment; Stage 5- Evaluation and renewal.

138World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Resources for Program 22
The overall resources for the Program in 2020/21 show an increase of 6.3 per cent compared to the 2018/19 Approved
Budget.
The number of posts remain stable in the 2020/21 biennium. The increase in temporary resources primarily reflects
additional temporary administrative support within the Finance Division.
The increase in non-personnel resources reflects additional resources to cover: (i) ongoing operations, user support andenhancements of WIPO’s ERP systems (AIMS), reflected under ER IX.1; (ii) the provision for anticipated negativeinterest rates on Swiss franc deposits, reflected under ER IX.2; and (iii) the possible extension of the netting solution,reflected under ER IX.2.
The resources dedicated to ER IX.3 reflect the increased emphasis on advancing the maturity of risk management andinternal controls.

Program 22: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

IX.1

Effective, efficient, quality and customer-oriented support services both to internal clients andto external stakeholders

17,561

17,112

18,688IX.2

An agile and smooth functioning Secretariat with a well managed and appropriately skilledworkforce which is effectively delivering results

17,615

18,177

18,515

IX.3

An enabling working environment supported by an effective regulatory framework andappropriate channels to address staff concerns

1,165

1,407

1,564

IX.5

Improved accountability, organizational learning, value for money, stewardship, internal control
and corporate governance through assistance from effective and independent oversight

1,862

1,789

1,850

Total

38,20338,48540,617139

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Program 22: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount%24,23723,01324,559322

1.3%

Temporary Staff

883

902

1,044

161

18.2%

Other Staff Costs

-

-

-

-

n/a

25,12023,91525,602482

1.9%Internships

-

3

-

-

n/a

WIPO Fellowships

-

-

-

-

n/a

-

3

-

-

n/a

Staff Missions

90

126

118

29

31.8%

Third-party Travel

407

389

407

-

0.0%

Training & Related Travel Grants

23

20

110

87

378.3%

519

535

635

116

22.3%

Conferences

41

70

51

11

25.9%

Publishing

-

-

-

-

n/a

815

821

1,377

562

69.0%
19.6%

Personnel Resources
Posts

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Individual Contractual Services

9,398

10,57911,2401,842

Sub-total

Other Contractual Services

10,254

11,471

12,668

2,415

23.6%

Finance Costs

1,702

1,851

1,066

(636)

-37.4%

Sub-total

1,702

1,851

1,066

(636)

-37.4%

Premises & Maintenance

9

107

9

-

0.0%

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

401

439

435

34

8.4%

UN Joint Services

190

163

198

8

4.2%

600

709

642

42

6.9%

Furniture & Equipment

-

1

-

-

n/a

Supplies & Materials

9

1

4

(5)

-52.9%

Sub-total

9

3

4

(5)

-52.9%

Total B

13,083

14,57015,015

1,931

14.8%

TOTAL

38,20338,48540,617

2,414

6.3%

POSTS

72

72

72

-

Operating Expenses

Sub-total
Equipment and Supplies

140World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

PROGRAM 23

Human Resources Management andDevelopment

Implementation Strategies
Continue to develop an enabling environment for a more agile workforce through skills realignment and career
support, in line with the strategic goals of the Organization; streamline HR processes;



Reinforce WIPO as an employer of choice through competitive conditions of employment, a harmonious andrespectful workplace, opportunities for professional growth, promotion of staff well-being and work-life balance;Strengthen HRMD’s role as a business partner, providing support and advice to managers and staff;

Build a culture of commitment and accountability towards effective people management by providing relevant
guidance and training to managers;

Maintain a sound, modern and up-to-date regulatory framework for human resources management that supports
operational efficiency and meets the evolving needs of the Organization and its staff;

Continue to work towards a more equitable geographical representation and gender balance through broader andenhanced recruitment outreach programs and initiatives in partnership with Member States;Ensure effective and responsive communication of HR initiatives to staff and managers; optimize channels ofcommunication to staff, the staff representative body and other bodies that have a mandate relating to personnel
administration and staff welfare;Continue the modernization and integration of ERP systems related to HR processes to gain further operational
efficiencies and provide high-quality data for decision-making purposes while, at the same time, fostering the
proficiency of staff and managers in the use of such systems.

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)WIPO’s business needs and operations continue to evolve, reflecting a change
in required job profiles, especially for language and technology related skills andexpertise. Competitiveness in recruitment capabilities is critical in these areas ofglobal skill shortages, and the UN common system’s approach can represent
hindrances to securing the right skills within the timeframes required. A further
constraint may be posed by the Organization’s inability to address profilechanges at the pace required as a result of the implementation of the newretirement policy.

HRMD, in partnership with the business areas involved, will pursue moreproactive and flexible recruitment practices and will look to fully utilize themechanisms available (e.g. recruitment incentive) in this respect.
HRMD will dynamically manage workforce realignment to reflect theOrganization’s needs, utilizing the mechanisms provided under the SRRs.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

IX.1
Effective, efficient, quality andcustomer-oriented support services
both to internal clients and toexternal stakeholders

Staff perception of WIPO Core Values

tbd

tbd

% of staff satisfied with HR services

tbd

tbd

141

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Expected Result

Performance Indicators

Baselines

Targets

Africa: 10%
Asia & the Pacific: 19.7%
Eastern & Central Europe & Central
Asia: 8.6%
Latin America & the Caribbean: 7.3%
Middle East: 1.9%
North America: 10.5%
Western Europe: 41.9%(as at December 2018)

Agreement among Member States on
WIPO's policy on geographicaldistribution

Gender balance: % of women from
P4 to D2 levels

P4 – 46.4%
P5 – 34.0%
D1 – 36.4%
D2 – 15.4%(end 2018)

P4 - 50%
P5 - 43%
D1 - 37%
D2 - 24%

Recruitment lead time

18.63 weeks46 (2018)18 weeks

Enhanced maturity of HR Planning47

Stage 3 (end 2017)

Stage 4

Increase in applications from
unrepresented Member States

7.1%

8%

PMSDS compliance rate

2018: 90% (as of April 30 in every
following year)100%% of staff who have completed the
mandatory training programs

tbd end 2019100%(i) 60 days from receipt of response togrievance(ii) 30 days from receipt of response to
rebuttal(iii) Out of 392 requests for advice
received in 2018, a response wasprovided within:- 1 day in 83.7% of cases,- 2 to 5 days in 15.3% of cases, and- more than 5 working days in 1% of
the cases.
(2018)(i) 60 days from receipt of response togrievance(ii) 30 days from receipt of response to
rebuttal(iii) 5 working days from receipt ofrequest for advice

IX.2
Geographical diversity: % of staff45
An agile and smooth functioning
per region
Secretariat with a well managed andappropriately skilled workforce
which is effectively deliveringresults

No. of days to:(i) notify staff of decisions ongrievances(ii) notify staff of decisions on rebuttals(iii) provide responses to requests foradviceResources for Program 23
The overall resources for the Program in 2020/21 show an increase of 9.1 per cent compared to the 2018/19 Approved
Budget.
The net increase in non-personnel resources is due to a combination of reduced costs as a result of insourcing medical
services and additional resources for: (i) the promotion of gender equality and more equitable geographicalrepresentation; and (ii) an organization-wide training on staff well-being.
The increase in personnel resources reflects: (i) the enhancement of the WIPO Rewards and Recognition Program; (ii)the assignment of additional posts to support the WIPO Medical Unit as well as the human resources operations,planning and classification functions; and (iii) the reclassification of three posts.

45

Only posts in the Professional and higher categories are subject to geographical distribution.
Regular-funded staff on fixed-term, permanent and continuing appointments, based on post grade.
47
The scale and ratings are based on the Joint Inspection Unit System-wide Review of RBM in the UN System (see Program 22).
46

142

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Program 23: Resources by Result(in thousands of Swiss francs)

Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

IX.1

Effective, efficient, quality and customer-oriented support services both to internal clients and toexternal stakeholders

12,006

12,781

12,786

IX.2

An agile and smooth functioning Secretariat with a well managed and appropriately skilled workforce
which is effectively delivering results

12,624

12,93814,077

Total

24,63025,71926,863Funds In Trust Potentially Available for Programming in 2020/21 1(in thousands of Swiss francs)

Fund-in-Trust (FIT)

Balance as ofDecember 31,
2018

Estimated
Contributions
20192

Estimated
Expendituresend 2019

Expected
Balance end
2019

Estimated
Contributions
2020/212

Estimated Amount
Available for
Programming in
2020/21

1,020
1,020

173
173

728
728

466
466

776
776

1,242
1,242

Program 23
Republic of Korea (Professional Officers)3
TOTAL

1 The figures do not include interest and exchange rate adjustments.

These funds generally provide for activities spanning a period of time exceeding or overlappingwith a single biennium.
2 The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns. They do not represent Member States' commitments
except in those cases where the FIT Agreement includes such a commitment. Annual contributions may vary.
3 Includes Professional Officers hired under Programs 5, 9 and 11.

143World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Program 23: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Budget after
Transfers

2020/21
Proposed
BudgetDifference from 2018/19
Approved Budget
Amount16,274

16,374

17,550

1,276

7.8%

637

1,102

547

(89)

-14.0%%

Personnel Resources
Posts
Temporary Staff
Other Staff Costs

2,120

2,120

3,152

1,032

48.7%

19,03019,596

21,249

2,219

11.7%

Internships

49

685

49

-

0.0%

WIPO Fellowships

-

-

-

-

n/a

49

685

49

-

0.0%

Staff Missions

247

231

267

20

8.1%

Third-party Travel

65

63

95

30

46.2%

Total AB.

2018/19
Approved
BudgetNon-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Training & Related Travel Grants

-

-

-

-

n/a

312

293

362

50

16.0%

Conferences

25

23

25

-

0.0%

Publishing

23

36

23

-

0.0%

Individual Contractual Services

831

777

831

-

0.0%

Other Contractual Services

3,410

3,310

3,250

(160)

-4.7%

(160)

-3.7%

Sub-total
Contractual Services

Sub-total

4,289

4,146

4,129

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

-

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

74

126

150

76

101.6%UN Joint Services

791

796

791

-

0.0%

865

922

941

76

8.7%

Furniture & Equipment

30

30

30

-

0.0%

Supplies & Materials

55

48

103

48

87.3%

Sub-total

85

78

133

48

56.5%

Total B

5,600

6,123

5,614

14

0.2%

TOTAL

24,63025,71926,863

2,233

9.1%

POSTS

44

48

48

4

Operating Expenses

Sub-total
Equipment and Supplies

144

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

PROGRAM 24

General Support Services

Implementation Strategies
Procurement and TravelImplement a strategic and proactive approach to WIPO’s sourcing of activities to ensure efficient, customer-oriented
and compliant processes for procuring goods, services, individual contractors, travel and meeting-associatedrequirements, using additional IT tools or enhanced ERP functionalities, as appropriate;Consolidate the monitoring of the use of Long Term Agreements and enhance cooperation with other internationalorganizations to reduce the time to procure and maximize savings through economies of scale and negotiations;

Adapt the regulatory framework to enable the Organization to better address the need for innovation technologies;Enhance maturity of vendor performance management, working closely with contract managers in the Programs,with a view to obtain the best value for money during the contract duration;

Further reduce the costs of travel and meetings through integration of IT tools, compliance monitoring and airline
fare negotiations;

Develop outreach capabilities for the identification of individual contractors worldwide through the extended use ofsocial networks, while ensuring monitoring and compliance controls.

Premises and Environment and Social ResponsibilityCarry out regular quality maintenance of the premises and technical installations on the WIPO Campus, with a viewto preserve optimal working conditions and reduce the need for delayed, emergency and costly repairs andinterventions;

Ensure organizational resilience and continuity of critical facilities and installations, in case of unexpected andunforeseen interruption, incident or accident, and examine feasibility for further upgrading the extent and types ofredundancies, in line with potential future needs or expectations;

Update and monitor capital investments under a long-term capital master plan for renovations, transformations andmajor upgrading or replacement of facilities and installations;

Integrate environmental considerations in all building and technical maintenance and renovation projects to reduce
WIPO’s environmental footprint in accordance with the Host Country regulatory framework and the UN-wide context.
Foster and implement initiatives and measures aimed at, inter alia, reducing carbon emissions caused by WIPO’s
activities within the framework of the climate neutrality goal established in 2014/15 for the Organization for the period
2014-2020; prepare for implementation of the new UN-wide context as of 2021 expected to be announced in 2020;

Integrate social responsibility considerations, inter alia, in all building maintenance and renovation projects, in order
to continue to improve physical accessibility to and on the WIPO Campus;Manage workspace and other types of spaces with a view to ensuring that the WIPO Campus remains fit for purpose
with WIPO’s evolving business needs.

145

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Targeted efficiencies in the area of travel are not achieved due to underoptimized travel processes and/or external political factors.

Close monitoring of travel trends and conditions, alongside implementation of
new technology tools, to enhance administrative efficiency.

Procurement and contract management processes underperform with relation totransparency, provision of value, or compliance.

Enhance the ability of contract managers to effectively manage supplierperformance through the expansion of a contract manager training program.

Loss of safe access to, or inability to occupy, one or more buildings for a periodof at least 7 days due to major building infrastructure breakdown.

Periodic verification of all key technical installations according to the establishedschedule and standard operating procedures, in line with organizational
resilience plans; continued assessment of the need to undertake major
preventive maintenance or renovation of key technical installations; regularreview of adequacy of established standard operating procedures in place for
periodical technical verifications of key installations, vis-à-vis the Organization’s
evolving resilience plans.

Expected Results and Performance Indicators

48
49

Expected Result

Performance Indicators

Baselines

Targets

VIII.5WIPO effectively interacts andpartners with UN and other IGO
processes and negotiations% of spend through UN cooperation

4.8% (2018)

10% per year48% of locally sourced goods andservices compared to total amountprocured for development activity

84% (2018)

70% per year

IX.1
Effective, efficient, quality andcustomer-oriented support services
both to internal clients and toexternal stakeholders

Cost savings for goods and services
procured by WIPO

4,626,829 CHF (2018)

6,000,000 CHF (biennium)% of expenditure with corporate
entities through use of Long Term
Agreements (LTAs)

58.3% (preliminary 2018)

10% biennial increase% of user satisfaction with thetendering process

70% (preliminary 2018)75%

Processing time of TaM49 requests

95% less than 4 hours (end 2018)

95% less than 4 hours

Processing time Visa

95% less than 24 hours (end 2018)

95% less than 24 hours

Average air ticket fare

1,269 CHF (end 2018)

3% biennial decrease

Average service fee

71 CHF (end 2018)

3% biennial decrease% compliance with the advancepurchase rule

83% (end 2018)85%

WIPO premises and installations
remain fit for purpose

Maximum of 1 working day per year witha breakdown of a technical installation(electricity, water, heating, cooling,
ventilation) affecting WIPO core
activities (2018)

Maintain maximum of 1 working day
per year with a breakdown of atechnical installation (electricity, water,
heating, cooling, ventilation) affecting
WIPO core activities

WIPO premises are effectively used
and occupied

80 rented workplaces
2 offsite storage/archiving areas(2018)

Maintain 80 rented workplaces

Includes UNICC-related expenditure as from 2020.
Travel and Meeting requests

146

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Expected Result

Performance Indicators

IX.4
An environmentally and socially
responsible Organization in which
WIPO staff, delegates, visitors andinformation and physical assets aresafe and secure

Improved physical access to the WIPO Implementation of the recommendations Implementation of theCampusin accordance with the definedrecommendations in accordance with
Roadmap to be finalized in 2019
the defined Roadmap

Baselines

Reduced impact of WIPO activities on
the environment

Targets

Energy consumption for all HQ buildings
and rented buildings in Geneva :– electricity (7,511,018 KwH)
water (32,824 m3)– natural gas for heating(2,828 KWh/HDD50)– Geneva Lake Water system forcooling (8,319 KWh/CDD51)(end 2018)

Maintain energy consumption at end
2017 levels:(+/- 2% for electricity and water)

Carbon emissions: 7,445 tons CO2, of
which 100% was offset52 (end 2018)

Maintain carbon emissions at 201753
levels (+/- 2%)(+/- 5% for heating and cooling energy
sources)Resources for Program 24
The overall resources for the Program in 2020/21 show an increase of 4.1 per cent compared to the 2018/19 Approved
Budget.
The increase in non-personnel resources is primarily due to: (i) an anticipated increase in the rental costs for the CAM
building as reflected under ER IX.1; (ii) enhancement of procurement processes, in particular, the automation of the RFP
process, reflected under ER IX.1; and (iii) strengthened representation at UN high-level meetings, reflected under ER
VIII.5.
The increase in personnel resources is primarily due to statutory increases in staff costs partly offset by the reassignmentof one post from the Program to support priorities in other areas of the Organization, reflected under both ER IX.1 andER IX.4.

Program 24: Resources by Result(in thousands of Swiss francs)
2018/19
Approved
BudgetExpected Result No. and Description

2018/19
Budget after
Transfers

2020/21
Proposed
Budget

VIII.5 WIPO effectively interacts and partners with UN and other IGO processes and negotiations

1,820

1,788

2,080

IX.1

Effective, efficient, quality and customer-oriented support services both to internal clients and toexternal stakeholders

35,89936,26837,248IX.4

An environmentally and socially responsible Organization in which WIPO staff, delegates, visitors
and information and physical assets are safe and secure

914

791

879

38,634

38,84740,207

Total

50

Heating Degree-Days Unified (HDD) is the technical performance indicator recognized by and utilized in the industry context.
Cooling Degree-Days Unified (CDD) is the technical performance indicator recognized by and utilized in the industry context.
52
The emissions declared and the offsetting done relate to emissions caused by WIPO facilities (approximately 25 per cent of total
emissions) and financed travel (staff and third party) (approximately 75 per cent of total emissions).
53
WIPO receives the final validated count of annual emissions from the United Nations Environment Programme (UNEP) in October ofthe following year.
51

147World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Program 24: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Budget after
Transfers

2020/21
Proposed
BudgetDifference from 2018/19
Approved Budget
Amount%16,87916,734

17,229

349

2.1%

228

402

195

(33)

-14.5%

Personnel Resources
Posts
Temporary Staff
Other Staff Costs

-

-

-

-

n/a

17,10817,136

17,424316

1.8%Internships

24

-

24

-

0.0%

WIPO Fellowships

-

-

-

-

n/a

24

-

24

-

0.0%

Staff Missions

188

165

186

(2)

-1.1%

Third-party Travel

-

-

-

-

n/a

Training & Related Travel Grants

-

10

2

2

n/a

188

175

188

-

0.0%

Conferences

-

2

-

-

n/a

Publishing

-

-

-

-

n/a

Individual Contractual Services

110

65

190

80

72.7%

Other Contractual Services

1,838

2,211

2,600

762

41.4%

1,948

2,277

2,790

842

43.2%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a
3.2%

Total AB.

2018/19
Approved
BudgetNon-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Sub-total

Operating Expenses
Premises & Maintenance

18,07818,551

18,648570

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

14

20

14

-

0.0%

UN Joint Services

60

58

69

9

14.3%

18,152

18,62818,731

579

3.2%

Furniture & Equipment

704

208

704

-

0.0%

Supplies & Materials

511

422

347

(164)

-32.1%

Sub-total

1,214

630

1,051

(164)

-13.5%

Total B

21,526

21,711

22,783

1,257

5.8%

TOTAL

38,634

38,84740,207

1,573

4.1%

POSTS

50

50

49

(1)

Sub-total
Equipment and Supplies

148

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

PROGRAM 25

Information and Communication Technology

Implementation Strategies
Provide reliable, secure and cost-effective ICTD infrastructure services to WIPO’s key business sectors and users at
WIPO Headquarters in Geneva and in External Offices in compliance with WIPO’s security and risk management
framework; review and re-align ICTD processes, structure and service delivery models to enhance responsivenessto business needs;Ensure cost-effectiveness of ICTD operations and services through optimization of existing infrastructure andservices, including through migration to the cloud; strategic sourcing of new ICT services, including the incorporationof cloud services; and strengthened vendor and service provider management;Support business systems and projects through: (i) Identity and Access Management (IAM) capabilities tostrengthen the security of access to WIPO information systems and assets in a uniform manner across theOrganization; and (ii) Enterprise Content Management (ECM) capabilities, to improve Organization-wide knowledgesharing and information;

Continue the delivery of Enterprise Architecture services to key ongoing initiatives related to WIPO’s IP systems
including the Global IP Platform, the Hague Platform, the common payment platform and the Madrid Platform
initiatives;



Continue to ensure state-of-the-art end-user computing facilities through hardware refresh and software upgrades;enhance end-user mobility; maintain reliable and modern conference technologies and audio visual services;

Continue to enhance ICT service continuity and resilience.

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Critical information systems experience unacceptable levels of interruption,
resulting in a negative impact on the key activities of the Organization, including,inter alia, loss of vital records, filing data and reputational damage for theOrganization.

Maintain, develop and annually test the ICT service continuity measures put inplace as part of WIPO’s organizational resilience strategy and ensure continuedalignment between ICT capabilities and business continuity plans.

With the migration of WIPO’s IT business applications to the cloud, there is apotential overlap of service provision and related costs between the UN
International Computing Centre (UNICC) and WIPO’s cloud service provider.

Maintain close collaboration between WIPO and UNICC to ensure that, asapplications are migrated to the cloud, the corresponding service isdecommissioned in a timely manner by UNICC.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

IX.1
Effective, efficient, quality andcustomer-oriented support services
both to internal clients and toexternal stakeholders

ICT systems are designed, developed 5 (end 2018)
and implemented against WIPO
agreed standards for data, applications
and technology

Baselines

10 (cumulative)

Increase in the number of common ICT 4 (end 2018)
components used in theimplementation of IP Platforms

10 (cumulative)

ICT platforms are cost-effectively
hosted and managed in line withbusiness demands

TBD end 2019

TBD

1.33 service incidents with medium orhigh impact per month(2018)

No increase in service incidents of
medium or high impact in spite ofplanned major ICT transformation
projects

Customer satisfaction

76% of Business Sectors satisfied with
ICTD services (2017)

Maintain level of user satisfaction

95.5% satisfied with Service Desk
services (2018)

Maintain level of user satisfaction

149

Targets

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Expected Result

Performance Indicators

Baselines

Targets

ICT projects are managed inaccordance with the WIPO project
management and service transition
guidelines– 100% (3 out of 3) of ICTD projects
applied PRINCE2 methodology(2018)– 100% (3 out of 3) of ICTD projects
follow agreed Service Transition
guidelines (2017)– 100% of ICTD projects apply
PRINCE2 methodology– 100% of ICTD projects follow
agreed Service Transition guidelines
No exceptions

Resources for Program 25
The overall resources for the Program in 2020/21 show a decrease of 3.1 per cent compared to the 2018/19 Approved
Budget.
The number of posts remain stable in 2020/21. The increase in personnel resources reflects the difference in costing
due to a higher occupancy of posts and statutory personnel cost increases for staff in the General Service category.
The decrease in non-personnel resources primarily reflects a downward adjustment for the hosting of major businesssystems, following the implementation of the cloud first strategy and progress in the migration of existing WIPO
applications to the cloud.

Program 25: Resources by Result(in thousands of Swiss francs)
2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetEffective, efficient, quality and customer-oriented support services both to internal clients and toexternal stakeholders

52,08852,25150,468

Total

52,08852,25150,468

Expected Result No. and Description
IX.1

150

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Program 25: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Budget after
Transfers

2020/21
Proposed
BudgetDifference from 2018/19
Approved Budget
Amount%Personnel Resources
Posts

13,631

13,69014,294663

4.9%

Temporary Staff

-

74

-

-

n/a

Other Staff Costs

-

-

-

-

n/a

13,631

13,764

14,294663

4.9%Internships

-

-

-

-

n/a

WIPO Fellowships

-

-

-

-

n/a

-

-

-

-

n/a

Staff Missions

74

74

74

(0)

-0.7%

Third-party Travel

-

-

-

-

n/a

Training & Related Travel Grants

-

-

-

-

n/a

74

74

74

(0)

-0.7%

Conferences

50

50

-

(50)

-100.0%Publishing

-

-

-

-

n/a

Individual Contractual Services

-

35

-

-

n/a

31,47731,43528,558(2,919)-9.3%

31,527(2,969)-9.4%

Total AB.

2018/19
Approved
BudgetNon-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Other Contractual Services
Sub-total

31,52028,558Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

4,273

4,273

4,914

640

15.0%

Communication

1,570

1,570

1,839

269

17.1%

Representation & Other Operating Expenses

-

-

-

-

n/a

UN Joint Services

-

-

-

-

n/a

5,844

5,844

6,753

909

15.6%

Furniture & Equipment

450

487

-

(450)

-100.0%

Supplies & Materials

563

563

790

227

40.4%

Sub-total

1,013

1,050

790

(223)

-22.0%

Total B

38,45738,48836,174(2,283)

-5.9%

TOTAL

52,08852,25150,468(1,620)

-3.1%

POSTS

35

35

35

-

Operating Expenses

Sub-total
Equipment and Supplies

151

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

PROGRAM 26

Internal Oversight

Implementation Strategies
Strengthen accountability, value for money, stewardship, internal control and corporate governance in WIPO toassist Management in the effective discharge of their responsibilities and achievement of WIPO’s mission, goals andobjectives;Enhance and protect organizational value by providing, in an independent manner, risk-based and objective
assurance, advice and insight as to whether WIPO‘s operations are in conformity with its governing regulations
through assessing the adequacy and effectiveness of internal controls, risk management and governanceprocesses;

Foster institutional learning and accountability through transparent and participatory oversight processes;

Continue to support management in the development and implementation of an efficient and effective Integrity
Framework within which duties, roles, responsibilities and rights of all WIPO staff are clearly defined, through internal
audits, evaluations and investigations conducted in a timely manner and in accordance with established rules,
guidelines and good practices;

Improve internal oversight service delivery by building on the results and recommendations of the external quality
assessments of the audit, evaluation and investigation functions, strengthening their synergies through common
planning, training and follow-up activities; continue developing and updating appropriate oversight tools, such as
manuals, policies and guidelines;Continue to provide professional support and advice through continuous auditing, consulting and advisory services
to all relevant Program Managers;Contribute to effective oversight coverage in close cooperation with the organizational units, which have a role as asecond line of defense function;

Identify unreported instances of fraud or abuse and propose controls to mitigate the consequences of such actions
through audit activities and/or proactive investigations and continue to administer a “hot line” for reporting
wrongdoing and possible misconduct in WIPO;



Ensure that internal oversight at WIPO contributes to, and benefits from, the latest developments in the area ofoversight by continuing to cooperate and coordinate with the External Auditor, other oversight assurance providers,
the UN internal oversight community and international and professional associations;

Monitor and report on progress in implementation of oversight recommendations to the Director General, theIndependent Advisory Oversight Committee (IAOC) and the WIPO Assemblies.

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Internal oversight activity is perceived to be or is not wholly objective andindependent; impartiality and credibility of the work and trust in the oversightfunction is diminished.

Adherence to the Internal Oversight Charter and professional code of ethics andconduct, as well as strict adherence to Institute of Internal Auditors (IIA)
standards, including guidance on consulting and advisory services; regularlyscheduled reports to the IAOC and General Assembly on independence;
periodic external quality assessments of oversight functions.

152

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Expected Results and Performance Indicators
Expected Results

Performance Indicators

Baselines

Targets

IX.5
Improved accountability,
organizational learning, value formoney, stewardship, internal control
and corporate governance throughassistance from effective andindependent oversight

No interference and perceived
independence by key stakeholders

No interference

No interference% of Oversight work completed andreported in a timely manner

60% of audit reports issued in less than 80% of planned audits completed and4 monthsreported within 4 months
83% of evaluation reports issued inless than 6 months

80% of planned evaluations completed
and reported within 6 months

80% of investigation reports issued by
Investigation Policy deadline of 6months80% of full-fledged investigations
closed within 6 months% of internal stakeholders who
perceive that IOD recommendations
are SMART

84% of managers perceived that IOD
recommendations were SMART

85% of managers perceive that IOD
recommendations are SMART% of internal stakeholders who
perceive that Oversight work is
relevant

80% of respondents perceived that
Oversight work is relevant

80% of surveyed internal stakeholders

No. of oversight recommendations
accepted

100% of IOD recommendations
accepted

90% of IOD recommendations
accepted

Resources for Program 26
The overall resources for the Program in the 2020/21 biennium show a decrease of 6.5 per cent as compared to the
2018/19 Approved Budget.
The increase in non-personnel resources reflects two external quality assessments (EQAs) planned for the audit andinvestigation functions in the biennium 2020/21 and the need for external IT audit expertise.
The number of posts remain stable in 2020/21. The overall decrease in personnel resources is the result of a change inthe staff composition in the Program. The decrease in resources for temporary staff is the result of the regularization of
two continuing functions to strengthen the audit and administrative capacity within the Program.

Program 26: Resources by Result(in thousands of Swiss francs)
2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetImproved accountability, organizational learning, value for money, stewardship, internal control
and corporate governance through assistance from effective and independent oversight

5,550

5,072

5,191

Total

5,550

5,072

5,191

Expected Result No. and Description
IX.5

153

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Program 26: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount

%

Posts

4,072

3,655

4,112

40

1.0%

Temporary Staff

777

430

244

(533)

-68.6%

Other Staff Costs

-

-

-

-

n/a

4,849

4,085

4,356

(493)

-10.2%

Internships

25

0

25

-

0.0%

WIPO Fellowships

-

-

-

-

n/a

25

0

25

-

0.0%

Staff Missions

140

133

150

10

7.1%

Third-party Travel

10

8

10

-

0.0%

Training & Related Travel Grants

-

-

-

-

n/a

150

141

160

10

6.7%

Conferences

60

27

60

-

0.0%

Publishing

-

-

-

-

n/a

Individual Contractual Services

260

312

345

85

32.7%

Other Contractual Services

150

459

180

30

20.0%

470

797

585

115

24.5%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

-

-

-

-

n/a

Communication

-

-

-

-

n/a

Representation & Other Operating Expenses

5

1

5

-

0.0%

UN Joint Services

-

-

-

-

n/a

5

1

5

-

0.0%

Furniture & Equipment

24

48

34

10

40.9%

Supplies & Materials

26

-

26

-

0.0%

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Sub-total

Operating Expenses

Sub-total
Equipment and Supplies

Sub-total

50

48

60

10

19.8%

Total B

700

987

835

135

19.3%

TOTAL

5,550

5,072

5,191

(358)

-6.5%

POSTS

10

10

10

-

154

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

PROGRAM 27

Conference and Language Services

Implementation Strategies
Provide high-quality translation and interpretation services in a timely and cost-effective manner, in line with the
WIPO Language Policy and treaty obligations; continue to promote and implement the policy of multilingualism
within the Secretariat;

Adopt new translation technologies and best practices with a view to optimizing the use of internal and external
resources and ensuring consistent quality and legal certainty of translations. This will consist of further developing
Computer-Assisted-Translation (CAT) tools and the multilingual IP terminology database;Improve the planning and forecasting of translation needs and contain translation volumes through the rigorous
application of rationalization and control measures; improve the efficiency of translation workflows and strengthen
quality control measures for both in-house and outsourced translations;

Enhance forecasting of interpretation needs and the engagement of freelance interpreters by improving theinterpretation management database;Enhance the efficiency of conference management through an Integrated Conference Services Platform to automate
internal workflows and replace stand-alone applications, including for conference document management, contactdata management and room bookings;

Implement a new online registration system for delegates attending WIPO meetings to improve customer experienceand process-efficiency;Facilitate access to the outputs of WIPO meetings through indexed and searchable video, audio and text content,
and user-friendly, external interfaces;

Maintain cost-efficient mailing services;

Improve efficiency and quality of printing services, and reduce paper documentation by encouraging ‘print-on
demand’;

Improve the management of digital records, information and knowledge throughout the Organization through theimplementation of upgraded policies, procedures and best practices; and through the roll-out of the EnterpriseContent Management (ECM) platform.

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Provision of interpretation services is compromised resulting in meeting
disruption due to reliance on external interpreters and a scarcity of such skills
and services in Geneva.

Appropriate planning and strategies to provide potential interpretation surge
capacity in line with meeting needs.

The migration to the new conference management system causes unanticipatedissues for meeting participants, affecting service delivery.

The legacy services will run in parallel for some months until the new platform isfully deployed and tested; communications and feedback mechanisms regarding
the usage of the new system will be in place and pilot testing will ensuretechnical robustness.

155

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

IX.1
Effective, efficient, quality andcustomer-oriented support services
both to internal clients and toexternal stakeholders% of internal and external participants
satisfied with WIPO Conference
Services

98% of participants satisfied withservices (end 2018)

95% or higher% of Committees and Working Group
documents published on time (i.e. twomonths before the relevant meeting)– 36% by the due date
– 41% within 1 week after the duedate– 65% within 4 weeks after the due
date(2018)

65% by the due date

Cost per word of translation

0.46 CHF per word (2018 preliminary)

Maintain cost per word

Cost effective printing

0.132 CHF per page (2017)

Maintain rate

Compliance with records and archives
management principles and goodpractices

Level 2 (In Development) 54 (2018)

Level 3 (Essential)55

Resources for Program 27
The overall resources for the Program in 2020/21 show a decrease of 4.2 per cent compared to the 2018/19 Approved
Budget.
The decrease is primarily driven by the reduction in the number of posts and associated personnel resources resulting
from: (i) the transfer of the responsibility for messenger and driver services to Program 21; (ii) streamlining andincreased productivity in the delivery of printing services; (iii) adjustment of mailroom personnel in line with lower mailingvolumes, and (iv) the transfer of translation technology support services to the PCT.
The increase in non-personnel resources is mainly due to: (i) additional resources for the translation of WIPO Flagship
Publications (Executive Summary) and WIPO global publications on substantive IP topics into all official UN languages;(ii) higher print production costs; and (iii) the replacement of some posts in printing services by agency contracts. This
increase is partly offset by the transfer of the responsibility for messenger and driver services to Program 21.

Program 27: Resources by Result(in thousands of Swiss francs)
2018/19
Approved
BudgetExpected Result No. and Description
IX.1

2018/19
Budget after
Transfers

2020/21
Proposed
BudgetEffective, efficient, quality and customer-oriented support services both to internal clients and toexternal stakeholders

39,13636,21237,484

Total

39,13636,21237,484

Levels 1 – 5 indicate the maturity level of the records management program, assessed against criteria for integrity, availability andretention of records as defined by ARMA International (“Generally Accepted Recordkeeping Principles”)
55
Ibid.
54

156

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Program 27: Resources by Cost Category(in thousands of Swiss francs)

A.

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetAmount%Posts

27,737

23,64825,491(2,246)-8.1%

Temporary Staff

1,650

2,161

1,537

(112)

-6.8%

Other Staff Costs

-

-

-

-

n/a

29,38625,80927,028(2,358)-8.0%Internships

-

-

-

-

n/a

WIPO Fellowships

-

-

-

-

n/a

-

-

-

-

n/a

Staff Missions

43

39

80

37

86.0%

Third-party Travel

-

-

-

-

n/a

Training & Related Travel Grants

10

7

15

5

50.0%

53

45

95

42

79.2%

Conferences

551

590

551

-

0.0%

Publishing

-

-

-

-

n/a

6,399

6,544

7,089

690

10.8%

Personnel Resources

Total A
B.

Difference from 2018/19
Approved Budget

Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Individual Contractual Services
Other Contractual Services
Sub-total

384

815

644

260

67.7%

7,335

7,949

8,285

950

13.0%

Finance Costs

-

-

-

Sub-total

-

-

-

-

n/a

Premises & Maintenance

956

1,292

904

(52)

-5.4%

Communication

733

761

733

-

0.0%

Representation & Other Operating Expenses

-

2

-

-

n/a

UN Joint Services

-

-

-

-

n/a

1,689

2,055

1,637

(52)

-3.1%

Operating Expenses

Sub-total
Equipment and Supplies
Furniture & Equipment

309

58

135

(174)

-56.2%

Supplies & Materials

365

295

305

(60)

-16.5%

Sub-total

673

353

440

(234)

-34.7%

Total B

9,750

10,403

10,456

706

7.2%

TOTAL

39,13636,21237,484(1,652)

-4.2%

POSTS

82

72

70

(12)

157

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

PROGRAM 28

Information Assurance, Safety, and Security

Implementation Strategies
Continue to progress the implementation of information assurance (IA) strategies focusing on strengthening current
IA capabilities. Develop a next generation 3-5 year IA strategy considering new business requirements and the
evolving threat environment;

Operate a security-focused culture through the continued enactment of strengthened Security and Information
Assurance (SIA) governance, security/safety awareness and training of staff, and actionable SIA metrics to inform
decisions on information risk management;

Limit exposure and protect areas of highest risks to WIPO’s business by enhancing organizational capabilities toproactively identify threats and vulnerabilities to WIPO’s information assets allowing for prioritized remediation
efforts;Provide greater assurance of internal control effectiveness in protecting WIPO’s information assets and ensure
continuous compliance to IA policies and mandates by maintaining certification to industry standards like ISO 27001;



Protect WIPO’s sensitive information assets by continuing to enforce the information classification and handlingpolicy. Implement risk-based protection mechanisms enhancing resilience of PCT and other sensitive businesssystems;Provide a WIPO Digital Time-Stamp Service for users of the Global IP Systems and other innovation actors toestablish digital records of the possession and integrity of IP-related data;Improve WIPO’s cyber-security operations by continually expanding knowledge of actionable internal and external
threat intelligence and 24/7 security monitoring. Enhance WIPO’s response capability to ensure rapid containment
and minimal business disruption following information security incidents. Expand coverage to include WIPO’s cloudpresence and new business environments;

Continue the implementation of plans for safety and security aiming at optimizing existing investments in physicalsecurity and safety systems and building new capabilities focusing on prevention, preparedness and resilience.
Enhance protection of staff, visitors and delegates from likely threat scenarios by enhancing security capabilities
such as continuous threat monitoring, risk analysis and risk-based protection mechanisms. Align these plans withthe mandatory requirements of the UN Security Management System (UNSMS) and commercial security standards;

Support organizational resilience and ensure alignment and integration of safety and security risks and scenarios
into WIPO’s Crisis Management and Enterprise Risk Management capabilities. Reduce operational risks bymainstreaming safety, security and risk management into business processes of the Organization.

Risks and Mitigation Actions
Risk(s)Mitigation Action(s)Like other organizations, WIPO is exposed to the risk of cyber-attacks and therisk of malicious or accidental breach of data leading to unauthorized disclosureor misuse of WIPO’s confidential information, or disruption of business
operations. Such an event can potentially impact WIPO’s reputation as a trusted
advisor and service provider to its membership and clients.

Phased implementation of fit-for-purpose information assurance strategies willallow WIPO to continue to strengthen its information security posture and its
organizational resilience in the areas of IA governance, people, process andtechnology.

WIPO is accountable to protect the information assets and entrusted to it, as wellas its own. With the move to the cloud, there is an increased reliance on
external service providers and with that, a resultant increase in the risk of anunauthorized access, modification, or loss of data.

The service provider security policies and processes provide the basis forexternal service provider information risk management throughout the lifecycle ofthe engagement. External service providers are required to maintain andcontinuously demonstrate appropriate levels of security for WIPO data intrusted
to them. Embedding security testing into the certification and accreditation
process further mitigates the risk associated with outsourcing services to third
parties, including those providing cloud-base services.

158

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Risk(s)Mitigation Action(s)Risk of a terrorist attack against WIPO.

Development of regular, timely and accurate operational security and risk
information reports in regard to relevant country locations or threat types.
Provide security threat information briefings and updates on developing global,
regional, national or local threats, which could affect or impact WIPO personnel,delegates, visitors, operations, facilities, travel and assets.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

IX.1
Effective, efficient, quality andcustomer-oriented support services
both to internal clients and toexternal stakeholders% of staff aware of their information
security responsibilities, security
policies and best practices

38% of WIPO staff report simulated
phishing attacks (2018)

50% of WIPO staff report simulated
phishing attacks

95% of WIPO users with a WIPO email
address have completed the computerbased training (CBT) within 30 days ofengagement (2018)

95% of WIPO users with a WIPO email
address to have completed thecomputer-based training within 30 daysof engagement

IX.4
An environmentally and socially
responsible Organization in which
WIPO staff, delegates, visitors andinformation and physical assets aresafe and secure

WIPO Offices meet standards derived
from security risk assessments

50% of WIPO Offices were assessed
to be compliant with applicablemeasures outlined in the
United Nations country
security risk management
assessments (2018)

Greater than 90% of WIPO Offices(end 2021)

Compliance with the UN Security
Management Framework of
Accountability

WIPO is 70% compliant with the UN
Security Management Framework of
Accountability (2018)

Greater than 90% compliance with the
UN Security Management Frameworkof Accountability by end 2021

% of information risks, including third
party risks, reported and managed
consistently within WIPO's risk
tolerances

All relevant contracts (100%) withexternal service providers wereassessed for third party risks in 2018.

All new relevant contracts
with external service
providers are assessed forthird party risks

Information Security vulnerabilities are
remediated within agreed timelines

90% of critical and high risk
vulnerabilities on sensitive systems
were remediated (2018)

90% of critical and high risk
vulnerabilities on sensitive systems
are remediated

Increased compliance with Information
Security policies

ISO 27001 compliance andcertification covered PCT, theHague, Madrid and the
Arbitration and Mediation
Center, the “Hire to Retire”
and the “Procure to Pay”
processes (cumulative end 2018).

2 additional business process areas
become ISO 27001 certified

Enhanced capability to detect andrespond to information security threats
ensuring minimal business disruption

Mean time to detect a
potential security incident
24/7: 2 hours or less (2018)

Mean time to detect a
potential security incident
24/7: 2 hours or lessResources for Program 28
The total resources for the Program in 2018/19 represent an increase of 7.4 per cent as compared to the 2018/19
Approved Budget.
The decrease in personnel resources is the result of the redeployment of one temporary resource to support otherorganizational priorities. The increase in the number of posts results from the conversion of four temporary positions dueto the continuous nature of their roles in the implementation of information assurance strategies.
The increase in non-personnel resources as compared to the 2018/19 Approved Budget reflects an increased focus
on: (i) the implementation of a WIPO Digital Time-Stamp Service; (ii) the enhancement of capabilities to detect andrespond to information security threats; (iii) the optimization of governance risk and compliance processes; and (iv) thestrengthening of duty of care safety and security services to WIPO personnel worldwide, including at WIPO
headquarters. These increases are reflected under ER IX.4.
The slight increase in resources dedicated to ER IX.1 is due to the redistribution of personnel resources from ER IX.4
and reflects the emphasis in the biennium 2020/21 on enhancing staff awareness on information security responsibilities,
policies and best practices.

159

World Intellectual Property Organization
Program and Budget 2020/21

PROGRAM NARRATIVES BY STRATEGIC GOAL
Strategic Goal IX

Program 28: Resources by Result(in thousands of Swiss francs)
Expected Result No. and Description

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
Budget

IX.1

Effective, efficient, quality and customer-oriented support services both to internal clients and toexternal stakeholders

2,129

2,349

2,309

IX.4

An environmentally and socially responsible Organization in which WIPO staff, delegates, visitors
and information and physical assets are safe and secure

20,976

20,37222,501

Total

23,10422,722

24,810Program 28: Resources by Cost Category(in thousands of Swiss francs)

A.

B.

Personnel Resources
Posts
Temporary Staff
Other Staff Costs
Total A

2018/19
Approved
Budget2018/19
Budget after
Transfers

2020/21
Proposed
BudgetDifference from 2018/19
Approved Budget
Amount

%

4,084
1,671
5,754

4,423
628
5,051

5,319
304
5,622

1,235
(1,367)
(132)

30.2%
-81.8%
n/a
-2.3%

-

9
9

9
9

9
9

n/a
n/a
n/a

Non-personnel Resources
Internships and WIPO Fellowships
Internships
WIPO Fellowships
Sub-total
Travel, Training and Grants
Staff Missions
Third-party Travel
Training & Related Travel Grants
Sub-total
Contractual Services
Conferences
Publishing
Individual Contractual Services
Other Contractual Services
Sub-total
Finance Costs
Sub-total
Operating Expenses
Premises & MaintenanceCommunication
Representation & Other Operating Expenses
UN Joint Services
Sub-total
Equipment and Supplies
Furniture & Equipment
Supplies & Materials
Sub-total
Total B

-

33
13
46

130
28
158

130
28
158

n/a
n/a
n/a
n/a

1,878
12,986
14,864
-

1,404
9,173
10,577(1,478)(8,385)(9,863)n/an/a-78.7%-64.6%-66.4%

-

400
4,601
5,001
-

-

n/a

1,466
1,466

5,809
51
87
46
5,994

13,27354
178
46
13,55011,80654
178
46
12,084805.2%n/an/an/a
824.1%

1,019
1,019
17,350

2
1,043
1,045
17,6715464
469
19,188

5
(555)
(550)
1,838

n/a
-54.5%-54.0%
10.6%

TOTAL

23,10422,722

24,810

1,706

7.4%

POSTS

11

13

15

4

-

160

ANNEXESANNEX I

III. ANNEXESWorld Intellectual Property Organization
Program and Budget 2020/21

161

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX IANNEX I

Table 8: 2018/19 Budget after Transfers by Program(in thousands of Swiss francs)

1
2
3
4

Patent Law
Trademarks, Industrial Designs and Geographical Indications
Copyright and Related Rights
Traditional Knowledge, Traditional Cultural Expressions and Genetic Resources

4,965
4,925
16,680
7,057

459
240
1,596
154

(66)
(518)
(1,676)
(341)

393
(278)
(81)
(188)

Transfers as% of Approved
Budget of a
Program
7.9%
-5.6%
-0.5%
-2.7%

5
6
7
8
9

The PCT System
Madrid System
WIPO Arbitration and Mediation Center
Development Agenda Coordination
Africa, Arab, Asia and the Pacific, Latin America and the Caribbean Countries, Least
Developed Countries
Transition and Developed Countries
The WIPO Academy
International Classifications and Standards
Global Databases
Services for Access to Information and Knowledge
Business Solutions for IP Offices
Economics and Statistics
Building Respect for IP
IP and Global Challenges
Communications
External Relations, Partnerships and External Offices
Executive Management
Program and Resource Management
Human Resources Management and Development
General Support Services
Information and Communication Technology
Internal OversightConference and Language Services
Information Assurance, Safety and Security
SMEs and Entrepreneurship Support
The Hague System
Lisbon System
Unallocated
GRAND TOTAL

213,107
58,83911,322
3,455
30,785

2,102
1,895
81
415
425

(5,839)(3,426)(134)(212)(2,164)(3,737)(1,531)(53)
203(1,739)

-1.8%
-2.6%
-0.5%
5.9%
-5.6%

-0.5%
-0.2%
0.0%
0.0%
-0.2%

209,370
57,308
11,2693,658
29,046

8,679
13,614
7,215
8,840
7,850
14,574
6,918
4,102
5,648
16,412
13,25520,047
38,203
24,63038,63452,0885,550
39,136
23,104
6,326
11,1931,347
7,357
725,857

1,036
539
151
2,344
280
1,561
1,111
565
41
16
2,032
5,267
1,145
2,150
2,046
377
286
1,140
108
1,208
5,377
13,36949,514(1,186)(1,272)
(166)
(615)
(106)
(1,640)
(735)
(85)
(637)
(338)
(1,008)(1,796)(864)(1,060)(1,832)(214)(763)(4,064)(491)(1,154)(1,155)(9)(13,947)(49,514)

(151)
(733)
(15)
1,729
174
(79)
376
480
(595)
(322)
1,024
3,471
282
1,089
214
163
(478)
(2,924)
(382)
54
4,221
(9)
(578)
-

-1.7%
-5.4%
-0.2%
19.6%
2.2%
-0.5%
5.4%
11.7%
-10.5%
-2.0%
7.7%
17.3%
0.7%
4.4%
0.6%
0.3%
-8.6%
-7.5%
-1.7%
0.9%
37.7%
-0.7%
-7.9%
0.0%

0.0%
-0.1%
0.0%
0.2%
0.0%
0.0%
0.1%
0.1%
-0.1%
0.0%
0.1%
0.5%
0.0%
0.2%
0.0%
0.0%
-0.1%
-0.4%
-0.1%
0.0%
0.6%
0.0%
-0.1%
0.0%

8,528
12,881
7,201
10,5698,024
14,495
7,294
4,582
5,052
16,09014,27823,51838,48525,71938,84752,251
5,072
36,212
22,722
6,380
15,414
1,339
6,778
725,857

Program (2018/19 structure)

162

10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
30
31
32

2018/19
Approved
BudgetTransfers In

Transfers Out

Transfers*
Total Net
Transfers

Transfers as% of Total
Approved
Budget
0.1%
0.0%
0.0%
0.0%

2018/19
Budget after
Transfers
5,358
4,647
16,5996,869* WIPO Financial Regulations and Rules provide for the possibility of transfer of resources under Regulation 5.5: "The Director General may make transfers from one program of the program and budget to another for any given financial period, up to thelimit of five per cent of the amount corresponding to the biennial appropriation of the receiving program, or to one per cent of the total budget, whichever is higher, when such transfers are necessary to ensure the proper functioning of the services."

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX II

ANNEX II

2020/21 Proposed Resources by Program
Table 9: 2020/21 Budget by Program(in thousands of Swiss francs)
2018/19 Approved Budget

Program (2020/21 structure)
1

Patent Law

2

Trademarks, Industrial Designs and Geographical
Indications
Copyright and Related Rights

3

Personnel
Resources
3,567

Non-Personnel
Resources
1,398

4,053

872

10,135
4,524

2018/19 Budget after Transfers
Total
4,965

Personnel
Resources
3,950

Non-Personnel
Resources
1,408

4,925

3,567

1,080

6,545

16,680

9,793

2,534

7,057

4,366

2020/21 Proposed Budget
Total

Total

Difference from 2018/19
Approved Budget
Amount%Difference from 2018/19
Budget after Transfers
Amount%5,358

Personnel
Resources
4,352

Non-Personnel
Resources
1,825

6,177

1,212

24.4%

819

15.3%

4,647

3,988

1,430

5,418

493

10.0%

771

16.6%

6,807

16,599

9,877

7,410

17,287

607

3.6%

688

4.1%

2,503

6,869

4,686

2,594

7,280

223

3.2%

410

6.0%
6.1%

163

4

Traditional Knowledge, Traditional Cultural Expressionsand Genetic Resources

5

The PCT System

132,025

81,082

213,107

128,063

81,307

209,370

132,826

89,253222,079

8,972

4.2%

12,7096

Madrid System

42,521

16,31958,83940,94916,35957,30842,85019,701

62,551

3,712

6.3%

5,243

9.1%

7

WIPO Arbitration and Mediation Center

8,140

3,182

11,322

8,058

3,211

11,269

9,284

3,640

12,924

1,602

14.1%

1,655

14.7%

8

Development Agenda Coordination

2,246

1,209

3,455

2,456

1,203

3,658

2,304

1,470

3,774

319

9.2%

116

3.2%

9

22,297

8,488

30,785

20,487

8,559

29,046

20,974

8,588

29,562(1,223)

-4.0%

516

1.8%

10

Africa, Arab, Asia and the Pacific, Latin America and the
Caribbean Countries, Least Developed Countries
Transition and Developed Countries

6,781

1,898

8,679

6,706

1,822

8,528

7,023

1,998

9,021

342

3.9%

493

5.8%

11

The WIPO Academy

8,293

5,322

13,614

7,130

5,751

12,881

7,332

6,070

13,402

(213)

-1.6%

521

4.0%

12

International Classifications and Standards

5,471

1,745

7,215

5,296

1,905

7,201

5,600

1,745

7,345

130

1.8%

145

2.0%

13

Global Databases

6,407

2,434

8,840

7,858

2,711

10,569

8,535

2,434

10,969

2,129

24.1%

400

3.8%

14

Services for Access to Information and Knowledge

6,405

1,444

7,850

6,394

1,629

8,024

6,442

1,420

7,862

13

0.2%

(161)

-2.0%

15

Business Solutions for IP Offices

8,100

6,473

14,574

7,956

6,539

14,495

8,221

6,473

14,695

121

0.8%

200

1.4%

16

Economics and Statistics

5,748

1,170

6,918

5,991

1,303

7,294

6,467

1,200

7,667

750

10.8%

373

5.1%

17

Building Respect for IP

3,261

841

4,102

3,697

885

4,582

3,840

941

4,781

680

16.6%

200

4.4%

18

IP and Global Challenges

4,860

788

5,648

4,140

913

5,052

4,170

838

5,008

(640)

-11.3%

(45)

-0.9%

19

Communications

13,923

2,489

16,412

13,343

2,747

16,09014,1702,664

16,834

421

2.6%

743

4.6%

20

External Relations, Partnerships and External Offices

9,561

3,693

13,255

10,306

3,972

14,278

10,835

4,468

15,303

2,049

15.5%

1,025

7.2%

21

Executive Management

16,7803,268

20,047

18,9884,530

23,51821,8105,105

26,915

6,868

34.3%

3,397

14.4%

22

Program and Resource Management

25,12013,08338,20323,915

14,57038,48525,60215,01540,617

2,414

6.3%

2,132

5.5%

23

Human Resources Management and Development

19,0305,600

24,63019,596

6,123

25,71921,2495,614

26,863

2,233

9.1%

1,143

4.4%

24

General Support Services

17,10821,526

38,634

17,136

21,711

38,847

17,42422,78340,207

1,573

4.1%

1,359

3.5%

25

Information and Communication Technology

13,631

38,45752,08813,76438,48852,251

14,29436,17450,468(1,620)-3.1%(1,783)-3.4%

26

Internal Oversight

4,849

700

5,550

4,085

987

5,072

4,356

835

5,191

(358)

-6.5%

119

2.4%

27

Conference and Language Services

29,3869,750

39,13625,80910,40336,212

27,02810,45637,484(1,652)

-4.2%

1,273

3.5%

28

Information Assurance, Safety and Security

5,754

17,35023,104

5,051

17,671

22,722

5,622

19,18824,810

1,706

7.4%

2,088

9.2%

30

SMEs and Entrepreneurship Support

4,765

1,561

6,326

4,775

1,606

6,380

4,825

1,741

6,566

240

3.8%

186

2.9%

31

The Hague System

8,767

2,426

11,193

9,223

6,191

15,414

10,616

2,598

13,214

2,022

18.1%

(2,200)-14.3%

32

Lisbon System

1,136

211

1,347

1,128

211

1,339

1,209

211

1,420

73

5.4%

81

6.1%

Unallocated

5,357

2,000

7,357

6,100

678

6,778

8,107

6,600

14,707

7,351

99.5%

7,929

117.0%

460,000

265,857

725,857

450,075

275,781725,857

475,919

292,482

768,401

42,544

5.9%

42,544

5.9%

GRAND TOTAL

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX II

Table 10: 2020/21 Posts by Program
2018/19 Approved Budget
DG/DDG
/ADG
-

D

P

G

2018/19 Budget after Transfers
Total

D

P

G

2020/21 Proposed Budget
Total

D

P

G

Total
9

Difference btw 2020/21 and 2018/19 Approved
Budget
DG/DDG
D
P
G
Total
/ADG
-

164

1

Patent Law

1

5

3

9

DG/DDG
/ADG
-

1

5

3

9

DG/DDG
/ADG
-

1

5

3

2

Trademarks, Industrial Designs and Geographical Indications

-

1

6

2

9

-

1

6

2

9

-

1

6

2

9

-

-

-

-

-

3

Copyright and Related Rights

1

4

12

5

22

1

3

12

5

21

1

3

13

5

22

-

(1)

1

-

-

4

-

2

5

3

10

-

2

5

3

10

-

2

5

3

10

-

-

-

-

-

5

Traditional Knowledge, Traditional Cultural Expressions andGenetic Resources
The PCT System

1

8

153

212

374

1

8

159

206

374

1

8

159

205

373

-

-

6

(7)

(1)

6

Madrid System

1

5

47

63

116

1

6

46

62

115

1

6

46

66

119

-

1

(1)

3

3

7

WIPO Arbitration and Mediation Center

-

1

12

6

19

-

1

12

6

19

-

1

13

7

21

-

-

1

1

2

8

Development Agenda Coordination

-

1

2

3

6

-

1

4

2

7

-

1

3

2

6

-

-

1

(1)

-

9

1

6

26

15

48

1

6

26

14

47

1

6

26

14

47

-

-

-

(1)

(1)

10

Africa, Arab, Asia and the Pacific, Latin America and the
Caribbean Countries, Least Developed Countries
Transition and Developed Countries

-

1

11

5

17

-

2

11

4

17

-

2

10

4

16

-

1

(1)

(1)

(1)

11

The WIPO Academy

-

3

10

6

19

-

2

9

6

17

-

2

10

6

18

-

(1)

-

-

(1)

12

International Classifications and Standards

-

1

10

3

14

-

1

10

3

14

-

1

10

3

14

-

-

-

-

-

13

Global Databases

-

1

12

5

18

-

1

15

4

20

-

1

15

4

20

-

-

3

(1)

2

14

Services for Access to Information and Knowledge

1

1

8

4

14

1

2

8

4

15

1

2

8

4

15

-

1

-

-

1

15

Business Solutions for IP Offices

-

1

14

2

17

-

1

14

2

17

-

1

14

2

17

-

-

-

-

-

16

Economics and Statistics

-

1

11

2

14

-

2

11

2

15

-

2

11

2

15

-

1

-

-

1

17

Building Respect for IP

-

1

5

2

8

-

1

6

2

9

-

1

6

2

9

-

-

1

-

1

18

IP and Global Challenges

1

1

4

4

10

1

1

4

4

10

1

1

3

4

9

-

-

(1)

-

(1)

19

Communications

-

1

21

15

37

-

1

21

15

37

-

1

21

15

37

-

-

-

-

-

20

External Relations, Partnerships and External Offices

-

6

13

5

24

-

8

17

4

29

-

8

16

4

28

-

2

3

(1)

4

21

Executive Management

2

3

16

14

35

2

7

15

23

47

2

7

19

23

51

-

4

3

9

16

22

Program and Resource Management

-

4

34

34

72

-

5

33

34

72

-

5

33

34

72

-

1

(1)

-

-

23

Human Resources Management and Development

-

2

18

24

44

-

2

21

25

48

-

2

21

25

48

-

-

3

1

4

24

General Support Services

1

2

17

30

50

1

2

18

29

50

1

2

18

28

49

-

-

1

(2)

(1)

25

Information and Communication Technology

-

3

17

15

35

-

3

18

14

35

-

3

18

14

35

-

-

1

(1)

-

26

Internal Oversight

-

1

8

1

10

-

1

7

2

10

-

1

7

2

10

-

-

(1)

1

-

27

Conference and Language Services

-

2

32

48

82

-

2

33

37

72

-

2

33

35

70

-

-

1

(13)

(12)

28

Information Assurance, Safety and Security

-

1

6

4

11

-

1

8

4

13

-

1

10

4

15

-

-

4

-

4

30

SMEs and Entrepreneurship Support

-

-

8

2

10

-

1

8

2

11

-

1

8

2

11

-

1

-

-

1

31

The Hague System

-

1

9

10

20

-

2

11

11

24

-

2

11

11

24

-

1

2

1

4

32

Lisbon System

-

1

1

-

2

-

1

1

1

3

-

1

1

1

3

-

-

-

1

1

Unallocated

-

-

3

26

29

-

-

3

6

9

-

-

3

4

7

-

-

-

(22)

(22)

Total Posts

9

67

556

573

1,205

9

78

577

541

1,205

9

78

582

540

1,209

-

11

26

(33)

4

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX III

ANNEX III

2020/21 Allocation of Income and Expenditure by
UnionsIntroduction
In accordance with WIPO’s Financial Regulations and Rules (Regulation 2.3), this Annex presents the Organization’s
Program and Budget 2020/21 for each Union. The Unions include the contribution-financed (CF) Unions (Paris, Berne,International Patent Classification (IPC), Nice, Locarno, and Vienna) and the WIPO Convention, and the four Unions of
the international registration systems (PCT, Madrid, the Hague and Lisbon). The methodology for the allocation ofincome and expenditure to the Unions in the context of the Program and Budget 2020/21 has remained unchanged fromthe methodology used for the Program and Budget 2018/19. As regards the allocation of direct and indirect Union
expenses, as per past practice, the calculations have been refined to better reflect the evolution of the work of theOrganization enabled by the ERP/EPM systems. Tables 11, 12 and 13 provide an overview of the 2020/21 Allocation ofIncome and Expenditure by Union, the 2020/21 Income Estimates by Union and the 2020/21 Budget by Program andUnion.

Allocation of Income by Union
The allocation of income to the Unions is based on the following allocation methodology:Income from Member States’ contributions is allocated to the CF Unions;

Fee income from the PCT, Madrid, the Hague and Lisbon registration systems is allocated to the respective
Unions;

Income from publications is allocated to the CF, PCT and Madrid Unions on the basis of the estimatedpublications revenue for each of the Unions;

Income from the Arbitration and Mediation Center is allocated to the Unions based on estimations by the
Program Manager;

Miscellaneous income is allocated equally across all Unions; and

IPSAS adjustments to income on a budgetary basis are allocated equally across all Unions.

Allocation of Expenditure by Union
Allocation Principles
Expenditure is allocated to the Unions under the following four categories:(i)“direct Union expenses” (e.g. the expenditure incurred by Program 5 - the PCT System - is a “direct Union”
expenditure of the PCT Union);(ii)“indirect Union expenses” (e.g. the part of the expenditure of Program 9 - Regional Bureaus and LDCs thatis borne by the PCT Union is an “indirect Union” expenditure);(iii)“direct administrative expenses” (e.g. the expenditure of Program 23 – HRMD – that is incurred for humanresources related support provided to Program 5 – is a “direct administrative” expenditure of the PCTUnion); and(iv)“indirect administrative expenses” (e.g. the part of the expenditure of Program 23 that is incurred for humanresources related support provided to Program 9 borne by the PCT Union is an “indirect administrative”
expenditure).

Direct Union expenses are allocated to Unions either fully or on the basis of estimates by Program Manager. Direct
administrative expenses are allocated to the Unions based on relative headcount shares.
Indirect Union expenses and indirect administrative expenses are allocated to the Unions based on the “capacity-to-pay”
principle. If the Union has a reserve level above its reserve target, it is deemed to be able to support indirect activities.
The “capacity to pay” is calculated as the difference between a Union’s projected biennial income and its Direct Union
and Direct Admin expenses. The extent to which this support can be provided by each Union is calculated byconsidering the relative extent to which the Union’s income exceeds its direct expenditure.

165

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Program and Budget 2020/21

ANNEXESANNEX III

Allocation of 2020/21 Expenditure by Allocation Category
The table below summarizes the allocation of the 2020/21 expenditure to the Unions based on the four allocation
categories. Indirect expenditure is allocated to the PCT and Madrid Unions based on their “capacity-to-pay”.
CF UnionsPCT Union

Direct Union

Direct Union

Direct Union

Madrid Union

Direct Union

The Hague Union

Direct Union

Lisbon Union

Direct Admin

Direct Admin

Direct Admin

Direct Admin

Direct Admin

Indirect Union

Indirect Union

Indirect Union

Indirect Union

Indirect Union

Indirect Admin

Indirect Admin

Indirect Admin

Indirect Admin

Indirect Admin

IPSAS adjustments to expenditure

Allocation of Expenditure by Expected Results (ER)WIPO’s activities are implemented in accordance with a Program-based structure. Programs undertake activities that
contribute to the Organization’s Expected Results (ERs).
Expenditure related to activities contributing to ER I.1 “Enhanced cooperation among Member States on development ofbalanced international normative frameworks for IP” implemented by the following Programs:
Program 1 (Patent Law)
Program 2 (Trademarks, Industrial Designs and Geographical Indications)
Program 3 (Copyright and Related Rights)
Program 4 (TK, TCEs and GRs)
Program 18 (IP and Global Challenges)
is allocated as “direct Union” and “indirect Union” expenses as shown below.
CF Unions
Direct Union Expense

PCT Union
Direct Union Expense

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Program 1 - SCP(10% - estimate by PM)

Program 1 - SCP(90% - estimate by PM)

Program 2 - SCT(65% - estimate by PM)

Program 2 - SCT(15% - estimate by PM)

Program 2 - SCT(20% - estimate by PM)
Program 3 - SCCR
Program 4 - IGC
Indirect Union expenses: Program 1 (capacity building) and Program 18

Expenditure related to activities contributing to ER I.2 “Tailored and balanced IP legislative, regulatory and policy
frameworks” implemented by the following Programs:
Program 1 (Patent Law)
Program 2 (Trademarks, Industrial Designs and Geographical Indications)
Program 3 (Copyright and Related Rights)
Program 9 (Regional Bureaus and LDCs)
Program 10 (Transition and Developed Countries)
Program 17 (Building Respect for IP)
Program 18 (IP and Global Challenges)
Program 20 (External Relations, Partnerships and External Offices)is allocated as “direct Union” and “indirect Union” expenses as shown below.

166

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX IIICF Unions
Direct Union Expense

PCT Union
Direct Union Expense

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Program 1 - promotion of PLT& Budapest treaty(10% - estimate by PM)

Program 1 - promotion of PLT& Budapest treaty(90% - estimate by PM)

Program 2 – promotion ofSingapore treaty(65% - estimate by PM)

Program 2 – promotion ofSingapore treaty(15% - estimate by PM)

Program 2 – promotion ofSingapore treaty(20% - estimate by PM)
Program 3 - promotion oftreaties (Beijing, Marrakesh,
WCT, WPPT, etc.)
Indirect Union expenses: Programs 1 (legislative advice), 9, 10, 17, 18 and 20

Expenditure related to activities contributing to ER I.3 “Increased security and certainty for the protection of Stateemblems and names and emblems of International Intergovernmental Organizations” implemented by Program 2(Trademarks, Industrial Designs and Geographical Indications) is allocated as “direct Union” expenses as shown below.
CF Unions
Direct Union Expense

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Program 2 – Article 6ter
(20% - estimate by PM)

Program 2 - Article 6ter
(65% - estimate by PM)

Program 2 - Article 6ter
(15% - estimate by PM)

Expenditure related to activities contributing to ER I.4 “Growing interest in WIPO as a forum for analysis of issues inrelation to the international protection of patents, utility models, layout designs (topographies) of integrated circuits andconfidential information” implemented by Program 1 (Patent Law) is allocated as “direct Union” expenses as shown
below.
CF Unions
Direct Union Expense

PCT Union
Direct Union Expense

Program 1 – confidential
information(10% - estimate by PM)

Program 1 - confidential
information(90% - estimate by PM)

Expenditure related to activities contributing to ER II.1 “Wider and more effective use of the PCT system for filinginternational patent applications” implemented by the following Programs:
Program 5 (PCT)
Program 9 (Regional Bureaus and LDCs)
Program 10 (Transition and Developed Countries)
Program 20 (External Relations, Partnerships and External Offices)is allocated as “direct Union” expenses as shown below.
PCT Union
Direct Union Expense
Program 5 – PCT Assembly, PCT
Working Group, PCT legal andpromotion activities
Program 9 – Promotion of the PCTProgram 10 – Promotion of the PCTProgram 20 – Promotion of the PCT

167

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Program and Budget 2020/21

ANNEXESANNEX III

Expenditure related to activities contributing to ER II.2 “Improved productivity and service quality of PCT operations”
implemented by Program 5 (PCT) is allocated as “direct Union” expenses to the PCT Union.
PCT Union
Direct Union Expense
Program 5 – PCT processing,translation and information
system services

Expenditure related to activities contributing to ER II.3 “Wider and more effective use of the Hague System, including by
developing countries and LDCs” implemented by the following programs:
Program 9 (Regional Bureaus and LDCs)
Program 10 (Transition and Developed Countries)
Program 20 (External Relations and External Offices)
Program 31 (The Hague System)is allocated as “direct Union” expenses as shown below.
The Hague Union
Direct Union Expense
Program 31 – The Hague Working
Group, the Hague legal and promotion
activities
Program 9 – Promotion of the Hague
Program 10 – Promotion of the Hague
Program 20 – Promotion of the Hague

Expenditure related to activities contributing to ER II.4 “Improved productivity and service quality of the Hague
operations” implemented by Program 31 (The Hague System) is allocated as “direct Union” expenses to the Hague
Union.
The Hague Union
Direct Union Expense
Program 31 – The Hague
system processing andinformation system services

Expenditure related to activities contributing to ER II.5 “Wider and more effective use of the Madrid System, including by
developing countries and LDCs” implemented by the following Programs:
Program 6 (Madrid System)
Program 9 (Regional Bureaus and LDCs)
Program 10 (Transition and Developed Countries)
Program 20 (External Relations and External Offices)is allocated as “direct Union” expenses as shown below.
Madrid Union
Direct Union Expense
Program 6 – Madrid Assembly, Madrid
Working Group, Madrid legal andpromotion activities
Program 9 – Promotion of Madrid
Program 10 – Promotion of Madrid
Program 20 – Promotion of Madrid168

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX III

Expenditure related to activities contributing to ER II.6 “Improved productivity and service quality of Madrid operations”
implemented by Program 6 (Madrid System) is allocated as “direct Union” expenses to the Madrid Union.
Madrid Union
Direct Union Expense
Program 6 – Madrid Systemprocessing, translation andinformation system services56

Expenditure related to activities contributing to ER II.7 “International and domestic intellectual property disputes are
increasingly prevented or resolved through WIPO mediation, arbitration and other alternative dispute resolution methods”
and ER II.8 “Effective intellectual property protection in the gTLDs and the ccTLDs” implemented by the following
Programs:
Program 7 (WIPO Arbitration and Mediation Center)
Program 9 (Regional Bureaus and LDCs)
Program 10 (Transition and Developed Countries)
Program 20 (External Relations and External Offices)is allocated as “direct Union” and “indirect Union” expenses as shown below.
CF Unions
Direct Union Expense

PCT Union
Direct Union Expense

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Program 7 – alternative
dispute resolution (ADR)
services(18% - estimate by PM)

Program 7 – alternative
dispute resolution (ADR)
services(17% - estimate by PM)

Program 7 – alternative
dispute resolution (ADR)
services(46% - estimate by PM)

Program 7 – alternative
dispute resolution (ADR)
services(19% - estimate by PM)

Indirect Union expenses: Programs 9, 10 and 20

Expenditure related to activities contributing to ER II.9 “Wider and more effective use of the Lisbon System, including by
developing countries and LDCs” implemented by Program 32 (Lisbon System) is allocated as “direct Union” expenses tothe Lisbon Union implemented by the following Programs:
Program 9 (Regional Bureaus and LDCs)
Program 10 (Transition and Developed Countries)
Program 20 (External Relations and External Offices)
Program 32 (The Lisbon Registry)is allocated as “direct Union” expenses as shown below.
Lisbon Union
Direct Union Expense
Program 32 – Lisbon Systemprocessing and IT development,
Lisbon Working Group, promotion
Program 9 – Promotion of Lisbon
Program 10 – Promotion of Lisbon
Program 20 – Promotion of Lisbon

56

The share of resources in Program 6 supporting the operations of the Hague system is allocated to the Hague Union

169

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX III

Expenditure related to activities contributing to ER II.10 “Improved productivity and service quality of Lisbon operations”
implemented by Program 32 (Lisbon System) is allocated as “direct Union” expenses to the Lisbon Union.
Lisbon Union
Direct Union Expense
Program 32 – Lisbon Systemprocessing and IT development,
Lisbon Working Group, promotion

Expenditure related to activities contributing to ER III.2 “Enhanced human resource capacities able to deal with the broad
range of requirements for the effective use of IP for development in developing countries, LDCs and countries witheconomies in transition” implemented by the following Programs:
Program 2 (Trademarks, Industrial Designs and Geographical Indications)
Program 3 (Copyright and Related Rights)
Program 4 (Traditional Knowledge, Traditional Cultural Expressions, and Genetic Resources)
Program 8 (Development Agenda Coordination)
Program 9 (Regional Bureaus and LDCs)
Program 10 (Transition and Developed Countries)
Program 11 (The WIPO Academy)
Program 14 (Information and Knowledge)
Program 17 (Building Respect for IP)
Program 18 (IP and Global Challenges)
Program 20 (External Relations and External Offices)
Program 30 (SMEs)
is allocated as “direct Union” and “indirect Union” expenses as shown below.
CF Unions
Direct Union Expense

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Program 2 – TM, ID, GI
capacity building(20% - estimate by PM)

Program 2 - TM, ID, GI
capacity building(65% - estimate by PM)

Program 2 - TM, ID, GI
capacity building(15% - estimate by PM)

Program 3 – ABC
Program 4 – TK, TCEs & GRs
capacity building
Indirect Union expenses: Program 3 (copyright development), 8, 9, 10, 11, 14, 17, 18, 20 and 30

Expenditure related to activities contributing to ER III.4 “Strengthened cooperation arrangements with institutions indeveloping countries, LDCs and countries in transition tailored to their needs” implemented by the following Programs:
Program 3 (Copyright and Related Rights)
Program 9 (Regional Bureaus and LDCs)
Program 10 (Transition and Developed Countries)
is allocated as “direct Union” and “indirect Union” expenses as shown below.
CF Unions
Direct Union Expense
Program 3 – capacity building
CMOs
Indirect Union expenses: Program 3 (copyright development), 9, 10

Expenditure related to activities contributing to ER IV.1 “Updated and globally accepted system of internationalclassifications and WIPO standards to facilitate access, use and dissemination of IP information among stakeholders in

170

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX IIIthe world” implemented by Program 12 (International Classifications and Standards) is allocated as “direct Union”
expenses as shown below.
CF Unions
Direct Union Expense

PCT Union
Direct Union Expense

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Program 12 – int.
classifications & WIPO
standards(9% - estimate by PM)

Program 12 – int.
classifications & WIPO
standards(70% - estimate by PM)

Program 12 – int.
classifications & WIPO
standards(20% - estimate by PM)

Program 12 – int.
classifications & WIPO
standards(1% - estimate by PM)

Expenditure related to activities contributing to ER IV.2 “Enhanced access to, and use of, IP information by IP institutions
and the public to promote innovation and creativity” implemented by the following Programs:
Program 4 (Traditional Knowledge, Traditional Cultural Expressions, and Genetic Resources)
Program 9 (Regional Bureaus and LDCs)
Program 13 (Global Databases)
Program 14 (Information and Knowledge)
Program 20 (External Relations and External Offices)is allocated as “direct Union” and “indirect Union” expenses as shown below.
CF Unions
Direct Union Expense
Program 4 –TK, TCEs & GRs
databases

PCT Union
Direct Union Expense

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Program 13 – Global database Program 13 – Global database Program 13 – Global databaseinfrastructure, search tools &infrastructure, search tools &infrastructure, search tools &machine translation
machine translation
machine translation(59.4% - estimate by PM)(31.7% - estimate by PM)(8.9% - estimate by PM)
Program 14 – Global IP data
dissemination(59.4% - income share)

Program 14 – Global IP data
dissemination(31.7% - income share)

Program 14 – Global IP data
dissemination(8.9% - income share)

Indirect Union expenses: Programs 9, 13 (WIPO Lex), 14 and 20

Expenditure related to activities contributing to ER IV.3 “Broad geographical coverage of the content and use of WIPO
Global IP Databases” implemented by Program 13 (Global Databases) is allocated as “direct Union” expenses as shown
below.
PCT Union
Direct Union Expense

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Program 13 – Global
databases expansion ofcoverage(59.4% - estimate by PM)

Program 13 – Global
databases expansion ofcoverage(31.7% - estimate by PM)

Program 13 – Global
databases expansion ofcoverage(8.9% - estimate by PM)

Expenditure related to activities contributing to ER IV.4 “Enhanced technical and knowledge infrastructure for IP Offices
and other IP institutions leading to better services (cheaper, faster, higher quality) to their stakeholders and better
outcome of IP administration” implemented by the following Programs:
Program 3 (Copyright and Related Rights)
Program 9 (Regional Bureaus and LDCs)
Program 13 (Global Databases)
Program 15 (Business Solutions for IP Offices)
Program 20 (External Relations and External Offices)is allocated as “direct Union” and “indirect Union” expenses as shown below.
CF Unions
Direct Union Expense
Program 3 - digital data
management systems

PCT Union
Direct Union Expense

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Program 13 – OCR systems in Program 13 – OCR systems in Program 13 – OCR systems innational offices
national offices
national offices(59.4% - estimate by PM)(31.7% - estimate by PM)(8.9% - estimate by PM)
Indirect Union expenses: Programs 9, 15 and 20

171World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX III

Expenditure related to activities contributing to ER VII.1 “IP-based platforms and tools for knowledge transfer, technology
adaptation and diffusion from developed to developing countries, particularly least developed countries, to address global
challenges” implemented by the following Programs:
Program 3 (Copyright and Related Rights)
Program 4 (Traditional Knowledge, Traditional Cultural Expressions, and Genetic Resources)
Program 18 (IP and Global Challenges)
Program 20 (External Relations and External Offices)is allocated as “direct Union” and “indirect Union” expenses as shown below.
CF Unions
Direct Union Expense
Program 3 – ABC Book
Service, ABC inclusive
publishing
Program 4 - support for
WIPO Re:Search, WIPO
GREEN
Indirect Union expenses: Programs 18 and 20

Expenditure related to activities contributing to ERs III.1, III.3, III.6, V.1, V.2, VI.1, VI.2, VIII.1, VIII.2, VIII.4 and VIII.5 isallocated as “Indirect Union” expenses based on the “capacity to pay” principle.
Expenses for ERs I.1, I.2. III.2, IV.2, VIII.1, VIII.3 implemented by Program 21 and for ER VIII.5 implemented by
Programs 21 and 24 are allocated in the same way as the expenses for administrative and management-related
activities.
Expenditure related to activities contributing to Strategic Goal IX “Efficient Administrative and Financial Support Structure
to enable WIPO to Deliver its Programs” (ERs IX.1-IX.5), implemented by the Programs shown below, is allocated as“Direct Admin” expenses to all Unions as follows: (a) direct attribution to the Unions of administrative costs such as theshare of cost of server hosting at UNICC and share of cost of the Income Section in Finance; and (b) attribution to theUnions of the remaining “direct administrative” costs based on relative headcount shares. The administration related
expenses that are not allocated as “Direct Admin” expenses are allocated as “Indirect Admin” expenses based on the“capacity-to-pay” principle.
Direct Admin/Indirect Admin
Program 21 (Executive Management)
Program 22 (Program and Resource Management)
Program 23 (HRMD)
Program 24 (General Support Services)
Program 25 (ICTD)
Program 26 (Internal Oversight)
Program 27 (Conference and Language Services)
Program 28 (Information Assurance, Safety and Security)172

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Allocation of IPSAS Adjustments by Union
IPSAS adjustments to expenditure are allocated pro-rata among the Unions based on relative expenditure shares.
IPSAS adjustments include after-service employee benefits, buildings and equipment depreciation, software and land
surface rights amortization and capitalization.
Table 11: Overall Scenario by Union(in thousands of Swiss francs)
CF UnionsPCT Union

Madrid Union

Hague Union

Lisbon Union

36,084

667,565

164,345

13,995

779

882,768

Direct Union

25,761

242,701

79,15019,9001,591

369,104

Direct Admin

12,750117,630

56,206

11,786846

199,218

Sub-total, Direct

38,511

360,332

135,357

31,6862,437

568,322

Indirect Union-

120,651

11,384--132,035

Indirect Admin-

62,178

5,867

-

-

68,044Sub-total, Indirect-

182,828

17,251--200,079

2020/21 Income

Total

2020/21 Expenditure

38,511

543,160

152,607

31,686

2,437

768,401

Estimated IPSAS adjustment tobudgetTotal, 2020/21 Expenditure928

13,090

3,678

764

59

18,518

Total Expenditure after IPSAS
adjustments

39,439556,250

156,285

32,4502,496

786,919

Operating Result(3,355)111,315

8,060(18,455)(1,717)

95,849RWCF Target*

19,255

135,790

38,152

4,753-

n/a 197,950

50%

25%

25%

15%

25.8%

*RWCF targets are calculated by applying the PBE factors, as per the Revised Policy on Reserves (WO/PBC/23/8), to the biennial
expenditure for each Union.

Table 12: Income Estimates by Union(in thousands of Swiss francs)
CF Unions
AmountPCT Union%

Madrid Union

Hague Union

Lisbon Union

Amount%Amount%Amount%Amount665,575

99.7%

162,039

98.6%

12,639

90.3%

Total

%

Amount

%

50

6.4%

840,302

95.2%

Income on accrual basis
Fees

-

-

34,754

96.3%

-

-

-

-

-

-

-

-

34,754

3.9%

594

1.6%

561

0.1%

1,518

0.9%

627

4.5%

-

-

3,300

0.4%

Income on a cash basis
Contributions (unitary)
Arbitration

7

0.0%

700

0.1%

60

0.0%

-

-

-

-

767

0.1%

Miscellaneous Income

676

1.9%

676

0.1%

676

0.4%

676

4.8%

676

86.8%

3,380

0.4%

Sub-total

36,031

99.9%

1,937

0.3%

2,254

1.4%

1,303

9.3%

676

86.8%

42,201

4.8%

53

0.1%

53

0.0%

53

0.0%

53

0.4%

53

6.8%

264

0.0%

36,084

100%

667,565100%

164,345100%

13,995

100%

779

100%

882,768

100%

Publications

IPSAS adj. to income ona cash basis
TOTAL

173

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ANNEXESANNEX III

Table 13: Budget by Program and Union(in Swiss francs)
CF Union

PCT Union

Madrid Union

Hague Union

Lisbon Union

Total

1

Patent Law

413,140

5,587,398

176,362--2

Trademarks, Industrial Designs and Geographical Indications

1,083,600-

3,521,700

812,700-

6,176,900
5,418,000

3

Copyright and Related Rights

13,997,306

3,005,973

283,627--

17,286,906

4

Traditional Knowledge, Traditional Cultural Expressions and Genetic Resources

7,279,770

-

-

-

-

7,279,770

5The PCT System-

222,078,589

-

-

-

222,078,589

6Madrid System

7

WIPO Arbitration and Mediation Center

8

174

-

-

62,172,573

312,232

66,08562,550,890

2,326,281

2,197,043

5,944,939

2,455,518-

12,923,781

Development Agenda Coordination-

3,448,831

325,413--3,774,244

9

Africa, Arab, Asia and the Pacific, Latin America and the Caribbean Countries,
Least Developed Countries-

25,499,754

3,310,333

682,267

69,59029,561,944

10Transition and Developed Countries-

7,066,455

1,337,360

607,165

10,0009,020,980

11

The WIPO Academy-

12,246,363

1,155,499--

13,401,862

12International Classifications and Standards

661,070

5,141,658

1,469,045

73,452-

7,345,226

13

Global Databases-

7,115,278

3,039,723

814,249-

10,969,250

14Services for Access to Information and Knowledge-

6,338,117

1,287,287

236,968-

7,862,372

15

Business Solutions for IP Offices-

13,427,550

1,266,950--

14,694,500

16

Economics and Statistics-

7,006,139

661,061--

7,667,200

17

Building Respect for IP-

4,369,224

412,256--

4,781,480

18

IP and Global Challenges-

4,576,120

431,778--

5,007,898

19

Communications-

15,382,155

1,451,375--

16,833,530

20

External Relations, Partnerships and External Offices-

12,865,498

1,721,001

691,605

25,00015,303,104

21

Executive Management

1,316,263

18,286,200

6,073,972

1,150,991

87,377

26,914,802

22Program and Resource Management

1,817,678

26,012,208

10,699,543

1,966,878

120,662

40,616,968

23

Human Resources Management and Development

1,313,722

18,250,891

6,062,244

1,148,768

87,20826,862,833

24

General Support Services

1,966,296

27,316,788

9,073,586

1,719,404

130,527

40,206,601

25

Information and Communication Technology

2,316,054

34,099,071

11,614,707

2,284,655

153,745

50,468,231

26

Internal Oversight

253,885

3,527,106

1,171,569

222,007

16,853

5,191,421

27

Conference and Language Services

1,833,163

25,467,229

8,459,233

1,602,987

121,690

37,484,302

28

Information Assurance, Safety and Security

1,213,330

16,856,201

5,598,981

1,060,982

80,544

24,810,03830

SMEs and Entrepreneurship Support-

5,999,712

566,100--

6,565,812

31

The Hague System

-

-

-

13,214,300-

13,214,300

32

Lisbon System

-

-

-

-

1,419,900

1,419,900

UN Unallocated719,263

9,992,362

3,319,078

628,951

47,746

14,707,400

TOTAL

38,510,821

543,159,914

152,607,293

31,686,080

2,436,926

768,401,034

World Intellectual Property Organization
Program and Budget 2020/21

III ANNEXESANNEX IVANNEX IV Evolution and Demand for Services under the
PCT, Madrid and the Hague Systems in theMedium Term
PCT
1. The level of PCT income is influenced by a variety of factors, including demand for PCT services andapplicants’ filing behavior. Demand for PCT services is in turn influenced by a number of factors that may beinternal or external to the patent system. External factors include: performance of the economy globally, and incountries of the highest and fastest growing demand; research and development (R&D) investment levels;
technological confidence levels; and exchange rate fluctuations. Internal factors include: the level of PCT fees ascompared to other filing routes; the attractiveness and value of PCT services as compared to other filing routes;
the overall credibility of performance of the patent system; and individual corporate patent strategies.
2. Applicants’ behavior influences PCT income as follows:(i) Page Fee: The International Bureau receives 15 Swiss francs for every page over 30 pages in a given
application.
(ii) International Preliminary Examination: Applicants making use of international preliminary examination
under Chapter II of the PCT must pay an additional fee (a “handling fee”).
(iii) Electronic Filing: When applicants use electronic (instead of paper) filing they benefit from discounts.
(iv) International Bureau as receiving Office: Applicants who choose to file their application with theInternational Bureau acting as receiving Office (IB/RO) must pay a special fee (the “transmittal fee”).
3. The following paragraphs elaborate on current forecasts as regards: the level of demand; the expected levelof Chapter II demands; the expected level of electronic filings; and the expected use of IB/RO. 57
PCT Filing Forecast (Demand)
4. PCT filings grew strongly in recent years. Chart 1 shows the forecasted number of PCT applications for theyears 2018 to 2021 (based on data at the end of June 2019).
Chart 1. PCT Applications 2016 to 2021
300,000
290,000
280,000
270,000
260,000
250,000
240,000
230,000

7.3%

4.5%

220,000

3.8%

2.8%

4.0%

3.7%

2019

2020

2021

210,000
200,000

2016

2017

2018

Growth57

Applications

All statistics are based on the date of filing of PCT applications or Chapter II demands.

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III ANNEXESANNEX IV

Applications
Growth

2016

2017

2018

2019

2020

2021

232,898

243,493

252,711259,700

270,000

279,900

7.3%

4.5%

3.8%

2.8%

4.0%

3.7%

Low bound-10,700-14,300-15,600

High bound+11,000+13,900+14,200

5. The table below shows the forecasted numbers of files by the country of origin.

PCT Fillings for Selected Countries 2016 to 2021
2016

2017

2018

2019

2020

2021

AT

1,422

1,397

1,475

1,447

1,499

1,526

AU

1,835

1,852

1,827

1,828

1,855

1,875

BE

1,219

1,354

1,296

1,349

1,354

1,378

BR

567

589

616

646

661

678

CA

2,336

2,400

2,422

2,574

2,496

2,468

CH

4,369

4,485

4,567

4,494

4,612

4,692

CN

43,092

48,90453,35155,851

61,55566,844DE

18,30818,952

19,757

19,41819,65819,909

DK

1,356

1,430

1,433

1,398

1,424

1,445

ES

1,507

1,418

1,396

1,419

1,393

1,371

FI

1,525

1,602

1,834

1,748

1,751

1,740

FR

8,210

8,014

7,921

7,997

8,283

8,416

G1

3,761

4,081

4,328

4,415

4,598

4,788

G2

2,998

3,029

3,740

3,612

3,681

3,813

GB

5,504

5,568

5,633

5,719

5,822

5,924

IL

1,838

1,816

1,900

1,983

2,018

2,075

IN

1,528

1,583

2,012

2,285

2,214

2,299

IT

3,362

3,225

3,330

3,446

3,556

3,654

JP

45,21048,20649,711

51,52452,31153,574KR

15,55515,751

17,014

17,875

18,86519,858

NL

4,675

4,430

4,135

4,072

4,198

4,236

NO

653

820

766

789

801

817

RU

893

1,058

1,038

1,166

1,170

1,200

SE

3,719

3,975

4,164

4,189

4,347

4,457

SG

864

867

930

1,068

1,093

1,136

US

56,592

56,687

56,10557,407

58,771

59,743176

World Intellectual Property Organization
Program and Budget 2020/21

III ANNEXESANNEX IV

6. The number of international applications will likely be within a range with certain probabilities. The following
graph and table indicate the probabilistic distribution of the number of filings.
Filing Forecast Probabilistic Distribution
PCT Filing Scenarios
290,000
280,000
270,000
260,000
250,000
240,000
230,0002017
Forecast

2018

2019

80%

70%

2020
60%

50%

PCT Application Scenarios

2017

Probability

Low

NormalHigh80%

243,493

243,493

243,4932018

252,711

252,711

252,7112019

249,000

259,700

270,700

2020

255,700

270,000

283,900

2017

243,493

243,493

243,4932018

252,700

252,711

252,7002019

251,400

259,700

268,200

2020

258,500

270,000

280,900

2017

70%

243,493

243,493

243,4932018

252,700

252,711

252,700

2019

252,700

259,700

266,500

2020

260,300

270,000

278,800

243,493

243,493

243,4932018

252,700

252,711

252,7002019

254,300

259,700

264,700

2020

262,100

270,000

276,900

2017

60%

50%

Use of Electronic Filing Methods
7. The estimated use of electronic filing methods (PDF or XML), as a percentage of total filings, is illustrated in
Chart 2 below. As this chart shows, utilization of electronic filings continues to increase steadily. In the year
2017, electronic filing was close to 96 per cent of total filings.

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Chart 2. Use of Electronic Filing Methods (EASY, PDF or XML)
as a Percentage of Total Filings 2016 to 2021
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

2016

2017

2018
Paper

2019
PDF

2020

2021

XML

2016

2017

2018

2019

2020

2021

Paper

4.5%

3.7%

3.2%

3.2%

3.1%

3.0%

PDF

66.3%

67.2%

67.5%

67.5%

67.5%

67.5%

XML

29.2%

29.2%

29.3%

29.3%

29.4%

29.5%

Expected Level of PCT Income
8. PCT fee income is based on the expected level of applications (Chart 1), an estimate of the expected level ofpage fees, the expected level of Chapter II demands, the expected level of electronic filings (Chart 2) and the
expected level of RO/IB filings. WIPO recognizes its income of the PCT System on the publication dates of PCT
applications according to the IPSAS standards. The IPSAS-adjusted PCT income forecasts until 2021 ispresented below in Chart 3.
Chart 3. IPSAS-adjusted PCT Income Forecast until 2021

380
360
340
320
300
280
260

3.4%

5.0%

4.2%

2017

2018

3.1%

3.4%

3.4%

2019

2020

2021

240
220
2016

Growth(in millions of Swiss francs)

IncomeGrowthLow boundHigh bound

2016
289.0
3.4%

2017
303.6
5.0%

Income

2018
316.5
4.2%

178

2019
326.3
3.1%
-14.1
+14.5

2020
337.4
3.4%
-19.0
+18.2

2021
348.8
3.4%
-20.8
+18.5

World Intellectual Property Organization
Program and Budget 2020/21

III ANNEXESANNEX IV

Adjustment by Currency Exchange Rates
9. PCT fees are paid in various currencies. For those paid in “freely convertible” currencies, the amount equals
to the “equivalent amount” set by the International Bureau; whereas for “not freely convertible” ones, the receiving
Offices convert them into equivalent amount in Swiss franc, Euro or USD (PCT Rule 15). WIPO sets up theequivalent amounts according to the rules prescribed in the Directives of the PCT Assembly: (i) the exchange
rates on the first Monday of October is taken as the new WIPO exchange rates for setting the equivalent amounts
for the following year; (ii) if for more than four consecutive Fridays the exchange rates are changed by 5 per cent,the Director General of WIPO should initiate consultation with Offices for setting new equivalent amounts whichshould be effective after two months from their publication.
10. Applicants pay an international filing fee according to the equivalent amount on the filing date. However, due
to delayed implementation of the equivalent amount, the market exchange rates are likely different from the WIPO
rates at the time of payment, resulting in a gain or loss of PCT income. The following graph shows the difference
between WIPO exchange rates for setting the “equivalent amount” and the UN operational rates of exchange forthe three currencies, namely the USD, Euro and Japanese Yen.
WIPO Exchange Rates vs UN Exchange Rates against CHF
1.8
1.6
1.4
1.2

1.0
0.8
0.6
0.4
2009

2010

2011

2012

2013

USD(WIPO)

2014

2015

2016

USD(UN)

2017

2018

EUR(WIPO)

11. The difference between the equivalent amount on the filing date and the amount converted to Swiss franc on
the date of payment under UN exchange rates constitutes gain or loss of the PCT revenue. The following graphshows the monthly gain/loss of the PCT income.
PCT Income Gain/Loss by Exchange Rates
4

3

Million CHF

2
1
0

-1

-2
-3
2009

2010

2011

2012

Total gain or loss

2013

2014
USD

2015

2016
EUR

2017

2018

JPY

12. In recent years, WIPO recorded both gains and losses due to fluctuations of exchange rates between Swiss
francs and other currencies. For example, WIPO gained around 1.1 million Swiss francs in 2017.
13. The current PCT schedule of fees is reproduced in the table below.

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Revised PCT Fee Schedule (as of July 1, 2008)(in Swiss francs)
Basic fee

1,330

Fee for pages over 30

15

E-filing fee reduction-100 (Easy)-200 (PDF)-300 (XML)RO/IB transmittal fee

100

Handling fee

200

MadridMadrid - Forecast of Demand for International Registrations
14. Chart 4 shows Madrid applications the forecast for the years 2017 to 2022 (based on data at the end of June2019). The forecast of Madrid applications for the period 2019-2022 is based on multiple models, including
autoregressive models and econometric models. The econometric models are based on actual GDP data and
GDP forecasts released by the International Monetary Fund (IMF). The results by different models are further
combined to control for the uncertainty arising from the correct model specification.
Chart 4. Madrid Demand for International Registration
Madrid Applications 2017 to 2022
90,00080,00070,00060,00050,000

7.4%
6.4%

4.6%

4.1%

4.2%

4.0%

2018

2019

2020

2021

2022

40,00030,00020,0002017

GrowthApplications

2017

2018

2019

2020

2021

2022

Applications

57,51561,20064,00066,60069,40072,200Growth

7.4%

6.4%

4.6%

4.1%

4.2%

4.0%

Low bound-610-3,810-5,920-7,280-8,700High bound+610+3,780+6,040+7,640+9,36015. The Madrid applications will likely be within a range with certain probabilities. The following graph and tableindicate the probabilistic distribution of applications.

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III ANNEXESANNEX IV

Application Probabilistic Distribution
Application Scenarios
75,00070,00065,00060,00055,00050,000
2017

2018
80%

Forecast

70%

2019
60%

2020
50%

Madrid Application Scenarios
Probability

Low

Normal

High

80%

2017

57,51557,51557,515201860,59061,20061,8102019

60,19064,00067,7802020

60,68066,60072,6402017

57,51557,51557,515201860,59061,20061,8102019

60,77064,00066,9202020

61,58066,60071,2902017

70%

57,51557,51557,515201860,59061,20061,8102019

61,31064,00066,1902020

62,41066,60070,16057,51557,51557,515201860,59061,20061,8102019

61,79064,00065,6302020

63,15066,60069,350

2017

60%

50%

Madrid - Forecast of Demand for Renewals
16. Chart 5 shows Madrid renewals for the years 2017 to 2022. Renewals are similarly forecasted based on
regression models and the transfer model. Results from different models are then combined.

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Chart 5. Madrid Renewals 2017 to 2022

40,00035,00030,0009.0%

25,000

4.5%

3.8%

3.6%

2020

2021

2022

1.7%
20,000-0.2%
15,000
2017

2018

2019
GrowthRenewal

2017

2018

2019

2020

2021

2022

Renewal29,59532,25832,20533,652

34,92336,167Growth

1.7%

9.0%

-0.2%

4.5%

3.8%

3.6%

Low bound-2,150-2,370-2,380-2,390High bound+2,090+2,340+2,390+2,440

Renewals Probabilistic Distribution
Renewals Scenarios
40,00038,00036,00034,00032,00030,00028,00020172018
Forecast

2019

80%

70%

182

60%

2020
50%

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Madrid Renewals Scenarios
Probability

Low

NormalHigh

80%

29,59529,59529,5952018

32,25832,25832,2582019

30,05532,20534,29531,28233,65235,992

29,59529,59529,5952018

32,26032,25832,2602019

30,42032,20533,8502020

31,69033,65235,470

2017

2020
2017

70%

2017

29,59529,59529,5952018

60%

32,26032,25832,2602019

30,75032,20533,5502020

32,05033,65235,1402017

29,59529,59529,5952018

50%

32,26032,25832,2602019

30,97032,20533,2802020

32,29033,652

34,830

Expected Level of Madrid Fee Income
17. Madrid fee income derives from three categories of services offered by WIPO under the Madrid System,
namely: (a) the recording of international registrations; (b) the recording of renewals; (c) the recording ofsubsequent designations and (d) other services, including different modifications and the issuance of extracts.
18. WIPO recognizes its income via the Madrid registrations based on publication of those registrations
according to the IPSAS standards. Normally the publication happens around two weeks after registration. The
income via the Madrid renewals and subsequent designations are recognized on the date of inscription ofrenewals and subsequent designations. Chart 6 below shows the estimated figures of the IPSAS-adjusted
Madrid fee income for the period 2018 to 2022 attributable to each of the above mentioned categories of services.
Income estimates are based on the numbers of international registrations and renewals taking possible
processing backlogs into account.
Chart 6. Expected Level of Madrid Fee Income, by Source
IPSAS-Adjusted Madrid Income Forecast until 2022
100

90
80
70
60

18.5%

50

4.2%

2.8%

3.8%

4.1%

4.0%

2018

2019
Growth

2020
Income

2021

2022

40
30
2017

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2017

2018

2019

2020

2021

2022

Basic fee

41.1

41.6

42.7

44.5

46.5

48.5

Renewal fee

19.3

21.1

21.0

22.0

22.8

23.6

Subsequent designation
fee

5.6

5.8

6.6

6.5

6.7

7.0

Others

7.7

8.2

8.6

8.9

9.2

9.6

Total Income

73.6

76.7

78.9

81.8

85.2

88.7

18.5%

4.2%

2.8%

3.8%

4.1%

4.0%

GrowthLow bound

-0.5

-5.0

-7.0

-8.0

-9.1

High bound

+0.5

+5.0

+7.0

+8.3

+9.6

Income Probabilistic Distribution
Income Scenarios
90

85

80

75

70

65
2017

2018
Forecast

2019

80%

70%

2020

60%

50%

Madrid Income Scenarios
Probability

Low

Normal

High

80%

73.6

73.6

73.6

2018

76.3

76.7

77.2

2019

73.8

78.9

83.8

74.9

81.8

88.9

73.6

73.6

73.6

2018

76.3

76.7

77.2

2019

74.6

78.9

82.7

2020

76.0

81.8

87.3

2017

2020
2017

2017

70%

73.6

73.6

73.6

2018

76.3

76.7

77.2

2019

75.4

78.9

81.8

2020

77.0

81.8

86.1

2017

60%

73.6

73.6

73.6

2018

50%

76.3

76.7

77.2

2019

76.0

78.9

81.1

2020

77.8

81.8

85.1

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19. The table below provides information on the actual and expected numbers of registrations and renewals forthe period 2018 to 2021 and on the actual and expected evolution of the average fee during that period. The
average fee is calculated as the total Madrid fee income divided by the total number of registrations and renewals
in any given year.
Madrid Total Fee Income and Average Fee
2016

2017

2018

2019

2020

2021

Madrid registrations

44,72656,26759,60061,50064,40067,300Madrid renewals

29,21829,59532,25832,20533,652

34,923

Registration + renewal

73,94485,86291,85893,70598,052102,223

Madrid income (million CHF)

60.2

73.6

76.7

78.9

81.8

85.2

Average fee (CHF)

815

857

835

842

835

834

(in millions of Swiss francs)

The Hague
The Hague - Forecast of Demand for International Registrations
20. Chart 7 shows the Hague applications for the years 2017 to 2022 (based on data at the end of June 2019).
The forecast of Hague applications is based on multiple models, including autoregressive models andeconometric models. The econometric models are based on actual GDP data and GDP forecasts released by theInternational Monetary Fund. The results by different models are further combined to control for the uncertainty
arising from the correct model specification.
Chart 7. The Hague Applications
Hague Applications 2017 to 2022
14,00012,00010,000
8,000
6,000
24.6%

4,000
3.3%

8.5%

2018

2019

9.0%

9.1%

2021

2022

2,000
0

-6.3%
2017

Growth

2020
Applications

2017

2018

2019

2020

2021

2022

Applications

5,256

5,427

Growth

-6.3%

3.3%

5,890

7,340

8,000

8,730

8.5%

24.6%

9.0%

9.1%

Low bound-500-1,270-1,540-1,860High bound+480+1,250+1,530+1,850185

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Application Probabilistic Distribution
Application Scenarios
10,000
9,000
8,000
7,000
6,000
5,000
4,000
3,000

2,000
1,000
2017

2018

Forecast

2019

80%

70%

2020
60%

50%

The Hague Application Scenarios
Probability

Low

Normal

High

80%

5,256

5,256

5,256

2018

5,427

5,427

5,427

2019

5,390

5,890

6,370

6,070

7,340

8,590

5,256

5,256

5,256

2018

5,430

5,427

5,430

2019

5,460

5,890

6,260

6,250

7,340

8,320

5,256

5,256

5,256

2018

5,430

5,427

5,430

2019

5,530

5,890

6,200

6,430

7,340

8,140

5,256

5,256

5,256

2018

5,430

5,427

5,430

2019

5,600

5,890

6,120

2020

6,590

7,340

7,950

2017

2020
2017

70%

2020
2017

60%

2020
2017

50%

The Hague - Forecast of Demand for Renewals
21. Different regression models are employed to forecast registration renewals. In addition to autoregressivemodels, use is made of the relationship between renewals and registrations with five year lags as well as past
renewals with five year lags, since the registrations and renewals five years ago should contribute to the total
renewals in the current year.

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Chart 8. The Hague Renewals
The Hague Renewals 2017 to 2022

6,000
5,500
5,000
4,500
4,000
3,500
3,000

10.3%

2,500
2,000

4.7%

9.1%

4.2%

2.6%

1.6%

1,500
1,000
500
0
2017

2018

2019
Growth

2020

2021

2022

Renewal

2017

2018

2019

2020

2021

2022

Renewal

3,297

3,350

3,490

3,850

4,200

4,310

Growth

4.7%

1.6%

4.2%

10.3%

9.1%

2.6%

Low bound-160-1,130-1,230-1,280-1,330High bound+150+1,070+1,150+1,190+1,230

Renewal Probabilistic Distribution
Renewals Scenarios
4,500

4,000

3,500

3,000

2,500

2,000

2017
Forecast

2018

2019

80%

70%

187

2020
60%

50%

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The Hague Renewals Scenarios
Probability

Low

Normal

High

80%

2017

3,297

3,297

3,297

2018

3,190

3,350

3,500

2019

2,360

3,490

4,560

2020

2,620

3,850

5,000

2017

3,297

3,297

3,297

2018

70%

3,220

3,350

3,470

2019

2,550

3,490

4,350

2020

2,830

3,850

4,780

2017

3,297

3,297

3,297

2018

60%

3,240

3,350

3,450

2019

2,720

3,490

4,170

2020

3,010

3,850

4,590

2017

3,297

3,297

3,297

2018

50%

3,260

3,350

3,420

2019

2,830

3,490

3,990

2020

3,120

3,850

4,400

Expected Level of Hague Income
22. The income generated by the Hague System is calculated based on the current fee schedule. The main
components of this schedule are the basic fee and renewal fees. These two parts cover about 90 per cent of theincome. Other fees are grouped as “Others”.
Chart 9. Expected Level of The Hague Fee Income, by Source
Hague Income Forecast until 2022

10
9
8
7
6
5

18.4%

4
8.4%

3

8.3%

7.1%

2021

2022

1.6%

2
1
0

-3.7%
2017

2018

2019

2020

GrowthIncome

2017

2018

2019

2020

2021

2022

Basic fee

3.2

3.3

3.6

4.3

4.6

5.0

Renewal fee

0.8

0.9

0.9

1.0

1.1

1.1

Others

0.8

0.8

0.9

1.0

1.2

1.2

Total Income

4.9

4.9

5.3

6.3

6.8

7.3

-3.7%

1.6%

7.1%

(in millions of Swiss francs)

Growth

8.4%

18.4%

8.3%

Low bound

-0.6

-1.1

-1.3

-1.5

High bound

+0.6

+1.1

+1.3

+1.5

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Income Probabilistic Distribution
Income Scenarios
9
8
7
6
5
4
3
2
2017

2018

Forecast

2019

80%

70%

2020
60%

50%

The Hague Income Scenarios
Probability

Low

Normal

High

80%

2017

4.9

4.9

4.9

2018

4.9

4.9

4.9

2019

4.7

5.3

5.9

2020

5.2

6.3

7.4

2017

4.9

4.9

4.9

2018

70%

4.9

4.9

4.9

2019

4.8

5.3

5.8

2020

5.3

6.3

7.2

2017

4.9

4.9

4.9

2018

60%

4.9

4.9

4.9

2019

4.9

5.3

5.7

2020

5.5

6.3

7.1

2017

4.9

4.9

4.9

2018

50%

4.9

4.9

4.9

2019

5.0

5.3

5.6

2020

5.7

6.3

6.8

23. Income estimates for 2018 to 2021 in the table below are based on the expected numbers of international
registrations and renewals. It should be noted that the income estimates given below are based on theassumption that no changes to the schedule of fees payable to the International Bureau under the Hague system
will take place in the forthcoming years.
The Hague Total Fee Income and Average Fee(in millions of Swiss francs)

2016

2017

2018

2019

2020

2021

Hague registrations

5,233

5,041

5,380

6,163

5,938

6,330

Hague renewals

3,150

3,297

3,350

3,490

3,850

4,200

Registration + renewal

8,383

8,338

8,730

9,653

9,788

10,530

Hague income (million CHF)

4.9

4.9

4.9

5.3

6.3

6.8

Average fee (CHF)

584

582

564

553

646

650

Note: The Hague income estimates are pre-IPSAS adjustments

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Indicators for the International Registration
Systems

Indicators of the PCT System
Performance Indicators for the Expected Result“Improved Productivity and Service Quality of PCT Operations”
GeneralAs background for the performance indicators for the expected result “improved productivity and service quality of
PCT operations”, the evolution of the following factors need to be considered:

The PCT workloads;

The language distribution of those workloads;

The number of staff assigned to process those workloads; andThe level of automation.

Workloads
The workloads are tracked on the basis of the yearly number of record copies received by the International
Bureau (IB).58
Evolution of Record Copies by Medium of Filing
Evolution of Record Copies by Medium of Filing

Annual grow th rates (in %)Record Copies received

300,000
250,000
200,000

10.9%
-8.7%

2.3%

2009

2010

8.9%

3.3%

2012

2013

7.5%

-0.3%

2014

2015

7.4%

3.2%

4.6%

150,000
100,000
50,000
0
2011

2016

2017

2018

Year of Receipt at the International Bureau
Paper

Paper and Electronic Filings (EASY)

Fully Electronic Filings

Source: WIPO Statistics Database, March 2019
Note: 2018 data may be incomplete.



The IB received about 252,000 record copies in 2018, representing an increase of 4.6 per centcompared to the previous year.



In 2018, the share of fully electronic filing methods continued to increase and represented 97 percent of total filings.

58

A record copy is a PCT application transmitted to the International Bureau (IB) by a receiving Office after its filing at, and its
processing by, that Office. Because record copies are only received at the IB after processing at a receiving Office, the figures
are strongly influenced by processing times at these Offices. For this reason, trends in the receipt of record copies, while valid
indicators of IB workloads, do not exactly match trends in the filing of PCT applications.

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Language Distribution
One fundamental development driving change in the IB is the increasing language diversity of filings, resulting, in particular,from continued increased usage of the PCT System in East Asian countries.

120,000

100,000

Num ber of Record Copies

Number of Record Copies
Number of Record Copies

Languages of(all languages)
Languages
ofFiling
Filing(all languages)

80,00060,00040,00020,000

0
2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Year of Filing
EnglishChineseJapanese

GermanKoreanFrenchItalian

Others

Source: WIPO Statistics Database, March 2019
Note: 2018 data may be incomplete

English accounts for the largest proportion of filings with 43.1 per cent of total filings in 2018. The shares of Asian
languages have increased over the past decade. The combined share of the PCT applications filed in Japanese, Chinese andKorean increased from 29.5 per cent in 2010 to 44.6 per cent in 2018. Zooming in on languages other than English provides
the following picture:
Languages of Filing (all languages except English)

ddddd

Languages of Filing (all languages except English)

Num ber of Record Copies

Number of Record Copies

Number of Record Copies

50,00040,00030,00020,00010,000

0
2009

2010

2011

2012

2013

2014

2015

2016

2017

Year of Filing
ChineseJapanese

GermanKoreanFrenchItalian

Others

Source: WIPO Statistics Database, March 2019
Note: 2018 data may be incomplete

The sharp increase of applications filed in Asian languages in the recent years put a considerable strain on the IB
due to the limited number of staff resources able to work in these languages. Mitigation of this issue is
automation of certain tasks and recruitment of staff able to work in these languages.
191

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III ANNEXESANNEX VStaff
The chart below shows the number of PCT Operations staff since 2009, in Full Time Staff Equivalent (FTSE-total
number of full-time staff plus the full-time equivalent of part-time staff). The number of personnel in PCT Operations
further decreased in 2018.
Numberof Personnel
ininPCTNum berof Personnel
PCTOperations
Operations
380

367

Num ber of Personnel

360
340
318
320

315

315
306

302
296

300

284

282

281

2016

2017

2018

280
260
240
2009

2010

2011

2012

2013

2014

2015

Year

Source: PCT Services Department, January 2019
Note: Personnel is counted in full time equivalent from December lists of staff.

Unit Cost of Processing an Application
The IB’s efficiency in processing PCT applications can be measured by the unit cost, defined as the average costof producing one unit of output. The total cost of production comprises expenditure relating exclusively to the
PCT System and expenditure of activities supporting the System. The expenditure relating exclusively to the PCT
System includes those of Program 5 (the PCT System).
Expenditure of activities supporting the PCT System comprises the expenditure of the following services:
conference and language services, construction, executive management, finance and budget, general support
services, human resources management, internal oversight, IT and safety and security. A small proportion ofthese expenses (cost of server hosting at UNICC, estimated cost of the authentic publication source of PCT
applications (PATENTSCOPE) and share of cost of the Income Section in Finance) are directly attributed to the
PCT System whereas the remaining of such expenses attributable to the PCT System are calculated based onheadcount (including fixed term staff, temporary staff, fellows and agency workers).
The methodology to compute the unit cost was revised in 2013 in order to align it with other WIPO unit costcalculations and to better capture a fast changing environment. For example, the old method, which was
designed in 2007, included a cost of storage (over 30 years) in warehouses, whereas paper filings (including PCT
EASY filings) accounted for less than 10 per cent of filings in 2013. The 2012 PCT unit cost has been calculatedusing both methods. The 2012 unit cost amounted to 680 Swiss francs using the old method and to 712 Swiss
francs using the new method. The 32 Swiss francs difference is due to the new method for allocating indirect
costs.
In line with the Organization’s ongoing efforts to contain personnel cost and move towards a more flexible andagile workforce, the calculation of the unit cost for 2018 has been further refined by including personnel undercontractual services to the examination headcount, where applicable. In the case of the PCT, this refinement only
has a minor impact on the PCT unit cost for 2018.
Formally, unit cost is defined as:

Unit cost =Total cost of production
Number of publications

The graphs below depict the evolution of the unit cost of processing from 2004 to 2012 using the old method andfrom 2012 to 2016 using the new method, including a breakdown of the contribution of direct and indirect costs.
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Unit Cost of Processing a Published PCT Application

Cost of Processing (CHF)

Old Method

Processing Year
Source: WIPO Statistics Database, March 2013
Note: The average cost of published PCT application is an estimation which is calculated by dividing the total
processing cost by the number of published PCT applications. Historical data have been revised and may differ
from previous reported data.

Cost of Processing (CHF)

New Method

Processing Year
MethodSource: WIPO Statistics Database, March 2019
Note: The average cost of processing a published PCT application is an estimation, which is calculated by dividing
the total processing cost by the number of published PCT applications. Historical data have been revised.

The average cost of processing a published PCT application was 622 Swiss francs in 2018,
representing a decrease of 11.4 per cent compared to 2017. This decrease was due to a 5.9 percent decrease of total costs combined with an increase of 6.2 per cent of published applications.

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Productivity of Formalities Examination
The definition of staff productivity is output (i.e. the number of PCT publications) divided by the number of staff forformalities examination.
Productivity of Formality Examination
Productivity of Formality Exam ination

1,600

Publications per Personnel

Publications per Personnel

1,380
1,400
1,200
928

1,000
800

730

782

1,179

1,168

2014

2015

1,430

1,231

1,003

840

600
400

200
0
2009

2010

2011

2012

2013

2016

2017

2018

Year

Year
Source: PCT Services Department and WIPO Statistics Database, January 2019
Note: Personnel is counted in full time equivalent from December lists of staff.

Productivity of formalities examination increases over time, mainly due to automation, which
permits the processing of much larger workloads with less or equal staff.



In 2018, the productivity of formalities examination increased by 3.6 per cent compared to 2017.

Aggregate Quality of Formalities Examination
In order to measure the quality of the work performed by the IB in a simple and comprehensive manner, the IB
has developed an aggregate quality index, calculated as the average of four lead quality indicators. Three ofthese indicators are based on the timeliness of key transactions: acknowledgement of receipt of the PCT
application, publication and republication. The fourth indicator reflects errors made during the processing of PCT
applications.
Quality Index of Formalities Examination
Quality Index of Formalities Examination
100%
97.1%

97.5%

2017

2018

95.1%
95%

93.1%

92.7%

2014

2015

90.2%
Quality index

Quality index

91.8%
90%

89.0%

88.2%

87.5%

85%

80%

75%
2009

2010

2011

2012

2013

2016

Year

Year

Source: WIPO Statistics Database, February 2017

Source: WIPO Statistics Database, March 2019

The overall quality, as measured by the aggregate index, improved markedly from an average of 89
per cent in 2009 to 97.5 per cent in 2018.

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Timeliness of Formalities Examination
This indicator reflects in more detail one of the components of the aggregate quality indicator, namely the timerequired by the IB to issue Form 301. This form is issued after the formality examination of the application has
been completed. Applicants appreciate receiving this form as soon as possible because it acknowledges receiptof the application at the IB and allow them to know whether their application has any formal defects.
Timeliness of Formality Examination
Tim eliness of Formality Exam ination

Distribution
by Delay (%)
Distribution by Delay (%)

100%
13%
75%

15%
50%

20%

18%

13%

71%

73%

2017

2018

16%

23%
26%

26%

21%
76%

25%
39%

30%

28%

33%

2010

2011

2012

58%

61%

66%

2013

2014

2015

0%
2009

2016

Year of Receipt of the Record Copy

less than 1 week

Source: WIPO Statistics Database, February 2018

between 1 - 2 weeks

between 2 - 3 weeks

between 3 - 4 weeks

more than 4 weeks

Source: WIPO Statistics Database, March 2019

Timeliness of Publication
This indicator reflects in more detail one of the components of the aggregate quality indicator, namely, the timerequired by the IB to publish the application. Article 21 (2) (a) of the PCT states that the “… international
publication of the international application shall be effected promptly after the expiration of 18 months from thepriority date of that application.”

Distribution by Delay (%)

Timeliness of Publication

Source: WIPO Statistics Database, March 2019

Timeliness of Republication
This indicator reflects in more detail one of the components of the aggregate quality indicator, namely the timerequired by the IB to republish the application with the international search report (ISR). Due to delays in thecommunication of ISRs by International Searching Authorities (ISAs), a number of international applications are
published without the ISR. When the ISR becomes available, the international application needs to be
republished with the ISR as soon as possible, so as to complete the international publication.
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Distribution by Delay (%)

Timeliness of Republication

Republication Year

Source: WIPO Statistics Database, March 2019

Quality of Translation
Statistically calculated numbers of documents are selected at random from translations of abstracts andpatentability reports prepared under the responsibility of the IB for quality control. The evaluation determines
whether a translation is “acceptable” or “not acceptable”. This indicator aggregates the results of such quality
control performed by the IB across all language combinations and document types. Relationships with any
agencies that consistently have less than 80 per cent of their translations deemed “acceptable” are discontinued.
Translation quality in 2018 remained stable compared to the previous year.
Qualityof Translation
Translation
Quality ofDistribution of Quality Result

Distribution of Quality Result

100%
13%

14%

16%

13%

13%

14%

12%

14%

14%

14%

87%

87%

85%

87%

87%

86%

88%

86%

86%

86%

2009

2010

2011

2012

2013
Year

2014

2015

2016

2017

2018

75%

50%

25%

0%

AcceptableYear

Not Acceptable

Source: PCT Services Department, February 2019

Timeliness of Report Translation
This indicator provides information on the timeliness with which patentability report translations are madeavailable by the IB to applicants and Offices. The share of patentability report translations delivered at 30 months
from the priority date of the international application has steadily increased between 2010 and 2015, and hasstabilized since 2015. In 2018, 89 per cent of patentability report translations were delivered at 30 months, while
99 per cent were delivered by 31 months.
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Timeliness of Report Translation

Distribution by Delay (%)

100%

9%

10%

13%

10%

90%

89%

87%

89%

2015

2016

2017

2018

16%
30%

75%
46%
50%

41%

83%

46%

64%

25%
25%
0%

33%

10%
2010
30 months

2011

2012

2013

between 30 - 31 months

2014
Year

between 31 - 32 months

between 32 - 33 months

more than 33 months

Source: PCT Serv ices, February 2017

Source: PCT Services Department, February 2019

Quality of Software Development
The quality of software development (QSD) indicator provides a measure of the quality of major software releases
for eDossier and ePCT projects. The QSD reflects the share of the time spent delivering new functionality in therelease (i.e. work) out of the total time spent (i.e. work + rework). Rework is the time spent correcting defective
work that was detected in the production environment.
Under this approach, development outputs that contain low levels of rework are deemed high quality as it reflects
the extent of value added to the product through the delivery of new features.
The QSD is defined as:
Quality of software development =Work
Work+Rework* 100

In 2017, the quality of major releases, as defined by the QSD, was 93.7 per cent. In 2018, there was a slightdecrease to 92.3 per cent.

Quality of Softw are Development

Quality of Software Development

Quality
Softw areDevelopment
Development
Qualityof ofSoftware
89.4%

2013

94.5%

91.9%

93.3%

93.7%

92.3%

2014

2015

2016

2017

2018

Year of release
Source: PCT Serv ices, February 2017

Source: PCT Services Department, February 2019

Information Systems Service Levels
The “information systems service levels (ISSL)” performance indicator reflects the performance of the service
provided by the PCT information systems service to users, based on its ability to meet agreed targets. This
composite indicator is calculated using the average of five target-based performance indicators59. Each indicator

59

Following an independent review of PCTIS performance metrics, its definition slightly changed from the one described in the
Program and Budget 2014/15

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97.6 per cent of services meeting the target performance levels, compared to 97.1 per cent in previous year.
Information Systems Service Levels
Performance Indicator
Short description

TargetIncident resolution time

Severity 1: 4 hours
Severity 2: 2 days

Working time (7am-7pm on WIPO
working days) between a ticket being
created and resolved
Document load time

Severity 3: 5 days
Severity 4: 10 days

8 hours

elapsed time between receipt of
document at IB and its availability ineDossier
Batch job processing success rate

100%

Conditions
2013

2014

2015

Results
2016

2017

2018

85.5%

87.6%

93.6%

96.9%

95.0%

97.2%

Documents
loaded by a semi
or fully automatedprocess

80.0%

88.2%

89.5%

88.9%

90.8%

91.8%

Batch jobs to becompletedsuccessfully by
the close ofbusiness on thescheduled date

99.6%

99.5%

99.6%

99.6%

99.5%

99.2%

Production andSupport tickets
resolved by the
support teameDossier system availability

99%

7am-7pm on
working days

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%ePCT system availability

99%

24 hours

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

93.0%

95.1%

96.5%

97.1%

97.1%

97.6%

Information systems service levels (ISSL)
Average of the above indicators
Source: PCT Services Department, February 2019

Receiving Office at the International Bureau (RO/IB)
Filings
This table presents PCT filings by the top 10 receiving Offices over the past five years to 2018. In principle, a
PCT application is filed at the national patent office of the applicant’s home country or at a regional patent officeacting for the applicant’s home jurisdiction. The IB is a competent receiving Office (RO/IB) for applicants from all
PCT contracting States. The evolution of the filings at the RO/IB, its ranking in terms of the number of filings
among other receiving Offices, as well as its market share can be observed in this table.
PCT applications received by the top 10 receiving Offices
International Filing Year
2014

2015

2016

2017

2018

2018 Share(%)

United States of America

61,97357,58956,67956,29755,33021.9

ChangedCompared
to 2017 (%)
-1.7

China

27,08831,04544,46250,65555,211

21.8

9.0

Japan

41,29243,09744,49547,425

48,63019.2

2.5

European Patent Office

32,905

34,15835,286

36,61937,97515.0

3.7

Republic of Korea

13,137

14,592

15,595

15,79017,002

6.7

7.7

International Bureau

10,540

10,32910,022

10,202

12,2594.8

20.2

United Kingdom

4,241

4,100

4,008

3,933

3,887

1.5

-1.2

France

3,508

3,515

3,606

3,804

3,555

1.4

-6.5

Canada

2,174

1,988

1,859

1,875

1,914

0.8

2.1

Australia

1,622

1,615

1,703

1,752

1,675

0.7

-4.4

Receiving Offices

All others

15,85015,202

15,19215,15915,562

6.2

2.7

Total

214,330

217,230

232,907

243,511

253,000

100.0

3.9

Source: WIPO Statistics Database, March 2019
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Timeliness of Notification of International Filing Date
This indicator reflects the time required by the RO/IB to issue Form 105. This form is issued after the international
filing date has been accorded. Applicants appreciate receiving this form as soon as possible, because aninternational application has the effect of a regular national application in each designated State as of theinternational filing date, which date shall be considered to be the actual filing date in each designated State.
Timeliness of Notification of International Filing Date
Tim eliness of Notification of International Filing Date

Distribution by Delay (%)

100%

27%

75%

15%

29%

13%

13%

13%

26%
43%

50%

20%
25%

55%

64%

62%
3%
31%

29%

2011

2012

69%

63%

59%

2017

2018

44%

22%

0%
2009
within 1 week2010

between 1 - 2 weeks

2013
2014
Year of receipt at RO/IB

between 2 - 3 weeks

2015

between 3 - 4 weeks

2016

more than 4 weeks

Source: WIPO Statistics Database, March 2019

Timeliness of Transmittal of Search Copy
This indicator reflects the time required by the RO/IB to transmit the search copies to the ISAs. The search copy
is to be transmitted promptly after payment of the search fee, so that the ISA can establish the ISR within thedeadlines stipulated by the PCT regulatory framework. Delays in paying the fee will delay the transmission of thesearch copies to the ISAs and therefore negatively impact upon the ability of ISAs to meet these deadlines.
Timeliness of Transmittal of Search Copy
Tim eliness of Transmittal of Search Copy

Distribution by Delay (%)

100%

75%

36%
40%

42%

49%

50%

2017

2018

43%
38%

50%

54%

42%

53%

41%

25%
37%

42%

55%
39%

37%
20%

30%

25%
7%

0%
2009

2010

2011

2012

2013
Year of filingless than 5 weeks

between 5 - 8 weeks

more than 8 weeks

Source: WIPO Statistics Database, March 2019

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Indicators of Madrid Operations
Performance Indicators for the Expected Result“Improved Productivity and Service Quality of Madrid Operations”
GeneralWhen assessing performance indicators to determine the expected result “improved productivity and service
quality of Madrid operations”, the following factors should be considered: Madrid workload; Composition of the workload; Number of staff assigned to process the workload; Level of automation; and,
 Total cost of production.

Incoming Documents
The International Bureau (IB) receives six different categories of documents, namely international applications,renewals, subsequent designations, modifications, decisions and corrections. The latest trend for the number of
documents received by the IB in relation to each of these categories is presented below. With respect tointernational applications, additional information, such as the average number of classes and average length of
the application, is also provided. For technical reasons, some indicators show data based on processed rather
than incoming documents. Backlogs in processing may therefore affect some indicators. Moreover, in 2016, theIB changed its methodology for determining the date of receipt of international applications, by using the filingdate of an international application at the Office of origin rather than the date of receipt of an international
application by the IB.
International Applications

Source: WIPO IP Statistics Database, April 2019.
Note: Data are provided based on the date of filing at the Office of origin.



In 2018, an estimated 61,200 applications were filed, representing an increase of 6.4 per centcompared to 2017.



The numbers of applications filed have increased continuously since 2010.

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Distribution of languages

Distribution of Applications by Language of Filing

Source: WIPO IP Statistics Database, April 2019.



In 2018, 83 per cent of all applications were filed in English. This share has remained stablecompared to 2017.
Average number of Designations per Registration

Average number of designations
Average number of designations

8
7
6
5
4
3
2
1
0

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Year of registration
Source: WIPO IP Statistics Database, April 2019.



An average 6.6 designations were made in applications registered in 2018. This average tended todecrease since 2009.
Average Number of Classes per Registration

Average number of classes
Average number of designations

3.0

2.5
2.0
1.5

1.0
0.5
0.0

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Year of registration
Source: WIPO IP Statistics Database, April 2019.



The average number of classes specified in registrations (2.4 classes) has decreased slightly
compared to 2017.
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Average Length of Applications
The length of an application is determined by the total number of words used by applicants in (a) the descriptionof the mark, (b) the list of goods and services and (c) any accompanying limitations. To make the application
available in all three Madrid System languages, these three elements are translated by the IB into English, Frenchor Spanish, depending on the original language of the application.

Average number of words

words
of of
numberAverage
Averagenumber
words

300
250

200
150

100
50
0

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Year of filing

Average Length of Applications
Note: data on the average length of application were revised compared to previous reporting.
Source: WIPO IP Statistics Database, April 2019.

 The average length of applications increased from 221 words in 2017 to 247 in 2018, representing an
increase of 12 per cent.

Share

Distribution of Regular and Irregular Applications

Source: Madrid Registry, April 2019.

 The share of regular applications has remained relatively stable since 2015.

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Renewals of International Registrations

Source: Madrid Registry, April 2019.



In 2018, the IB received 32,162 renewals, up 9.5 per cent from 2017.
Requests for Subsequent Designations
22,50020,000Subsequent designations

17,50015,00012,50010,000

7,500
5,000
2,500
0

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Year of receipt
Source: WIPO IP Statistics Database, April 2019.



In 2018, the IB received 19,551 requests for subsequent designations, up 6.2 per cent from 2017.
Modifications
50,00045,000Modifications

Modifications

40,00035,00030,00025,00020,00015,00010,000
5,000
0
2009

2010

2011

2012

2013

2014

2015

2016

2017

Year of receipt

Source: Madrid Registry, April 2019.



In 2018, the IB received 44,336 requests for modification, up 4.4 per cent from 2017.
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Decisions

Decisions

Source: Madrid Registry, April 2019.



In 2018, the number of decisions processed by the IB increased by 6.7 per cent compared to 2017,
totaling 637,500. Between 2010 and 2015, the number of decisions processed sharply increased
followed by a decrease of 10 per cent in 2016. This was due to a temporary slowdown in operations
following the deployment of the MIRIS IT system in 2016.

In 2018, the proportion of decisions processed automatically amounted to 59 per cent, a 2.9
percentage points decrease compared to 2017.
Corrections

Corrections
8,000
7,000

Corrections
Corrections

6,000
5,000
4,000
3,000
2,000
1,000

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Year of receipt

Source: Madrid Registry, April 2019.



In 2018, the IB received 6,667 requests for corrections, representing an increase of 22 per centcompared to 2017.

Total Processed WorkloadThe total processed workload represents the weighted total number of documents processed by the IB,
including applications, renewals, subsequent designations, modifications, decisions and corrections.

As the processing of each type of document do not require an equal amount of resources, they areeach weighted differently. According to the current weighting, during the time required to process one
international application, a full time equivalent (FTE) examiner can process 1.6 renewals, 1.8
subsequent designations, 1.8 modifications or 10 decisions. Similarly, for documents processed
automatically, one IT systems support FTE is required to process 17 documents.
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VolumeTotal Processed Workload

Source: Madrid Registry and WIPO IP Statistics Database, April 2019.



In 2018, the total processed workload sharply increased by 7.7 per cent compared to 2017.
Applications, decisions and modifications represented nearly 81 per cent of the total processed
workload.

The 10 per cent decrease observed in 2016 was primarily attributable to the initial instability of the new
IT system (MIRIS), which resulted in a backlog of pending documents.

Medium of Transmission of Incoming Documents
Prior to 2017, documents received in PDF format were recorded in the operational database as
documents received electronically. From 2018, these documents are recorded as transmitted on paper.
Distribution of incoming documents by medium of transmission

Source: Madrid Registry, April 2019.

 In 2018, about 82 per cent of all incoming documents were transmitted electronically to the IB.

Processing
Total Cost of Production:


The total cost of production comprises expenditure relating exclusively to the Madrid System andexpenditure of activities supporting the System.

For data prior to 2016, the expenditure relating exclusively to the Madrid System represented about 96
per cent of the expenditures of Program 6. From 2016, expenditures of the Madrid System that relate tosupporting the Hague and Lisbon Systems are excluded from the calculation. Before the 2016/17
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Systems could not be distinguished from the overall expenditure of Program 6. Because of thisrefinement in the calculation, 2016 and onwards data is not comparable with previous years and istherefore presented in a different graphical view.


Expenditure of activities supporting the Madrid System comprises the expenditure of the following
general services: conference and language services, construction, executive management, finance andbudget, general support services, human resources management, internal oversight, IT and safety andsecurity. A small proportion of these expenses (cost of server hosting at UNICC and share of cost of the
Income Section in Finance) are directly attributed to the Madrid System whereas the remaining such
expenses attributable to the Madrid System are calculated based on headcount. For data prior to 2016,headcount included fixed term staff, temporary staff and fellows. From 2016, agency workers are added
to the headcount. This change in methodology has been applied to the total cost of production for 2016
and 2017, explaining that these amounts have been revised compared to the previously reported data.
Total Cost of Production
2012-152016-18

Source: Program Performance and Budget Division, April 2019.

 The total cost of production was estimated at 46.5 million Swiss francs in 2018.
 In 2018, the direct costs accounted for 58 per cent of total costs.

Unit cost:60

The IB’s efficiency in processing transactions can be measured by the unit cost, defined as theaverage cost of producing one unit of output.



As the IB registers new applications and maintains existing registrations, it is relevant to have a unit ofoutput which includes a set of transactions. Two unit cost indicators are presented below using two
different units of output.

As part of the IB’s efforts to continuously refine its approach to calculating unit costs, the methodology
has been revised in 2016 to reflect more accurately the cost of processing Madrid workloads at the IB.

The methodology for calculating direct and indirect Madrid costs has been aligned with themethodologies for calculating PCT and the Hague unit costs.



The weighted system described in Section II, was introduced to better approximate the actual workrequired to process the six categories of documents, taking into account that some of these
documents are more labor-intensive than others.60

The unit cost per new/renewed international registration was redefined to include only new
international registrations and renewals. The rationale for removing subsequent designations as acomponent of this unit cost is a sharper focus on the core Madrid outputs, namely the international
registration and its renewal. All other Madrid transactions (subsequent designations, modifications,decisions and corrections) can be considered secondary to these two core transactions. Furthermore,
it is difficult to justify including one of these secondary transactions as a component of this unit cost,
while excluding the others.

See “Total processed workload” above.

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The headcount count calculation used to estimate the indirect costs include personnel working as fix
terms, short terms, fellows and agency workers.

Unit Cost per New/Renewed International Registration

New international registrations consist of applications that are registered within a given year, andrenewed international registrations consist of existing registrations that are renewed within a given
year. Combined, these two types of transactions reflect the core business of the IB.

As the processing of these two types of transactions do not require equal resources, they are eachweighted differently.61 The unit cost is calculated by dividing the total cost of production by the numberof new/renewed international registrations.
Unit Cost per New/Renewed International Registration
2012-152016-18

Source: Program Performance and Budget Division and WIPO IP Statistics Database, April 2019.

 The average cost of processing a new/renewed international registration was 648 Swiss francs in 2018.

Unit Cost per Document Inscribed in the Register The documents inscribed in the register correspond to the total volume of workload (see “Total volume ofworkload” above).
Unit Cost per Document Inscribed in the Register2016-18

2012-15

Source: Program Performance and Budget Division, Madrid Registry and WIPO IP Statistics Database, April 2019.


61

The average cost of inscribing a document was 284 Swiss francs in 2018.

See “Total processed workload” above.

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Productivity of Examination

The definition of examination productivity is the number of new/renewed international registrations
processed by examiners, divided by the number of personnel involved in examination. For data prior
to 2016, the number of personnel includes fellows, interns and external contractors. From 2016, thenumber of personnel working as fix terms, short terms, fellows and agency workers. This change inmethodology has been applied to the productivity of examination for 2016 and 2017, explaining that
numbers have been revised compared to the previously reported data.
Productivity of Examination
2009-152016-18
1,200

1,100

1,000

900

800
2008

2009

2010

2011

2012

2013

2014

2015

New/renewed international registrations
per personnel

New/renewed international registrations
per personnel

1,200

1,100

1,000

900

800
2016

2017

2018

Processing year

Processing year

Source: Program Performance and Budget Division, April 2019.



In 2018, the productivity of examination increased by 2 per cent compared to 2017.

Personnel
Number of Personnel
2009-152016-18

Note: The ability to distinguish the personnel of the Lisbon Registry was only feasible with the 2014/15 biennium. For the years prior to2014, the personnel of the Lisbon System are included in the overall number of personnel of the Madrid System. For data prior to 2016,
agency workers in the Document Processing Unit are not covered by the methodology. From 2016, the methodology exclude interns andinclude all agency workers. This change in methodology has been applied to the number of personnel for 2016 and 2017, explaining thatthese numbers have been revised compared to the previously reported data.

Source: Program Performance and Budget Division, April 2019.



The number of staff increased from 104 in 2016 to 108 in 2017, while the number of flexible resources
remained stable.

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PendencyThe average pendency for each of the six transactions performed by the IB is shown below. The
pendency is calculated from the date a document is received to the date it is inscribed.
Average Pendency of Applications

Average pendency of renewals

Average Pendency of Modifications

Average Pendency of Subsequent Designations

Average Pendency of Decisions

Average Pendency of Corrections

Source: Madrid Registry, April 2019.

Compared to 2017, the average pendency in 2018 decreased for all six transactions performed by the
IB. For example, the average pendency for modifications decreased from 80 days in 2017 to 40 daysin 2018.
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Quality of Examination
The following key indicators on the overall quality of trademark examination are monitored on a regular basis
following the implementation of the Madrid Registry Quality Management Framework (QMF) in 2015, incompliance with ISO 9001:2015 and ISO 2859 guidance.62
Two sources of information on the quality of the examination work produced by the IB are presented:(a)(b)

The results of the internal review of examination transaction samples; andErrors made by the IB following the receipt of correction requests under Rule 28 of the Common
Regulations.

Review of Examination Transaction Samples
Quality control was carried out based on the following samples for the manually processed transactions in 2018.
The qualitative performance results, therefore, do not take into account potential quality issues in the automatedprocessing of Nice classifications (pre-validated terms), formalities examination, decisions, modifications andrenewals.
 1,074 applications for Nice classification
 1,041 applications for formalities examination (APEX)
 1,195 decisions
 962requests for modification
 383 requests for renewal
An Acceptable Quality Level (AQL) is set for each transaction and is the criteria against which the quality oftrademark examination is measured.

Quality Performance: Nice Classification

Quality performance level

100%

Acceptable Quality Level = 90%

80%

60%

40%

89%

91%

88%

91%

2015

2016

2017

2018

20%

0%

Source: Madrid Registry, April 2019.



62

The overall qualitative performance in 2018 was one percentage point above the acceptable quality
level.

The Madrid Registry QMF is available on request at madrid.qp@wipo.int

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Quality Performance: Formalities Examination
100%

Acceptable Quality Level = 95%

Quality performance level

80%

60%

95%

94%

95%

96%

2015

2016

2017

2018

40%

20%

0%

Source: Madrid Registry, April 2019.



The overall qualitative performance for the formalities examination in 2018 was one percentage point
above the acceptable quality level.
Quality Performance: Decisions

Quality performance level

100%

Acceptable Quality Level = 97%

80%

60%

99%

96%

98%

97%

2015

2016

2017

2018

40%

20%

0%

Source: Madrid Registry, April 2019.



The overall qualitative performance for the processing of decisions was at the acceptable quality level in2018.
Quality Performance: Modifications
100%

Acceptable Quality Level = 95%

Quality performance level

80%

60%

95%

95%

97%

2015

2016

2017

40%

90%

20%

0%
2018

Source: Madrid Registry, April 2019.



The overall qualitative performance for the processing of modifications was five percentage points
below the target for 2018.
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Quality Performance: Renewals

Quality performance level

100%

Acceptable Quality Level = 95%

80%

60%

92%

96%

97%

98%

2015

2016

2017

2018

40%

20%

0%
Source: Madrid Registry, April 2019.

 The overall qualitative performance for the processing of renewals was three percentage points above thetarget for 2018.

Errors Made by the IB
The distribution of errors presented in the charts below is based on analyses of the following samples of 2017transactions.63 The samples include transactions that were processed both manually and in an automated way.
 584 classifications
 743 formalities examinations (APEX)
 119 renewals
 698 modifications
Distribution by Type of Error in Classification
100%
7.5%
13.4%

90%

11.8%
80%

11.9%

45.3%

14.6%

70%
Distribution

16.4%

Others

60%

16.6%

50%

9.7%

40%

10.8%

Add/remove goods & services
Mistranslation

33.8%

18.3%

Misclassification (Rule 12)
Typo/punctuation

30%
17.8%

Reexamination following irregularities

20%
10%

IT system failure

11.6%

31.2%

7.0%

12.3%

9.2%
0%
2016

2017

2018

Processing Year

Source: Madrid Registry, April 2019.



63

Reexamination following irregularities and typos or punctuation accounted for the largest proportion of total
errors in 2018, with 31.2 per cent and 18.3 per cent of errors, respectively.

Transactions which contain one or more errors.

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Distribution by Type of Error in Formalities Examination
100%

OthersDescription of mark90%

Record of a duplicate

Distribution

80%

6.2%
7.2%

5.4%

70%

10.8%

5.8%

60%

6.0%

12.1%

50%
40%

9.6%

5.7%

Mistranslation of limitation

7.4%

Legal nature

8.1%

Reexamination after irregularity
Logo

9.8%
8.9%
11.3%

10.0%

IR datePriority claim
Basic mark30%

Designations

47.0%
20%

Fee re limitation

39.3%

38.4%

IT system failure
Limitation of G&S

10%

Features of markRepresentative's details

0%
2016

2017

2018

Processing Year

Applicant's details

Source: Madrid Registry, April 2019.



In 2018, the majority of the corrections in formalities examination were due to errors in entering the details of
applicants’ details (39.3 per cent) and representative's details (11.3 per cent).

Distribution by Type of Error in Renewals
100%
90%

1.4%
2.2%

5.9%

2.9%
4.9%

6.7%

12.3%

80%

18.6%

21.0%

Distribution

70%
Wrong international registration number

60%

Fees allocated to wrong request

50%
63.0%

31.1%

40.2%

Wrong chronological recording
Admissibility

40%

Fees over/undercharged
IT system failure

30%

Designations

20%
33.6%

28.4%

10%

14.5%

0%
2016

2017

2018

Processing Year

Source: Madrid Registry, April 2019.



In 2018, most of the corrections in renewals were due to designations (33.6 per cent) and IT system failure(31.1 per cent).

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ANNEXESANNEX V

Distribution by Type of Error in Modifications
100%
90%

MM17 form
Entitlement

80%

Fees over/undercharged
Wrong chronological recording70%

Distribution

3.4%
60%

3.8%

8.9%

Designations

11.0%

9.0%

Mistranslation

16.4%

Others

50%
40%

9.6%
7.2%

16.8%

Representative's details
Effective date

11.2%

3.4%
30%

Missing text
International registration number
Admissibility

20%

38.4%

33.3%

32.7%

Goods & services
IT system failure

10%

Typo/punctuation
0%

Holder's details
2016

2017

2018

Processing Year

Source: Madrid Registry, April 2019.

Corrections due to errors in the Holder's details represented 32.7 per cent of total corrections made inmodifications in 2018, followed by typos or punctuation (11.2 per cent).

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ANNEXESANNEX V

Indicators of the Hague System Operations
Performance indicators for the expected result“Improved productivity and service quality of the Hague Operations”

GeneralAs background for the performance indicators for the expected result “improved productivity and service quality of theHague System Operations”, the evolution of the following factors needs to be considered:

The Hague System workloads;



The composition of those workloads;

The level of automation; andThe resources assigned to cope with the workload.

The International Bureau (IB) receives four main types of documents, namely international applications, renewals,changes and decisions. The latest trend for each of these document types is presented below. Additional information on
the applications received, such as their average number of designs, is also provided. For technical reasons, the indicatoron the irregularities issued shows data based on processed rather than incoming documents.

Incoming Documents
Applications Received
International
Applications
Filed Filed
International
Applications

6,000

Applications

5,000

4,000
3,000
2,000
1,000
0
2012

2013

2014

2015

2016

2017

2018

Application year
Electronic

Paper

Source: WIPO IP Statistics Database, April 2019.

 In 2018, the IB received 5,404 international applications, up 4 per cent from 2017.
 In 2018, 98 per cent of applications were filed electronically, a 14-percentage point increase over 2012.

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Average Number of Designs per Application
Average Num ber of Designs per Application

6

Average Number of Designs per Application

Averagedesignsof designs
number of
Averagenumber

5

4

3

2

1

0
2012

2013

2014

2015

2016

2017

2018

Applicationyear
Applicationyear

Source: WIPO IP Statistics Database, April 2019.

 In 2018, an application contained, on average, 3.6 designs, down 0.2 from 2017.

Average Number of Designations per Application
Average Num ber of Designations per Application

Average Number of Designations per Application

Averagenumber of designations
Average number of designations

6

5

4

3

2

1

0
2012

2013

2014

2015

2016

2017

2018

Applicationyear
year
Application

Source: WIPO IP Statistics Database, April 2019.



In 2018, an application contained on average 3.7 designations. Since 2013, the average number ofdesignations per application followed a decreasing trend.

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ANNEXESANNEX V

Trend of Irregularities in Applications
Irregularities notified are grouped in 10 categories as shown below.

Irregularities Notified

4,000

Irregularities Notified

3,500

Irregularities

3,000
2,500
2,000
1,500

1,000
500
0
2012

2013

2014

2015

2016

2017

2018

Processing year
Payment
Reproductions
Numbering
Classification
Creator

Product indication
Power of Attorney
Description
Applicant's contracting party
Entitlement

Source: Hague Registry, April 2019.

In 2018, the IB notified 3,352 irregularities in respect of applications registered, down 8 per cent from 2017.
Among the five main irregularities notified, those relating to power of attorneys (-24 per cent) and numberings(-20 per cent) decreased the most compared to 2017.

The evolution of the share of applications containing one or more irregularities and/or substantive observations is shown
below.64
Share of Applications with Irregularities or Observations

Share of Applications with Irregularities or Observations
60%

Share
of applications
Share of applications

50%
40%
30%
20%
10%
0%
2013

2014

2015

2016

2017

2018

Year of filing

Source: Hague Registry, April 2019.

64

In 2018, some 43 per cent of applications registered contained at least one irregularity or substantive
observation. This represented a decrease of eleven percentage points compared to the previous year.

The transition to a new IT system impacted the number of irregularities printed in November and December,which partly explains the lower percentage for 2018.

Due to inconsistencies found in calculating the share of applications with irregularities or observations, the data previously reported in
Program Performance Reports and in the Program and Budget for 2016/17, has now been corrected for the whole period 2012-2016.

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ANNEXESANNEX V

Renewals

Renewals of International Registrations

Renewals of International Registrations

3,500
3,000

Renewals

2,500
2,000
1,500
1,000
500
0
2012

2013

2014

2015

2016

2017

2018

Year of receipt
Electronic

ManualSource: Hague Registry, April 2019.



In 2018, the number of renewals recorded decreased by 1 per cent compared to 2017, to a total of 3,266
renewals.



Since 2012, the majority of renewals have been processed electronically, accounting for 67 per cent of total
renewals in 2018.

ChangesRequested
Changesinin International
Registrations
Requested
ChangesInternational
Registrations

1,400
1,200

Changes

1,000
800
600
400
200
0
2012

2013

2014

2015

2016

2017

2018

Year of receipt

Source: Hague Registry, April 2019.



The total number of requests for changes in international registrations in 2018 decreased by about 19 percent from 2017 to 1,053 such requests.

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ANNEXESANNEX V

Decisions

Decisions
Decisions

14,00012,000Decisions

10,000
8,000
6,000
4,000
2,000
0
2012

2013

2014

2015

2016

2017

2018

Year of receipt
Automated

ManualSource: Hague Registry, April 2019.



The number of decisions received in 2018 increased by 12 per cent as compared to 2017, to 13,128
decisions. In 2018, 29 per cent of decisions were processed automatically. This represented the lowest
share since 2012. Only decisions from the European Union Intellectual Property Office are processed
automatically.

Workload
The total workload represents the weighted total number of documents received at the IB. All four categories of
documents are included (applications, renewals, changes and decisions).
As the processing of these types of documents do not require the equal amount of resources, they are each weighted
differently. According to the current weighting, during the time required to process one international application, an
examiner can process 8 renewals, 4 changes or 4 decisions (a 1:8:4:4 workload ratio). Since 2014/15, due to anincreasing level of complexity of other documents, in particular decisions by Offices, the overall examination ofinternational applications has also become more complex. This, however, has not affected the workload ratio.
Total Processed Workload

Total Processed Workload

10,000
9,000
8,000
7,000
Volum e

6,000
5,000
4,000
3,000
2,000
1,000
0
2012

2013

2014

2015

2016

2017

2018

Processing year
Application

Decision

Changes

Renewal

Source: Hague Registry and WIPO IP Statistics Database April 2019.



In 2018, the total processed workload increased by 7 per cent compared to 2017.



The increase in workload in 2018 was due to the increase in the number of applications and in the number ofdecisions received.
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ANNEXESANNEX V

Cost of Processing
Total Cost of Production
The total cost of production comprises expenditure relating exclusively to the Hague System and expenditure of activities
supporting the System.
For data prior to 2016, the expenditure relating exclusively to the Hague System includes those of Program 31 The
Hague System and 7 per cent of the expenditure of the Office of the Deputy Director General of the Brands and Designs
Sector (Program 6 Madrid System). The 2016 expenditures of the Madrid System that relate to supporting the Hague
System – translation and IT expenditures – are included in the calculation. Before the 2016/17 biennium, theexpenditure associated with these services could not be distinguished from the overall expenditure in Program 6, andwere therefore not included in the calculation. Because of this refinement in the calculation, the 2016 and 2017 results
are not comparable with previous year’s results. For this reason, the data for the period 2012-15 and for 2016-17 areshown in two different graphical views.
Expenditure of activities supporting the Hague System comprises the expenditure of the following general services:
conference and language services, construction, executive management, finance and budget, general support services,human resources management, internal oversight, IT and safety and security. A small proportion of these expenses(cost of server hosting at UNICC and share of cost of the Income Section in Finance) are directly attributed to the Hague
System, whereas the remaining of such expenses attributable to the Hague System are calculated based on headcount(including fixed term staff, temporary staff, fellows and agency workers).
Total Cost of Production
2016-18

2012-15

Total cost (CHF)
16,000,000

8,855,669

12,191,315

13,769,544

Cost of production (CHF)

14,000,000

12,000,000

4,266,211

10,000,000

4,508,700

8,000,000
3,704,347

6,000,000
9,503,333

4,000,000
2,000,000

7,682,615

5,151,322

0
2016

2017

2018

Processing Year

Direct costs

Indirect costs

Source: Program Performance and Budget Division, April 2019.



The total expenditure related to the processing of the Hague System is estimated at 13.8 million Swiss francs
in 2018, representing an increase of 13 per cent compared to the previous year.



In 2018, the direct costs accounted for 69 per cent of total expenditures.

Unit Cost
The IB’s efficiency in processing transactions can be measured by the unit cost, defined as the average cost of
producing one unit of output.
As the IB registers new applications and maintains existing registrations, it is relevant to have a unit of output, which
includes a set of transactions. Two unit cost indicators are presented below using two different units of output. As partof the IB’s efforts to continuously refine the methodology for calculating unit costs, the methodology has been revised in
the Program and Budget 2016/17 to reflect more accurately the cost of processing the Hague workloads at the IB. 65

65

The revisions in question were explained in detail in the PPR 2014 and included in particular aligning the methodology for calculating direct and indirect
costs for the Hague with the methodologies for calculating PCT and Madrid unit costs.

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ANNEXESANNEX V

Unit Cost per New/Renewed Design:
New designs consist of designs in international applications that are registered within a given year. Renewed designs
consist of existing designs in international registrations that are renewed within a given year. Combined, designs
contained in these two types of transactions reflect the core business of the IB.
As processing designs contained in these two types of documents do not require equal resources, they are eachweighted differently.66 The unit cost is calculated by dividing the total cost of production by the number of new/renewed
designs.
Unit Cost per New/Renewed Design
2016-18
2012-15
Total unit cost (CHF)

Unit cost per new/renewed design (CHF)

450

389

420

366

400
350
300

162
147
146
132

250

200
150
258

242

219

100

Total unit cost (CHF)

800

337
Unit cost per new/renewed design (CHF)

500

205

443

587

669

700

600
207
500

217

400
185
300
462

200
100

370
258

50

0
0

2016
2012
Direct costs

2013

2014

2015

2017

2018

Processing Year

Processing year

Indirect costs

Direct costs

Indirect costs

Source: Hague Registry and Program Performance and Budget Division, April 2019.



The average cost of processing a new/renewed design is estimated at 669 Swiss francs in 2018, representing
an increase of 14 per cent compared to 2017.

Unit Cost per Document Recorded in the Register
The documents recorded in the Register correspond to the total workload (see “Total Processed Workload” above).
Unit Cost per Recorded Documents
2016-18

2012-15
Total unit cost (CHF)
1,800

1,520

1,570

1,483

Total unit cost (CHF)

1,153

2,000

1,400
1,200

604

575

593

1,000
453
800
600
965

945

889

400

700

Unit cost per recorded document (CHF)

Unit cost per recorded document (CHF)

1,600

1,172

1,519

1,603

1,800
1,600
1,400

497
562

1,200
1,000

490

800
600
400

957

1,106

682

200

200

0

0
2012
Direct costs

2013

Processing year

2014

2015

2016

2017

2018

Processing Year

Indirect costs

Direct costs

Indirect costs

Source: Hague Registry, Program Performance and Budget Division and WIPO IP Statistics Database, April 2019.



66

The average cost of recording a document in the Register is estimated at 1,603 Swiss francs in 2018,
representing an increase of 6 per cent compared to 2017.

See the ratios for applications and renewals in “Total Processed Workload”, above.

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ANNEXESANNEX V

Timeliness to Process International Applications
This indicator reflects the time required by the IB to process regular applications. The timeliness is calculated between
the time elapsed between the date of receipt of an application and the date it was registered.
Timeliness to Process Regular International Applications

Source: Hague Registry, April 2019.



In 2018, the share of regular applications processed within less than one week decreased to 9 per cent of thetotal, as compared to 44 per cent in 2014, reflecting the increase in complexity referred to in Section II,
above. In addition, the general increase in processing time in 2018 results from the deliberate focus onprocessing irregular applications during the five months preceding the transition to a new IT system to limit
the number of irregular applications needing to be carried over.

In 2018, 73 per cent of applications were processed within three weeks from the date of receipt at the IB; adecrease of 13 percentage points compared to 2017 (86 per cent).

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ANNEXESANNEX VI

ANNEX VI Funds in Trust Resources Potentially Available for
Programming
Funds in Trust Resources Potentially Available for Programming in 2020/211(in thousands of Swiss francs)
Fund-in-Trust (FIT)
Program 4
Program 21
Program 6
Program 6
Program 9
Program 9
Program 9

Program 9
Program 32

Program 3
Program 9
Program 9
Program 3
Program 9
Program 17
Program 3
Program 3
Program 9
Program 11
Program 23
Program 17
Program 7

Program 9
Program 3
Program 9
Program 9

Accredited indigenous and local communities
Australia4
China
China
China (HR)Sub-Total, China
El Salvador
France (Industrial Property)
Ibero-American Program on Industrial
Property
Italy
Italy
Italy (Junior Professional Officers)
Sub-Total, Italy
Japan
Japan (Copyright)
Japan (Industrial Property)
Japan (Industrial Property/Africa LDCs)
Japan (Junior Professional Officers)
Sub-Total, Japan
MexicoRepublic of Korea
Republic of Korea (Building Respect for
Copyright and Related Rights)
Republic of Korea (Copyright)
Republic of Korea(Copyright/Professional Officers)
Republic of Korea (Industrial Property)
Republic of Korea (IP Education)
Republic of Korea (Professional
Officers)
Republic of Korea (Ministry of Justice HR)
Republic of Korea (Promotion of ADR
Services)
Sub-Total, Republic of Korea
Spain
Trusted Intermediary Global Accessible
Resources pilot project
Uruguay
The United Arab Emirates
TOTAL

Balance as ofDecember 31,
2018

Estimated
Contributions
20192

Estimated
Expendituresend 2019

Expected
Balance end
2019

Estimated
Contributions
2020/212

03
575

-

575

0
-

-

Estimated Amount
Available for
Programming in
2020/21
0
-

324
297
621
55
126
196

320
350
670
300
60

500
500
1,000
10
426
50

144
147
291
45
206

700
700
1,400
600
-

844
847
1,691
45
600
-

110
17
127

-

110
110

17
17

-

17
17

435
3,092
1,312

469
3,830
1,600

579
4,170
1,700

324
2,752
1,212

937
7,660
3,200

1,261
10,412
4,412

136
4,975
144

5,899
-

6,449
70

136
4,424
74

11,797-

136
16,222
74

446

170

315

301

350

651

908
179

390
186

390
211

908
153

780
420

1,688
573

1,235
503
1,020

650
350
173

550
300
728

1,335
553
466

1,300
700
776

2,635
1,253
1,242

-

224

207

17

456

473

175

89

133

131

178

309

4,465
207
1

2,232
180
-

2,835
286
-

3,863
101
1

4,960
360
-

8,822
461
-

102
11,594

100
9,441

20
100
11,93082
9,104

19,11782
28,014

1

The figures do not include interest and exchange rate adjustments. These funds generally provide for activities spanning a period of time exceeding or overlapping with a single
biennium.
2
The estimated contributions in 2019 and 2020/21 are indicative and are based on previous funding patterns. They do not represent Member States' commitments except in thosecases where the FIT Agreement includes such a commitment. Annual contributions may vary.
32018 year-end balance amounts to 96.5 Swiss francs.
4
The Government of Australia is currently considering a possible FIT III.

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ANNEXESANNEX VII

ANNEX VII Annual Budget Tables for IPSAS Reporting(a)
At the forty-third session of the Assemblies from September 24 to October 3, 2007, Member States approved
the principle of the adoption by WIPO of IPSAS by 2010 (reference documents A/43/5 and A/43/16). This approval was
related to the United Nations system-wide initiative endorsed by the General Assembly (A/RES/60/283(IV)I) to replace
the existing United Nations Systems Accounting Standards (UNSAS) with IPSAS, which are internationally recognized.
Accordingly, WIPO’s financial statements from the year 2010 are prepared in accordance with IPSAS.
(b)
WIPO’s budget continues to be adopted by the Assemblies on a biennial basis. In compliance with IPSAS, theOrganization must present financial statements on an annual basis. For this purpose, annual budget figures areprovided for both income and expenditure.
Table 14. Annual Income 2020-2021(in millions of Swiss francs)
2020
Estimated

2021
Estimated

327.2
79.4
6.1
0.0

338.3
82.7
6.6
0.0

412.7

427.6

17.4
1.7
0.4
1.7

17.4
1.7
0.4
1.7

Sub-total
IPSAS adj. to Income on a cash basis

21.1
0.1

21.1
0.1

TOTAL INCOME

433.9

448.8

25.0

25.0

2020
Budget2021
BudgetIncome Sources
Income on accrual basis
Fees
PCT
MadridHague
Lisbon*Sub-total, Fees
Income on a cash basis
Contributions (unitary)
Arbitration
Publications
Miscellaneous Income*Details of Lisbon fee income (in thousands of Swiss francs)

Note: Investment Revenue is not included in the income estimates for 2020/21.

Table 15. Annual Expenditure 2020-2021(in millions of Swiss francs)
Cost Categories
Personnel Resources
Posts

221.1

227.3

Temporary Staff

8.2

8.1

Other Staff Costs

1.6

1.6

230.8

237.0

Sub-total
Unallocated (Personnel)

4.1

4.1

Total, Personnel
Non-personnel Resources

234.9

241.0

Internships and WIPO Fellowships

5.3

5.3

Travel, Training and Grants

16.6

16.6

Contractual Services

93.0

93.0

Finance Costs

0.5

0.5

Operating Expenses

25.1

25.1

Equipment and Supplies

2.4

2.4

Sub-total
Unallocated (Non-personnel)

142.9
3.3

142.9
3.3

Total, Non-Personnel
TOTAL EXPENDITURE

146.2
381.1

146.2
387.3

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World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX VIII

ANNEX VIII 2020/21 Budget by Expected Result and Program(in thousands of Swiss Francs)
Expected Result No. and Description

Total

Program
1

2

3

4
4,528

5

6

7

225

I.1

Enhanced cooperation among Member States ondevelopment of balanced international normative
frameworks for IP

3,695

1,989

3,294

I.2

Tailored and balanced IP legislative, regulatory and policy
frameworks

2,152

1,488

2,912

I.3

Increased security and certainty for the protection of Stateemblems and names and emblems of International
Intergovernmental Organizations

I.4

Growing interest in WIPO as a forum for analysis of issues
in relation to the international protection of patents, utility
models, layout designs (topographies) of integrated
circuits and confidential information

II.1

Wider and more effective use of the PCT system for filinginternational patent applications

27,974

II.2

Improved productivity and service quality of PCT
operations

194,105

II.3

Wider and more effective use of the Hague system,
including by developing countries and LDCs

II.4

Improved productivity and service quality of the Hague
operations

II.5

Wider and more effective use of the Madrid System,
including by developing countries and LDCs

13,078

II.6

Improved productivity and service quality of Madrid
operations

49,473

II.7

International and domestic intellectual property disputes
are increasingly prevented or resolved through WIPO
mediation, arbitration and other alternative dispute
resolution methods

4,735

II.8

Effective intellectual property protection in the gTLDs andthe ccTLDs

8,189

II.9

Wider and more effective use of the Lisbon system,
including by developing countries and LDCs

II.10

Improved productivity and service quality of Lisbon
operations

III.1

National IP strategies and plans consistent with national
development objectives

III.2

Enhanced human resource capacities able to deal with thebroad range of requirements for the effective use of IP for
development in developing countries, LDCs and countries
with economies in transition

III.3

Mainstreaming of the DA recommendations in the work of
WIPO

III.4

Strengthened cooperation arrangements with institutions
in developing countries, LDCs and countries in transition
tailored to their needs

8

9

10

11

12

13

14

15

16

17

18

19

20

298

700

905

478

10

704

21

22

23

24

25

26

27

28

30

31

32

UN

565

14,368

1,241

10,589

770

770

330

330

708

999

4,458

2,111

30,653

633

701

838

4,092

6,134

9,122

9,122

562

15,47749,473

218

521

162

5,636

8,189

71

1,747

519

194,105

707

1,171

1,451

10

6,043

1,655

261

8,433

2,024

3,513

311

4,030

25

822

928

598

598

7,698

13,402

75

2,127

1,548

3,599

951

1,883

39,331

3,824

984

9,473

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX VIII

Expected Result No. and Description

Total

Program
1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

30

31

32

UN

226

III.6

Increased capacity of SMEs, universities and research
institutions to successfully use IP to support innovation

IV.1

Updated and globally accepted system of internationalclassifications and WIPO standards to facilitate
access, use and dissemination of IP information
among stakeholders in the world

IV.2

Enhanced access to, and use of, IP information by IP
institutions and the public to promote innovation andcreativity

IV.3

Broad geographical coverage of the content and use
of WIPO Global IP Databases

IV.4

Enhanced technical and knowledge infrastructure for
IP Offices and other IP institutions leading to better
services (cheaper, faster, higher quality) to theirstakeholders and better outcome of IP administration

V.1

Wider and better use of WIPO IP statisticalinformation

3,140

3,140

V.2

Wider and better use of WIPO economic analysis inpolicy formulation

4,527

4,527

VI.1

Progress in the international dialogue among WIPO
Member States and relevant international
stakeholders on Building Respect for IP, guided by
Recommendation 45 of the WIPO Development
Agenda

1,243

433

1,676

VI.2

Systematic, effective and transparent cooperation andcoordination between the work of WIPO and national
and international organizations in the field of Building
Respect for IP

993

148

1,081

VII.1

IP-based platforms and tools for knowledge transfer,technology adaptation and diffusion from developed todeveloping countries, particularly least developed
countries, to address global challenges

VIII.1More effective communication to a broad and diverse
public about intellectual property and WIPO’s role

11,206

1,181

VIII.2

Improved service orientation and responsiveness toinquiries

5,628

1,433

VIII.3

Effective engagement with Member States

VIII.4

Open, transparent and responsive interaction with
non-governmental stakeholders

VIII.5WIPO effectively interacts and partners with UN andother IGO processes and negotiations

IX.1

Effective, efficient, quality and customer-oriented
support services both to internal clients and toexternal stakeholders

6,740

18,68812,786

IX.2

An agile and smooth functioning Secretariat with awell-managed and appropriately skilled workforce
which is effectively delivering results

6,230

18,515

14,077

1,816

4,683

7,345

314

4,116

7,345

8,395

7,787

397

340

21,350

2,385

2,424

2,451

1,409

327

6,498

189

2,385

14,69554

2,408

18,711

595

5,781

130

12,517

7,061

8,193

8,193

1,342

163

4,029

1,342

1,131

2,080

37,2487,404

50,46837,484

2,309

165,723

38,822

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX VIII

Expected Result No. and Description

IX.3

An enabling working environment supported by aneffective regulatory framework and appropriate
channels to address staff concerns

IX.4

An environmentally and socially responsible
Organization in which WIPO staff, delegates, visitors
and information and physical assets are safe andsecureIX.5

Improved accountability, organizational learning, value
for money, stewardship, internal control and corporate
governance through assistance from effective andindependent oversight

Total

Program
1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

1,394

1,564

23

24

25

26

27

28

30

31

32

UN
2,958

879

22,501

1,850

23,379

5,191

7,041

Unallocated

14,707
6,177

5,418

17,287

7,280 222,079

62,551

12,924

3,774

29,562

9,021

13,402

7,345

10,9697,862

14,695

7,667

4,781

5,008

16,83415,303

26,91540,617

26,86340,20750,468

5,191

37,484

24,8106,566

13,214

14,7071,420 14,707 768,401

227

World Intellectual Property Organization
Program and Budget 2020/21

ANNEXESANNEX IX

ANNEX IX 2020/21 Budget by Expected Result
2018/19 Approved
Budget2020/21 Expected Result No. and Description
I.1
I.2
I.3
I.4
II.1
II.2
II.3

Enhanced cooperation among Member States on development of balanced international
normative frameworks for IP
Tailored and balanced IP legislative, regulatory and policy frameworks
Increased security and certainty for the protection of State emblems and names andemblems of International Intergovernmental Organizations
Growing interest in WIPO as a forum for analysis of issues in relation to the international
protection of patents, utility models, layout designs (topographies) of integrated circuits andconfidential information
Wider and more effective use of the PCT system for filing international patent applications,
including by developing countries and LDCs
Improved productivity and service quality of PCT operations
Wider and more effective use of the Hague system, including by developing countries and
LDCs

II.4

Improved productivity and service quality of the Hague operations

II.5

Wider and more effective use of the Madrid System, including by developing countries andLDCs
Improved productivity and service quality of Madrid operations
International and domestic intellectual property disputes are increasingly prevented or
resolved through WIPO mediation, arbitration and other alternative dispute resolution
methods

II.6
II.7
II.8

Effective intellectual property protection in the gTLDs and the ccTLDs

II.9

Wider and more effective use of the Lisbon system, including by developing countries andLDCs
Improved productivity and service quality of Lisbon operations

II.10
III.1
III.2
III.3
III.4
III.6
IV.1
IV.2

National IP strategies and plans consistent with national development objectives
Enhanced human resource capacities able to deal with the broad range of requirements forthe effective use of IP for development in developing countries, LDCs and countries witheconomies in transition
Mainstreaming of the DA recommendations in the work of WIPO
Strengthened cooperation arrangements with institutions in developing countries, LDCs andcountries in transition tailored to their needs
Increased capacity of SMEs, universities and research institutions to successfully use IP tosupport innovation
Updated and globally accepted system of international classifications and WIPO standards
to facilitate access, use and dissemination of IP information among stakeholders in the world
Enhanced access to, and use of, IP information by IP institutions and the public to promote
innovation and creativity

IV.3

Broad geographical coverage of the content and use of WIPO Global IP Databases

IV.4

Enhanced technical and knowledge infrastructure for IP Offices and other IP institutions
leading to better services (cheaper, faster, higher quality) to their stakeholders and better
outcome of IP administration
Wider and better use of WIPO IP statistical information
Wider and better use of WIPO economic analysis in policy formulation
Progress in the international dialogue among WIPO Member States and relevantinternational stakeholders on Building Respect for IP, guided by Recommendation 45 of the
WIPO Development Agenda
Systematic, effective and transparent cooperation and coordination between the work of
WIPO and national and international organizations in the field of Building Respect for IP
IP-based platforms and tools for knowledge transfer, technology adaptation and diffusionfrom developed to developing countries, particularly least developed countries, to address
global challenges
More effective communication to a broad and diverse public about intellectual property and
WIPO’s role
Improved service orientation and responsiveness to inquiries
Effective engagement with Member States

V.1
V.2
VI.1
VI.2
VII.1
VIII.1
VIII.2
VIII.3
VIII.42018/19 Budget after
Transfers

2020/21 Proposed
Budget13,167

13,51314,368

8,915

9,628

10,589

511

452

770

312

277

330

30,302

29,18630,653

185,277

182,430

194,105

7,125

6,218

6,134

5,744

10,634

9,122

14,196

14,25815,477

46,29644,85549,473

5,238

5,012

5,636

7,110

7,099

8,189

703

751

928

644

588

598

10,312

9,606

7,698

33,712

34,51839,331

3,680

3,904

3,824

10,179

9,343

9,473

7,011

6,949

6,498

7,215

7,201

7,345

18,726

20,05821,350

2,476

2,665

2,385

17,434

17,354

18,771

2,659
4,259

2,985
4,309

3,140
4,527

2,080

1,898

1,676

941

1,035

1,081

6,968

6,714

5,781

12,406

12,061

12,517

7,128
7,342

6,877
8,242

7,061
8,193

Open, transparent and responsive interaction with non-governmental stakeholders

786

1,184

1,342

VIII.5WIPO effectively interacts and partners with UN and other IGO processes and negotiations

6,357

7,076

7,404

IX.1

Effective, efficient, quality and customer-oriented support services both to internal clientsand to external stakeholders
An agile and smooth functioning Secretariat with a well-managed and appropriately skilledworkforce which is effectively delivering results
An enabling working environment supported by an effective regulatory framework andappropriate channels to address staff concerns
An environmentally and socially responsible Organization in which WIPO staff, delegates,
visitors and information and physical assets are safe and secure
Improved accountability, organizational learning, value for money, stewardship, internal
control and corporate governance through assistance from effective and independent
oversight
Unallocated

162,673

163,118

165,723

37,20836,53538,822

2,107

2,522

2,958

21,89021,16423,379

7,411

6,861

7,041

7,357
725,857

6,778
725,857

14,707
768,401

IX.2
IX.3
IX.4
IX.5

228

III ANNEXESANNEX XANNEX XWorld Intellectual Property Organization
Program and Budget 2020/21

WIPO’s Contribution to the Sustainable Development Goals (SDGs)

229

World Intellectual Property Organization
Program and Budget 2020/21

III ANNEXESANNEX XI

ANNEX XI WIPO Organigram
Transition and Developed Countries (Prog. 10)
Michal Svantner, Director
Department for Transition and Developed Countries
SMEs and Entrepreneurship Support (Prog. 30)
Guy Pessach, Director
SMEs and Entrepreneurship Support Division
Economics and Statistics (Prog. 16)
Carsten Fink, Chief Economist, Economics and Statistics Division
Human Resources Management and Development (Prog. 23)
Cornelia Moussa, Director, Human Resources Management Department (HRMD)
Thérèse Dayer, Deputy Director, HRMD and Head, HR Operations Service
Communications (Prog. 19)
Linda Lloyd Da Silva, Director, Communications Division_____________________________________________________________________
Chitra Radhakishun, Chief Ethics Officer, WIPO Ethics Office
Marc Flegenheimer, Ombudsman, Office of the Ombudsman

DDG

DDG

Brands and Designs

Wang Binying

230__________________________
Trademarks, Industrial
Designs and Geographical
Indications (Prog. 2)
Marcus Höpperger
Senior Director, Law andLegislative Advice
Division
Lisbon System(Prog. 32)
Alexandra Grazioli
Director
Lisbon Registry
Madrid System(Prog.6)
David Muls
Senior Director, Madrid
Registry
Debbie Roenning
Director
Legal Division
Asta Valdimarsdottir
Director
Information andPromotion Division
Hongbing Chen
Director, Madrid
Operations Division
Glenn Mac Stravic
Director,Madrid
Information Systems
Division
The Hague System(Prog. 31)
Grégoire Bisson, Director
The Hague Registry
Kim Miles-Reimschuessel, Director, IT System Hague

Copyright and Creative
Industries

Sylvie Forbin_______________________

Copyright and Related
Rights(Prog. 3)
Michele Woods, Director
Copyright Law DivisionBenoît Müller, Director
Copyright Infrastructure
Division
Gao Hang, Director
Copyright Development
DivisionInternal Oversight (Prog. 26)
Rajesh Singh, Director, Internal Oversight Division

DDG

DDG

Development

Patents and Technology

Mario Matus_________________________
Marcelo Augusto Di Pietro
Peralta, Director, Office of
the DDG
Development Agenda
Coordination (Prog. 8)
Irfan Baloch, Director
Development Agenda
Coordination Division
Africa, Arab, Asia and thePacific, LAC Countries, LDCs
(Prog. 9)
Marc Sery-Koré, Director
Regional Bureau for Africa
Walid Abdelnasser
Director
Regional Bureau for ArabCountries
Andrew Michael Ong
Director
Regional Bureau for ASPAC
Maria Amorim Pascoa
Borher, Director
Regional Bureau for
LAC countries
Kiflé Shenkoru
Director, Division for LDCs
The WIPO Academy (Prog. 11)
Sherif Saadallah
Executive Director
Kui Wou Kwun
Director Advisor
Management, Strategic
Planning and Coordination

Naresh Prasad, Assistant Director General and Chief of Staff
Office of the Director General
Executive Management (Prog. 21)
Frits Bontekoe, Legal Counsel, Office of the Legal Counsel
Anna Morawiec Mansfield, Deputy Legal Counsel
Eun Joo Min, Director, WIPO Judicial Institute
Sergio Balibrea, Director, Assemblies Affairs and Documentation Division
Omar Katbi, Director of Protocol and Event Management
External Relations, Partnerships and External Offices (Prog. 20)(EO Coordination)
José Graça Aranha, Regional Director, WIPO Brazil OfficeDenis Croze, Director, WIPO Singapore Office
Vacant, Director, WIPO Office in the Russian Federation
Yuji Okuma, Director, WIPO Japan Office
Vacant, Director, WIPO Office in China
Mohamed Saleck Ahmed Ethmane, Director, WIPO Algeria OfficeDirector General
Francis Gurry

John Sandage______________________
Patent Law (Prog. 1)
Marco Aleman
Director
Patent Law Division
The PCT System(Prog. 5)
Philippe Baechtold
Senior Director
PCT Operations
Department
Ting Zhao, Director
PCT Operations Division
James Phillips, Director
PCT Translation Division
Karl Kalejs, Director
PCT IS Division
Claus Matthes
Senior Director
PCT Legal and International
Affairs Department
Matthew Bryan
Director
PCT Legal Division
Kenichiro Natsume
Director
PCT International
Cooperation Division
WIPO Arbitration andMediation Center (Prog. 7)
Erik Wilbers
Director
WIPO Arbitration andMediation Center

ADG

ADG

Administration and Managment

Global Infrastructure

Ambi Sundaram

Yoshiyuki Takagi______________________________
Program and Resource Management(Prog. 22)
Chitra Narayanaswamy
Director, Department of Program
Planning and Finance (Controller)
Magdi Bona, Assistant Controller
Office of the Controller
Janice Cook Robbins, Director
Finance Division
Maya Bachner, Director,
Program Performance andBudget Division
General Support Services (Prog. 24)
Bérénice Bessière, Director
Procurement and Travel Division
Isabelle Boutillon, Director
Premises Infrastructure Division
Information and Communication
Technology (Prog. 25)
Andras Makadi, Acting
Chief Information Officer
Information and Communication
Technology Department
Graham Beaver, Director
Enterprise Architecture and ICT
Program Management Division
Information Assurance, Safety andSecurity (Prog. 28)
Dennis Francis Murathaty
Chief Security Officer
Security and Information
Assurance Division
Conference and Languages (Prog. 27)
Lijun Fan, Director, Language
Division
Elizabeth March, Director,
Conference and General Services
Division_______________________
International Classifications
and Standards (Prog. 12)
Kunihiko Fushimi
Director
International
Classifications andStandards Division
Global Databases(Prog. 13)
Christophe Mazenc
Director
Global Databases Division
Services for Access toInformation and Knowledge(Prog. 14)
Alejandro Roca
Campaña
Senior Director
Access to Information
and Knowledge Division
Andrew Czajkowski
Director, Access toInformation andKnowledge Division
Business Solutions for IP
Offices (Prog. 15)
William Meredith
Director
IP Office Business
Solutions Division

ADG
Global Issues

Minelik Alemu Getahun_________________________
TK, Traditional Cultural
Expressions and Genetic
Resources (Prog. 4) and IP
and Global Challenges(Prog. 18)
Edward Kwakwa, SeniorDirector, Department for
TK and Global Challenges
Wend Wendland
Director, TK Division
Marion Ditterich
Director
Global Challenges Division
Building Respect for IP(Prog. 17)
Louise Van Greunen
Director, Building Respect
for IP Division
External Relations,
Partnerships and External
Offices (Prog. 20)
Dalila Hamou, Director,
External Relations Division
WIPO New York OfficeFebruary 2019

In accordance with Financial Regulation 2.5 and Rule 102.2(d), the above detailed organigram of the International Bureau, including names of Directors and Program Managers, is provided to Member States fortheir information. A regularly updated detailed organigram showing organizational units may also be consulted on the WIPO website.

World Intellectual Property Organization
Program and Budget 2020/21

IV APPENDICESAPPENDIX A

IV. APPENDICESAPPENDIX A Member States’ Contributions(in Swiss francs)
States Members of One or MoreContribution-Financed Unions
Afghanistan
Albania
Algeria
AndorraAngolaAntigua and Barbuda
Argentina
Armenia
Australia
Austria
Azerbaijan
BahamasBahrain
Bangladesh
Barbados
BelarusBelgium
BelizeBenin
BhutanBolivia (Plurinational State of)Bosnia and Herzegovina
Botswana
BrazilBrunei Darussalam
Bulgaria
Burkina Faso
BurundiCabo VerdeCambodia
Cameroon
CanadaCentral African Republic
Chad
Chile
China
Colombia
Comoros
Congo
Cook Islands
Costa Rica
Côte d'Ivoire
Croatia
Cuba
CyprusCzech Republic
Democratic People's Republic of Korea
Democratic Republic of the Congo
DenmarkDjibouti

Contribution
Class

Contribution
Units
2020/21

Contribution 1

0.03125
0.25
0.25
0.25
0.03125
0.0625
2
0.25
15
7.5
0.25
0.06250.125
0.03125
0.06250.25
100.06250.03125
0.03125
0.06250.06250.062520.125
20.03125
0.03125
0.06250.03125
0.0625100.03125
0.03125
0.25
7.5
0.25
0.03125
0.06250.06250.125
0.0625
0.5
0.125
0.125
3
0.06250.03125100.03125

Ster
IX
IX
IX
Ster
Sbis
VIbis
IX
III
IVbis
IX
Sbis
S
Ster
Sbis
IX
IV
Sbis
Ster
Ster
Sbis
Sbis
Sbis
VIbis
S
VIbis
Ster
Ster
Sbis
Ster
Sbis
IV
Ster
Ster
IX
IVbis
IX
Ster
Sbis
Sbis
S
Sbis
VIII
S
S
VI
Sbis
Ster
IV
Ster

231

Contribution 1

Contributions

2020

2021

2020/21

1,424
11,395
11,395
11,395
1,424
2,849
91,158
11,395
683,685
341,842
11,395
2,849
5,697
1,424
2,849
11,395455,790
2,849
1,424
1,424
2,849
2,849
2,849
91,158
5,697
91,158
1,424
1,424
2,849
1,424
2,849
455,7901,424
1,424
11,395
341,842
11,395
1,424
2,849
2,849
5,697
2,849
22,7895,697
5,697
136,7372,849
1,424
455,790
1,424

1,424
11,395
11,395
11,395
1,424
2,849
91,158
11,395
683,685
341,842
11,395
2,849
5,697
1,424
2,849
11,395455,790
2,849
1,424
1,424
2,849
2,849
2,849
91,158
5,697
91,158
1,424
1,424
2,849
1,424
2,849
455,7901,424
1,424
11,395
341,842
11,395
1,424
2,849
2,849
5,697
2,849
22,7895,697
5,697
136,7372,849
1,424
455,790
1,424

2,848
22,79022,79022,7902,848
5,698
182,316
22,7901,367,370
683,684
22,790
5,698
11,394
2,848
5,698
22,790911,580
5,698
2,848
2,848
5,698
5,698
5,698
182,316
11,394
182,316
2,848
2,848
5,698
2,848
5,698
911,580
2,848
2,848
22,790683,684
22,790
2,848
5,698
5,698
11,394
5,698
45,578
11,394
11,394273,4745,698
2,848
911,5802,848

World Intellectual Property Organization
Program and Budget 2020/21

IV APPENDICESAPPENDIX A

States Members of One or MoreContribution-Financed Unions
Dominica
Dominican Republic
EcuadorEgypt
El Salvador
Equatorial Guinea
Eritrea 2
Estonia
Eswatini
Ethiopia 2
FijiFinlandFranceGabon
GambiaGeorgia
Germany
Ghana
GreeceGrenadaGuatemalaGuineaGuinea-Bissau
GuyanaHaiti
Holy See
Honduras
Hungary
Iceland
India
Indonesia
Iran (Islamic Republic of)
Iraq
IrelandIsraelItaly
JamaicaJapan
JordanKazakhstan
Kenya
Kiribati
KuwaitKyrgyzstan
Lao People's Democratic Republic
LatviaLebanonLesothoLiberia
Libya
Liechtenstein
Lithuania
Luxembourg
Madagascar
MalawiMalaysia
Maldives 2
Mali
Malta
Marshall Islands

Contribution
Class

Contribution
Units
2020/21

Contribution 1

0.0625
0.125
0.125
0.25
0.06250.06250.031250.25
0.06250.03125
0.06251025
0.06250.031250.25
250.0625
3
0.06250.125
0.03125
0.03125
0.06250.031250.25
0.0625
3
0.5
2
1
1
0.25
10
2
15
0.0625
25
0.125
0.25
0.125
0.031250.25
0.25
0.031250.25
0.125
0.03125
0.03125
0.125
0.5
0.25
1
0.03125
0.031250.5
0.06250.03125
0.06250.0625

Sbis
S
S
IX
Sbis
Sbis
Ster
IX
Sbis
Ster
Sbis
IV
I
Sbis
Ster
IX
I
Sbis
VI
Sbis
S
Ster
Ster
Sbis
Ster
IX
Sbis
VI
VIII
VIbis
VII
VII
IX
IV
VIbis
III
Sbis
I
S
IX
S
Ster
IX
IX
Ster
IX
S
Ster
Ster
S
VIII
IX
VII
Ster
Ster
VIII
Sbis
Ster
Sbis
Sbis

232

Contribution 1

Contributions

2020

2021

2020/21

2,849
5,697
5,697
11,395
2,849
2,849
1,424
11,395
2,849
1,424
2,849
455,790
1,139,475
2,849
1,424
11,395
1,139,475
2,849
136,737
2,849
5,697
1,424
1,424
2,849
1,424
11,395
2,849
136,737
22,78991,15845,57945,57911,395455,790
91,158683,685
2,849
1,139,475
5,697
11,395
5,697
1,424
11,395
11,395
1,424
11,395
5,697
1,424
1,424
5,697
22,78911,39545,5791,424
1,424
22,789
2,849
1,424
2,849
2,849

2,849
5,697
5,697
11,395
2,849
2,849
1,424
11,395
2,849
1,424
2,849
455,790
1,139,475
2,849
1,424
11,395
1,139,475
2,849
136,737
2,849
5,697
1,424
1,424
2,849
1,424
11,395
2,849
136,737
22,78991,15845,57945,57911,395455,790
91,158683,685
2,849
1,139,475
5,697
11,395
5,697
1,424
11,395
11,395
1,424
11,395
5,697
1,424
1,424
5,697
22,78911,39545,5791,424
1,424
22,789
2,849
1,424
2,849
2,849

5,698
11,394
11,394
22,790
5,698
5,698
2,848
22,790
5,698
2,848
5,698
911,580
2,278,950
5,698
2,848
22,7902,278,950
5,698
273,474
5,698
11,394
2,848
2,848
5,698
2,848
22,790
5,698
273,474
45,578
182,316
91,15891,15822,790911,580
182,316
1,367,370
5,698
2,278,950
11,394
22,790
11,394
2,848
22,79022,7902,848
22,790
11,394
2,848
2,848
11,39445,57822,79091,1582,848
2,848
45,578
5,698
2,848
5,698
5,698

World Intellectual Property Organization
Program and Budget 2020/21

IV APPENDICESAPPENDIX A

States Members of One or MoreContribution-Financed Unions
Mauritania
Mauritius
MexicoMicronesia (Federates States of)
MonacoMongolia
Montenegro
MoroccoMozambique
Myanmar 2
Namibia
Nepal
Netherlands
New Zealand
Nicaragua
Niger
Nigeria
Niue
NorwayOman
Pakistan
PanamaPapua New Guinea
Paraguay
Peru
Philippines
PolandPortugal
Qatar
Republic of Korea
Republic of Moldova
Romania
Russian Federation
RwandaSaint Kitts and Nevis
Saint Lucia
Saint Vincent and the Grenadines
Samoa
San Marino
Sao Tome and Principe
Saudi Arabia
SenegalSerbiaSeychelles
Sierra Leone
Singapore
Slovakia
Slovenia
Somalia 2South Africa
Spain
Sri Lanka
Sudan
Suriname
SwedenSwitzerland
Syrian Arab Republic
Tajikistan
ThailandRepublic of North Macedonia

Contribution
Class

Contribution
Units
2020/21

Contribution 1

0.03125
0.06257.5
0.06251
0.06250.25
0.125
0.03125
0.03125
0.06250.0312515
30.06250.031250.25
0.03125
10
0.25
0.25
0.125
0.06250.0625
0.25
0.25
3
7.5
0.25
7.5
0.25
2
10
0.03125
0.06250.06250.06250.06250.25
0.031251
0.031250.5
0.06250.031250.25
3
10.03125
7.5
10
0.125
0.03125
0.062515
150.0625
0.25
0.25
0.5

Ster
Sbis
IVbis
Sbis
VII
Sbis
IX
S
Ster
Ster
Sbis
Ster
III
VI
Sbis
Ster
IX
Ster
IV
IX
IX
S
Sbis
Sbis
IX
IX
VI
IVbis
IX
IVbis
IX
VIbis
IV
Ster
Sbis
Sbis
Sbis
Sbis
IX
Ster
VII
Ster
VIII
Sbis
Ster
IX
VI
VII
Ster
IVbis
IV
S
Ster
Sbis
III
III
Sbis
IX
IX
VIII

233

Contribution 1

Contributions

2020

2021

2020/21

1,424
2,849
341,842
2,849
45,5792,849
11,395
5,697
1,424
1,424
2,849
1,424
683,685
136,737
2,849
1,424
11,395
1,424
455,790
11,395
11,395
5,697
2,849
2,849
11,395
11,395
136,737
341,842
11,395
341,842
11,395
91,158455,790
1,424
2,849
2,849
2,849
2,849
11,395
1,424
45,5791,424
22,7892,849
1,424
11,395
136,737
45,5791,424
341,842455,790
5,697
1,424
2,849
683,685
683,685
2,849
11,395
11,39522,7891,424
2,849
341,842
2,849
45,5792,849
11,395
5,697
1,424
1,424
2,849
1,424
683,685
136,737
2,849
1,424
11,395
1,424
455,790
11,395
11,395
5,697
2,849
2,849
11,395
11,395
136,737
341,842
11,395
341,842
11,395
91,158455,790
1,424
2,849
2,849
2,849
2,849
11,395
1,424
45,5791,424
22,7892,849
1,424
11,395
136,737
45,5791,424
341,842455,790
5,697
1,424
2,849
683,685
683,685
2,849
11,395
11,39522,7892,848
5,698
683,684
5,698
91,158
5,698
22,790
11,394
2,848
2,848
5,698
2,848
1,367,370
273,474
5,698
2,848
22,7902,848
911,580
22,79022,790
11,394
5,698
5,698
22,79022,790273,474
683,684
22,790683,684
22,790182,316
911,580
2,848
5,698
5,698
5,698
5,698
22,7902,848
91,1582,848
45,5785,698
2,848
22,790273,474
91,1582,848
683,684
911,580
11,394
2,848
5,698
1,367,370
1,367,370
5,698
22,79022,79045,578

World Intellectual Property Organization
Program and Budget 2020/21

IV APPENDICESAPPENDIX A

Contribution 1

Contributions

2020

2021

2020/21

Timor-Leste
Ster
0.03125
1,424
Togo
Ster
0.03125
1,424
Tonga
Sbis
0.0625
2,849
Trinidad and Tobago
S
0.125
5,697
Tunisia
S
0.125
5,697
TurkeyVIbis
291,158Turkmenistan
IX
0.25
11,395
TuvaluSter
0.03125
1,424
UgandaSter
0.03125
1,424
UkraineIX
0.25
11,395
United Arab Emirates
IX
0.25
11,395
United Kingdom
I25
1,139,475
United Republic of Tanzania
Ster
0.03125
1,424
United States of America
I25
1,139,475
Uruguay
S
0.125
5,697
Uzbekistan
IX
0.25
11,395
VanuatuSter
0.03125
1,424
Venezuela (Bolivarian Republic of)IX
0.25
11,395
Viet Nam
S
0.125
5,697
Yemen
Ster
0.03125
1,424
ZambiaSter
0.03125
1,424
Zimbabwe
Sbis
0.0625
2,849
Total Contributions
17,376,987
1 The value of one unit remains unchanged for 2020 and 2021 at 45,579 Swiss francs as compared to 2018 and 2019.
2 States members of WIPO which are not members of any of the Unions.

1,424
1,424
2,849
5,697
5,697
91,158
11,395
1,424
1,424
11,395
11,395
1,139,475
1,424
1,139,475
5,697
11,395
1,424
11,395
5,697
1,424
1,424
2,849
17,376,987

2,848
2,848
5,698
11,394
11,394
182,316
22,7902,848
2,848
22,79022,7902,278,950
2,848
2,278,950
11,394
22,7902,848
22,790
11,394
2,848
2,848
5,698
34,753,974

States Members of One or MoreContribution-Financed Unions

Contribution
Class

Contribution
Units
2020/21234

Contribution 1

World Intellectual Property Organization
Program and Budget 2020/21

IV APPENDICESAPPENDIX B

APPENDIX B Definition of Sources of Income andCost Categories
Sources of income
Contributions: Contributions of Member States to the Organization under the unitary contribution system (assessed
contributions) and subventions received from Member States (voluntary contributions).
Fees: Fees for the International Bureau under the PCT, Madrid, Hague and Lisbon Systems, net of related currency
adjustments.
Arbitration: Fees for the arbitration of domain names, registration fees for the meetings of the WIPO Arbitration andMediation Center, net of related currency adjustments
Investment revenue: Revenues earned from investments, including interest on capital deposits.
Publications: Revenues from the sale of publications and from subscriptions to periodicals published by the Secretariat,
in paper, CD ROM or any other format.
Miscellaneous income: registration fees for conferences and training courses, support charges in respect of extra
budgetary activities executed by WIPO and financed by UNDP and trust funds, accounting adjustments (credits) inrespect of prior years and currency adjustments, rental of WIPO premises, UPOV’s payments to WIPO for administrative
support services and write off gains/losses.

Cost categories
Personnel resources
Posts: remuneration received by staff members, in particular salaries, post adjustment, dependency allowances,
language allowances and overtime, non-resident allowances, assignment grant and representation allowances.
Temporary Staff: remuneration and allowances paid to professional and general service employees on short-term
contracts.
Other Staff Costs: provision for professional accident insurance, closed pension funds, litigation costs and Rewards
and Recognition program.

Non-personnel resources
Internships and WIPO Fellowships
Internships: remuneration and allowances paid to interns.
WIPO Fellowships: expenses related to a training activity that provides a monetary grant to qualified individuals for the
purpose of fulfilling special learning objectives.
Travel, Training and Grants
Staff missions: travel expenses and daily subsistence allowances for all staff on official travel.
Third party travel: travel expenses and daily subsistence allowances for all third parties, including the travel costs ofGovernment officials, participants and lecturers attending WIPO sponsored meetings.
Training and related travel grants: travel expenses, daily subsistence allowances and training and other fees inconnection with trainees attending courses, seminars, fellowships.
Contractual Services
Conferences: remuneration, travel expenses and daily subsistence allowances for interpreters; renting of conference
facilities, and interpretation equipment; refreshments and receptions; and the cost of any other service directly linked tothe organization of a conference.

235

World Intellectual Property Organization
Program and Budget 2020/21

IV APPENDICESAPPENDIX B

Publishing: outside printing and binding; reviews; paper and printing; other printing: reprints of articles published inreviews; brochures; treaties; collections of texts; manuals; working forms and other miscellaneous printed material;
production of CD-ROMs, videos, magnetic tapes and other forms of electronic publishing.
Individual Contractual Services: remuneration paid in respect of individual contractual services.
Other Contractual Services: includes all other contractual services with both commercial and non-commercial service
providers.
Finance Costs
Finance costs: Interest on loan; bank charges.
Operating Expenses
Premises and maintenance: acquiring, renting, improving and maintaining office space and renting or maintaining
equipment and furniture, external management consultants.
Communication: communication expenses such as telephone, internet, facsimile and mail, postage and carriage of
documents.
Representation and Other Operating Expenses: official hospitality, WIPO contribution to Staff Association and otheroperating expenses.
UN Joint Services: medical assistance, contributions to joint administrative activities within the United Nations system,
United Nations cost shared activities, Administrative Tribunal.
Equipment and Supplies
Furniture and equipment: purchase of office furniture, office machines, computer equipment (desktop, laptops,
printers, servers, etc), conference servicing equipment, reproduction equipment and transportation equipment.
Supplies and materials: stationery and office supplies; internal reproduction supplies (offset, microfilms, etc.); librarybooks and subscriptions to reviews and periodicals; uniforms; computer supplies, software and licenses.

236

World Intellectual Property Organization
Program and Budget 2020/21

IV APPENDICESAPPENDIX CAPPENDIX C Costing for Personnel
1.
The actuals based costing is based on the latest available UN salary and pensionable remuneration scales forProfessionals and higher categories and General Service staff, existing data regarding dependencies, and applicablepolicies and entitlements for all other staff benefits. Changes in the Staff Rules and Regulations (SRR) and the newcommon system compensation package for staff in the Professional and higher categories have also been duly taken
into account.67
2.
The costing methodology applied incorporates several cost elements derived at position level, combined to provide
an overall costing for personnel resources. The cost elements and the underlying assumptions are summarized below.
Actuals Based Costing and Underlying Assumptions
Post(Professional and higher categories and General Service)Temporary Staff(Professional and higher categories and General Service)

The salary component for an occupied position is calculated at
position level applying the unified salary at projected grade/step of
the incumbent. For vacant positions it is based on a grade step 1.
The calculated USD amount is converted to Swiss francs, with theapplication of the post adjustment (PA) multiplier, whereapplicable (for Professionals and higher categories based on
relevant duty station).

The salary component for an occupied position is calculated at
position level applying the unified salary scale at projectedgrade/step of the incumbent. For vacant positions it is based on
grade step 1. The calculated USD amount is then converted to
Swiss francs, with the application of the post adjustment (PA)multiplier, where applicable (for Professionals and higher
categories based on relevant duty station).

The Organization’s share of the pensionable remuneration(UNJSPF) is added to the total amount.

The Organization’s share of the pensionable remuneration(UNJSPF) is added to the total amount.

The CSC includes all benefits and entitlements other than salary,provided in accordance with the revised compensation package
by the ICSC and Staff Regulations and Rules (such as dependent
spouse/single parent /transition allowance, child allowance,
medical contributions, home leave, education grant, etc.). The
common staff cost is projected and applied at the position level on
the basis of a historic pattern of expenditures.

The CSC includes all benefits and entitlements other than salary,provided in accordance with the revised compensation package
by the ICSC and Staff Regulations and Rules (such as dependent
spouse/single parent /transition allowance, child allowance,
medical contributions, etc.). The common staff cost is projected
and applied at the position level on the basis of a historic patternof expenditures.

For costing of vacant positions, an assumption of a spouse and adependent child is applied.

For costing of vacant positions, an assumption of a spouse and adependent child is applied.

Adjustment

The cost of positions is adjusted downward to take into account a
4% expected vacancy rate.

No vacancy rate is applied for temporary positions.

Provision for Separationand other related Costs

An 8% provision is applied to the total cost to cover for separation
related costs and various after service benefits.

A 2% provision is applied to the total cost to cover for separation
related costs.

SalaryCommon Staff Costs
(CSC)

67

Salary scale applied for Professional and higher categories as of January 1, 2019 and pensionable remuneration scale as of February
1, 2019. Salary scale and pensionable remuneration applied for occupied positions in the General Service Category as of April 1, 2011
and for vacant positions as of 1 September 2017.

237

World Intellectual Property Organization
Program and Budget 2020/21

IV APPENDICESAPPENDIX DAPPENDIX D Flexibility Formulas
GeneralThe flexibility formulas are the mechanisms which enable the level of financial resources for the Organization as a whole
to be adjusted, as compared to the approved biennial Program and Budget, to reflect unforeseen variations in the total
volume of registration activities. The resulting resources are allocated to the international registration systems and to the
WIPO Programs providing administrative support to these operations. The flexibility formulas for the PCT, Madrid andHague systems were revised and approved by their respective Assemblies, which convened from September 24 toOctober 3, 2007.

PCT System
The revised flexibility formula for the PCT system is described in document PCT/A/36/5, and it was approved by the PCTAssembly as indicated in document PCT/A/36/13. As noted in these documents, the flexibility formula for PCT was
revised to reflect a budget variation of 341,870 Swiss francs per 1,000 unbudgeted PCT international applications. The
revised formula no longer linked the variations in the number of applications to variations in the number of staff posts as
it was done before. Rather, the formula proposed to vary the total resources allocated to programs involved, allowing touse both personnel resources (such as posts, short-term employees, SSAs, etc.) and non-personnel resources (such as
outsourcing contracts). The adjustments are allocated to the administration of the PCT system and support services at a87.5:12.5 ratio.

Madrid System
The revised flexibility formula for the Madrid system is described in document MM/A/38/5, and it was approved by the
Madrid Assembly as reflected in document MM/A/38/6. The new formula allows for adjustments in the Madrid Union
budget by 197,060 Swiss francs for each variation of 500 registrations and/or renewals recorded as compared to theapproved initial estimates. The formula no longer links the adjustments to staff posts only, but rather allows foradjustments in overall financial resources allocated to the programs directly involved in the processing of the resulting
workload. These resources may be of personnel (posts, short-term employees, etc.) and non-personnel nature (e.g.,
outsourcing contracts). The adjustments are allocated to the administration of the International Trademark Registry andsupport services at a 87.5:12.5 ratio.

Hague System
The revised flexibility formula for the Hague system is described in document H/A/24/3, and it was approved by theHague Assembly as reflected in document H/A/24/4. The new formula provides for adjustments of the Hague Union
budget by an amount of 99,024 Swiss francs for each variation of 300 registrations and/or renewals recorded in theHague Union Registry as compared to the approved initial estimates. The resources may be of personnel and nonpersonnel nature, and they are allocated to the administration of the Hague Union Registry and support services at a87.5:12.5 ratio.

238

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WIPO Publication No. 360E/PB20/21
ISBN 978-92-805-3103-9