Program of Workand Budget
for 2022/23

World Intellectual Property Organization
Program of Work and Budget
for 2022/23

FOREWORD BY THE DIRECTOR GENERALWorld Intellectual Property Organization
Program of Work and Budget 2022/23

CONTENTS
Contents

2

FOREWORD BY THE DIRECTOR GENERAL

3I.

FINANCIAL AND RESULTS - OVERVIEW

4II.

FINANCIAL AND RESULTS - By Sector

25

Patents and Technology .............................................................................................................................25
Brands and Designs ....................................................................................................................................29
Copyright and Creative Industries .............................................................................................................34
Regional and National Development..........................................................................................................39
Infrastructure and Platforms.......................................................................................................................45
Global Challenges and Partnerships .........................................................................................................51
IP and Innovation Ecosystems ...................................................................................................................57
Administration, Finance and Management ................................................................................................63

III.

IV.

ANNEXES71

ANNEX I

2020/21 Budget after Transfers .................................................................................71

ANNEX II

2022/23 Proposed Resources by Sector ..................................................................72

ANNEX III

Posts by Sector ..........................................................................................................73

ANNEX IV

2022/23 Allocation of Income and Expenditure by Union .......................................74

ANNEX V

Evolution and Demand for Services under the PCT, Madrid and the Hague
Systems in the Medium Term ....................................................................................78

ANNEX VI

Indicators for the Global IP Systems ........................................................................86

ANNEX VII

Funds in Trust Resources Potentially Available for Programming1 ....................103

ANNEX VIII

Annual Budget Tables for IPSAS Reporting ..........................................................104

ANNEX IX

WIPO’s Contribution to the Sustainable Development Goals ..............................105

ANNEX X

Breakdown of Resources Associated with ER 3.1 for Promotion of Global IP
Systems .....................................................................................................................106

ANNEX XI

2022/23 Development Expenditure .........................................................................107

APPENDICES109

APPENDIX A

Member States’ Contributions.................................................................................109

APPENDIX B

Definition of Sources of Income and Cost Categories .........................................113

APPENDIX C

Flexibility Formulas ..................................................................................................115

2

FOREWORD BY THE DIRECTOR GENERALWorld Intellectual Property Organization
Program of Work and Budget 2022/23

FOREWORD BY THE DIRECTOR GENERAL
It is a great pleasure and honor to present WIPO’s proposed Program of Work and Budget for the 2022/23 biennium, thefirst under the new WIPO Administration. In parallel, we have also published, for the information of Member States, ournext Medium Term Strategic Plan (MTSP) from 2022 to 2026. The MTSP articulates our Vision, Mission, Strategic
Pillars, Foundation and Expected Results, and draws on the extensive inputs given by Member States on our future
work, as well as many internal ideas and suggestions.
The Program of Work and Budget uses the frame established by the MTSP to propose specific and concrete actions andinitiatives for the approval of Member States. It continues to emphasize results-based management, with an increased
focus on impact, supported by greater transparency and clearer accountability for results. Development remains animportant focus across the Organization, with clear linkages between our work and the UN Sustainable Development
Goals (SDGs).
Given the continued economic uncertainty and the on-going COVID-19 pandemic, our revenue growth forecasts aremoderate and proposed expenditure growth is modest. Broadly speaking, income and expenditure are estimated toincrease by 8 percent and by 3 percent respectively. We will maintain personnel expenditures at current levels, by being
more effective and agile in our use of personnel resources, approaching workforce expansion judiciously, increasing theuse of technology and transforming our workplace culture. As for non-personnel costs, we will continue to invest in thedigital transformation of WIPO and to adequately resource improvements in our services and infrastructure.
While we are projecting a surplus for the 2022/23 biennium, it is important to recall that WIPO is primarily a fee-financed
Organization and is therefore exposed to the volatility and uncertainties surrounding global economic growth. These
surpluses will ensure that we can continue investing in our people, as well as our digital and physical infrastructure, so as
to serve our users and Member States well.
For the coming biennium, we intend to provide even greater excellence in the areas of our traditional strength, forexample, our Global IP Protection Services and Secretariat support to WIPO’s Committees and Working Groups. We will
adopt an impact-driven approach for development, and broaden our training courses to include the building of skills.
Development expenditure will be at 18.9 percent of the total expenditure, reflecting a slight increase over the previous
biennium.
We will engage much more widely to connect everyone, everywhere with IP. We will step up our work on IP
commercialization and support innovators, creators, enterprises, research institutes and communities to use IP to taketheir ideas to the world. SMEs and Youth will be new areas of focus. We will identify key partners and work withstakeholders to address global challenges. Our engagement with and support to Member States to combat the COVID19 pandemic will be a critical part of this work. Ultimately, we will help all Member States use IP as a tool for job creation,
investment, enterprise growth, economic development and social vibrancy.
The exciting work ahead has been the result of the engagement, interest and inputs from Member States, for which I am
deeply grateful. I would also like to thank the Sector Leads, as well as the many other WIPO colleagues who havecontributed their ideas and suggestions. Together with the active support of Member States and the energy, commitment
and expertise of WIPO Staff, let us build a world where innovation and creativity from anywhere is supported by IP for thegood of everyone.

Daren Tang
Director General3World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW

I. FINANCIAL AND RESULTS - OVERVIEW
1. This Program of Work and Budget provides the planning for the biennium 2022/23 guided by inputs from Member
States, the Medium Term Strategic Plan 2022-2026 (MTSP) 1, and the United Nations 2030 Agenda for Sustainable
Development. Table 1 below provides an overview of the key financial planning parameters for 2022/23.
2. Income in the biennium 2022/23 is estimated at 951.8 million Swiss francs, reflecting a 7.8 per cent increase
compared to the 2020/21 Program and Budget.
3. The proposed expenditure budget for the biennium amounts to 793.8 million Swiss francs, reflecting a 3.3 per centincrease compared to the 2020/21 Program and Budget. After estimated IPSAS adjustments on expenditure, a surplus ofapproximately 99.7 million Swiss francs is predicted at the end of the biennium.
Table 1: Budget for 2022/23 and Key Planning Parameters(in millions of Swiss francs)

Key Parameters for 2022/23

Amounts

Income Estimates for 2022/23 2

951.8

Expenditure 2022/23
476.5

Personnel expenditure

317.3

Non-personnel expenditure
Total expenditure before IPSAS adjustments

793.8

Estimated IPSAS adjustments to expenditure 3

58.3

Total expenditure after IPSAS adjustments

852.1

Operating Result

99.7

Income4. Overall income in 2022/23 is projected to reach 951.8 million Swiss francs, representing an increase of 7.8 per centcompared to the 2020/21 Program and Budget and an increase of 2.9 per cent compared to the 2020/21 Updated
Estimates.

1

PBC/32/3

2

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 AON
actuarial report for the year ended December 31, 2020), depreciation, land surface rights and software amortization, finance lease,and capitalization.

Note: Figures in tables and charts throughout the document may not add up due to rounding.

4World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW

Table 2: Income Estimates for 2022/23(in millions of Swiss francs)

2022/23
vs. 2020/21 Updated
Estimates

2020/21
P&B
IncomeEstimates

2020/21
UpdatedIncomeEstimates

2022/23
IncomeEstimates

PCT

665.6

717.4

736.9

71.3

10.7%

19.6

Madrid

162.0

154.5

160.0

(2.1)

-1.3%

5.5

3.6%

Hague

12.6

11.0

12.2

(0.4)

-3.3%

1.2

11.4%

Lisbon*

0.1

0.1

0.2

0.1

200.0%

0.1

200.0%

840.3

882.9

909.3

69.0

8.2%

26.4

3.0%

34.8

34.8

35.0

0.2

0.7%

0.2

0.7%

3.3

3.3

3.4

0.1

3.0%

0.1

3.0%

Publications
Miscellaneous Income

0.8

0.8

1.0

0.2

27.8%

0.2

27.8%

3.4

3.4

3.0

(0.4)

-11.1%(0.4)-11.1%

Sub-total

42.2

42.2

42.4

0.2

0.4%

0.2

0.4%

0.3

0.3

0.1

(0.1)

-

(0.1)

-

882.8

925.3

951.8

69.0

7.8%

26.4

2.9%

50.0

50.0

150.0

100.0

200.0%

100.0

200.0%

2022/23
vs. 2020/21 P&B
Amount%Amount%Income on accrual basis
Fees

Sub-total, Fees

2.7%

Income on a cash basis
Contributions (unitary)
Arbitration

IPSAS adj. to Income on a cash basis
TOTAL*Details of Lisbon fee income (in thousands of Swiss
francs)Note: 2020/21 Updated Income Estimates and 2022/23 Income Estimates as at April 2021.
Note: Investment revenue for 2022/23 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).

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 95.5 per cent of total income. PCT fee income alone represents 77.4 per cent.
Chart 1: 2022/23 Income Share by Source
1% 1%
4%
17%

PCT System
Madrid System
Hague System
Contributions
Other

77%

5

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW

6. The overall evolution of income from 2004/05 to 2022/23 is presented in Chart 2 below.
Chart 2: Evolution of Income from 2004/05 to 2022/23
1000(in millions of Swiss francs)

900

800

700

600
Accrual basis(from 2016/17 onwards)

Budgetary basis(up to 2014/15)
500

400

Estimated income for P&B

Actual income (2020/21: updated estimates)

Methodology
7. Income estimates for the international registration systems, the PCT, Madrid and the Hague, have been prepared onan 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 presented on a cash basis with the relevant
IPSAS adjustments applied (see Table 2, Income Estimates for 2022/23).

Planning Assumptions
8. The performance forecasts for the PCT, Madrid and the Hague have been prepared by the Chief Economist, taking
into account historical filing trends and the GDP forecasts as per the World Economic Outlook (WEO), published by theInternational Monetary Fund (IMF). Table 3 and Annex V present a summary 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
2022/23
vs. 2020/21 P&B

2022/23 vs. 2020/21
Updated Demand
Estimates

AmountAmount2020/21
P&B
DemandEstimates

2020/21
UpdatedDemandEstimates

2022
DemandEstimates

2023
DemandEstimates

2022/23
DemandEstimates

549,900

557,700

291,900

301,900

593,800

43,9008.0%

36,100

6.5%

Applications

136,000

132,400

71,20074,000145,200

9,200

6.8%

12,8009.7%

Registrations

131,700

127,362

68,00070,700138,700

7,000

5.3%

11,3388.9%

Renewals

68,57564,81532,40034,00066,400(2,175)

-3.2%

1,585

2.4%

Applications

15,34012,126

7,480

7,990

15,470

130

0.8%

3,344

27.6%

Registrations

12,26812,802

7,000

7,620

14,620

2,352

19.2%

1,818

14.2%

Renewals

8,050

9,559

4,440

4,630

9,070

1,020

12.7%

(489)

-5.1%

%

%

PCT System
IAs Filed
Madrid System

Hague System

Note: 2020/21 Updated Demand Estimates and 2022/23 Demand Estimates as at April 2021.

6

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW

4•

PCT fee income. PCT filings in 2022/23 are projected to increase by 8 per cent as compared to the 2020/21
P&B Demand Estimates. Due to continuing uncertainties in the global economy, PCT fee income in 2022/23 isestimated at 736.9 million Swiss francs, 5 per cent lower than the projected base-case scenario, representing an
increase of 10.7 per cent as compared to the 2020/21 P&B Income Estimates.

•

Madrid fee income. The number of Madrid registrations are projected to increase by 5.3 per cent whereas
Madrid renewals are projected to decrease by 3.2 per cent in 2022/23, as compared to the 2020/21 P&B
Demand Estimates. Due to continuing uncertainties in the global economy, the Madrid fee income in 2022/23 isestimated at 160 million Swiss francs, 5 per cent lower than the projected base-case scenario, representing adecrease of 1.3 per cent as compared to the 2020/21 P&B Income Estimates.

•

The Hague fee income. The number of Hague registrations and renewals are projected to increase by 19.2
and 12.7 per cent, respectively, in 2022/23 as compared to the 2020/21 P&B Demand Estimates. Due tocontinuing uncertainties in the global economy, the Hague fee income is estimated at 12.2 million Swiss francs,
5 per cent lower than the projected base-case scenario, representing a decrease of 3.3 per cent as compared to
the 2020/21 P&B Income Estimates.

•

Lisbon fee income. The number of applications under the Lisbon System is estimated at 75 applications per
year in 2022/23. The corresponding Lisbon fee income for the biennium is estimated at 150,000 Swiss francs,
an increase of 200 per cent as compared to the 2020/21 P&B Income Estimates.

•

Assessed contributions. Estimates for Member States’ assessed contributions in 2022/23 are based on acontribution unit value of 45,579 Swiss francs 4, the same as in 2020/21. Income from Member States’
contributions is estimated at 35 million Swiss francs in 2022/23, an increase of 0.2 million Swiss francs ascompared to the 2020/21 P&B due to increases in contribution classes for certain countries and new Members.

•

Income from the WIPO Arbitration and Mediation Center. Income from the Arbitration and Mediation Centeris projected at 3.4 million Swiss francs, remaining stable as compared to the 2020/21 P&B Income Estimates,
due to continuing uncertainties in the global economy and market-driven competition from other (established or
newly emerging/accredited) ADR or ICANN providers.

•

Income from publications. Income from publications is estimated at 1 million Swiss francs, representing an
increase of 0.2 million Swiss francs as compared to the 2020/21 P&B Income Estimates.

•

Miscellaneous income. Miscellaneous income is projected at 3 million Swiss francs in 2022/23, representing adecrease of 0.4 million Swiss francs as compared to the 2020/21 P&B Income Estimates, mainly due to lower
income from administrative charges on the Funds-in-Trust.

See Appendix A on Member States’ Contributions

7

FINANCIAL AND RESULTS - OVERVIEWWorld Intellectual Property Organization
Program of Work and Budget 2022/23

RESULTS FRAMEWORK AND BUDGET FOR 2022/23 INCLUDING DEVELOPMENT SHARE BY STRATEGIC PILLAR(in thousands of Swiss francs)

8- The proposed budget by result in the Strategy House excludes unallocated of 11.9 million Swiss francs. The total proposed budget 2022/23 includes unallocated.
- Development share: Expenditure is qualified as “development expenditure” as per the revised definition of development expenditure (document A/55/4).

Total proposed budget 2022/23:(Total development share:

793,792
150,312)

Total budget 2020/21: 768,401(Total development share: 140,012)

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW

Results and Resources
9. The draft proposed Program of Work and Budget for the biennium 2022/23 is fully aligned to the four Strategic Pillars
and the Foundation of the MTSP 2022-2026 and the 16 associated Expected Results, following a sound results-based
management approach. The total proposed expenditure for the 2022/23 biennium amounts to 793.8 million Swiss
francs, representing an increase of 25.4 million Swiss francs or 3.3 per cent over the 2020/21 Approved Budget of 768.4
million Swiss francs. This should be seen in the context of a projected increase in income of 7.8 per cent compared to
the 2020/21 Approved Budget.
10. Personnel costs for 2022/23 have been contained to a minimal increase of 0.6 million Swiss francs as compared to
the 2020/21 Approved Budget. The total number of posts has increased from 1,209 to 1,219 to allow for the injection ofyoung talent into the Organization.
11. The increase in non-personnel resources in 2022/23 amounts to 24.8 million Swiss francs, or 8.5 per cent, comparedto the 2020/21 Approved Budget. The return to the “new normal” has been judiciously baselined into the budget,
including changes in business models, digitization of previously paper-based processes, increased use of virtual/hybrid
meeting tools and resulting savings on travel costs.
12. 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. A Capital Master Plan (CMP), outlining
the major capital investments required over the period will be presented to Member States at the 33rd session of the PBC
together with a new CMP proposal for implementation in the 2022/23 biennium. The proposal primarily will aim at
accelerating the Organization’s digital transformation through ICT and information security initiatives. The CMP proposal
amounts to 19.971 million Swiss francs.
13. The new Results Framework Chart for the 2022/2023 biennium is framed along the Four Strategic Pillars,Foundation and 16 Expected Results articulated in the MTSP. It represents a much more focused and streamlined
results framework as compared to the Program and Budget 2020/21, linking our programs and activities more clearlywith the work of each Sector. The WIPO Development Agenda (DA), Gender Equality (SDG 5), Reduced Inequalities(SDG 10), Climate Action (SDG 13) and Partnerships for the Goals (SDG 17) are Sustainable Development Goals(SDGs) cutting across all Strategic Pillars. The Results Framework Chart also provides the results-based view of thebudget for the biennium 2022/23 and the development share of resources for each Expected Result. A breakdown of theextra-budgetary resources potentially available for programming in each Sector is reflected in the Area narratives and in
Annex VII.
14. The 2022/23 Proposed Budget by Sector, by Expected Result and Sector and by Cost Category is summarized inTables 4, 5 and 6, respectively. The work program structure has been streamlined from the current 31 Programs tocorrespond to the 8 Sectors responsible for the implementation of the Program of Work. This strengthens theOrganization’s focus on impact and accountability for achieving results. The 2020/21 Budget after Transfers 5 by Sector
is provided in Annex I. Annex IV contains the 2022/23 allocation of income and expenditure by Union 6.
15. Income estimates for the biennium 2022/23 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 VIII of this document.

5 As at Dec 31, 2020

6 The WIPO Organigram can be found at: https://www.wipo.int/resources/organigram/en/level1/director_general.pdf

9World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW

Table 4. 2022/23 Proposed Budget by Sector(in thousands of Swiss francs)

Sector

Personnel
Resources2022/23 Proposed Budget
Non-Personnel
Resources

Total

Patents and Technology (PT)134,345

96,030230,374

Brands and Designs (BD)59,735

20,69580,430

Copyright and Creative Industries (CCI)

18,352

13,38331,735

Regional and National Development (RND)

44,21424,932

69,145

Infrastructure and Platforms (IP)26,496

11,186

37,682Global Challenges and Partnerships (GCP)

18,421

7,060

25,480IP and Innovation Ecosystems (IE)

32,432

11,542

43,975Administration, Finance and Management (AFM 7)

135,144

127,879

263,023

7,346

4,600

11,946476,484

317,307793,792

Unallocated
TOTAL

Table 5. 2022/23 Proposed Budget by Expected Result and Sector 8(in thousands of Swiss francs)

Expected Result

Sector
PT

BD

CCI

RND

IP

GCP

IE

AFM7

Unallocated

TOTAL

1.1

More effective communication and engagement worldwide to raise awareness of and increase knowledge
about the potential of IP to improve the lives ofeveryone, everywhere

-

-

8,269

3,149

-

-

-

5,549

16,967

2.1

Development of balanced and effective international
normative frameworks for IP
WIPO brings the international community together toproactively address emerging issues and policy
challenges at the global level relating to IP, innovationand creativity

2,101

2,440

3,537

-

7,411

3,644

-

1,315

20,447

3,487

-

1,577

-

1,467

3,714

-

7,580

17,825

-

-

-

-

-

3,805

-

-

3,805

-

-

-

918

-

6,505

-

160

7,583

2.2

2.3
2.4

International dialogue and cooperation on Building
Respect for IP
Effective interaction and partnerships with the UN, IGOs
and NGOs in support of global goals to which IP cancontribute

3.1

Wider and more effective use of WIPO’s global IP
systems, services, knowledge and data

3,067

13,324285

7,880

10,148-17,305-52,008

3.2

Improved productivity and service quality of WIPO’s
global IP systems, services, knowledge and data

213,418

61,877

286

-

6,089

-

191

-

281,861

3.3

Knowledge transfer and technology adaptation isfacilitated through WIPO’s IP-based platforms and tools
to address global challenges
More effective use of IP to support growth anddevelopment of all Member States and their relevant
regions and sub-regions, including through themainstreaming of the Development Agenda
recommendations
Development of balanced and effective IP, innovationand creative ecosystems in Member States
Increased IP knowledge and skills in all Member States

-

-

-

1,095

-

3,562

2,444

-

7,102

3,824

-

1,191

11,744

-

-

1,767

-

18,527

1,824

1,069

4,754

11,288-644

10,630-30,208

4.1

4.2

2,653

1,521

1,741

25,297

-

1,039

723

-

32,9744.4

More innovators, creators, SMEs, universities, research
institutions and communities leverage IP successfully-

200

10,095

7,396

-

2,567

10,914-

31,172

4.5

Enhanced IP infrastructure for IP Offices

-

-

-

379

12,568---12,946

5.1

A Secretariat that is empowered through a dynamic
corporate culture and is provided with the rightresources and training to work effectively, collaboratively
and innovatively

-

-

-

-

-

-

-

53,52853,528

5.2

Digitally enabled, secure and sustainable operating
environment and services
Sound and prudent financial management and effective
corporate governance and oversight

-

-

-

-

-

-

-

149,571

149,571

-

-

-

-

-

-

-

45,32045,320

4.3

5.3

UnallocatedTOTAL

230,374

80,43031,735

69,14537,682

25,48043,975

263,023

7 AFM also includes the Office of the Director General (ODG)
8 A breakdown of resources associated with ER 3.1 for promotion of the Global IP Systems is included in Annex X.

10

11,946

11,946

11,946

793,792

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEWKey Priorities in the Biennium 2022/23, Associated Budget Impact, and Key Performance
Indicators by Strategic Pillar
16. Outlined below is the summary of the main priorities for the biennium 2022/23 by Strategic Pillar with associatedbudget 9 and an overview of the Key Performance Indicators (KPIs) that will enable the monitoring of achievement of
results. Gender equality considerations, including sex-disaggregated data, will be included, wherever relevant, forreporting in the WIPO Performance Report.
Strategic Pillar 1: Reach out worldwide to explain the potential for intellectual property to improve the lives ofeveryone, everywhere
Priorities

BudgetSector(in thousands of Swiss francs)•

Development of thought leadership content and maximized reach and impact of all WIPO digital content

8,269

CCI

•

Efficient and effective interface with stakeholders globally, and proactive engagement and representation of HQ atvarious fora and events

3,149

RND

•

Delivery of a clear, consistent, positive and enduring narrative about WIPO through the global media

5,549

•

Optimize and expand WIPO social media presences to extend reach and increase engagement beyond IP
specialists to reach new audiences

AFM
(ODG)

•

Create content suitable for use across WIPO's various platforms and targeted at specific audiences to build
awareness about IP•

Organization of events on WIPO premises in collaboration with Member States and other stakeholders•

Implement Phase 1 of the Revised Policy on Languages at WIPO

Expected Result

Performance Indicators

Sector

1.1 More effective communication and engagement
world-wide to raise awareness of and increaseknowledge about the potential of IP to improve thelives of everyone, everywhere

No. of unique visitors to the WIPO website and the websites of the External
Offices

CCI, RND

No. of unique visitors who downloaded WIPO publications

CCIMedia mentions of WIPO

ODG

Reach of WIPO’s main social media presences

ODG

Level of satisfaction of Member States and other stakeholders with theorganization of events

ODG% of WIPO Flagship Publications for which the Executive Summary istranslated into all official UN languages

ODG% of WIPO global publications on substantive IP topics published in
2022/2023 and translated into all official UN languages

ODG

Implementation of pilots within the framework of the Revised Language
Policy roadmap, Phase 1

ODG

Strategic Pillar 2: Bring people together and partner with stakeholders to shape the future of the global
intellectual property ecosystem
Priorities

BudgetSector(in thousands of Swiss francs)•

Development of balanced and effective international normative frameworks through the work of the Standing
Committees, IGC, ACE, and International Classifications and Standards

19,132

PT, BD,
CCI, GCP,
IP•

Highest quality of servicing of conferences, meetings and events

7,111

AFM
(ODG)

•

Bring the international community together for the further development of the PCT System and international
meetings related to patents, utility models, layout design of integrated circuits, confidential information and other IP
Issues related to technology

3,387

PT

9 The budgets for the main priorities in the below tables comprises total personnel and non-personnel budget. They do not equal the

total budget by Strategic Pillar.

11World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW

Priorities

BudgetSector(in thousands of Swiss francs)••

Conference on Digital Content Market Place Infrastructure and support to WIPO for Creators
Organization of conferences and seminars and preparation of studies on SCCR agenda topics

1,577

CCI

•

Engage with and facilitate discussion and knowledge building among Member States and other stakeholders on theimpact on IP of frontier technologies, including AI, to support well informed policy choices

1,467

IP

•

Address cutting-edge issues around the future of IP

13,789GCP•

Leverage IP as a tool that contributes to meet the world’s most pressing global health needs•

Facilitate discussions at the intersection of IP and climate change/green technology and food security•

Enhance indigenous and local community participation in the global IP ecosystem•

Continue the international dialogue and cooperation on building respect for IP•

Actively engage with UN Organizations, IGOs, NGOs and Industry on the role of IP, innovation and creativity inimproving peoples’ lives, including through engagement by the WIPO New York Office

Expected Result

Performance Indicators

Sector

2.1 Development of balanced and effective
international normative frameworks for IP

Progress on the implementation of agreed work in accordance with theagenda of the Committee

PT, BD, CCI, GCP

No. of new/revised WIPO Standards

IP

No. of revisions/modifications to the International Classifications

IP

Level of satisfaction of participants in activities organized to improve theunderstanding of the IP and Competition Policy interface

GCP% of treaty notifications that are promptly processed by OLC

AFM

2.2 WIPO brings the international community
together to proactively address emerging issues
and policy challenges at the global level relating toIP, innovation and creativity

Engagement in the WIPO Conversations on IP and Frontier Technology

IP

Level of satisfaction of delegates attending the GAs and other Meetings

ODG

2.3 International dialogue and cooperation on
Building Respect for IP

Progress on the implementation of agreed work in accordance with theagenda of the Committee

GCP

2.4 Effective interaction and partnerships with theUN, IGOs and NGOs in support of global goals towhich IP can contribute

Progress on WIPO deliverables for the implementation of the new UN
Programme of Action (PoA) 2021-2030 for LDCs

RND

No. of WIPO initiatives in partnership with the UN and other IGOs

GCP

No. of permanent observer NGOs engaging in WIPO's work and vice versa

GCP

Strategic Pillar 3: Provide high quality intellectual property services, knowledge and data that deliver value tousers around the world
Priorities 10

BudgetSector

15,785
6,638
3,628
7,880

BD
PT
IP
RND

(in thousands of Swiss francs)•

Promotion of, accession to, and implementation of WIPO-administered treaties•

Promotion of the use of WIPO Services and Global Databases•

Business development of WIPO Services•

Enhanced efficiency and service quality of WIPO’s Global IP services

53,710197,812BDPT•

IP Alternative Dispute Resolution (ADR) and domain name outreach and case administration by the WIPO Arbitrationand Mediation Center

10,194IE

10 Our close monitoring of the pilot WIPO Digital Timestamping Service (WIPO Proof) has shown that demand has lagged substantiallybehind initial estimations, and that the service will break even only after 10 years of operation. Moreover, there are an increasing
number of private service providers who are offering similar services and who have a better business model to scale such services.
WIPO Proof will therefore be discontinued at the beginning of 2022, but WIPO will continue to meet its commitments to store andvalidate existing tokens for a further five years in order to allow customers to transition to other service providers.

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Priorities

BudgetSector(in thousands of Swiss francs)•

Management and maintenance of:- IP Statistics - Data Center, statistics reports, forecasting and performance reporting- IP Legal Text data management and WIPO Lex- WIPO's Global Databases

6,190
6,422

IE
IP

•

Customer Experience Management (including CRM and the increased use of analytics and technology)

5,301
3,873
12,036

BD
IP
PT

•

Consolidation of the Organization’s expertise on using AI to support IP administration and operations

2,215

IP

•

Strategic evolution of WIPO Re:Search and WIPO GREEN as well as other strategic initiatives (Pat-INFORMED)

2,937
1,095

GCP
RND

•

High quality IP services information and knowledge platforms (WIPO INSPIRE, e-TISCS, ARDI, ASPI and patent
analytics) and resources to support evidence-based decision making (WITT)

2,444
1,095

IE
RND

Expected Result

Performance Indicators

3.1 Wider and more effective use of WIPO’s global
IP systems, services, knowledge and data

Total Membership

3.2 Improved productivity and service quality of
WIPO’s global IP systems, services, knowledge anddata

3.3 Knowledge transfer and technology adaptation
is facilitated through WIPO’s IP-based platforms andtools to address global challenges

SectorPT, BD, RND

Filing Rate

BD, RND

RenewalsBD

Level of satisfaction of Offices with WIPO global cooperative and assistanceactivities delivered by the International BureauPT

No. of unique visitors to the Global Database Systems- PATENTSCOPE- Global Brand Database (GBD)- Global Design Database (GDD)

IPS, RND

Level of user satisfaction with WIPO Global Databases

IP

Level of use of WIPO IP ADR and domain name dispute resolution services

IE

No. of unique visitors to the IP Statistics Data Center

IE

No. of unique visitors to WIPO Lex

IE

Customer Satisfaction Index (CSI)

IP

Level of satisfaction of WIPO global IP system users with International
Bureau Services

PT, BD

Unit Cost

PT, BDNo. of WIPO Re:Search R&D collaborations advancing through clinical R&D
phases

GCP, RND

No. of matches between green technology seekers and providers via the
WIPO GREEN platform and through Acceleration Projects

GCP, RND

No. of unique visitors to the innovation support and technology transfer
publications, tools and platforms, including no. of visitors downloading

IE

Strategic Pillar 4: Support governments, enterprises, communities and individuals to use intellectual property
as a tool for growth and sustainable development
Priorities

BudgetSector(in thousands of Swiss francs)•

Coordination of the Development Agenda (DA) across the Organization

3,762

RND

•

Special programs and projects at the national, regional and sub-regional level, including in LDCs, on strategic
topics for the efficient use of IP for development including, inter alia:- The conceptualization, design and preparation of National IP Strategies;- More effective use of the copyright ecosystem;- Support for activities for PCT Member States and countries interested in joining the PCT; and- Leveraging the capabilities and expertise of the WIPO Judicial Institute and WIPO Arbitration and Mediation
Center

1,191
8,341
3,824
19,271

CCI
IE
PT
RND

•

Broadening of training focus by WIPO Academy from knowledge to skills, as well as changes in pedagogy toaccommodate training of new stakeholders like SMEs

25,047RND

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Priorities

BudgetSector(in thousands of Swiss francs)•

Building of skills on specific IP related matters and development of training materials, publications and tools

1,521
1,741
723
1,039
2,653

BD
CCI
IE
GCP
PT

•

Tools and legislative advice to support and assist Member States in using and deploying legislation, policy, law
and practices in the various areas related to IP

1,069
4,754
644
1,824

BD
CCI
GCP
PT

•

Global Innovation Index, World IP Report and creative economy studies

4,056

IE

•
•

Development and expansion of sustainable TISC networks in cooperation with Member States
IP policies for universities, and forging of networks between research institutions at the national, regional andinternational levels
Preparation of patent landscape reports on technologies in selected areas of public interest
Support for entrepreneurs, SMEs and enterprises, as well as in collaboration with partners, to access and use theIP system in taking their ideas to market and leveraging their competitiveness

10,228
7,396

IE
RND

•

Encourage creators, creative enterprises, cultural institutions, and communities to leverage copyright and related
rights, including through the support of collective management organizations and persons with print disabilities

8,946

CCI

•

Plan and implement WIPO’s work with Youth

650

GCP

•

Capacity building, technical assistance and training on IP and TK, TCEs and GRs, including creation ofaccessible materials for such activities

1,917

GCP

•

IP Offices Business Solutions for national and regional IP institutions in developing countries and LDCs

12,568
379

IP
RND

•
•

Expected Result

Performance Indicators

Sector

4.1 More effective use of IP to support growth anddevelopment of all Member States and theirrelevant regions and sub-regions, including
through the mainstreaming of the Development
Agenda recommendations

Implementation of topics on IP and Development discussed in the CDIP

RND

No. of national, sub-regional and regional projects, including those
implemented through partnership frameworks, that have achieved their
expected benefits or completed important milestones

PT, CCI, RND

4.2 Development of balanced and effective IP,
innovation and creative ecosystems in Member
StatesNo. and % of Member States satisfied with the legislative and policy advice
provided

PT, BD, CCI, GCP,
RND

No. of Member States, sub-regional and regional IP offices using WIPO tools
and methodologies for the enhancement of their IP and Innovation Ecosystems

RND

Level of adoption of IP ADR and domain name dispute resolution policies
developed or supported by WIPO

IE

No. of unique visitors to the Global Innovation Index websites

IE

No. of countries using the GII for the development of their innovation strategies
and ecosystem

IE

Level of sustained engagement by Member State judiciaries

IE

Level of satisfaction of participants in capacity building and training activities
on patent law and related mattersPT

Level of satisfaction of participants in capacity building and training activities
on trademarks, industrial designs and geographical indications and related
mattersBD% of participants who have successfully completed skills-based training
programs

RND

Success rate of participants taking knowledge and skills-based exams ofadvanced DL courses

RND

No. of sustainable IP training institutions (IPTIs)

RND

No. of people trained by the IPTIs

RND

4.3 Increased IP knowledge and skills in all Member
States14

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Expected Result

Performance Indicators

SectorLevel of satisfaction of participants in WIPO training and skills development
programs
4.4 More innovators, creators, SMEs, universities,
research institutions and communities leverage IP
successfully

4.5 Enhanced IP infrastructure for IP Offices

CCI, GCP, RND

No. of CMOs in developing countries and LDCs using WIPO Connect

CCI

ABC: No. of accessible titles delivered to persons with print disabilities

CCI

No. of sustainable national TISC networks

IE, RND

Level of satisfaction of Technology Transfer entities and other bodies with theservices provided by WIPO

IE, RND

LDCs: No. of identified and deployed Appropriate Technologies (ATs)addressing development need

RND

Level of satisfaction of participants in training and capacity building activities
related to GRs, TK and TCEs

GCP

No. of SME support institutions who are using WIPO materials and tools

IE

No. of SMEs reached by WIPO assisted SME support institutions that use
WIPO materials and tools

IE

No. of unique visitors to the web-based services targeting inventors and SMEs,
including no. of visitors downloading

IE

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

IP, RND

No. of documents exchanged through WIPO CASE and DAS

IPFoundation: Empower our people to work effectively, collaboratively and innovatively by providing them withthe right resources, training and environment
Priorities

BudgetSector(in thousands of Swiss francs)•

WIPO’s language services in support of multilingualism

21,205•Maintenance, renovation, transformation, modernization of premises and installations to ensure that WIPO
premises remain fit-for- purpose

27,705•

Optimized, timely and effective physical security and information assurance services

21,112•

Digital transformation, including towards the next generation ERP, further technical and functional convergence,leveraging the cloud first policy, the second phase of the IP Portal, the solid response to the COVID pandemic andstreamlined ICT operations and support

79,233•

Enhanced payment services to global fee-paying customers, further streamlining and automation of financialtransactions and processes, including through Robotic Process Automation (RPAs)

3,030

•

Provision for the payment of negative interest rates

1,760

•

A modernized human resources framework, including revisions to performance management and the rewards andrecognition program, updated training and development framework and stronger career support

5,607

•

Reinforced talent acquisition and talent management

3,166

•

People centric HR management and operations

9,673

•

Promotion of gender equality and diversity•

Internal oversight initiatives to strengthen accountability, compliance, value for money, stewardship, internal control
and corporate governance

AFM

AFM
(ODG)

5,910

AFM
(ODG)

Expected Result

Performance Indicators

Sector

5.1 A Secretariat that is empowered through adynamic corporate culture and is provided with theright resources and training to work effectively,
collaboratively and innovatively% of spend through UN cooperation

AFM

Level of satisfaction of Member States and other stakeholders withtranslation and interpretation services

AFM

Cost of per-word/page of translation

AFM

Employee Engagement

ODG

Gender: % of women at P4 to D2 level

ODG

Geographical Diversity: % by region as per agreements

ODG

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Program of Work and Budget 2022/23

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Expected Result

Performance Indicators

Sector

5.2 Digitally enabled, secure and sustainable
operating environment and services

Expansion of the Fee Transfer Service

AFM

WIPO premises and installations remain fit for purpose

AFM

Enhanced capability to detect and respond and recover from information
security threats ensuring minimal business disruption

AFM

Availability of digital services both internally and externally facing (uptime)

AFM

Improved service delivery to external stakeholders (Apdex score)

AFM

Confirmation of conformity of financial operations to the provisions of theapplicable WIPO conventions and treaties, the WIPO Financial Regulations
and Rules and IPSAS

AFM

Increased maturity of RBM and RM enabled by stronger ERP systems
managed and enhanced in accordance with best practice

AFM

Cost savings for goods and services procured by WIPO

AFM

Average air ticket fare

AFM

No interference and perceived independence by key stakeholders

ODG

No. of oversight recommendations accepted

ODG

5.3 Sound and prudent financial management andeffective corporate governance and oversight

WIPO’s Response to COVID-19
This proposed Program of Work and Budget was prepared during thedevastating COVID-19 pandemic. The pandemic has brought to lightmany crosscutting issues at the intersection of health, trade, innovationand intellectual property. WIPO, as the UN specialized agency for IP andinnovation, is committed to working now and during the biennium
2022/23, toward an effective and global response to the pandemic. The
incentives provided by the global IP system have over decades
encouraged investments in healthrelated innovations, which in turn haveplayed a part in the rapid development of COVID-19 vaccines worldwide.
However, the supply of vaccines remains below global demand,
particularly in many developing and least-developed countries. Thereremains much more we need to do to ensure that vaccines reach allcommunities around the world, and we are committed to playing our fullpart in this shared endeavour, consistent with WIPO’s commitment to vaccine equity. WIPO is
also committed to supporting its members to use IP to overcome challenges arising from COVID19 containment measures, and to build a sustainable economic recovery following the pandemic.

PHOTO: GETTYIMAGES/TETRA IMAGESWIPO, through this proposed Program of Work and Budget is committed and resourced to support and facilitate the partnerships andcollaboration necessary to scale up vaccine production globally, provide an enabling environment for innovation and technology
transfer and to support its members’ use of technology to drive good health outcomes. The scale of this challenge necessitates a“whole of WIPO” approach, bringing the range of expertise and resources from across WIPO’s Sectors to help meet the challenge. In
implementing the decision of Member States to strengthen WIPO’s COVID-19 response and, in view of the cross-sectorial nature of the
response and its implementation, the present section elaborates key implementation strategies that will be adopted. For the sake ofsimplicity and to avoid duplication, these strategies are not repeated in the detailed sections on Financial and Results – by Sector. The
Regional and National Development Sector, including WIPO’s network of External Offices, will contribute to the delivery of many ofthese initiatives, in coordination and cooperation with the Lead Sector indicated below. As the challenges continue to evolve, this
proposal enables WIPO to meet the IP and innovation needs and expectations of Member States throughout this pandemic, whilst
leaving room for adaptation if the situation requires. The Secretariat will strengthen cross-organizational coordination across theinitiatives and ensure full and timely engagement with Member States. Indicators will be developed to facilitate performance monitoring
and reporting.
WIPO envisages a number of specific activities during the 2022/23 biennium, building on a strong foundation of working with its
members on health and IP issues, including the TRIPS flexibilities, spanning across each of its Strategic Pillars. WIPO will also lookbeyond the immediate crisis, supporting preparations to combat future pandemics.

16

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In particular, under:
Expected Result 1.1: More effective communication and engagement world-wide to raise awareness of and increaseknowledge about the potential of IP to improve the lives of everyone, everywhere•

WIPO will reach out world-wide to explain the potential for IP to contribute towards vaccine equity, through the creation of theright incentives to bridge the gap between vaccine production capabilities and the needs of everyone, everywhere.

Expected Result 2.2: WIPO brings the international community together to proactively address emerging issues andpolicy challenges at the global level relating to IP, innovation and creativity•

WIPO will seek to ensure that the global IP ecosystem works for all of its Member States by bringing people together todiscuss and share an understanding of IP issues relevant to COVID-19 and future pandemics, and partnering withstakeholders, including industry, to bring value to discussions on global supply chains. WIPO will ensure that its services,knowledge and data will deliver value to users as well as policymakers leading the response to the pandemic at the country
level.

•WIPO provides legislative and policy advice, relating to, among other things, patents and trade secrets, to Member Statesand other entities, such as regional intergovernmental organizations. It includes advice on specific or systemic measuresthat will assist Member States to address the pandemic and how to build back economies. The PTLD will support theStanding Committee on the Law of Patents (SCP), including in its discussions on issues relevant to COVID-19 under agenda
items as agreed by Member States. (Lead: PT Sector)•

WIPO will review, analyze and advise Member States on the specific and systemic measures available that will assist
Member States to address COVID-19 and future pandemics, including options available to Member States to implement
international treaties in their laws, regulations and other legislative materials, for example using the TRIPS flexibilities. The
PTLD will disseminate information on various practical and relevant national initiatives and tools to support Member States’
use of the patent and trade secrets systems in the framework of technology transfer. (Lead: PT Sector)•

Learning from the response to COVID-19 will be important in supporting preparations for future pandemics and health crises.
In the biennium 2022/23, WIPO will continue work to understand the various factors that contributed to the success or failureof vaccine development during the COVID-19 pandemic, including through further studies on innovation determinants in the
COVID-19 vaccine development and production ecosystem. (Lead: GCP sector)•

WIPO will analyze and advise on brands and designs law and policy with reference to the fast-changing technology andbusiness environment for consumer goods in the post-pandemic environment, including COVID-19 related issues. It will, inparticular, continue to work with the World Helath Organization (WHO) Program on Non-proprietary Names for
Pharmaceutcal Substances (INNs) on the dissemination of information to trademark registration authorities, including COVID19 INNs for medicines. (Lead: BD sector)

Expected Result 2.4: Effective interaction and partnerships with the UN, IGOs and NGOs in support of global goals towhich IP can contribute•

WIPO will continue strengthening its cooperation with WHO and WTO in global policy areas at the intersection of health,trade and IP, including via trilateral technical assistance provision to address Member States’ needs. WIPO’s role on the
Executive Board of the Medicines Patent Pool (MPP) will also allow the Organization to leverage its strengths in support of
the global community’s response to COVID-19 and other pressing global health challenges.

•

The Directors General of WHO, WIPO and WTO agreed, in June 2021, to the creation of a 'one stop shop' for technicalassistance coordination and delivery in support of addressing the COVID-19 pandemic and future global health emergencies.
The Trilateral Technical Assistance Gateway will build directly on the existing trilateral cooperation, combining the threeorganizations' services together to offer members holistic support in addressing the pandemic – such as support to build
innovation ecosystems, advice on trade policy, and work to improve health infrastructure. The Trilateral Technical Assistance
Gateway will assist members in understanding their available options in a more systematic way, including through thecreation of a new dedicated website bringing together the COVID-19 offering from all three agencies and a single point ofcontact, to support members in meeting their needs in a targeted manner. (Lead: GCP sector)

17World Intellectual Property Organization
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FINANCIAL AND RESULTS - OVERVIEW

Expected Result 3.1: Wider and more effective use of WIPO’s Global IP systems, services, knowledge and data•

The current pandemic has placed significant operational, financial, legal and political strains on life science collaborations,whilst also creating new opportunities. Nearly one-in-six mediation and arbitration cases, which are now being filed with the
WIPO Arbitration and Mediation Center involve organisations or collaborations from the pharmaceutical, biosciences, medical
devices and chemical industries. In the biennium, the WIPO Arbitration and Mediation Center will offer new services,
including tailored WIPO mediation agreements to facilitate contract negotiation, the management of contract performance
disputes between parties in long-term life sciences collaborations, and developing best practices in dispute-management in
the health and life sciences sectors. (Lead: IE sector)•

Regarding the international registration systems for trademarks and industrial designs, implementing time limit flexibilities
under the Madrid and Hague Systems will offer some relief to users, in particular SMEs who may be facing operationaldifficulties during the pandemic.

Expected Result 3.3: Knowledge transfer and technology adaptation is facilitated through WIPO’s IP-based platforms andtools to address global challenges
WIPO will step up efforts to support platforms and initatives that seek to match the developers and input suppliers in the area ofvaccines and other COVID-19 health products, with the producers and users seeking those products and inputs. This would
support efforts to scale up COVID-19 vaccine production, working closely with Member States, and leveraging WIPO’s strengths
and relationships in IP licensing, technology-based matching platforms and public-private partnerships. WIPO will engage with
relevant stakeholders to accelerate knowledge transfer and technology adaptation and will strengthen patent information services,innovation support programs and tools, including by implementing projects and activities on technology transfer agreed by WIPO
Committees within their mandate, in line with Recommendation 29 of the Development Agenda. Special focus will also be given to
facilitating better access to publicly available patent information and enhancing cooperation and exchange between research anddevelopment institutions in Member States. (Lead: GCP/IE Sectors)
Expected Result 4.3: Increased IP knowledge and skills in all Member States•

WIPO will provide tailored technical assistance and capacity building to Member States. One of the most effective ways for
us to achieve this will be to empower Member States to deliver IP training to support their national efforts to address the
COVID-19 pandemic and to build back better through targeted post-COVID economic recovery strategies.

•

WIPO will deliver training modules for IP Offices and government officials on “IP and Public Health” which will provide themwith the skills and tools to offer training at the national level covering topics such as: IP and access to medicines; IP as anopen collaboration tool to face COVID-19 challenges; and, technology transfer for local production of COVID-19-related
technologies and supply of medicines. Following a similar approach, WIPO will offer an online ‘train the trainer’ program for
IP Offices to support them in delivering training activities on IP as a tool for SMEs’ contribution to post-COVID economic
recovery: identifying potential IPRs; integrating IP into Business Models; managing and commercializing IP; and, leveraging
IP in digital and export markets. Upon request, this training will be customized to the individual countries’ key economic
sectors. These initiatives will build on the “train the trainer” modules, which are being provided to the rapidly expanding
network of National IP Training Institutions.

•

WIPO will expand its current cooperation with the International Trade Centre’s (ITC) eLearning Academy to integrate
instructionally designed IP content on trade related topics for exporters, in particular female exporters.

•

The WIPO Academy will increase its scholarship program and fee exemptions for participants from developing countries,
least developed countries and economies in transition in its advanced DL courses that were highlighted in the COVID-19
package announced by the Director General in July 2021.

•

WIPO will work with its partner universities to offer a series of one-week, online Executive Programs focused on technology
transfer targetting relevant public and private sector participants providing them with practical and assessable IP andtechnology transfer skills. (Lead: RND Sector)

Expected Result 4.4: More innovators, creators, SMEs, universities, research institutions and communities leverage IP
successfully•

WIPO will support governments to use IP as a tool, not only to support good health outcomes, but to build back their18

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economies through sustainable development.
•

WIPO will provide a package of technology transfer resources related to pandemic preparedness which should improveaccess to existing technologies related to prophylactics, therapeutics, bio-analytics, and bioinformatics for communicablediseases, allow for the successful transfer of the necessary IP rights and support local production and scaling up of
inventions to the level of innovative technologies in response to the pandemic. This package will include preparing andpiloting training materials and reference documents on technology transfer and IP rights, and compiling and disseminating
relevant institutional IP policies and policy elements. Special consideration will be given to Technology and Innovation
Support Centers (TISCs) and other technology transfer structures in developing countries to ensure that the situation andneeds of such countries can be effectively taken into account in project outputs. The Sector will also explore how to makeavailable better integrated data in these areas. (Lead: IE Sector)•

Furthermore, building on a preliminary patent landscape report to be prepared in 2021 (trends in patenting activity related tovaccines and therapeutic agents specifically targeting COVID-19), a more complete and comprehensive patent landscapereport will be prepared in 2022. The report will cover bio-analytics, bioinformatics and other technologies contributing toaccelerated development of prophylactics and therapeutics. A portal in PATENTSCOPE will be made available to improveaccess to the findings and data. (Lead: IE Sector)•

During the biennium 2020/21, WIPO is exploring the implications of COVID-19 on start-ups and on SMEs. WIPO will build on
this in the biennium 2022/23, to support SMEs in developing IP management practices that would build their competitivenessacross the return to the “new normal”, including around the identification and utilization of IP assets. WIPO will also examine
the link between IP intensive industries and national economic resilience by carrying out an empirical study to explore
whether countries with a strong reliance on R&D, innovative SMEs and IP intensive industries have proven to be more
resilient to the pandemic and even witnessed sector-specific economic growth. (Lead: IE Sector)•

In 2022/23 biennium, WIPO will also explore the implications of COVID-19 on local communities, including indigenous
communities, to inform the design and implementation of appropriate initiatives. (Lead: GCP Sector)•

WIPO will also support the greater use of trademarks by start-ups and SMEs in order to support such enterprises in using theIP system to protect and grow their brands, including across borders. This will be done by accelerating efforts to increase
access and use of the Madrid and Hague systems by SMEs, as well as other initiatives to promote awareness of brands toentrepreneurs. Given the importance of branding and marketing in growing a business, and the fact that brands are of criticalimportance to all businesses and economies, this will support broader efforts by Member States to building back better.
(Lead: BD Sector)•

Recognizing the role of women in SMEs who have been particularly affected by the COVID-19 pandemic, assistance oncollective branding (e.g. using collective trademarks and geographical indications) will be reinforced for SMEs andcommunities, including women entrepreneurs. Similar assistance will support the development and use of collective brands(trademarks and GIs) in the creation and enhancement of business ecosystems conducive to adding value to SMEs, inparticular those run by women entrepreneurs thus supporting post-COVID economic recovery. (Lead: BD/RND Sectors)•

WIPO will develop sectoral specific capacity building programs targeting SMEs focused on those sectors, which experienced
significant growth during the pandemic, such as the video games industry, highlighting resilience of IP/intangible goods andtheir role in post-COVID economic recovery with emphasis on the younger generation. (Lead: RND/IE Sectors)•

Many educational activities have been impacted directly during the pandemic, as learning stopped or moved to the virtual
classroom. Improving access to textbooks in both print and virtual formats and digitizing targeted reference materials andcultural collections can support learning and development in the pandemic environment. WIPO will assist by undertaking
needs assessments, and matching projects, including possible adaptation and/or expansion of knowledge building andknowledge sharing projects with interested partners who could provide the necessary skills and resources to address theneeds of developing countries. Priority would be given to LDCs. (Lead: CCI Sector)

Member States seeking further information on WIPO’s support for COVID-19 may contact the Focal Point on WIPO’s Package of
COVID-19 support. WIPO will continue refining this package of support for the biennium 2022/23 as the pandemic evolves, including
engaging with Member States during auturmn 2021 through a series of online regional consultations for all regions to brief Member
States on WIPO’s COVID-19 Related Services and Assistance package and to obtain their input and support in the design and deliveryof services by identifying specific COVID-related needs in each region.

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Risks
17. Pursuing an acceptable level of risk is fundamental to undertaking the Organization’s activities and an integral
element of WIPO’s planning and daily operations, enabling it to take into account uncertainties that may affect theachievement of Expected Results and KPIs. The Organization’s risk appetite statement 11 sets out the level of
acceptable risk and the governance process that oversees it. The following organizational risks are pervasive across
Sectors and are assessed, monitored and treated throughout the biennium. Our risk hierarchy includes key risks toachieving each Sector’s objectives, identified in this document, while enterprise systems record many more risks withlower impact or closer proximity, managed at the operational level.
Risk

Treatment

Confidence in intellectual property frameworks declines or the engagement ofMember States or stakeholders diminishes reducing WIPO’s role, credibility or
influence.

Demonstrate the value of IP in a pragmatic and impactful manner by supporting
innovators and creators, and showing how IP can contribute to enterprise andeconomic growth. Proactively engage and communicate about IP beyond atechnical audience to the general public and emerging stakeholders like youth
about the relevance and importance of IP. Facilitate and actively support a
conducive and efficient environment for Member State deliberations andactivities about areas of IP work relevant to them.

A reduction in filings for revenue generating activities, owing to an economic
downturn or other reason reduces the biennial income received that thus
threatens the Organization’s financial sustainability.

Reserves set at approximately 25% of biennial budget; prudent financial
management and monitoring as well as rolling economic and filing forecasts
place the Organization in a sound financial position with the ability to recognize
and respond in an agile manner to changes.

Prolonged unavailability of business critical information systems negatively
Preparation and regular testing of IT disaster recovery and business continuity
affects the key services of WIPO including, inter alia, WIPO’s Global IP Services, plans, updated to reflect lessons from the COVID-19 pandemic. Implementation
Platforms and internal systems.
of cross-functional strategies including resilience improvements in systemarchitecture, exploiting the additional levels of resilience provided by cloudarchitectures, and a greater degree of automated development and release
controls.

WIPO and its external service providers are exposed to the risk of a breach of
security leading to the accidental or unlawful destruction, loss, alteration,
unauthorized disclosure of, or access to, confidential and/or personal data that istransmitted, stored or otherwise processed by the Organization.

The implementation of a comprehensive information security strategy, including
provisions for awareness-raising, monitoring and surveillance, enhanced
oversight of external service providers, and independent security testing, torespond to the risk of data breaches and in conjunction with an Internal Audit
review.

Evolving stakeholder expectations exceed the user experience offered throughour publicly focused web and mobile products, leading to loss of brandconfidence and temptation to seek alternative solutions.

A focus on digital transformation, including user experience, a unified Global IP
Portal and a harmonized ICT strategy all contribute to keeping our products
relevant and user-friendly. An upgrade of WIPO’s website platform together withaudience-adapted content are planned. A more coherent and strategic approach
to customer experience, relying on tools and analytics.

COVID-19 pandemic and consequences related to it could significantly affectMultifaceted program of support for well being and mental health. Advocacy andgeneral health (including mental health) and well being of personnel, that could
continuous support to managers and personnel is provided by the medical team
impact productivity, teamwork, workplace environment and organizational culture and Staff Counsellor. Enhanced flexible working arrangements, a health and wellin general.
being survey, implementation of a mental health and well being strategy, and afocus on building a culture of inclusion, flexibility, empathy and empowerment
will further contribute to positive outcomes.

11 WO/PBC/29

20

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW

2022/23 Budget by Cost Category
18. The estimated cost for “Posts” in 2022/23 represents a slight increase of 2.8 million Swiss francs, or 0.6 per cent,compared to the 2020/21 Approved Budget. The decrease of 1.4 million Swiss francs, or 8.7 per cent, in the estimatedcost of “Temporary Staff” is the result of the finalization of the regularizations of continuing functions.
Table 6: 2022/23 Proposed Budget by Cost Category(in thousands of Swiss francs)
2022/23

2020/212020/21

Proposed

Program

Budget after

Budget& BudgetTransfers

Posts

451,089

448,336445,176

2,753

0.6%

Temporary Staff

14,897

16,323

21,469(1,426)-8.7%

A. Personnel Resources

2022/23
vs. 2020/21 P&B
Amount%Other Staff Costs

3,152

3,152

3,152

-

-

Sub-total, A. w/out Unalloc.

469,138

467,812469,797

1,327

0.3%

Unallocated (Personnel)

7,346

8,107

3,830

(761)

-9.4%

476,484

475,919473,627566

0.1%

Total, A
B. Non-personnel Resources
Internships and WIPO Fellowships
Internships

1,543

767

1,367

776

101.1%WIPO Fellowships

13,464

9,906

10,198

3,558

35.9%

15,006

10,673

11,564

4,334

40.6%

Staff Missions

10,617

14,5738,611(3,956)-27.1%

Third-party Travel

12,73015,616

12,140(2,886)-18.5%

Training & Related Travel Grants

2,907

2,929

1,617

(23)

-0.8%

26,254

33,11822,368(6,864)-20.7%

Conferences

8,381

7,098

7,038

1,283

18.1%

Publishing

461

474

412

(12)

-2.6%

Individual Contractual Services

38,24136,011

33,976

2,231

6.2%

Other Contractual Services

165,280

142,454

156,982

22,826

16.0%

212,364

186,037

198,408

26,327

14.2%

Finance Costs

2,480

1,066

758

1,414

132.6%

Sub-total
Operating Expenses

2,480

1,066

758

1,414

132.6%

Premises & Maintenance

45,671

41,174

40,614

4,497

10.9%

Communication

3,003

5,428

4,816

(2,425)-44.7%

Representation & Other Operating Expenses
UN Joint Services

1,680
1,689

2,318
1,268

1,925
1,117

(638)
421

-27.5%
33.2%

52,04350,187

48,472

1,856

3.7%

Furniture & Equipment

1,136

1,455

3,773

(319)

-22.0%

Supplies & Materials

3,424

3,346

5,188

78

2.3%
-5.0%

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Sub-total

Sub-total
Equipment and Supplies

Sub-total

4,560

4,801

8,960

(241)

312,707285,882

290,530

26,825

9.4%

4,600

6,600

4,244

(2,000)-30.3%

Total, B

317,307292,482

294,774

24,825

8.5%

TOTAL

793,792

768,401

768,401

25,391

3.3%

POSTS

1,219

1,209

1,209

10

Sub-total, B. w/out Unalloc.
Unallocated (Non-Personnel)

Note: 2020/21 Budget after Transfers reflects transfers as at December 31, 2020.

21

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW

19. The estimated costs for “Internships and WIPO Fellowships” for 2022/23 has increased by 4.3 million Swiss francs,
or 40.6 per cent, compared to the 2020/21 Approved Budget. This reflects the increased emphasis on attracting young
talent and providing them with a professional experience at WIPO. Some of the fellowship positions will be part of anew program targeted for young professionals from developing countries.
20. A decrease of 6.9 million Swiss francs, or 20.7 per cent, compared to the 2020/21 Approved Budget, can beobserved under “Travel, Training and Grants”. This reflects the Organization’s broadening of support to include virtualor hybrid delivery modalities, as a result of the COVID-19 pandemic.
21. The estimated cost for “Contractual Services” in 2022/23 has increased by 26.3 million Swiss francs, or 14.2 percent, compared to the 2020/21 Approved Budget. The increase is primarily driven by additional estimated costs for:(i) translation services; (ii) development, deployment and maintenance of WIPO Connect; (iii) UNICC services (PCT,
Global Databases, and refresh of infrastructure); (iv) cloud hosting costs; (v) operations support for the WIPO IP
Portal and IT applications moved to the cloud; (vi) establishment of solution design delivery services to provide
technical support for ABC, WIPO GREEN, WIPO Lex and WIPO Re:Search; (vii) IT projects (strengthening data
security and privacy controls and standardization of third party architectures); and (viii) additional resources for WIPO’s
response to COVID-19.
22. The estimated “Finance Costs” for 2022/23 have increased by 1.4 million Swiss francs, or 132.6 per cent,compared to the 2020/21 Approved Budget. The increase is primarily driven by the enhanced difficulties of avoiding
the payment of negative interest rates on the Organization’s operating cash, resulting in estimated negative interest
rate payments of 1.76 million Swiss francs. This is based on a best-case estimation, assuming that the Organization’s
mitigation strategies will have their intended impact.
23. “Operating Expenses” for 2022/23 shows an increase of 1.9 million Swiss francs, or 3.7 per cent, compared to the2020/21 Approved Budget. The increase is primarily driven by software licenses and support and maintenance forremote working capabilities (including Zscaler, Zoom, RSA tokens) partially offset by lower printing costs and postage
costs (PCT and Madrid).
24. “Equipment and Supplies” for 2022/23 shows a decrease of 0.2 million Swiss francs, or 5 per cent, compared to
the 2020/21 Approved Budget primarily driven by lower budget for IT accessories.

Personnel Costs
Methodology
25. The personnel costs for the biennium 2022/23 amount to 476.5 million Swiss francs and continues to be derived on
the basis of actual costs supplemented by planning assumptions as outlined below.
26. The actual costs are based on the latest available UN salary and pensionable remuneration scales for Professionaland higher categories and General Service staff, existing data regarding dependencies, as well as applicable policies
and entitlements for all other staff benefits.
27. The costing methodology applied incorporates several cost elements derived at position level, combined to provide
an overall costing for personnel resources.

Planning Assumptions•

For occupied positions, costing of salaries for 2022/23 12 takes into account the applicable ICSC scales
and within-grade step increments, prorated for 2022/23. For vacant positions, standard costs arecalculated based on grade step I and an assumption of a dependent spouse and child;•

The exchange rate and post adjustment multiplier (PAM) are applied as of March 2021;•

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 2021; for the General Service Category the
September 2019 scale has been applied;•

All applicable benefits and entitlements for occupied positions, including education grant and home leave,
are estimated at position level, taking into account the latest payroll information. An average cost has

12 Salary scale applied for Professional and higher categories as of January 1, 2021 and pensionable remuneration scale as ofFebruary 1, 2021. Salary scale and pensionable remuneration applied for General Service Category as of September 1, 2019.

22

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW

been estimated for vacant positions;•

Medical contribution provisions have been increased to take into account a 3.6 per cent increase in theinsurance premium;•Ten new posts have been created for 2022/23 to cater for the Young Experts Program (YEP) initiative,
bringing the total number of posts to 1,219;•

An overall vacancy rate assumption of 4 per cent has been applied to the overall costing of posts to take
into account recruitment delays;•

An 8 per cent provision for After Service Health Insurance (ASHI) has been applied to fixed term posts;
a 2 per cent charge for separation has been applied to 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 theWIPO Rewards and Recognition Program (1,152,000 Swiss francs);•

The provision for reclassifications amounts to 4 million Swiss francs in “Unallocated (Personnel)” forthe implementation of the results of reclassification committee decisions;•

In view of the experiences gained from teleworking, the provision for overtime costs has been decreased to
2 million Swiss francs, in “Unallocated (Personnel)”. These costs will continue to be closely monitored incoordination with the Human Resources Management Department and concerned work areas.

28. Based on the above planning assumptions, the increase in personnel costs for 2022/23 amounts to 0.6 million
Swiss francs, or 0.1 per cent, compared to the 2020/21 Approved Budget. The share of budgeted personnel costs
compared to the total budget has decreased from 61.9 per cent in 2020/21 to 60.3 per cent in 2022/23.
Chart 3: 2022/23 Share of Personnel and Non-Personnel Budget

29. Personnel costs for 2022/23 have been maintained as compared to the 2020/21 Approved Budget. The statutory
step increases, the addition of ten new posts, the increase in the pensionable remuneration scales, as well as theincrease in the insurance premiums have been offset by reductions in other areas, such as the discontinuation and/or
reduction in the transition allowances and decreases in the provisions for home leave and overtime.

Development Activities and Development Agenda Resources
30. The Organization will continue in the 2022/23 biennium to further strengthen the implementation of WIPO’s
development-oriented activities guided by the WIPO DA Recommendations 13 and the principles enshrined in the 2030
Agenda for Sustainable Development. An outline of the SDGs to which the Organization contributes is included in Annex
IX. SDGs to which Sectors contribute have been indicated in the narratives.
31. Development expenditure for the 2022/23 biennium is based on the revised definition of development expenditureapproved by the Member States at the fifty-fifth session of the WIPO General Assembly 14. Expenditure is qualified as
13 https://www.wipo.int/ip-development/en/agenda/recommendations.html

14 The revised definition of development expenditure can be found in document A/55/4.

23

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - OVERVIEW“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 of Work and Budget.
32. The total development share of the 2022/23 budget for the Organization amounts to 150.3 million Swiss francs or
18.9 per cent. Details of the development expenditure for 2022/23 by Sector and by Expected Result and Sector arepresented in Table 7 below. A comparison of development expenditure by Sector 2022/23 versus 2020/21 and a
breakdown of development expenditure 2022/23 by Expected Result and Sector are included in Annex XI.
33. A total of 2.4 million Swiss francs has been specifically earmarked within the budget in 2022/23 for the
implementation of DA Projects (see Table 8 below).
Table 7: Development Expenditure in 2022/23(in thousands of Swiss francs)

2022/23 Proposed Budget
Sector

Proposed
BudgetDA
Projects

Total w/DA
Projects

Patents and Technology

9,473

-

9,473

Brands and Designs

10,563355

10,918

Copyright and Creative Industries

19,214

1,195

20,409

Regional and National Development

65,171365

65,536

Infrastructure and Platforms

14,451-

14,451

Global Challenges and Partnerships

13,461-

13,461IP and Innovation Ecosystems

15,106489

15,596

469

-

469

147,9092,404

150,312Administration, Finance and Management
TOTAL
Development Expenditure as% of total budget

18.9%

Funds-in-Trust 1

34,847

1 Estimated amount available for programming in 2022/23 and 2020/21.

Table 8: Development Agenda Projects in 2022/23(in thousands of Swiss francs)

Projects

Sector2022/23 Proposed Budget
Personnel

Non-Personnel

BD

125

230

355

CCI

57

110

167

CCI

114

446

560

CCI

-

468

468

Registration of the Collective Marks of Local Enterprises as a Cross-Cutting
Economic Development Issue

RND

125

180

305

Tools for Successful DA Project Proposals

RND

-

60

60

Increasing the Role of Women in Innovation and Entrepreneurship, Encouraging
Women in Developing Countries to Use the IP System

IE

-

172

172

Systematization of statistical data and the design and implementation of amethodology for developing impact assessments on the use of the intellectual
property system2

IE

-

317

317

421

1,983

2,404

IP and Gastronomic Tourism in Peru and Other Developing Countries: Promoting theDevelopment of Gastronomic Tourism through IP
Pilot Project on Copyright and the Distribution of Content in the Digital Environment
Development of the Music Sector and New Economic Models of Music in Burkina
Faso and in Certain Countries of the West African Economic and Monetary Union(WAEMU)
Promoting the Use of Intellectual Property (IP) in Developing Countries in Creative
Industries in the Digital Era1

Total
1Subject to CDIP approval. Total project budget is 795,000 Swiss francs. Implementation timeframe: 2022-2024.
2Subject to CDIP approval. Total project budget is 499,300 Swiss francs. Implementation timeframe: 2022-2024.

24

Total

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Patents and Technology

II. FINANCIAL AND RESULTS - BY SECTOR
Patents and Technology

Implementation Strategies
The WIPO Patents and Technology Sector is responsible for several aspects of WIPO’s work.
First, a key part of its work is to continue the development of balanced and effective
international normative frameworks in the areas of patents and other IPs connected withtechnology. As such, it facilitates international cooperation under three WIPO treaties – thePatent Cooperation Treaty (PCT), the Patent Law Treaty, and the Budapest Treaty, in
addition to the Paris Convention as it relates to patents – and supports the work of a number
of WIPO bodies, including the Standing Committee on the Law of Patents (SCP) and the PCTUnion Assembly. As part of this work, it also brings stakeholders together to discuss emerging
issues and challenges to the global patent system arising from new technological, cultural,social and economic trends.
Second, it is the provider of a critical global service for the international protection of
inventions through the PCT.
Third, it also supports the use by Member States of patents and other IP connected totechnology by providing legislative and policy advice to WIPO Member States and national
IP Offices. It also delivers user outreach and support, as well as training and capacity building
for LDCs, developing countries, countries in transition and developed countries.

Patent and Technology Law
Over the course of the 2022/23 biennium, in the area of patent law, the Sector will continue to provide timely and reliable
information to the Member State-driven normative process and support an environment conducive to engagement anddialogue among Member States. Discussions among Member States on the identification of new issues that require
multilateral attention and action will be further facilitated, with due regard given to changes in the overall technological,
economic and social context.
The Sector will strengthen its capacities in supporting development of balanced and effective IP systems in Member States,
particularly in view of the evolving global innovation ecosystem. To this end, the ratification and full implementation of theParis Convention, the Budapest Treaty and the Patent Law Treaty will be further supported by providing targeted legal andpractical information to Member States. Furthermore, the Sector will provide legislative and policy advice to beneficiary
countries, being mindful of their priorities and special needs, the balanced rights and obligations that are inherent to the IP
system, and the differing levels of development among Member States.
The Sector will continue to address patent law in the context of increasingly complex technology and globalized innovationand knowledge-transfer mechanisms. Contribution of other IP rights, such as utility models and the protection ofconfidential information, to those mechanisms will be further explored. The Sector will continue to deliver accurate
evidence-based empirical information assisting stakeholders in making informed decisions and choices relating to patents
through reinforced cooperation with other WIPO Sectors.

Patent Cooperation Treaty
In the area of administering the PCT, the Sector will study additional ways of improving the PCT system, while implementing
specific measures already approved by Member States. Improvements will be made to existing features of the PCT system
aimed at increasing efficiency and ensuring that international phase processing effectively supports national phaseprocessing.

25

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Patents and Technology

In this regard, the Sector will promote effective cooperation between Offices, International Authorities and the International
Bureau with the goal of maximizing the potential benefit of electronic tools, services and data exchange. The Sector willcontinue to support International Authorities in improving the quality and timeliness of their work products, including throughthe development of quality metrics and investigation of collaborative search and examination of PCT applications. Filingand exchange of full text or structured data in standardized formats will be promoted, enabling improved automation ofvalidations and processing and delivery of high quality, standardized data to applicants, designated Offices and patent
information users. Furthermore, the Sector will support and develop services for processing and data exchange by theInternational Bureau, receiving Offices and International Searching Authorities to ensure timely, accurate, high quality andconsistent results using common or consistent tools.
In-line with its commitment to continuous quality improvement, the Sector will continue to initiate contact with PCT
customers and stakeholders through surveys and other outreach, to identify needs, improve PCT effectiveness andimprove the PCT customer experience. Training for users and potential users, including through webinars and video
content, will also continue to be provided.
The Sector will also seek to enhance technical assistance for national phase examination by developing and delivering
tailored training activities for Offices in LDCs, developing countries and countries in transition on the utilization of
examination work products from other national phases. It will also develop concepts and tools for competency-based
examiner training management and, in cooperation with the Regional and National Development Sector, assist Offices in
LDCs, developing countries and countries in transition in implementing these concepts and tools.
The Sector will further continue to align staff skill sets with needs, in order to take into account changing linguistic andgeographical demand and as well as technological developments. In order to improve the productivity and service qualityof PCT operations, investments in intelligent automation will be undertaken, alongside organizational transformation
initiatives, streamlining of processes and strengthening of management skills. In parallel, the Sector will continue to
implement cost containment measures for translation, such as proactive procurement approaches, adoption of newtechnologies and the introduction of innovative workflows, and enhance the resilience and security levels of the ICT
infrastructure underlying the PCT business and information systems.

Risks
Risk

Treatment

Regression in quality of international work products.

Continued strengthening of quality control procedures at the International
Bureau. If offsite work is necessary, inclusion of specially adapted quality
control checks and provision of equivalent IT equipment and support as in
office. Encouragement of process and quality assurance improvements
at national Offices, particularly those acting as International Authorities.

Decrease in PCT filings, in absolute terms or relative to Paris route filings.

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

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Strategic Pillar 2

Bring people together and partner with stakeholders to shape the future of the global intellectual property ecosystem

2.1 Development of balanced andeffective international normative
frameworks for IP

Progress on the implementation of agreed Summary by the Chair of SCP/33 ofwork in accordance with the agenda of the substantive agenda items to be taken up
Committee
by the Committee

Strategic Pillar 3

Provide high quality intellectual property services, knowledge and data that deliver value to users around the world

3.1 Wider and more effective use of
WIPO’s global IP systems, services,knowledge and data

Total Membership

153 Contracting States

155 members

Level of satisfaction of Offices with WIPO
global cooperative and assistanceactivities delivered by the International
BureauCooperative activities: 88%(2018/19 survey)≥ 90% satisfied or verysatisfied

Level of satisfaction of WIPO global IP
system users with International Bureaus
Services

87% (2018/19 survey)≥ 90% satisfied or verysatisfied

Unit Cost

Application: 553 CHF

tbd

3.2 Improved productivity and service
quality of WIPO’s global IP systems,
services, knowledge and data

Baselines

26

Targets

Implementation of agreed
work in accordance with the
SCP agenda

Patent examination-related activities: 91% ≥ 95% satisfied or very
(2018/19 survey)
satisfiedWorld Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Patents and Technology

Expected Result

Performance Indicators

Baselines

Strategic Pillar 4

Support governments, enterprises, communities and individuals to use intellectual property as a tool for growth andsustainable development

4.1 More effective use of IP to support
growth and development of all Member
States and their relevant regions andsub-regions, including through themainstreaming of the Development
Agenda recommendations

No. of national, sub-regional and regional n/a
projects, including those implemented
through partnership frameworks, that haveachieved their expected benefits orcompleted important milestones

4

4.2 Development of balanced andeffective IP, innovation and creative
ecosystems in Member States

No. and % of Member States satisfied with 89% based on 7 responses (2020)the legislative and policy advice provided≥ 90% satisfied or verysatisfied

4.3 Increased IP knowledge and skills
in all Member States

Level of satisfaction of participants incapacity building and training activities onpatent law and related matters≥ 95% satisfied or verysatisfied

93%

Targets

Patents and Technology: Resources by Result(in thousands of Swiss francs)

2022/23
Proposed Budget

Expected Result
2.1

Development of balanced and effective international normative frameworks for IP

2,101

2.2

WIPO brings the international community together to proactively address emerging issues and policy challenges at the
global level relating to IP, innovation and creativity

3,487

3.1

Wider and more effective use of WIPO’s global IP systems, services, knowledge and data

3.2

Improved productivity and service quality of WIPO’s global IP systems, services, knowledge and data

4.1

More effective use of IP to support growth and development of all Member States and their relevant regions and subregions, including through the mainstreaming of the Development Agenda recommendations.

3,824

4.2

Development of balanced and effective IP, innovation and creative ecosystems in Member States

1,824

4.3

Increased IP knowledge and skills in all Member States

2,653

Total

3,067
213,418

230,37427

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Patents and Technology

Resources

Patents and Technology: Resources by Cost Category(in thousands of Swiss francs)

2022/23
vs. 2020/21 P&B

2022/23
Proposed
Budget2020/21
Program &Budget2020/21
Budget after
Transfers

AmountA. Personnel Resources%

132,859

134,973

133,930(2,114)-1.6%

Temporary Staff

1,485

2,204

2,728

(719)

-32.6%

Other Staff Costs

-

-

-

-

n/a

134,345

137,178

136,659(2,833)

-2.1%

Posts

Total A
B. Non-personnel Resources
Internships and WIPO Fellowships

-

60

48

(60)

-100.0%

3,751

2,912

2,278

840

28.8%

3,751

2,972

2,326

780

26.2%

Staff Missions

1,704

1,950

1,457

(246)

-12.6%

Third-party Travel

2,452

3,066

3,078

(614)

-20.0%

Training & Related Travel Grants

425

85

44

340

400.0%

4,581

5,101

4,579

(520)

-10.2%

Conferences

966

782

679

184

23.5%

Publishing

37

30

25

7

22.7%

Individual Contractual Services

10,385

11,036

9,777

(651)

-5.9%

Other Contractual Services

73,821

67,26070,801

6,561

9.8%

85,20979,10881,282

6,101

7.7%

Finance Costs

-

-

-

-

n/a

Sub-total

-

-

-

-

n/a

1,520
258

2,221
975

1,466
693

(701)
(717)

-31.5%-73.5%

Representation & Other Operating Expenses

7

29

17

(22)

-75.9%UN Joint Services

-

-

-

-

n/a

1,785

3,225

2,176

(1,440)-44.6%

Furniture & Equipment

90

155

85

(65)

-41.9%

Supplies & Materials

613

518

579

95

18.4%

Internships
WIPO Fellowships
Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Sub-total

Operating Expenses
Premises & MaintenanceCommunication

Sub-total
Equipment and Supplies

Sub-total

703

673

664

30

4.5%

Total B

96,03091,07891,027

4,952

5.4%

TOTAL

230,374

228,255

227,685

2,119

0.9%

POSTS

377

382

377

(5)

28

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Brands and Designs

Brands and Designs

Implementation Strategies
The Brands and Designs Sector is responsible for several aspects of WIPO’s work.
First, it facilitates the development of balanced and effective international normative
frameworks in the areas of trademarks, industrial designs and geographical indications. It
also supports international cooperation under several WIPO treaties – the Paris
Convention, the Singapore Treaty on the Law of Trademarks, the Trademark Law Treaty,
the Protocol Relating to the Madrid Agreement Concerning the International Registration ofMarks, the Hague Agreement Concerning the International Registration of Industrial
Designs and the Lisbon Agreement on Appellations of Origin and Geographical Indications.
Moreover, the Sector supports the work of the Standing Committee on the Law ofTrademarks, Industrial Designs and Geographical Indications and the Madrid, Hague andLisbon Union Assemblies and the Assembly of the Singapore Treaty.
Second, the Sector is also the provider of critical global IP services for the international
protection of trademarks, industrial designs and geographical indications through the
Madrid, Hague and Lisbon Systems.
Third, the Sector supports the use by Member States of brands and designs by providing
legislative and policy advice to WIPO Member States and national IP Offices. This is complemented by user outreach andsupport activities, as well as training and capacity building for LDCs, developing countries, countries in transition anddeveloped countries.

Brands and Designs Law
During the 2022/23 biennium, the Brands and Designs Sector will continue to facilitate Member State-driven normative
processes for trademark, industrial design and geographical indication law and policy topics aimed at the development of
a balanced international legal framework. This will include the exchange of information and experiences in the SCT
regarding Office practices, with a view to increasing transparency within the practical functioning of the international IP
system for brands and designs and fostering, where possible, enhanced coherence at a practical level. The Sector will
focus, in particular, on:•

The possible holding of a Diplomatic Conference for the Adoption of a Design Law Treaty, subject to a decisionby the WIPO General Assembly. This treaty would simplify design registration procedures among Member
States, thus making it easier and less costly for designers to obtain protection for their creations in multiple
jurisdictions. Moreover, the Sector will continue to organize regular sessions of the SCT in an appropriate mode
(physical, hybrid or virtual) and develop intra-sessional work with a view to facilitating an open exchange on
salient topics relating to brands and designs law and policy enabling outcomes agreed by Member States;•

Organize in cooperation with an interested Member State one edition of the WIPO Worldwide Symposium on
Geographical Indications with a new and revised format. Develop and present punctual studies and reports on
topical issues in the area of trademarks, industrial designs and geographical indications;•Continue broadening the geographical coverage of the Singapore Treaty on the Law of Trademarks, to further
the simplification of trademark registration procedures worldwide.

In the area of protection of State emblems and names and emblems of international intergovernmental organizations, theSector will continue ensuring the efficient administration of the Article 6ter Paris Convention communication proceduresand producing biannual electronic publications of all communicated signs.
The Sector will continue to deal with brands and designs law and policy with reference to the fast-changing technology
and business environment for consumer goods and a view to making accessible this form of IP to the broadest possible
range of users. It will also continue to focus on balanced approaches in terms of geographical and subject matter
considerations, as well as mainstreaming gender equality into all activities. Moreover, the Sector will provide balanced
demand-driven country-specific legislative and policy advice through close communication and collaboration withMember States, taking into account the priorities identified within their national IP strategies, and ensuring that suchadvice remains fully responsive to their needs.

29World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Brands and Designs

Madrid System
The program of work for the next biennium related to the Madrid System will in particular focus on:•

Promoting membership of the Madrid System and supporting accessions by States having indicated an interestin becoming members of the System;•

Increasing use of the Madrid System throughout the world, in particular among small and medium-sizedenterprises (SMEs) and in emerging markets, through the implementation of strategic marketing and promotion,
taking due account of different customer profiles based on market research, data analysis and delivery oftargeted campaigns and activities, including in digital format;•

Innovating and enhancing Madrid services delivered by the IB to users and Offices, including through the
deployment, in a staged manner, of a new Madrid IT Platform;•

Making the Madrid System simpler, more accessible and more coherent in collaboration with member Offices,
including through the annual meetings of the Working Group on the Legal Development of the Madrid System
for the International Registration of Marks and the Madrid Working Group Roundtable.

The Hague System
Focus in the next biennium will be on expanding the Hague System into a truly global system, with particular emphasison:•Active promotion of the System to increase geographical coverage and usage through dedicated support toprospective Contracting Parties and their Offices while also bringing it to those to whom it could make adifference, in synergies with other WIPO areas;•

Enhancing the System’s user-friendliness through further developing information and guidance material for
applicants that take into account the impact of the expansion of the System;•

Continue to invest in an optimal administrative structure and the development of IT solutions to ensure state-ofthe-art services to users and member Offices;•Enhance customer experience through responsive customer support services;•

Provide for a balanced evolution of the legal framework and schedule of fees in parallel with the modernizationof the IT environment through annual meetings of the Working Group on the Legal Development of the Hague
System.

Lisbon System
Expanding the Lisbon System into a truly global system will require dedicated support to prospective Contracting Parties,
their Competent Authorities and potential users of the System, while pointing out the options to provide protection for
geographical indications, such as through a sui generis system or the trademark system. Initiatives for the next biennium
will, in particular, focus on:•

Actively promoting the Lisbon System, including the Geneva Act, to expand its geographical coverage andincrease usage, while also bringing it to those to whom it could make a difference, in synergies with other WIPO
areas;•

Providing demand-driven legal and technical assistance to WIPO Member States and IGOs, in particular to local
producers in developing countries and LDCs, interested in adhering to the Lisbon System;•

Continuing the process of modernizing and simplifying the regulatory framework of the Lisbon System in parallelwith the modernization of the IT ecosystem, including through sessions of the Working Group on theDevelopment of the Lisbon System;•

Ensuring an optimal administrative management and state-of-the-art services to users of the Lisbon System.

30

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Brands and Designs

Risks
Risk

Treatment

The Madrid, Hague and Lisbon Systems do not develop to their full potential during thebiennium in terms of geographical coverage, usage by prospective applicants andservices provided by the IB.

Pro-actively pursue any country’s interest in accessions, reconfigure
promotion and marketing activities, including more partner-based
approaches to scale and promote these Systems, increased focus on
obtaining customer feedback, and further digitalizing and streamlining IB
processes and services.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Strategic Pillar 2

Bring people together and partner with stakeholders to shape the future of the global intellectual property ecosystem

2.1 Development of balanced andeffective international normative
frameworks for IP

Progress on the implementation ofagreed work in accordance with theagenda of the Committee

Strategic Pillar 3

Provide high quality intellectual property services, knowledge and data that deliver value to users around the world

3.1 Wider and more effective use of
WIPO’s global IP systems, services,knowledge and data

Total MembershipState of SCT work at the end of 2020
as per document SCT/43/11 and otherrelevant working documents

Filing Rate

Targets

Implementation of agreed work inaccordance with the SCT agenda

Madrid System (Feb 2021):
108 Contracting Parties

Madrid System:
6 additional members (3 per year)

The Hague System (May 2021):
66 Contracting Parties to the Geneva(1999) Act; 34 Contracting Parties tothe Hague (1960) Act

The Hague System:
6 additional members to the Geneva(1999) Act; No additional members to
the Hague (1960) Act

Lisbon System (May 2021):
8 Contracting Parties to the Geneva(2015) Act; 30 Contracting Parties tothe Lisbon Agreement (1958 & 1967)
Acts

Lisbon System:
8 additional members to the Geneva(2015) Act; No additional members to
the Lisbon Agreement (1958 & 1967)
Acts

Madrid System applications: 63,800

Madrid System applications:2022: 71,200; 2023: 74,000

The Hague System applications: 5,792 The Hague System applications:2022: 7,480; 2023: 7,990
Lisbon System international
applications: 5

Lisbon System international
applications: 75 per year (150applications for 2022/23)

Madrid System: 32,371

2022: 32,400; 2023: 34,000

The Hague System: 4,759

2022: 4,440; 2023: 4,630

Level of satisfaction of WIPO global IP
system users with International
Bureaus Services

Madrid System: 79% (2018/19 survey)≥ 85% satisfied or very satisfied

The Hague System: n/a≥ 85% satisfied or very satisfied

Unit Cost

Madrid System new/renewed
registration: 625 CHF

tbd

The Hague System: new/renewed
design: 541 CHF

tbd

Renewals
3.2 Improved productivity andservice quality of WIPO’s global IP
systems, services, knowledge anddata

Strategic Pillar 4

Support governments, enterprises, communities and individuals to use intellectual property as a tool for growth andsustainable development

4.2 Development of balanced andeffective IP, innovation and creative
ecosystems in Member States

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

100% based on 5 responses≥ 90% satisfied or very satisfied

4.3 Increased IP knowledge andskills in all Member States

Level of satisfaction of participants incapacity building and training activities
on trademarks, industrial designs andgeographical indications and related
matters

100% based on 48 responses in 2020

≥ 90% satisfied or very satisfied

31

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Brands and Designs

Resources

Brands and Designs: Resources by Cost Category(in thousands of Swiss francs)

2022/23
vs. 2020/21 P&B

2022/23
Proposed
Budget2020/21
Program &Budget2020/21
Budget after
Transfers

AmountPosts

57,731

56,44756,235

1,284

2.3%

Temporary Staff

2,004

2,216

2,545

(212)

-9.6%

Other Staff Costs

-

-

-

-

n/a

59,73558,66358,779

1,072

1.8%

A. Personnel Resources

Total A%

B. Non-personnel Resources
Internships and WIPO Fellowships
Internships

143

58

79

85

146.6%WIPO Fellowships

3,430

3,420

3,352

10

0.3%

3,573

3,478

3,432

95

2.7%

Staff Missions

1,035

1,457

872

(422)

-29.0%

Third-party Travel

1,855

1,915

1,764

(60)

-3.1%

Training & Related Travel Grants

240

290

134

(50)

-17.2%

3,130

3,662

2,770

(532)

-14.5%

Conferences

1,065

1,099

1,018

(34)

-3.1%

Publishing

35

20

-

15

75.0%

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Individual Contractual Services

1,482

3,346

1,325

(1,864)-55.7%

Other Contractual Services

10,391

10,35014,13241

0.4%

Sub-total

12,973

14,815

16,476(1,842)-12.4%

Finance Costs

-

-

-

-

-

-

n/a

Sub-total-n/aPremises & MaintenanceCommunication

770

26
1,730

32
1,247

(26)
(960)

-100.0%-55.5%

Representation & Other Operating Expenses

210

210

82

-

0.0%

-

-

-

-

n/a

980

1,966

1,360

(986)

-50.2%-

Operating Expenses

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

-

-

23

-

n/a

Supplies & Materials

40

20

92

20

100.0%

Sub-total

40

20

115

20

100.0%

Total B

20,69523,94024,152(3,245)-13.6%

TOTAL

80,43082,60382,931(2,173)

-2.6%

POSTS
of which

156

155

156

1

Development Agenda Project

355

32

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Brands and Designs

Brands and Designs: Resources by Result(in thousands of Swiss francs)

2022/23
Proposed Budget

Expected Result
2.1

Development of balanced and effective international normative frameworks for IP

2,440

3.1

Wider and more effective use of WIPO’s global IP systems, services, knowledge and data

13,324

3.2

Improved productivity and service quality of WIPO’s global IP systems, services, knowledge and data

61,877

4.2

Development of balanced and effective IP, innovation and creative ecosystems in Member States

1,069

4.3

Increased IP knowledge and skills in all Member States

1,521

4.4

More innovators, creators, SMEs, universities, research institutions and communities leverage IP successfully

200

Total

80,430Funds in Trust Resources Potentially Available for Programming1(in thousands of Swiss francs)

Balance as ofDecember 31,
2020

Estimated
contributions
20212

Estimated
expenditureend 20213

Expectedbalance end
2021

Estimated
contributions
2022/232

Estimatedamount available
for programmingin 2022/23

China

483

280

105

658

560

1,218

China (HR)

311

404

358

357

808

1,165

Total

794

684

463

1,015

1,368

2,383

Fund-in-Trust (FIT)

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 2021 and 2022/23 are purely 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 Estimated expenditure in 2021 is indicative, based on past expenditure.

33

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Copyright and Creative Industries

Copyright and Creative Industries

Implementation Strategies
The Copyright and Creative Industries Sector is responsible for several aspects of WIPO’s
work.
First, it contributes to the development of balanced and effective international normative
frameworks for copyright and related rights. It facilitates international cooperation under
the WIPO copyright and related rights treaties, in particular the Internet Treaties – The
WIPO Copyright Treaty (WCT) and the WIPO Performances and Phonograms Treaty(WPPT) – the Beijing Treaty, and the Marrakesh Treaty, and supports the work for theStanding Committee on Copyright and Related Rights (SCCR). As part of this work itbrings Member States, creators and copyright stakeholders everywhere together todiscuss the future of the global copyright ecosystem.
Second, the Sector fosters the development of balanced and effective creative
ecosystems in Member States by providing legislative, policy, infrastructure andmanagement advice to WIPO Member States and national copyright authorities. It
supports the use of copyright and related rights as a tool for growth and sustainable
development, encouraging increased copyright and related rights knowledge and skills inall Member States, with training and capacity building tailored to developing countries and LDCs. It encourages creators,
SMEs, cultural heritage and educational and research institutions, and communities to leverage copyright and related
rights, including through its support of collective management organizations (CMOs) and persons with print disabilities.
Third, the Sector reaches out worldwide to explain the potential for IP to improve the lives of everyone, everywhere, andwill use more effective communication and engagement to raise awareness of and increase knowledge about thispotential, including through the WIPO website and WIPO publications. This outreach is also supported by the expanded
WIPO Global Awards Program.

Copyright Law
The Copyright Law area leads the Organization’s substantive work to shape the global copyright and related rights
ecosystem through supporting Member States in joining WIPO copyright and related rights treaties, in updating their
copyright laws as well as their legal and policy frameworks to facilitate full participation in the global creative ecosystem,and to engender discussions of all stakeholders in the SCCR. Specific initiatives in the next biennium include:•

Facilitating discussions in the SCCR on substantive agenda items as per the SCCR agenda and on copyrightrelated emerging issues;•

Providing legislative advice to Member States to update and adopt balanced and effective national laws
consistent with WIPO copyright and related rights treaties, and facilitating the work of cultural as well as
educational and research institutions;•Supporting Member States regarding copyright treaties, in particular the Internet Treaties –WCT and the WPPT
– the Beijing Treaty, and the Marrakesh Treaty.

Copyright Development
The Copyright Development area of work supports the participation of developing countries and LDCs in the copyrightecosystem to derive greater economic value from their cultural and other creative works and industries. It does this byproviding technical, legal and policy related capacity building and skills development, at the national, regional and interregional levels, including through projects financed by donors through Funds-in-Trust arrangements. Specific initiatives in
the next biennium will include:•

Assisting copyright Offices and other competent public institutions in copyright related strategic planning andpolicymaking, as well as in their implementation of these strategies and policies, with the aim of supporting
Member States make more effective use of the copyright ecosystem to achieve their development goals;
34World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Copyright and Creative Industries•

Going beyond supporting governments to enhance the engagement and support to enterprises, communities
and individual creators to use copyright as a tool for growth and development through developing skills andcapabilities at the institutional as well as individual levels.

•

Designing and delivering tailor-made and country-focused programs, projects and tools to empower creators,
cultural institutions and creative enterprises, as well as youth and women, to leverage copyright effectively andsuccessfully.

Copyright Management
The Copyright Management area supports governments, enterprises, communities and individuals to use IP as a tool for
growth and sustainable development. This is achieved through facilitating sound copyright management andinfrastructure, including for the collective management of copyright and related rights and through the WIPO Connect IT
solution for CMOs, as well as in the form of innovative public-private partnerships that are focused on individuals
including the Accessible Books Consortium (ABC) and WIPO for Creators. The focus in the next biennium will be to:•Provide legal and technical advice to Member States and CMOs on laws and regulations on collective
management of copyright and related rights, contributing to the development of balanced and effective creative
ecosystems in Member States;•

Develop and deploy WIPO Connect, provide tools, information and assistance in support of the development oflocal markets and access to the global marketplace for creative content, in order for more innovators, creators
and SMEs to leverage copyright and related rights successfully and facilitating knowledge transfer;•

Expand the reach of the ABC by establishing a network of free and commercial catalogues, allowing for the
discovery of and access to more titles in accessible formats in the widest possible range of languages, so that
more persons with print disabilities have access to educational and other publications;•

Promote WIPO for Creators to raise awareness and increase knowledge of creators’ rights and related
management practices, ensuring recognition and fair reward for all creators regardless of their geographical,
cultural or economic conditions, thus contributing to more innovators, creators and SMEs leveraging IP
successfully.

Information and Digital OutreachInformation and Digital Outreach initiatives aim at supporting the development and digital distribution of inspirational
content about the potential for IP to improve the lives of everyone, everywhere. It will do this through effective
communication about all aspects of IP and WIPO’s work, for all audiences, with a coherent visual identity, throughmultiple channels including the WIPO website, WIPO publications, the WIPO Magazine, the WIPO Knowledge Center,and World IP Day. Focus in 2022/23 will be to:•

Position WIPO as a thought leader on the subject of IP through our digital outreach activities: delivering
inspirational and well-researched content for the website, our published works, virtual exhibitions; and the World
IP Day campaign;•

Build skills in Member States in the methodology for gathering and analyzing data on the creative industries.
Deliver value to users around the world by presenting these data in relevant reports/publications highlighting
economic data about the creative industries;•

Develop knowledge and skills among publishers in developing countries through the Publishers Circle program,which will be achieved through facilitating training and partnerships with publishers from developed countries.

WIPO Global Awards Program
The WIPO Awards Program supports the use of IP as a tool for growth and sustainable development by encouraging andrewarding innovators and creators in selected national IP competitions. The current Program will be expanded to include
a Global Awards Program for innovation and creativity that will run an open worldwide contest, with an international juryand sponsors. The Program will also explore rewarding initiatives led by women, youth and SMEs and will promote
access to sources of financing, training and mentoring for the selected projects.

35World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Copyright and Creative Industries

Risks
Risk

Treatment

Limited legal and/or technical frameworks may restrict Member States’ andstakeholders’ ability to benefit from the regional and international exchanges of
copyrighted works in a fast-evolving digital technological environment leading toinability to meet core objectives.

Support Member States’ efforts to create and continue to evolve their legal andtechnical ecosystems through legislative advice, institutional and IT copyrightinfrastructure, as well as awareness raising programs concerning the benefits ofcopyright for the development of their creative industries.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

Strategic Pillar 1

Reach out worldwide to explain the potential for intellectual property to improve the lives of everyone, everywhere

1.1 More effective communicationand engagement world-wide to raiseawareness of and increaseknowledge about the potential of IP
to improve the lives of everyone,
everywhere

No. of unique visitors to the WIPO
website and the websites of theExternal Offices

Strategic Pillar 2

Bring people together and partner with stakeholders to shape the future of the global intellectual property ecosystem

2.1 Development of balanced andeffective international normative
frameworks for IP

Progress on the implementation ofagreed work in accordance with theagenda of the Committee

Strategic Pillar 4

Support governments, enterprises, communities and individuals to use intellectual property as a tool for growth andsustainable development

4.1 More effective use of IP tosupport growth and development of
all Member States and their relevant
regions and sub-regions, including
through the mainstreaming of theDevelopment Agenda
recommendations

No. of national, sub-regional andregional projects, including those
implemented through partnershipframeworks, that have achieved their
expected benefits or completed
important milestones

n/a4

4.2 Development of balanced andeffective IP, innovation and creative
ecosystems in Member States

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

100% based on 19 responses≥ 90% satisfied or very satisfied

4.3 Increased IP knowledge andskills in all Member States

Level of satisfaction of participants in
WIPO training and skills development
programs

n/a≥ 85% satisfied or very satisfied

4.4 More innovators, creators,
SMEs, universities, research
institutions and communities
leverage IP successfully

No. of CMOs in developing countries
and LDCs using WIPO Connect

15 CMOs for 16 Creation Classes

28 CMOs for 56 Creation Classes

tbd

20% increase

No. of unique visitors who downloaded tbd
WIPO publications

20% increase

Summaries by the SCCR Chair fromprevious sessions of substantive
agenda items to be taken up by theCommittee

ABC: No. of accessible titles delivered 440,000
to persons with print disabilities

36

Implementation of agreed work inaccordance with the SCCR agenda

25% increase (biennium)World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Copyright and Creative Industries

Resources
Copyright and Creative Industries: Resources by Cost Category(in thousands of Swiss francs)

2022/23
vs. 2020/21 P&B

2022/23
Proposed
Budget2020/21
Program &Budget2020/21
Budget after
Transfers

AmountA. Personnel Resources%

17,39718,027

16,446

(631)

-3.5%

Temporary Staff

956

766

1,684

190

24.8%

Other Staff Costs

-

-

-

-

n/a

18,352

18,793

18,130

(440)

-2.3%

Internships

285

50

37

235

470.3%WIPO Fellowships

582

360

288

222

61.7%

867

410

324

457

111.5%

Staff Missions

706

1,054

649

(348)

-33.0%

Third-party Travel

1,300

1,867

1,140

(566)

-30.3%

Posts

Total A
B. Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

98

-

-

98

n/a

2,104

2,920

1,790

(816)

-28.0%

Conferences

130

313

241

(183)

-58.5%

Publishing

-

155

130

(155)

-100.0%Individual Contractual Services

3,126

1,748

1,872

1,379

78.9%

Other Contractual Services

6,530

3,348

6,059

3,181

95.0%

9,786

5,564

8,302

4,222

75.9%

Finance Costs

-

-

-

-

n/a

Sub-total

-

-

-

-

n/a

Premises & MaintenanceCommunication

440
-

-

72
-

440
-

n/a
n/a

Representation & Other Operating Expenses

120

-

2

120

n/a

-

84

137

(84)

-100.0%

560

84

210

476

566.7%

Furniture & Equipment

6

40

20

(34)

-85.0%

Supplies & Materials

60

16

242

44

275.0%

Sub-total

66

56

262

10

17.9%

Total B

13,383

9,034

10,889

4,349

48.1%

TOTAL

31,73527,82629,019

3,909

14.0%

POSTS
of which

41

46

43

(5)

Training & Related Travel Grants
Sub-total
Contractual Services

Sub-total

Operating Expenses

UN Joint Services
Sub-total
Equipment and Supplies

Development Agenda Project

1,195

37

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Copyright and Creative Industries

Copyright and Creative Industries: Resources by Result(in thousands of Swiss francs)

2022/23
Proposed Budget

Expected Result
1.1

More effective communication and engagement world-wide to raise awareness of and increase knowledge about the potentialof IP to improve the lives of everyone, everywhere

8,269

2.1

Development of balanced and effective international normative frameworks for IP

3,537

2.2

WIPO brings the international community together to proactively address emerging issues and policy challenges at the global
level relating to IP, innovation and creativity

1,577

3.1

Wider and more effective use of WIPO’s global IP systems, services, knowledge and data

285

3.2

Improved productivity and service quality of WIPO’s global IP systems, services, knowledge and data

286

4.1

More effective use of IP to support growth and development of all Member States and their relevant regions and sub-regions,
including through the mainstreaming of the Development Agenda recommendations.

1,191

4.2

Development of balanced and effective IP, innovation and creative ecosystems in Member States

4,754

4.3

Increased IP knowledge and skills in all Member States

1,741

4.4

More innovators, creators, SMEs, universities, research institutions and communities leverage IP successfully

10,095

Total

31,735

Funds in Trust Resources Potentially Available for Programming1(in thousands of Swiss francs)

Balance as ofDecember 31,
2020

Estimated
contributions
20212

Estimated
expenditureend 20213

Expectedbalance end
2021

Estimated
contributions
2022/232

Estimatedamount available
for programmingin 2022/23

Japan (Copyright)

650

469

448

671

938

1,609

Japan (Junior Professional Officers)

169

-

-

169

-

169

Republic of Korea (Copyright)

1,023

349

131

1,241

698

1,939

Republic of Korea(Copyright/Professional Officers)

446

-

183

263

389

652

2,288

818

762

2,344

2,025

4,369

Fund-in-Trust (FIT)

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 2021 and 2022/23 are purely 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 Estimated expenditure in 2021 is indicative, based on past expenditure.

38

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Regional and National Development

Regional and National Development

Implementation Strategies
The Regional and National Development Sector is responsible for several aspects of
WIPO’s work.
First, it leverages its unique knowledge of and engagement with Member States andregions to reinforce the more effective use of IP for growth and development. It does
this by connecting the expertise, services and tools that WIPO offers with the needs
and priorities of our Member States and national and regional stakeholders, including
through the WIPO Network of External Offices in Algeria, Brazil, China, Japan, Nigeria,
the Russian Federation and Singapore.
Second, it serves as the coordinator of the Development Agenda (DA)
recommendations across the Organization. As the custodian of the WIPO DA, theSector fosters its effective implementation throughout WIPO and promotes its
importance globally through practical means, placing development at the center of what
we do.
Third, it fosters the development of balanced and effective IP, innovation and creative
ecosystems in Member States through the provision of related advice and assistanceon policy and strategy creation and implementation.
Fourth, it increases the IP knowledge and skills in Member States through cutting-edge programs designed andimplemented by the WIPO Academy.
The Regional and National Development strategies are underpinned by enabling methodologies designed to maximize
the impact of activities and mandate implementation, including through an increased focus on integrating gender equality
perspectives in a meaningful and impactful way. Emphasis on projects implemented over time will increase, as opposed
to standalone and one-off activities and monitoring and evaluation of impact will become regular features. To increase
WIPO’s reach, partnerships with the broader gamut of stakeholders in IP ecosystems will be established.

Gateway for our Member States and Other Stakeholders
The Regional Divisions are the diplomatic, political and operational gateways to our Member States and national andregional stakeholders. They act as focal points for our cooperation in all its aspects. Their thorough understanding of
the specificities at the national and regional levels is an enabler and facilitator for the identification and delivery of
required and needed technical assistance and skills and knowledge development. In short, their knowledge, contacts
and language skills are vital ingredients to everything that WIPO does in its Member States and at regional levels. Theirexpertise and knowledge will continue to guide the Organization in achieving country and community-based cooperation
through the identification of strategic partners, which will allow us to better reach out to business, innovators, creatorsand communities.
For the first time, Regional and National Development includes cooperation with all of the Organization’s 193 Member
States with a greatly expanded community of experience. This opens up greater avenues for collaboration and expands
the possibilities for synergies among the Member States, including through targeted South-South cooperation initiatives
and enhanced North-South cooperation.
The External Offices are the extended arms of the Organization in the field. Based on their detailed understanding of
their areas of responsibility, the Offices catalyze what WIPO can offer, collaborating closely with WIPO Headquarters andconnecting the Organization’s assistance, services and tools with evolving needs and priorities on the ground. Theirfamiliarity with local conditions, culture and languages enables them to quickly develop deep relationships withstakeholders, both public and private. This provides the foundation for partnerships to scale up activities as well as theinsight required to quickly respond to evolving changes in the environment and identify opportunities. This value addition
will provide a boon for mandate implementation in their areas of responsibility across the range of the Organization’s
39

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Regional and National Development

work. At the same time, internal mechanisms to ensure coherence and full integration of External Offices into theOrganization’s work will be strengthened. Emphasis will continue to be on ensuring that the External Office Network
operates effectively and efficiently, adds value, contributes to mandate implementation in a complementary way thatavoids duplication and is sustainable.
The Regional Divisions and External Offices are also best placed to determine how WIPO’s work connects with the UN
family at the country level. They will identify opportunities where WIPO’s work can support the collective achievement of
the UN SDGs, including at the country level.

Development Agenda Coordination
The Development Agenda sits at the core of what WIPO does. It establishes an ethos central to ensuring an inclusive IP
system that benefits all. The cross-organizational coordination of the DA drives forward the effective implementation andmainstreaming of the DA recommendations in the substantive activities of the Organization based on the work ofMember States in the Committee on Development and Intellectual Property (CDIP). An important way this is done isthrough implementation of DA projects agreed upon by the CDIP with a focus on ensuring concrete outcomes anddevelopmental impact. Renewed emphasis will be on engaging with Member States and other stakeholders, both in
Geneva and globally, to reinforce the DA’s importance and identify new areas, partnerships and ways in which it canpropel the use of IP for growth and development.

Policy and Strategy Advice and Assistance
The policy context in which IP exists plays an important role in its contributions to innovation and creativity. These
contexts differ across Member States and regions. Regional and National Development initiatives will align to thesecontexts and provide advice and assistance on policy creation that is customized to each Member State and region. A
continuing area of work in this regard will be our support for the creation of national IP strategies, and with emphasis
placed on ensuring buy-in and support for policy at the highest levels in Member States and regions, as well as on
pragmatic and robust implementation leading to impact on the ground.

Skills and Knowledge Building
The new Regional and National Development work program will be at the forefront of the Organization’s transition fromclassical capacity building to skills and knowledge building. The WIPO Academy, as the global leader in providing IP
education and training, will lead these efforts. It will continue to manage and develop skills-based eLearning services
through effective partnerships, franchising and with an emphasis placed on certification of skills. It will increase thenumber of Member States with National IP Training Institutions capable of delivering high quality skill-based IP educationand training courses thereby achieving a much needed multiplier effect by reaching a much larger number ofbeneficiaries. It will deepen its cooperation with universities with the aim of offering quality IP higher education
programs, summer schools and related activities to help build the IP knowledge base. It will also seek to place greater
emphasis in this work on practical skills-building, with the aim of equipping a broader range of stakeholders and IP users,
such as researchers and SMEs, with the skills needed to use the IP system. New models of skills-based professional
development training will be introduced. While leading these initiatives, the Academy will also work closely across theOrganization in identifying the partnerships and opportunities necessary to expand coverage of skills and knowledge
building.

Risks
Risk

Treatment

Restrictions on mobility and travel that affect the delivery of technical assistance Digital adaptation of technical cooperation and course delivery mechanisms toprograms, the attendance at WIPO events or face-to-face WIPO Academy
permit hybrid or fully on-line tools-enhanced events or capacity developmenttraining courses.
programs. Accelerate the use of new technology and communication platforms.
Adjustments in IP policy or priorities at the regional or national level may cause
revision to the workplans of the countries concerned and reduce the scope of
and/or delay the delivery of WIPO services.

Retain flexibility to make adjustments in workplans for regions andcountries. Liaise constantly with appropriate regional and national authorities tosupport implementation of workplans.

The geographical distance of External Offices from Headquarters can potentially Maintain continuous and structured engagement to ensure that the work of theresult in fragmentation in coordination and communication.
External Offices is fully integrated into the work of the Organization, in a
coherent and coordinated manner and in line with the Results Framework,
workplans and day-to-day functioning of the Organization.

40

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Regional and National Development

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Strategic Pillar 1

Reach out worldwide to explain the potential for intellectual property to improve the lives of everyone, everywhere

1.1 More effective communicationand engagement world-wide to raiseawareness of and increaseknowledge about the potential of IP
to improve the lives of everyone,
everywhere

No. of unique visitors to the WIPO
website and the websites of theExternal Offices

Strategic Pillar 2

Bring people together and partner with stakeholders to shape the future of the global intellectual property ecosystem

2.4 Effective interaction andpartnerships with the UN, IGOs andNGOs in support of global goals towhich IP can contribute

Progress on WIPO deliverables for the
implementation of the new UN
Programme of Action (PoA) 2021-2030
for LDCs

Strategic Pillar 3

Provide high quality intellectual property services, knowledge and data that deliver value to users around the world

3.1 Wider and more effective use of
WIPO’s global IP systems, services,knowledge and data

Total Membershiptbd

Filing Raten/aTargets

20% increase

Progress on all WIPO deliverables

PCT System: 153 Contracting States

PCT System: 155 members

Madrid System (Feb 2021):
108 Contracting Parties

Madrid System:
6 additional members (3 per year)

The Hague System (May 2021):
66 Contracting Parties to the Geneva(1999) Act; 34 Contracting Parties tothe Hague (1960) Act

The Hague System:
6 additional members to the Geneva(1999) Act; No additional members to
the Hague (1960) Act

Lisbon System (May 2021):
8 Contracting Parties to the Geneva(2015) Act; 30 Contracting Parties tothe Lisbon Agreement (1958 & 1967)
Acts

Lisbon System:
8 additional members to the Geneva(2015) Act; No additional members to
the Lisbon Agreement (1958 & 1967)
Acts

Madrid System applications: 63,800

Madrid System applications:2022: 71,200; 2023: 74,000

The Hague System applications: 5,792 The Hague System applications:2022: 7,480; 2023: 7,990

3.3 Knowledge transfer andtechnology adaptation is facilitatedthrough WIPO’s IP-based platforms
and tools to address global
challenges

Lisbon System international
applications: 5

Lisbon System international
applications: 75 per year (150applications for 2022/23)

No. of unique visitors to the Global
Database Systems- PATENTSCOPE- Global Brand Database (GBD)- Global Design Database (GDD)

tbd

20% increase

No. of WIPO Re:Search R&D
collaborations advancing throughclinical R+D phases11

15 (cumulative)

No. of matches between green0
technology seekers and providers via
the WIPO GREEN platform and throughAcceleration Projects

4

Strategic Pillar 4

Support governments, enterprises, communities and individuals to use intellectual property as a tool for growth andsustainable development

4.1 More effective use of IP tosupport growth and development of
all Member States and their relevant
regions and sub-regions, including
through the mainstreaming of theDevelopment Agenda
recommendations

Implementation of topics on IP and
Development discussed in the CDIP

n/a

Implementation of agreed work inaccordance with the CDIP agenda

No. of national, sub-regional andregional projects, including those
implemented through partnershipframeworks, that have achieved their
expected benefits or completed
important milestones

n/a

16

41

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Regional and National Development

Expected Result

Performance Indicators

Baselines

4.2 Development of balanced andeffective IP, innovation and creative
ecosystems in Member States

No. and % of Member States satisfied
with the legislative and policy advice
providedPatents and Technology Law: 89%≥ 90% satisfied or very satisfied
based on 7 responses
Trademarks, Industrial Designs andGeographical Indications: 100% basedon 5 responses
Copyright: 100 % based on 19
responses

No. of Member States, sub-regional and n/aregional IP Offices using WIPO tools
and methodologies for theenhancement of their IP and Innovation
Eco-system
4.3 Increased IP knowledge andskills in all Member States

4.4 More innovators, creators,
SMEs, universities, research
institutions and communities
leverage IP successfully

Level of satisfaction of participants in
WIPO training and skills development
programs

Targets

40

Africa: 85%≥ 85% satisfied or very satisfied
Arab region: 81%
Asia and the Pacific: 89% (2019)
Latin America and the Caribbean: 89%
LDCs: 90%
TDCs: n/a
EOs (all): n/a% of participants who have successfully tbd
completed skills-based training
programs≥ 80%

Success rate of participants taking
knowledge and skills-based exams ofadvanced DL courses

tbd

≥ 70%

No. of sustainable IP training
institutions (IPTIs)

7

12 (cumulative)

No. of people trained by the IPTIs

tbd

5% annual increase

No. of sustainable national TISC
networks

40 sustainable national networks(cumulative end 2020)

49 sustainable national networks(cumulative end 2023)

Maturity Level 1: 5 Total
Maturity Level 2: 26 Total
Maturity Level 3, including the provisionof value-added services: 9 Total

Maturity Level 1: 5 Total
Maturity Level 2: 32 Total
Maturity Level 3, including the provisionof value-added services: 12 Total

Level of satisfaction of Technology
Transfer entities and other bodies withthe services provided by WIPO

n/a

≥ 90% satisfied or very satisfied

LDCs: No. of identified and deployed
Appropriate Technologies (ATs)addressing development needs

0 (2020)

4 ATs identified (of which 1 deployed)

3.4

3.5

4.5 Enhanced IP infrastructure for IP Average Service Level of IP Offices
Offices
assisted (ranging from 1 to 5) throughthe IPAS suite of applications

42

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Regional and National Development

Resources
Regional and National Development: Resources by Cost Category(in thousands of Swiss francs)

2022/23
vs. 2020/21 P&B

2022/23
Proposed
Budget2020/21
Program &Budget2020/21
Budget after
Transfers

AmountPosts

41,96742,86242,459

(895)

-2.1%

Temporary Staff

2,247

1,709

2,422

538

31.5%

Other Staff Costs

-

-

-

-

n/a

44,21444,57144,881

(357)

-0.8%

Internships

514

148

281

366

247.6%WIPO Fellowships

634

50

164

584

1168.0%

1,148

198

445

950

480.0%

Staff Missions

3,172

4,586

2,756

(1,413)-30.8%

Third-party Travel

4,013

4,589

3,404

(575)

-12.5%

Training & Related Travel Grants

1,860

2,271

1,300

(411)

-18.1%

9,046

11,4457,460(2,400)-21.0%

Conferences

3,209

2,368

2,268

841

35.5%

Publishing

245

124

159

121

97.3%

Individual Contractual Services

7,593

5,205

6,732

2,388

45.9%

Other Contractual Services

2,261

783

3,291

1,479

189.0%

A. Personnel Resources

Total A%

B. Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services

Sub-total

13,308

8,479

12,449

4,829

56.9%

Finance Costs

-

-

1

-

n/a

Sub-total

-

-

1

-

n/a

Premises & MaintenanceCommunication

418
157

440
56

531
165

(22)
101

-5.0%
179.6%

Representation & Other Operating Expenses

131

496

172

(365)

-73.5%UN Joint Services

467

-

4

467

n/a

1,173

992

871

181

18.3%

Operating Expenses

Sub-total
Equipment and Supplies
Furniture & Equipment

53

59

127

(6)

-10.8%

Supplies & Materials

204

105

134

99

94.0%

Sub-total

257

164

261

92

56.1%

Total B

24,932

21,27921,487

3,653

17.2%

TOTAL

69,14565,85066,368

3,296

5.0%

POSTS
of which

107

106

108

1

Development Agenda Project

365

43

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Regional and National Development

Regional and National Development: Resources by Result(in thousands of Swiss francs)

2022/23
Proposed Budget

Expected Result
1.1

More effective communication and engagement world-wide to raise awareness of and increase knowledge about thepotential of IP to improve the lives of everyone, everywhere

3,149

2.4

Effective interaction and partnerships with the UN, IGOs and NGOs in support of global goals to which IP can contribute

918

3.1

Wider and more effective use of WIPO’s global IP systems, services, knowledge and data

7,880

3.3

Knowledge transfer and technology adaptation is facilitated through WIPO’s IP-based platforms and tools to address
global challenges

1,095

4.1

More effective use of IP to support growth and development of all Member States and their relevant regions and subregions, including through the mainstreaming of the Development Agenda recommendations.

11,7444.2

Development of balanced and effective IP, innovation and creative ecosystems in Member States

11,288

4.3

Increased IP knowledge and skills in all Member States

25,297

4.4

More innovators, creators, SMEs, universities, research institutions and communities leverage IP successfully

7,396

4.5

Enhanced IP infrastructure for IP Offices

379

Total

69,145

Funds in Trust Resources Potentially Available for Programming1(in thousands of Swiss francs)

Balance as ofDecember 31,
2020

Estimated
contributions
20212

Estimated
expenditureend 20213

Expectedbalance end
2021

Estimated
contributions
2022/232

Estimatedamount available
for programmingin 2022/23

Australia4

436

-

153

283

-

-

France (Industrial Property)

421

300

66

655

600

1,255

Mexico

136

-

3

133

-

133

Republic of Korea (Industrial
Property)
Republic of Korea (IP Education)

702

215

320

597

430

1,027

714

460

327

847

920

1,767

Spain

201

177

15

363

354

717

Uruguay

97

-

-

97

-

97

The United Arab Emirates

46

-

46

-

-

-

2,753

1,152

930

2,975

2,304

4,996

Fund-in-Trust (FIT)

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 2021 and 2022/23 are purely 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 Estimated expenditure in 2021 is indicative, based on past expenditure.
4 This FIT includes activities carried out under several other areas.

44World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Infrastructure and Platforms

Infrastructure and Platforms

Implementation Strategies
The Infrastructure and Platforms Sector is responsible for several aspects of WIPO’s work.
First, it contributes to the development of balanced and effective international frameworks
for IP through International Classifications and WIPO Standards.
Second, it provides high quality IP services, knowledge and data that deliver value tousers around the world such as IP Offices, IP professionals, researchers, and otherspecialized users in national, regional and global IP and innovation ecosystems. This is
implemented through the work relating to global databases, as well as by providing toolsthat utilize advanced technologies, including Artificial Intelligence (AI). In addition,marketing and customer service activities will be enhanced from a customer experience
frame with a view to coordinating the strategy, planning and execution of theOrganization’s overall customer experience goals.
Third, it brings the international community together to proactively address emerging
issues and policy challenges posed to the global IP ecosystem by frontier technologies
including AI, big data, blockchain and genetic engineering.
Fourth, the Sector also supports the important work of enhancing IP infrastructure for IP Offices through providing tools
and business systems that allow them to digitally transform.

International Classifications and Standards
By enabling data to flow on a common platform and databases, International Classifications and Standards provide
crucial tools and instruments to bridge the gaps between various IP Offices working in different systems and languages.
In order to ensure that WIPO continues to lead across the establishment, maintenance, and dynamic updating ofinternational classifications and standards, initiatives in the next biennium will focus on:

IPC (International Patent Classification)•

Enhancing the IPC within the framework of the IPC Revision Roadmap adopted by the IPC Committee ofExperts to respond to technological developments (including both new emerging technologies and complex
technologies), and to ensure maximum international coherence of patent classification through, inter alia:
enhancing the integration of IPCRMS (IPC Revision Management Solution) and e-forum to facilitate revision
procedures;•

Promoting and facilitating wider use of the IPC system by providing assistance, including for the maintenanceand publication of national translations of the IPC and possible use of AI for IPC reclassification to reduce thebacklog, and by providing on-demand training (mainly though webinars and video conferences); and•Enhancing the international cooperation on reclassification of patent documents through the effective use of IPC
Reclassification Management Solution (IPCWLMS).

Nice Classification (list of goods and services for the registration of trademarks), Locarno Classification (listof goods for the registration of industrial designs) and Vienna Classification (figurative elements oftrademarks)•

Continuing to enhance the Nice Classification under the auspices of the Nice Union Committee of Experts with
an emphasis on: (i) ensuring that the list of goods and services takes due account of the specificities of
emerging markets and (ii) securing the speedy integration in the list of goods and services of new widely-usedindications, including the terms from the Madrid Goods and Services Database;•Streamlining the revision procedures, in particular through the enhanced use of electronic means for discussion
and decision making, facilitated through the introduction of e-voting through the NCLRMS (Nice Classification
Revision Management Solution);45

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Infrastructure and Platforms•

Enhancing 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;•

Enhancing the Vienna Classification under the auspices of the Vienna Union Committee of Experts bydeveloping the Publication platform and the Revision Management IT Solution in order to streamline the IT
support for international classifications;•

Promoting and facilitating a wider use of the international classifications in the field of marks and designs byproviding demand-driven training (mainly through webinars and video conferences).

WIPO Standards•

Providing recommendations for the processing, transmission, exchange, dissemination, management andsharing of IP data, information and documentation through the development and revision of WIPO Standards
under the auspices of the Committee on WIPO Standards (CWS). The work program will focus on
standardization for digital transformation, in particular the format, structure and transaction of digital data suchas Standards on XML, JSON, blockchain, 3D digital objects, API web services and further streamlining ofStandard development and publication processes via a full digital workflow;•

Supporting the wider and more effective use of Standards by Offices and other stakeholders in IP ecosystems
through the digital tools and platforms such as WIPO Sequence suite software, patent authority file portal,
unified API catalogue and XML4IP (ST.96) centralized repository;•

Coordinating with IP Offices to gather and publish information on their practices related to WIPO Standards
through surveys in the WIPO Handbook; and•Extending collaboration and partnerships with stakeholders and users beyond Offices, including IP information
user groups and IP system developers.

Global Databases
The work related to Global Databases includes the management, implementation and operation of WIPO's public global
databases, namely PATENTSCOPE, the Global Brand Database (GBD) and the Global Design Database (GDD). In
addition, responsibilities also include the development of Machine Learning tools to enhance processing and worldwide
access to IP data. The program of work for the next biennium will encompass:•Continuing to expand the geographical coverage of the WIPO Global Databases by increasing the national andregional data collections, adding new sources of open access non-patent literature, as well as improving thequality of data and timeliness of updating;•

Developing and further refining the WIPO Global Database search tools, including multi-lingual search systems,
image similarity search and retrieval systems for trademarks and industrial designs, as well as for complex work
units in patent texts using chemical compounds and Markush structures search. New search functions will also
be studied, namely gene and sequences search, or citation search functions;•Continuing to explore an enhanced and cost-efficient architecture and model for geolocations of data servers forfaster access to Global Databases;•

Stewarding 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 AI, in the Advanced
Technologies Applications Center (ATAC);•

Proactively building on opportunities generated by Machine Learning technology progress and the increasing
availability of IP data sets to improve the operations of Global IP systems, namely via applications such as:
WIPO Translate, WIPO Speech to Text, WIPO image similarity search for Trademarks (TMs) and Industrial
Designs (IDs), and WIPO categorizer.

IP Offices Business Solutions
WIPO’s program of assistance to IP Offices, called the IP Offices Business Solutions, provides business systems fornational and regional institutions in developing countries and LDCs, enabling them to participate effectively in the global
IP system. The program of work in the next biennium will, in particular, focus on:46

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Infrastructure and Platforms•

Promoting the digital transformation of IP Offices and supporting their ability to provide their services online byusing the WIPO IP Office Suite of applications (WIPO Industrial Property Administration System (IPAS), WIPO
File, WIPO Publish);•

Meeting the needs of IP Offices at different levels of maturity in developing, transition and least developed
countries, to enable fully digital registries, improved data quality, fully online services, 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);•

Revising the training and support strategy to take advantage of the post-pandemic environment where online
and virtual delivery methods can be effectively deployed to reach a wider audience on a more frequent basis;•

Optimizing the process of deploying and supporting projects in IP Offices, using a combination of WIPO staff,
external contractors and local experts;•

Promoting the effective use of the WIPO DAS system for the exchange of digitally certified priority documentsfor patents, industrial design and trademark applications via (i) enhancing support to users and participating IP
Offices and (ii) modernizing the underlying technology platform to further improve the security and reliability ofthe system; and•Promoting and enhancing WIPO CASE based on feedback from users, and ensuring effective utilization of thesystem by encouraging more Offices to join as well as providing training and documentation.

IP and Frontier Technologies
The work program related to IP and Frontier Technologies focuses on the impact on global and local IP ecosystems ofsuch technologies, including AI, big data, blockchain, gene engineering, etc. Efforts in the next biennium will include
initiatives aimed at:•Engaging with and facilitating discussion and knowledge building among Member States and other stakeholders
on the impact on IP of frontier technologies, including AI, to support well informed policy choices.

•

Assisting in the knowledge transfer and technology adaptation of platforms and tools for IP administration thatare utilizing frontier technologies;•

Providing a forum to proactively address IP issues related to digitalization and frontier technologies, engaging awide set of stakeholders by focusing on both practical tools and conceptual discussions;•

Developing relevant practical resources including programs, guidance, tools and other means to assist a wide
range of stakeholders harness the opportunities of frontier technologies; and•Building awareness, understanding of and engagement with frontier technologies and their IP impact to support
policymakers and showcase WIPO’s expertise to assist stakeholders.

Customer Experience
With a view to coordinating the strategy, planning and execution of the Organization’s overall customer experience goals
in close collaboration with all areas of the Organization, the work program for Customer Experience will focus on:•

The development of an Organization-wide customer experience strategy and a road map for its implementation;•

Improving the brand experience of WIPO stakeholders and customers by, inter alia: leveraging newtechnologies and automation to improve customer experience, gathering the ‘voice of the customer’ throughmultiple channels and creating actionable insights for improving customer experience and loyalty to WIPO, andoptimizing WIPO’s marketing outreach through analytics and improved targeting.

47

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Infrastructure and Platforms

Risks
Risk

Treatment

Being an early adopter of frontier technologies carries inherent opportunities andrisks in terms of identifying the most valuable use cases, integrating with existing
governance mechanisms as well as accurately capturing the human readinessto adopt the technological change.

WIPO conducts feasibility studies to analyze the most cost-effective approach toenhance functions and processes for the Organization, including its Member
States. In 2022/23, a particular focus on the development of the machinetranslation systems and image similarity search systems is planned, while
continuing to seek further innovative solutions.

After WIPO software systems are implemented for IP Offices’ core business,there is a risk that they are insufficiently integrated into existing operations orlack self-supporting mechanisms, threatening their sustainability in the medium
term.

Local IP Office commitment with the establishment of formal procedures forsoftware support and maintenance, together with WIPO’s training andknowledge transfer activities provide the mechanisms for self-supporting
operation.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Targets

Strategic Pillar 2

Bring people together and partner with stakeholders to shape the future of the global intellectual property ecosystem

2.1 Development of balanced andeffective international normative
frameworks for IP

No. of new/revised WIPO Standards

4 new Standards adopted and 3
Standards revised (2020)

3 revised or new Standards (per year)

No. of revisions/modifications to theInternational Classifications

Nice Classification: 172 modifications(2020)

Maintain baseline level

IPC amendments: 3,678 in the 2021.01 Maintain baseline levelversion (2020)
2.2 WIPO brings the international
Engagement in the WIPO
community together to proactively
Conversations on IP and Frontieraddress emerging issues and policy Technology
challenges at the global level
relating to IP, innovation andcreativity

n/aEngagement from government
representatives, enterprises, IP
professionals and other stakeholders
from at least 50 Member States

Strategic Pillar 3

Provide high quality intellectual property services, knowledge and data that deliver value to users around the world

3.1 Wider and more effective use of
WIPO’s global IP systems, services,knowledge and data

No. of unique visitors to the Global
Database Systems- PATENTSCOPE- Global Brand Database (GBD)- Global Design Database (GDD)

tbd

20% increase

Level of user satisfaction with WIPO
Global Databases

PATENTSCOPE: 86%
GBD: 84%
GDD: 72%≥ 85% satisfied or very satisfied

3.2 Improved productivity andservice quality of WIPO’s global IP
systems, services, knowledge anddata

Customer Satisfaction Index (CSI)85%≥ 85% satisfied or very satisfied

Strategic Pillar 4

Support governments, enterprises, communities and individuals to use intellectual property as a tool for growth andsustainable development

4.5 Enhanced IP infrastructure for
IP Offices

No. of documents exchanged throughWIPO CASE and DAS

400,000

450,000

Average Service Level of IP Offices
assisted (ranging from 1 to 5) throughthe IPAS suite of applications

3.4

3.5

48

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Infrastructure and Platforms

Resources
Infrastructure and Platforms: Resources by Cost Category(in thousands of Swiss francs)

2022/23
vs. 2020/21 P&B

2022/23
Proposed
Budget2020/21
Program &Budget2020/21
Budget after
Transfers

AmountPosts

24,89926,10925,643(1,210)-4.6%

Temporary Staff

1,597

1,779

1,797

(183)

-10.3%

Other Staff Costs

-

-

-

-

n/a

26,49627,88827,439(1,392)-5.0%

Internships

14

-

-

14

n/a

WIPO Fellowships

448

180

669

268

148.9%

462

180

669

282

156.7%

Staff Missions

411

1,122

326

(711)

-63.4%

Third-party Travel

96

336

31

(240)

-71.4%

A. Personnel Resources

Total A%

B. Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

70

-

-

70

n/a

577

1,458

356

(881)

-60.4%

Conferences

470

290

262

180

62.1%

Publishing

-

40

20

(40)

-100.0%Individual Contractual Services

437

1,002

314

(565)

-56.4%

Other Contractual Services

9,104

8,372

8,407

732

8.7%

10,011

9,705

9,003

307

3.2%

Finance Costs

-

-

-

-

n/a

Sub-total

-

-

-

-

n/a

Premises & MaintenanceCommunication

-

-

250
-

-

n/a
n/a

Representation & Other Operating Expenses

-

-

13

-

n/a

UN Joint Services

-

-

-

-

n/a

-

-

264

-

n/a

Furniture & Equipment

115

250

135

(135)

-54.0%

Supplies & Materials

21

20

75

1

5.0%

Sub-total

136

270

210

(134)

-49.6%

Total B

11,186

11,613

10,502

(427)

-3.7%

TOTAL

37,68239,50137,941(1,819)

-4.6%

POSTS

60

64

65

(4)

Training & Related Travel Grants
Sub-total
Contractual Services

Sub-total

Operating Expenses

Sub-total
Equipment and Supplies

49

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Infrastructure and Platforms

Infrastructure and Platforms: Resources by Result(in thousands of Swiss francs)

2022/23
Proposed Budget

Expected Result
2.1

Development of balanced and effective international normative frameworks for IP

7,411

2.2

WIPO brings the international community together to proactively address emerging issues and policy challenges at the
global level relating to IP, innovation and creativity

1,467

3.1

Wider and more effective use of WIPO’s global IP systems, services, knowledge and data

10,148

3.2

Improved productivity and service quality of WIPO’s global IP systems, services, knowledge and data

6,089

4.5

Enhanced IP infrastructure for IP Offices

12,568

Total

37,682

Funds in Trust Resources Potentially Available for Programming1(in thousands of Swiss francs)

Balance as ofDecember 31,
2020

Estimated
contributions
20212

Estimated
expenditureend 20213

Expectedbalance end
2021

Estimated
contributions
2022/232

Estimatedamount available
for programmingin 2022/23

Japan (Industrial Property) Global4

6,881

5,780

5,262

7,399

11,56018,959

Total

6,881

5,780

5,262

7,399

11,56018,959Fund-in-Trust (FIT)

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 2021 and 2022/23 are purely 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 Estimated expenditure in 2021 is indicative, based on past expenditure.
4 This FIT includes activities carried out under several other areas.

50World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Global Challenges and Partnerships

Global Challenges and Partnerships

Implementation Strategies
The Global Challenges and Partnerships Sector is responsible for several aspects of
WIPO’s work.
First, it continues to advance work on the possible development of a balanced andeffective international normative framework in the area of genetic resources (GRs),
traditional knowledge (TK), and traditional cultural expressions (TCEs).
Secondly, it brings the international community together to proactively address
emerging issues and policy challenges at the global level relating to IP, innovation, andcreativity. It does so by leading international cooperation and dialogue on building
respect for IP and coordinating activities in relation to the implementation of the
Sustainable Development Goals (SDGs), IP and Competition Policy, and the Future of
IP. It is also responsible for leading WIPO’s effective interaction and partnership with theUN, IGOs, business associations and civil society.
Thirdly, it facilitates knowledge transfer and technology adaptation by managing the
WIPO Re:Search and WIPO GREEN multi-stakeholder platforms to address global
challenges relating to health and climate change.
Fourth, it will lead WIPO’s engagement with new stakeholders, especially youth, who are our future innovators andcreators, and a key stakeholder in our collective future.
The implementation of post-pandemic recovery strategies across the world in order to rebound from the adverse
economic and social impacts of the global health pandemic provides a major external context to the work of the Sector
as the “point person” in establishing partnerships and building relationships with the UN, IGOs, NGOs and otherstakeholders.
In relation to other global challenges to which the IP system can contribute meaningful solutions, focus will be on bringing
people together and partnering with external stakeholders in order to positively shape the future of the global IP
ecosystem, and to further promote the role of innovation and technology in realizing the ambitions and goals of the 2030
Agenda for Sustainable Development and the Paris Agreement.

Traditional Knowledge
WIPO’s work on the intersection of IP and GRs, TK and TCEs in the next biennium will, in particular, focus on:•

Continuing to facilitate the international normative activities relating to GRs, TK and TCEs as will be defined by
the 2021 General Assembly;•

Providing policy, legislative and technical assistance and advice in relation to strategies, policies and legal
frameworks that Member States and regional organizations may establish on IP and, TK, TCEs, as well as GRs
and data;•

Providing legal-technical advice and assistance related to inventories, registers, portals, platforms anddatabases that could support implementation of national, regional and international legal and policy frameworks
related to IP and TK, TCEs, as well as GRs and data, that Member States may establish;•

Facilitating the effective participation of representatives of indigenous peoples and local communities (IPLCs) in
WIPO’s normative work relating to GRs, TK and TCEs as appropriate, and creating spaces for and facilitating
dialogue, relationship-building and partnerships between IPLCs, Member States, industry and other actors in
the global IP ecosystem; and51

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Global Challenges and Partnerships•

Coordinating and cooperating with governments, organizations and partners as appropriate to continue toprovide IP-related training, mentoring, match-making and practical services and tools in support of (i) IPLC
entrepreneurship and IP rights management involving tradition-based goods and services and cultural
documentation, with an emphasis on women and youth, (ii) effective IP rights management in GRs and data in
the life sciences, and (iii) reaching out worldwide with up-to-date, practical and empirical stories, guides,
analyses, databases and repositories of experiences and information on IP and GRs, TK and TCEs.

Global Challenges
Global Challenges addresses innovation and IP at the nexus of interconnected global issues, in particular global health,climate change and food security. By engaging across a wide range of IP-related global policy discussions and with abroad cross-section of stakeholders, it identifies opportunities to apply and scale up innovation-driven solutions that
address global challenges and improve peoples’ lives. Efforts in the next biennium will include initiatives aimed at:•Further building and leveraging partnerships with strategic stakeholders by: (i) expanding and strengthening the
WIPO GREEN network with the aim of promoting innovation and deployment of environmentally friendly “green”
technologies to address climate change and food security issues, (ii) bringing to life WIPO Re:Search’s 20222026 strategy, which will be based on stakeholder and member-company input and (iii) further strengthening of
the Trilateral Cooperation among WHO, WIPO and WTO to help to address vanguard issues at the intersectionof IP, trade and public health, including COVID-19,•

Developing and implementing WIPO’s plans for youth engagement, including specific activities;•

Expanding the capacity of the WIPO GREEN online platform to increase its ability to support matchmaking andpartner-based initiatives;•

Continuing the close collaboration across WIPO, as well as with external partners, to demonstrate andcommunicate the positive impact of IP in helping to address major global challenges;•

Strengthening its role as advocate to external partners for innovation and technology-based solutions to meetpressing global challenges.

Building Respect for IP
To contribute to a sustainable environment of respect for IP, WIPO’s work in the area of building respect for IP follows abalanced approach to both preventing IP infringements and enforcing IP rights, in the interests of social and economic
development and consumer protection. Activities for the next biennium will encompass:•

Organizing sessions and facilitating the work of the Advisory Committee on Enforcement (ACE), fostering
informed and empirically well-founded policy discussions and the sharing of national experiences;•

Working closely with IGOs, civil society and Member States to strengthen international efforts to build respect
for IP through structured coordination and high-impact cooperation activities;•

Undertaking and publishing research on topical and relevant questions in the area of building respect for IP;•

Developing the scope and functionalities of WIPO ALERT as an effective international tool for cooperation
between Member States and relevant stakeholders to combat online IP infringements;•

Providing, upon request, legislative advice to Member States relating to IP enforcement in line with Part III of the
TRIPS Agreement;•

Supporting and assisting Member States with a view to enhancing the capacities of law enforcement officials,
prosecutors and judges for the enforcement of IP rights with a focus on building institutional training capacities
in beneficiary countries as well as making available useful and accessible tools and materials on IP
enforcement;•

Assisting Member States in building respect for IP as part of their national IP policy frameworks, as well as indeveloping demand driven awareness-raising strategies, products and activities;•

Continuing to be guided by Development Agenda Recommendation 45 in all its activities.

52

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Global Challenges and Partnerships

IP and Competition Policy
IP and Competition Policy is responsible for analyzing global trends concerning the interface among IP, antitrust andunfair competition, for participating in international competition networks and committees, as well as liaising with otherinternational organizations on IP-related competition matters. The work program for IP and Competition Policy in
2022/23 will aim at developing WIPO’s competency to become the reference organization on the IP & Competition Policy
intersection through, inter alia: (i) the organization of events with IP and Competition Agencies, also in cooperation withother IGOs, (ii) active presence in the main international fora on competition policy, and (iii) by conducting analysis andresearch on some of the current policy areas concerning the IP/Competition interface.

Future of IP
The Future of IP addresses cutting-edge issues around the future development of IP, and will aim at three things. First,
the development of a Global IP Perception Survey to assess global attitudes towards IP and the changes in such
attitudes longitudinally; second, to raise awareness of the growth of intangible assets amongst external partners and tofind areas of work with these partners on the systemic challenges and issues arising from the rise of this asset classglobally; and third, to support IP Offices as they evolve their roles in a world where national economies are increasingly
driven by innovation and creativity.

Sustainable Development Goals (SDGs)
A coherent and integrated contribution of WIPO to the implementation of the 2030 Agenda for Sustainable Development
will continue to be a priority in the next biennium. Work in this area will take into account the broad nature of the SDGs
and their cross-cutting impact on the Organization through: (i) preparing reports and facilitating the discussions on the
SDGs as they relate to WIPO’s mandate and work; (ii) engaging with other IGOs and UN agencies on the issue ofSDGs; and (iii) reaching out to Member States, partners and other stakeholders with relevant information on thepotential of IP for achieving the SDGs and on WIPO’s work programs and activities that contribute to that objective.

External Relations
The work in connection with External Relations for the next biennium will be to:•

Actively engage with UN Organizations, IGOs, NGOs and Industry on the role of IP, innovation and technology
in improving peoples’ lives; and in so doing reinforce WIPO’s position as the primary international body on IP;•

Strengthen WIPO’s representation in international meetings and processes in which IP, innovation andtechnology play a prominent role, for example with platforms and forums such as the Trilateral (WHO-WIPOWTO) Cooperation, the United Nations Framework Convention on Climate Change (UNFCCC), the World
Summit on the Information Society (WSIS), and the Internet Governance Forum (IGF), etc.;•

Enhance liaison among all relevant areas of WIPO to facilitate timely provision of technical contributions tomultilateral processes and initiatives, and engage with external stakeholders to foster greater awareness of
WIPO’s program of work and services amongst existing and potential partners;•

Augment outreach to communities underserviced by the IP ecosystem by partnering with NGOs and industry
groups to support or create relevant initiatives that allow such communities to use IP for growth anddevelopment.

WIPO Office in New YorkAs WIPO's representation and liaison to the UN, UN system entities and the related diplomatic community in New York,the WIPO Office in New York will, over the course of the next biennium, continue to:•Represent WIPO and participate in relevant meetings of the main UN organs in New York, particularly the UN
General Assembly, the Economic and Social Council, and the Secretariat;•

Engage in UN inter-agency processes and mechanisms relevant to the Organization’s mandate and strengthen
partnerships with UN System representations in New York and other IGOs and partners in the United States ofAmerica in order to, inter alia, promote WIPO initiatives that are supportive of the attainment of the 2030
Agenda for Sustainable Development;53

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Global Challenges and Partnerships•

Coordinate and provide contributions to relevant UNHQ-led reports/processes to ensure that these benefit from
WIPO’s knowledge and program of work, as needed;•

Support the Organization’s engagement and contribution to the UN Chief Executives Board (CEB) to facilitateand enhance system wide coordination and policy coherence.

Risks
Risk

Treatment

Decreased engagement of external partners, including private sector and civilsociety, results in reduced relevance, credibility and resilience of the Sector’s
platforms and initiatives.

Active outreach, engagement, and communications so as to ensure Sector
platforms and initiatives align with external partner needs and priorities,
proactive reaching out to emerging groups of stakeholders such as youth.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Strategic Pillar 2

Bring people together and partner with stakeholders to shape the future of the global intellectual property ecosystem

2.1 Development of balanced andeffective international normative
frameworks for IP

Progress on the implementation ofagreed work in accordance with theagenda of the Committee

Summary by the Chair of IGC/40 of
substantive agenda items to be taken
up by the Committee

Implementation of agreed work inaccordance with the IGC agenda

Level of satisfaction of participants inactivities organized to improve theunderstanding of the IP andCompetition Policy interfacen/a≥ 85% satisfied or very satisfied

2.3 International dialogue andcooperation on Building Respect
for IP

Progress on the implementation ofagreed work in accordance with theagenda of the Committee

Implementation of the ACE work
program agreed upon in the thirteenth
ACE session

Implementation of agreed work inaccordance with the ACE agenda

2.4 Effective interaction andpartnerships with the UN, IGOs andNGOs in support of global goals towhich IP can contribute

No. of WIPO initiatives in partnershipwith the UN and other IGOs

10 initiatives

12 initiatives that have regional or
global impact

No. of permanent observer NGOs
engaging in WIPO's work and viceversa

Representatives of 319 permanently
accredited NGOs attended 12 WIPO
committee meetings (2019)

Representatives of 319 permanently
accredited NGOs attended 20 WIPO
events (end 2023)

Strategic Pillar 3

Provide high quality intellectual property services, knowledge and data that deliver value to users around the world

3.3 Knowledge transfer andtechnology adaptation is facilitatedthrough WIPO’s IP-based platforms
and tools to address global
challenges

No. of WIPO Re:Search R&D
collaborations advancing throughclinical R+D phases11

15 (cumulative)

No. of matches between green
technology seekers and providers via
the WIPO GREEN platform andthrough Acceleration Projects

04Strategic Pillar 4

Baselines

Targets

Support governments, enterprises, communities and individuals to use intellectual property as a tool for growth andsustainable development

4.2 Development of balanced and
No. and % of Member States satisfied
effective IP, innovation and creative with the legislative and policy advice
ecosystems in Member States
providedTraditional Knowledge: n/a≥ 90% satisfied or very satisfied

Building Respect for IP: n/a≥ 90% satisfied or very satisfied

4.3 Increased IP knowledge andskills in all Member States

Level of satisfaction of participants in
WIPO training and skills development
programs

95%≥ 85% satisfied or very satisfied

4.4 More innovators, creators,
SMEs, universities, research
institutions and communities
leverage IP successfully

Level of satisfaction of participants in 90% (2019)training and capacity building activities
related to GRs, TK and TCEs

54

≥ 85% satisfied or very satisfied

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Global Challenges and Partnerships

Resources
Global Challenges and Partnerships: Resources by Cost Category(in thousands of Swiss francs)

2022/23
vs. 2020/21 P&B

2022/23
Proposed
Budget2020/21
Program &Budget2020/21
Budget after
Transfers

Amount%Posts

17,36015,55015,738

1,810

11.6%

Temporary Staff

1,061

1,044

1,053

17

1.6%

Other Staff Costs

-

-

-

-

n/a

18,421

16,594

16,791

1,827

11.0%

Internships

308

205

95

103

50.2%

WIPO Fellowships

164

167

159

(3)

-1.8%

471

372

254

100

26.9%

Staff Missions

1,089

1,074

638

15

1.4%

Third-party Travel

1,450

1,785

1,389

(336)

-18.8%

A. Personnel Resources

Total A
B. Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Training & Related Travel Grants
Sub-total

-

-

-

-

n/a

2,539

2,859

2,027

(320)

-11.2%

1,053

1,066

973

(13)

-1.3%
-100.0%Contractual Services
Conferences

-

8

27

(8)

Individual Contractual Services

1,168

627

898

541

86.3%

Other Contractual Services

1,161

178

795

983

552.3%

Publishing

Sub-total

3,382

1,879

2,692

1,503

80.0%

Finance Costs

-

-

-

-

n/a

Sub-total

-

-

-

-

n/a

Premises & Maintenance

593

510

554

83

16.3%

Communication

10

-

45

10

n/a

Representation & Other Operating Expenses

9

33

39

(23)

-71.3%

Operating Expenses

-

-

-

-

n/a

613

543

638

70

12.9%

Furniture & Equipment

-

12

14

(12)

-100.0%

Supplies & Materials

UN Joint Services
Sub-total
Equipment and Supplies

54

23

27

31

136.3%

Sub-total

54

35

40

19

55.0%

Total B

7,060

5,688

5,652

1,372

24.1%

TOTAL

25,48022,281

22,443

3,199

14.4%

POSTS

43

37

37

6

55

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Global Challenges and Partnerships

Global Challenges and Partnerships: Resources by Result(in thousands of Swiss francs)

2022/23
Proposed Budget

Expected Result
2.1

Development of balanced and effective international normative frameworks for IP

3,644

2.2

WIPO brings the international community together to proactively address emerging issues and policy challenges at the
global level relating to IP, innovation and creativity

3,714

2.3

International dialogue and cooperation on Building Respect for IP

3,805

2.4

Effective interaction and partnerships with the UN, IGOs and NGOs in support of global goals to which IP can contribute

6,505

3.3

Knowledge transfer and technology adaptation is facilitated through WIPO’s IP-based platforms and tools to address
global challenges

3,562

4.2

Development of balanced and effective IP, innovation and creative ecosystems in Member States

644

4.3

Increased IP knowledge and skills in all Member States

1,039

4.4

More innovators, creators, SMEs, universities, research institutions and communities leverage IP successfully

2,567

Total

25,480Funds in Trust Resources Potentially Available for Programming1(in thousands of Swiss francs)

Fund-in-Trust (FIT)

Accredited indigenous and local
communities

Balance as ofDecember 31,
2020

Estimated
contributions
20212

Estimated
expenditureend 20213

Expectedbalance end
2021

Estimated
contributions
2022/232

Estimatedamountavailable forprogrammingin 2022/23

37

51

2

86

102

188

Italy

44

-

44

-

-

-

Republic of Korea (Building Respect for
Copyright and Related Rights)

622

280

141

761

560

1,321

Republic of Korea (Ministry of Justice HR)

101

234

209

126

468

594

Total

803

565

396

973

1,130

2,103

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 2021 and 2022/23 are purely 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 Estimated expenditure in 2021 are indicative, based on past expenditure.

56

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
IP and Innovation Ecosystems

IP and Innovation Ecosystems

Implementation Strategies
The IP and Innovation Ecosystems Sector is a newly created Sector and supports WIPO’s work inseveral aspects.
First, it will provide high quality IP knowledge and data, such as the Global Innovation Index(GII), to help policy-makers better understand the connection between IP, innovation andcreativity, and to make informed decisions on these important issues.
Second, it will assist individuals, enterprises, institutions and communities to use IP as atool for economic growth and sustainable development, going beyond the regulatory andregistration aspects of IP to focus on IP management and commercialization. This area ofwork will focus on supporting start-ups, entrepreneurs and SMEs to leverage IP effectively
for business growth, which in turn will support the use of IP as a catalyst for job creation,
investments, enterprise growth and economic development. It will also embark on work
connected to the rise of IP and other forms of intangible assets such as data, know-how etc. as
an asset class, by looking into issues relating to IP valuation, collateralization and financing.
Third, it will support researchers, innovators, universities and research institutions within a country to better
access IP and innovation data and information, and to build skills and create platforms that use IP to translate research
into market outcomes. This will also support the country’s ability to build its capabilities and expertise in technology
transfer, including to address global crises like the COVID-19 pandemic.
Fourth, it will help Members look at IP and innovation strategy from a holistic and ecosystem perspective through thefurther development of in-house expertise on national IP strategies, as well as through bringing the capabilities andexpertise of the WIPO Judicial Institute and WIPO Arbitration and Mediation Center together.

Economics and Data Analytics
The work related to economics and data analytics has two main pillars. The first pillar seeks to provide accurate,comprehensive and timely data on the performance of the IP system and promote their wider and more effective use thatdeliver value to users around the world. Work in the next biennium will, in particular, focus on:•

Maintaining geographical coverage of IP statistics collected through WIPO’s various annual statistics surveys toensure accurate and comprehensive statistical reporting that bring value to decision makers everywhere;•

Reporting 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 thegeneral public.

The second pillar seeks to provide high-quality empirical analysis on economies’ innovation performance and the
evolving nature of the creative economy to support the development of balanced and effective IP, innovation and creative
ecosystems in Member States. Work in the next biennium will, in particular, focus on:•

Continuing to benchmark innovation performance by publishing the GII and assisting Member States in making
effective use of it in policy design;•

Providing in-depth analysis on the role the IP system plays in the global economy by publishing thematic WorldIntellectual Property Reports;•

Engaging in economic study work in developing economies, including new study work requested by the CDIP;•

Mobilizing original data relating to the creative economy and conducting studies enabling data-driven insights
into the relevant drivers of the creative economy, so as to assist policy-makers and other stakeholders;•Maximizing institutional synergies and promoting research quality by continuing to coordinate the global networkof IP Office economists.

57

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
IP and Innovation Ecosystems

IP for Business
IP for Business initiatives aim at supporting entrepreneurs, SMEs and enterprises to access and use the IP system intaking their products to market and leveraging their competitiveness. The program of work will encompass:•

Creating business friendly tools and services that facilitate the awareness, understanding and use of the IP
system by entrepreneurs and enterprises, so that IP becomes a core part of a business strategy;•

Assisting national IP Offices and SME intermediaries in integrating IP related support to their existing menu ofservices for businesses, and through this, to allow SMEs all over the world to use IP effectively;•

Implementing technical assistance and capacity building activities on IP management, patent claim drafting, IP
valuation, IP commercialization and other such areas in which businesses grow through the use of the IP
system. To the extent possible, a project-based and gender-balanced delivery approach will be pursued;•

Assisting governments in integrating IP considerations into their strategic economic development policies.

IP for Innovators
The work relating to IP for Innovators supports researchers, innovators, universities and research institutions to use IP asa tool for growth and sustainable development. This will involve building high quality IP services to deliver value to users
around the world, notably in the areas of IP information, IP rights management, and technology transfer. These services
will be reinforced through the building of individual and institutional capabilities, as well as the forging of networks
between research institutions at the national, regional and international levels.
The implementation strategy will comprise activities for:•

Building vibrant innovation ecosystems, underpinned by effective legislative frameworks and institutional IP
policies to accelerate the translation of research into innovative products and services for the benefit of society;•

Developing Technology and Innovation Support Centers (TISCs) and other technology transfer structures(TTOs, technoparks, incubators, IP hubs, etc.) as gateways to high quality IP services, including access to andadvice in using technology databases, patent search and analytics services, and IP rights management
services;•

Enabling the provision of high quality IP services through new and upgraded information and knowledge
platforms, tools, and resources, including the University IP Policies database, WIPO INSPIRE, the WIPO Patent
Register Portal, Successful Technology Licensing (STL) materials, a technology transfer literature compilation,and eTISC (including the Technology Transfer Web Forum), all integrated into a harmonized system to provide
a fluid user experience;•

Assuring long-term sustainability of TISC networks and technology transfer structures by encouraging
knowledge-sharing through effectively coordinated national, regional, and global networks and the online eTISC
community;•

Supporting evidence-based decision-making in areas of technology of significant public interest by establishingpatent landscape reports and the WIPO Technology Trends (WITT) report;•

Developing innovative approaches and methodologies and identifying and disseminating good practices in theareas of patent analytics, business intelligence, and technology transfer by establishing expert communities ofpractice in partnership with respective IP professionals;•

Multiplying the impact of activities and services to support innovators in using IP as a tool for growth andsustainable development by increasing awareness and appreciation of these activities and services and theirbenefits within the framework of a focused communications strategy.

WIPO Judicial Institute
The WIPO Judicial Institute, in collaboration with other relevant WIPO areas of work, works to empower judiciaries tofulfill their vital role in ensuring that IP, innovation and creative ecosystems in Member States are balanced and effective.
It complements the work of the WIPO Arbitration and Mediation Center, as together these encompass the full range ofoptions for the resolution of IP disputes. It also contributes to wider and more effective use of WIPO’s services,knowledge and data through the WIPO Lex database.
The Institute’s work in the next biennium will focus on:

58

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
IP and Innovation Ecosystems•

Fostering increased transnational dialogue for the judicial community through the annual WIPO IP Judges
Forum and other judicial colloquia, to exchange expertise on the most pressing IP challenges, to observejudicial approaches of other countries and to gain insight to strengthen courts’ own analyses;•

Undertaking targeted studies to promote in-depth understanding of topics of relevance to the global IP judiciary,
and to support policy choices in the judicial administration of IP, which may encompass legislative, court
administration and procedural reform;•

Contributing to increased IP knowledge and skills in all Member States by working with national and regional
judicial authorities to provide a holistic suite of tailored capacity building support and resources for judiciaries,
premised on national ownership and sustainability and aligned with the legal traditions, and economic and social
circumstances of Member States;•

Through refined data collections and an improved user interface, facilitating use of the rich offerings of
WIPO Lex as the global knowledge base for IP-related treaties, national and regional laws, and judicial
decisions and judicial systems information, for a wider, general audience.

WIPO Arbitration and Mediation Center
WIPO mediation and arbitration enable private parties to efficiently settle their domestic or cross-border IP andtechnology disputes out of court, complementing the work of the WIPO Judicial Institute, and collectively providing
WIPO’s support for the full range of options relating to IP dispute resolution. The WIPO Center is also the global leader
in the provision of services for businesses under the WIPO-designed Uniform Domain Name Dispute Resolution Policy(UDRP).
Leveraging WIPO’s global role and expertise and including WIPO-internal as well as external public and private
partnering, the work of the WIPO Center in the next biennium will focus on:•

Optimizing case administration services for IP and domain name disputes, notably by enhancing the applicationof ICT to case management and client delivery;•

Expanding the WIPO Center’s program for digital outreach to potential users, in particular through the
production of webinars and use of social media targeting specific market segments in terms of IP interest andlocation; increased IP dispute-based data analysis in support of outreach;•

Exploring further use of Alternative Dispute Resolution (ADR) in emerging areas of innovation and creation,
including life sciences, IOT, smart contracts, and (building on 2021 WIPO-MCST Survey) digital copyright;•

Building out the WIPO Center’s program of collaboration with Member State IP authorities and courts topromote and adopt tailored ADR options, with a particular focus on the needs and potential of specific regions;•

Engaging with further country code Top-Level Domain registries to help adopt ADR mechanisms enabling IP
right holders to efficiently resolve domain name disputes;•

Active policy advocacy with ICANN, Internet and trademark stakeholders in the next phase of ICANN’s review ofrights protection mechanisms in the Domain Name System; engagement with ICANN on systemic options tofacilitate right holder requests for WHOIS database access.

Risks
Risk

Treatment

Insufficient engagement or changes in priorities at national level could negatively
impact the: i) establishment and sustainability of technology transfer networks
and structures; ii) projects to support IP as a tool for business growth; or, iii)
judicial programs.

Close collaboration with national authorities from the outset to ascertain mid tolong term commitment; assist in the planning, monitoring and evaluation ofnational projects in accordance with best practices.

User demand for our services, including IP ADR, domain name dispute
Leverage WIPO’s position as global, neutral and credible IP specialist, increase
resolution, analysis, advisory, tools and databases declines, results in diminished application of IT tools for improving user experience, and enhance digital tools
market position, organizational reputation, or policy impact.
and outreach.
Information received is unreliable, leading to inaccurate statistical data, or
analytical shortcomings in WIPO publications and reports.

Control mechanisms designed to identify data inconsistencies; publications
carefully reviewed by experts; analytical publications externally peer reviewed.

59World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
IP and Innovation Ecosystems

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Strategic Pillar 3

Provide high quality intellectual property services, knowledge and data that deliver value to users around the world

3.1 Wider and more effective use of No. of unique visitors to the IP
WIPO’s global IP systems, services, Statistics Data Center
knowledge and data
No. of unique visitors to WIPO Lex
Level of use of WIPO IP ADR anddomain name dispute resolution
services

Baselines

Targetstbd

20% increasetbd

20% increase

734 disputes and 656 bons offices
44,552 gTLD cases
5,989 ccTLD-only cases(cumulative end 2020)

250 additional disputes and bonsoffices
5,000 additional gTLD cases
575 additional ccTLD-only cases(end 2023)

3.3 Knowledge transfer andtechnology adaptation is facilitatedthrough WIPO’s IP-based platforms
and tools to address global
challenges

No. of unique visitors to the innovation tbd
support and technology transfer
publications, tools and platforms,
including no. of visitors downloading

Strategic Pillar 4

Support governments, enterprises, communities and individuals to use intellectual property as a tool for growth andsustainable development

4.2 Development of balanced andNo. of unique visitors to the Global
effective IP, innovation and creative Innovation Index websites
ecosystems in Member States
No. of countries using the GII for thedevelopment of their innovation
strategies and ecosystem

4.4 More innovators, creators,
SMEs, universities, research
institutions and communities
leverage IP successfully

20% increasetbd

20% increasetbd

20% increase

Level of sustained engagement by
Member State judiciaries

86 countries and 3 regional
jurisdictions represented in the 2020
Judges Forum (virtual)

70 countries and 4 regional
jurisdictions represented in the annual
Judges Forum (face-to-face withhybrid option)

Level of adoption of IP ADR anddomain name dispute resolution
policies developed or supported by
WIPO

78 IP ADR schemes adopted
38 IP ADR schemes supported
4 gTLD policies adopted andsupported
78 ccTLD policies adopted
47 ccTLD policies supported(cumulative end 2020)

6 additional IP ADR schemes adopted
8 additional IP ADR schemes
supported
2 additional gTLD policies supported
2 additional ccTLD policies adopted
6 additional ccTLD policies supported(end 2023)

No. of sustainable national TISC
networks

40 sustainable national networks(cumulative end 2020)

49 sustainable national networks(cumulative end 2023)

Maturity Level 1: 5 Total
Maturity Level 2: 26 Total
Maturity Level 3, including theprovision of value-added services: 9
Total

Maturity Level 1: 5 Total
Maturity Level 2: 32 Total
Maturity Level 3, including theprovision of value-added services: 12
Total

Level of satisfaction of Technology
n/aTransfer entities and other bodies withthe services provided by WIPO

≥ 90% satisfied or very satisfied

No. of unique visitors to the webtbd
based services targeting inventors andSMEs, including no. of visitors
downloading

20% increase

No. of SME support institutions who
are using WIPO materials and tools

10

n/a

No. of SMEs assisted by support
n/ainstitutions that use WIPO materials or
tools

60

2,000 SMEs

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
IP and Innovation Ecosystems

Resources
IP and Innovation Ecosystems: Resources by Cost Category(in thousands of Swiss francs)

2022/23
vs. 2020/21 P&B

2022/23
Proposed
Budget2020/21
Program &Budget2020/21
Budget after
Transfers

Amount%Posts

30,34523,37623,749

6,970

29.8%

Temporary Staff

2,087

1,243

1,823

844

67.9%

Other Staff Costs

-

-

-

-

n/a

32,432

24,61925,572

7,813

31.7%

A. Personnel Resources

Total A
B. Non-personnel Resources
Internships and WIPO Fellowships

52

114

48

(62)

-54.4%

4,301

2,794

3,276

1,507

53.9%

4,353

2,908

3,324

1,445

49.7%

Staff Missions

875

1,300

824

(425)

-32.7%

Third-party Travel

1,066

937

488

129

13.7%

-

-

5

-

n/a

1,941

2,237

1,317

(296)

-13.2%

Conferences

239

393

274

(154)

-39.2%

Publishing

145

67

40

78

115.8%

Individual Contractual Services

2,846

1,705

1,709

1,141

67.0%

Other Contractual Services

1,887

385

1,126

1,502

390.2%

5,117

2,550

3,149

2,567

100.7%

Finance Costs

-

-

-

-

n/a

Sub-total

-

-

-

-

n/a

Premises & MaintenanceCommunication

10
11

10
11

11
10

-

0.0%
0.0%

Representation & Other Operating Expenses

55

19

17

36

191.1%UN Joint Services

-

-

-

-

n/a

76

40

39

36

90.8%

Internships
WIPO Fellowships
Sub-total
Travel, Training and Grants

Training & Related Travel Grants
Sub-total
Contractual Services

Sub-total

Operating Expenses

Sub-total
Equipment and Supplies
Furniture & Equipment

-

-

2

-

n/a

Supplies & Materials

55

20

16

35

175.0%

Sub-total

55

20

18

35

175.0%

Total B

11,542

7,755

7,847

3,788

48.8%

TOTAL

43,97532,37433,42011,601

35.8%

POSTS
of which

78

57

57

21

Development Agenda Project

489

61

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
IP and Innovation Ecosystems

IP and Innovation Ecosystems: Resources by Result(in thousands of Swiss francs)
2022/23
Proposed Budget

Expected Result
3.1

Wider and more effective use of WIPO’s global IP systems, services, knowledge and data

17,305

3.2

Improved productivity and service quality of WIPO’s global IP systems, services, knowledge and data

191

3.3

Knowledge transfer and technology adaptation is facilitated through WIPO’s IP-based platforms and tools to address
global challenges

2,444

4.1

More effective use of IP to support growth and development of all Member States and their relevant regions and subregions, including through the mainstreaming of the Development Agenda recommendations.

1,767

4.2

Development of balanced and effective IP, innovation and creative ecosystems in Member States

10,630

4.3

Increased IP knowledge and skills in all Member States

4.4

More innovators, creators, SMEs, universities, research institutions and communities leverage IP successfully

10,914

Total

43,975723

Funds in Trust Resources Potentially Available for Programming1(in thousands of Swiss francs)

Balance as ofDecember 31,
2020

Estimated
contributions
20212

Estimated
expenditureend 20213

Expectedbalance end
2021

Estimated
contributions
2022/232

Estimatedamount available
for programmingin 2022/23

Republic of Korea (Promotion of
ADR Services)

366

186

157

395

372

767

Total

366

186

157

395

372

767

Fund-in-Trust (FIT)

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 2021 and 2022/23 are purely 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 Estimated expenditure in 2021 is indicative, based on past expenditure.

62

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Administration, Finance and Management

Administration, Finance and Management
Implementation Strategies
The Administration, Finance and Management (AFM) Sector is responsible for WIPO’s operating platform, providing thefoundation for the delivery of results across the Organization, and driving overall performance in a sustainable andsecure manner. More broadly, given its critical role in building the Foundation of the Organization, the Sector also plays
an important role in providing WIPO Staff with the right resources to work effectively, collaboratively and innovatively.
There are several key elements to the work of the Sector. Firstly, ensuring that resources are allocated across WIPO inline with the Program of Work and Budget and Capital Master Plan agreed by Member States, and are managed
effectively through appropriate governance and enterprise performance management (EPM) systems. Secondly,
ensuring that WIPO’s information and communication technology architecture and solutions are optimized, driving further
digitization across the Organization and better use of data, whilst maintaining high levels of information security. Thirdly,
delivering reliable and fit-for-purpose services to internal and external clients, including legal, languages and through asecure and sustainable WIPO Campus. Finally, overseeing WIPO’s organizational resilience framework, ensuring that
the Organization builds on the lessons from COVID-19 and is prepared for a range of future threats.

Sound and Prudent Financial and Performance Management, including Procurement
Results-based management and risk management will continue to be matured. The risk culture will be strengthened
further, accepting and managing risks within clear “guard-rails”. A new fraud risk assessment will be undertaken to stayabreast of new and emerging risks and to validate the adequacy of existing internal controls. Efforts will be made toenhance the use of data analytics to inform decisions and to effect improvements to the regulatory framework andinternal controls.
Enhancing services to the global base of fee-paying customers will be a key focus. This will include staying tuned tocustomer needs and planning and aligning WIPO’s services to address new and emerging needs, in particular in respectof payment services and interactions with national IP Offices. Opportunities for further streamlining and automating
financial transactions and processes will be identified, including through robotic process automations (RPAs), with theaim of increasing further productivity and accuracy.
A strategic and proactive approach will be pursued for WIPO’s sourcing activities to ensure efficient, customer-oriented
and compliant processes for procuring goods, services, individual contractors as well as travel and meeting-associatedrequirements using enhanced IT tools and functionalities, as appropriate. To reduce the time to procure and maximize
savings through economies of scale and negotiations, the monitoring of the use of Long Term Agreements (LTAs) will beconsolidated, and the maturity of vendor performance management will be enhanced. Outreach to potential individual
contractors worldwide will be scaled up, through the extended use of social networks. Optimizing travel and meetingrelated expenditure in a post-COVID context will be a primary objective, through the integration of IT tools, compliancemonitoring and negotiation of airline fares.

Digital Transformation
ICT objectives for the biennium will focus on digital transformation and further technical and functional convergence,leveraging the cloud first policy, the second phase of the IP Portal Program, the solid response to the COVID-19
pandemic and the importance of streamlining operations and support. Transition of completed ICT projects to operations
will result in new enabling capabilities, including data analytics, DevOps, enhanced customer experience, strengthened
cloud management, Enterprise Content Management (ECM), ‘new normal’ driven digitalization and a centralizedcompetence for better software design and delivery. Activities will continue towards establishing capabilities in cloud
management operations and compliance and data governance. Furthermore, an overhaul of the ICT governance andstakeholder engagement framework will be conducted and a new ICT strategy based on business value will be put inplace.
Ensuring that a robust and secure ecosystem of enterprise applications are underpinning WIPO’s operations is key forsmooth operations and delivery of services across the Organization. To this end, the capability to respond to businessneeds in an agile manner will be established through improvements to the delivery framework and the technologies
used. Priority will be given to projects and initiatives that will improve user services and experience. Efforts will focus on
the cloud transformation of the core ERP system in accordance with the next generation ERP strategy.
Knowledge and records management will be strengthened to enable staff across all business units to access, share anduse information more effectively. Key strategies will include rolling out the necessary policies, tools and procedures toenable the shift to digital management of WIPO’s records; leveraging the capabilities of the ECM platform to facilitatecross-sector access to information; and promoting cultural change to encourage the sharing of knowledge.

63World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Administration, Finance and Management

Phased implementation of WIPO’s next generation Information Security Strategy will proactively address cybersecurity
risks, allowing for the early detection and response to cyber incidents, to better prepare the Organization to recover fromcrises quickly, reducing the impact to business operations. In addition, promoting a culture of security will support the
secure digital transformation of WIPO by streamlining and mainstreaming further information risk management services
into business and IT processes.

Internal and External Services, including Legal, Language and Infrastructure Related
Prompt, reliable and fit-for-purpose legal advice and services are paramount for ensuring the effective administration andperformance of the Organization and its overall body of laws, including the smooth functioning of the meetings of its
constituent organs. Services will consist of providing effective support and advice to the Secretariat and Member States
on a wide range of constitutional, contract, treaty, and administrative law matters, consistent with statutory requirements
and applicable law, while remaining agile and fully embracing horizontal working methods.
WIPO’s language services will continue to underpin its commitment to supporting its multilingual and diverse Member
States and staff. This will be underpinned by the use of modern translation technologies for the delivery of language
services and further promotion of multilingualism. WIPO will also continue with its strategy of quality at source to ensure
linguistic quality. This will be complemented by the development of new skills. The management of interpretation
services will be digitized to make it more efficient, agile and nimble in response to the increased complexity of managing
interpretation services on virtual conferencing platforms.
To ensure that the WIPO Campus remains fit-for-purpose in support of WIPO activities and Member States meetings,
premises infrastructure services will continue to focus on managing and maintaining as well as upgrading or renovating,premises and related installations. The biennium will see further improvements to physical accessibility for persons withdisabilities. Efforts will also continue to reduce WIPO’s environmental footprint generated by premises in line with the
Host Country regulatory framework and the wider UN context towards the long-term goal of zero emissions by 2050.
The accelerated, COVID-driven shift to electronic communications by the global IP services has led to a corresponding
decrease in demand for high-volume printing and mailing of paper in 2020/21. The new business model will require thetransition to a more flexible resourcing strategy to respond to variable levels of demand while maintaining service
continuity. The primary focus of the Printshop will be on smaller scale but higher value print production in support of
WIPO’s flagship products and events.
WIPO will continue to maintain a fit-for-purpose global operating environment through the effective and timely delivery ofprofessional safety and security risk management services, focusing on prevention, preparedness and resilience.
Building on lessons learned during the COVID-19 pandemic, interdisciplinary cooperation in crisis response
preparedness will be strengthened and reflected in WIPO’s organizational resilience framework, including in the internalbusiness continuity and crisis management plans. In addition, a strong relationship will be maintained with relevant UN
bodies, such as the UN Organizational Resilience Management System (ORMS) Working Group and the United Nations
Operations and Crisis Centre (UNOCC).

Risks
Risk

Treatment

The value of investments made under the Member State-approved strategies forcore and strategic cash pools could decrease, which would result in a reductionof net assets (reserves). Protracted negative interest rate conditions for Swiss
francs may also result in increased costs from operating cash.

Operating, core and strategic cash investments will continue to be diversified inaccordance with the policy on investments. Performance will be closely
monitored by the ACI and their investment advisors, with allocation adjustments
made as necessary.

Access to, or occupation of, WIPO premises is not viable for more than sevendays, owing to physical inaccessibility, health and safety concerns, building
infrastructure damage or other cause.

Further development of virtual office, hybrid meeting and other business
continuity procedures and capabilities in line with WIPO’s goal of strengthening
its organizational resilience. Continuous improvement of integrated procedures
for reducing the likelihood of building infrastructure and related safety failures.

A serious security incident, resulting from terrorism, civil unrest, natural disaster In coordination with security partners, WIPO implements strategies to continuallyor other cause, which presents a risk to WIPO personnel and assets at WIPO
assess, monitor, and manage security and resiliency risks through effective
HQ or globally, through its network of External Offices and its international travel preventative, detective and response mechanisms to potential security threats.
and outreach to Member States and other stakeholders.
Failure of key suppliers to deliver services triggers a disruption to services
provided to our external customers.

WIPO performs due diligence checks throughout the lifecycle of each contract
including a review of the financial and reputational stability, and other aspects ofkey suppliers.

64World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Administration, Finance and Management

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Strategic Pillar 2

Bring people together and partner with stakeholders to shape the future of the global intellectual property ecosystem

2.1 Development of balanced andeffective international normative
frameworks for IP% of treaty notifications that arepromptly processed by OLC

Foundation

Empower our people to work effectively, collaboratively and innovatively by providing them with the right resources,
training and environment

5.1 A Secretariat that is empowered
through a dynamic corporate
culture and is provided with theright resources and training to work
effectively, collaboratively andinnovatively

Level of satisfaction of Member States Satisfaction rate on language services
and other stakeholders with translation at meetings in 2020: 92.6%
and interpretation services

Maintain satisfaction level

Cost of per-word/page of translation

0.53 CHF

5% reduction% of spend through UN cooperation 15

17.95%> 18% per year

5.2 Digitally enabled, secure andsustainable operating environmentand service

Expansion of the Fee Transfer Service 96.5% of search fees volume settled
through the Fee Transfer Service fromparticipating Receiving Offices (ROs)

95% of treaty notifications processed
within 3 days

94.5% of transactions related to theFee Transfer Service are settled inaccordance with the calendar in 2020

Targets

95% of such notifications processed
within 3 days

> 97.5% of global PCT search fee
volume to be settled through theService> 97.0% of settlements to be receivedin accordance with the Service
calendarWIPO premises and installations
remain fit for purpose

Zero working days with a breakdown of Maximum of 1 working day per year
a technical installation affecting WIPO with a breakdown of a technicalcore and non-core activities
installation affecting WIPO core
activities

Enhanced capability to detect andrespond and recover from information
security threats ensuring minimalbusiness disruption

Mean time to detect a potential
information security incident 24/7: 2hours or less

Mean time to detect a potential
information security incident 24/7: 2hours or less

Availability of digital services both
Corporate IT Infrastructure: 100.0%
internally and externally facing (uptime) Corporate IT Services: 99.96%≥ 99.8%

Improved service delivery to external
stakeholders

Apdex score > 0.6 for 78% of
applications moved to the cloud (end2020)

Apdex score ≥ 0.6 for 80% of
applications moved to the cloudAn unqualified audit opinion

An unqualified audit opinion

5.3 Sound and prudent financial
Confirmation of conformity of financial
management and effective
operations to the provisions of thecorporate governance and oversight applicable WIPO conventions andtreaties, the WIPO Financial
Regulations and Rules and IPSAS

Increased maturity of RBM and RM
RBM: Maturity level 4.2 (end 2019)enabled by stronger ERP systems
RM: Dimensions 1-4 ‘advanced’,
managed and enhanced in accordance dimensions 5 and 6 ‘established’with best practice% of incidents addressed within thetime limits in SLAs: 91%

RBM: Maturity level 4.5 (end 2023)% of resources spent on KTLO vsvalue-add work: 70%% of resources spent on KTLO vsvalue-add work: 50%

Cost savings for goods and services
procured by WIPO

4,852,576 CHF (2020)

6,000,000 CHF (biennium)

Average air ticket fare

1,187 CHF (2019)3% biennial decrease

15 Includes UNICC-related expenditure as from 2020

65

RM: Dimensions 1-6 ‘advanced’% of incidents addressed within thetime limits in SLAs: 95%

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Administration, Finance and Management

Office of the Director General
Implementation Strategies
The Office of the Director General will focus on overall strategic coordination of the work of the Organization, establishinga dynamic corporate culture that empowers WIPO Staff to work effectively, collaboratively and innovatively, guiding theimplementation of the HR strategy and ensuring strategic engagement and outreach to external stakeholders including
Member States and media.

People and Culture
HR initiatives for the next biennium will be fully aligned with a new multi-year HR Strategy to support the implementationof the MTSP. Particular priorities will include:•

Reinforcing WIPO as an employer of choice through competitive conditions of employment, a harmonious anddynamic workplace, opportunities for professional growth, promotion of staff well-being and work-life balance;•

Measuring employee engagement as a key metric for improving Organizational culture;•

Fostering commitment and accountability towards effective people management, including through a review ofthe performance management system;•

Engendering a growth mindset and continuous learning through a training and development framework that also
links more clearly to career development and road mapping;•

Maintaining a sound, modern and up-to-date regulatory framework for HR management that encourages
empowerment of Staff and supports operational efficiency;•

Continuing work towards more equitable geographical representation and gender balance through broader andenhanced recruitment outreach programs and activities in partnership with Member States, including new
initiatives like the Young Experts Program;•Enhancing HR customer service on HR matters; and•Further digitalization of HR.

News and MediaNews and media strategies in the next biennium will seek to:•

Maintain communication channels to technical and professional audiences through channels dedicated to suchcontent e.g. LinkedIn;•

Extend reach to new target audiences such as laypersons, SMEs, youth and others, around the world throughan integrated press and content creation approach, distributed via earned media and our own top-line corporatechannels, as well as through the further optimization of corporate social-media channels;•

Broaden content-creation efforts beyond technical content to narratives that illustrates the relevance of IP and
its positive impact on individuals, enterprises and communities around the world;•

Expand press outreach to include efforts to inform the public of trends of local and regional interest as well asthematic developments in IP and the global economy;•

Position WIPO colleagues as thought leaders and expert commentators on their areas of expertise;•

Create and expand dedicated social media presences that allow colleagues in substantive areas to reach theirtargeted audiences for marketing, user and other communication purposes; and•Ensure coherence in messaging across the Organization's public communications through sustained
engagement with and training of colleagues, as well as effective internal communications.

66

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Administration, Finance and Management

Engagement and Coordination
Given the importance of the Geneva diplomatic community as a key stakeholder, the Organization will establish regular,
targeted communications with Member States to disseminate information and garner feedback on program
implementation to reinforce transparency.
Our engagement with Member States will also include the provision of the highest quality of services for meetings andevents by providing the most up to date and user friendly working methods. An ongoing review of current practices will
also be ensured while anticipating customers’ evolving needs through continuous cooperation and benchmarking withother international organizations and private sector leaders in event and meeting management.

Internal Justice, Governance and Oversight
The further development of WIPO’s comprehensive ethics and integrity system will include the further development ofstandards and principles that meet best practices in the UN System, building on WIPO's ethics and integrity principles aslaid down in its Code of Ethics. Awareness raising and sensitization activities will be undertaken to further enhance theOrganization’s ethical culture and strengthen ethical conduct by all staff at all levels of the Organization and advisory
services provided to WIPO managers.
The prevention and handling of grievances and conflicts will be further improved with a view to fostering a harmonious
and effective work environment.
The Ombudsperson will conduct targeted outreach to staff, including through bilateral talks, staff meetings, training
courses and round table discussions through a peer-support group at the ground level (known as the ‘Relays’ network),
to build awareness and encourage recourse to conflict resolution mechanisms, notably mediation, when appropriate.
Internal oversight initiatives will continue to support the Organization in achieving its objectives by strengthening
accountability, compliance, value for money, stewardship, internal control and corporate governance as follows:•

Provide independent risk-based and objective assurance and advice through assessing the adequacy andeffectiveness of internal controls, risk management and governance processes;•

Provide professional support and advice through continuous auditing, consulting and advisory services, andfostering institutional learning and accountability through transparent and participatory oversight processes, toaddress risks ex-post facto or ex-ante as required;•Support management in effectively and efficiently managing the Integrity Framework within which duties, roles,
responsibilities and rights of all WIPO staff are clearly defined, and administering the “hot line” for reporting
wrongdoing and possible misconduct in WIPO;•

Contribute to effective oversight coverage in close cooperation with organizational entities, which have a role asa second line of defense function, and by identifying and implementing innovative technologies and practices toensure effective delivery;•

Pursue and further develop cross-sectional engagements, including integrity reviews to examine those systems
and processes within the Organization carrying high-risk exposures to fraud, abuse or misconducts.

Risks
Risk

Treatment

Ineffective communication and engagement with both an external and internalaudience can cause significant harm to the credibility of the WIPO brand.

Proactive interaction with stakeholders in a strategic, audience-driven manner,using the full range of communications tools, media awareness and openness in
responding to queries to explain how IP can enrich the lives and improve thelivelihoods of everyone, everywhere. Strengthened internal communications will
help staff collaborate effectively.

Corporate governance and oversight systems prove ineffective, or perceived to be Strong tone at the top for high ethical standards and a strengthening of the ethics
not wholly objective and independent impacting the impartiality and credibility offunction. Adherence to relevant standards and codes as well as the Internal
the work with outcomes and trust diminished.
Oversight Charter. Work closely with the IAOC, the External Auditor and the JIU
and respond to recommendations for improvements in a timely manner.
Establishment and effective operation of streamlined internal bodies ensuring
compliance with regulatory framework, risk-based decision making and internal
governance.

67

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Administration, Finance and Management

Risk

Treatment

Organizational change programs are inherently risky and a more open anddynamic organizational culture may take longer to institutionalize than foreseen.

Strong commitment, example and communication from the top and atransformation strategy to deliver real change towards a trust-based environmentthat empowers individuals. Articulate the new culture in terms of behaviors andoutcomes to accelerate the change and reinforce decisive behaviors. Align theculture and the strategy so that the new culture becomes key to improving theperformance of the organization.

Expected Results and Performance Indicators
Expected Result

Performance Indicators

Baselines

Strategic Pillar 1

Reach out worldwide to explain the potential for intellectual property to improve the lives of everyone, everywhere

1.1 More effective communicationand engagement world-wide to raiseawareness of and increaseknowledge about the potential of IP
to improve the lives of everyone,
everywhere

Media mentions of WIPO

49,335 (2020)

20% biennial increase

Reach of WIPO’s main social media
presences

Twitter: 101,131
LinkedIn: 104,640
Facebook: 76,287(May 2021)≥ 500,000 followers across all social
media presences at the end of thebiennium

Level of satisfaction of Member Statesand other stakeholders with theorganization of events

100%≥ 85% satisfied or very satisfied% of WIPO Flagship Publications forwhich the Executive Summary istranslated into all official UN languages

75% (6 out of 8)100%% of WIPO global publications on
80% (4 out of 5)
substantive IP topics published in
2022/2023 and translated into all official
UN languages

100%

Implementation of pilots within theframework of the Revised Language
Policy roadmap, Phase 1

2

n/a

Targets

Strategic Pillar 2

Bring people together and partner with stakeholders to shape the future of the global intellectual property ecosystem

2.2 WIPO brings the international
community together to proactively
address emerging issues and policy
challenges at the global level
relating to IP, innovation andcreativity

Level of satisfaction of delegates
attending the GAs and other Meetings

Foundation

Empower our people to work effectively, collaboratively and innovatively by providing them with the right resources, training
and environment

94% overall satisfaction≥ 85% satisfied or very satisfied

5.1 A Secretariat that is empowered Employee Engagement
through a dynamic corporate culture Gender : % of women at P4 to D2 level
and is provided with the rightresources and training to work
effectively, collaboratively andinnovatively
Geographical Diversity: % by region as
per agreements

tbd

Improvement over previous survey

P4 – 50.3%
P5 – 31.4%
D1 – 37.5%
D2 – 8.3%

P4 – 50%
P5 – 35%
D1 – 41%
D2 – 33%

Africa: 10.4%
Asia and the Pacific: 19.5%
Eastern and Central Europe & Central
Asia: 9.1%
Latin America and the Caribbean:
7.3%
Middle East: 2%
North America: 10.8%
Western Europe: 40.9%

Agreement among Member States on
WIPO's policy on geographicaldistribution

5.3 Sound and prudent financial
No interference and perceived
management and effective corporate independence by key stakeholders
governance and oversight

No interference in IOD's work, as
reflected in the annual report:
WO/PBC/31/4

No interference

No. of oversight recommendations
accepted

100% of IOD recommendations
accepted

90% of IOD recommendations
accepted

68World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Administration, Finance and Management

Resources
Administration, Finance and Management and the Office of the Director General: Resources by Cost Category(in thousands of Swiss francs)
2022/23
vs. 2020/21 P&B

2022/23
Proposed
Budget2020/21
Program &Budget2020/21
Budget after
Transfers

AmountA. Personnel Resources%

128,531130,993

130,976(2,462)-1.9%

Temporary Staff

3,461

5,362

7,418

(1,901)-35.5%

Other Staff Costs

3,152

3,152

3,152

-

-

135,144

139,507

141,546(4,363)-3.1%

Internships

226

132

778

94

71.4%

WIPO Fellowships

154

24

12

130

541.7%

380

156

790

224

143.7%

Staff Missions

1,625

2,031

1,089

(406)

-20.0%

Third-party Travel

498

1,122

846

(624)

-55.6%

Training & Related Travel Grants

214

283

135

(69)

-24.4%

2,337

3,435

2,069

(1,099)-32.0%

1,249

787

1,324

462

58.7%
-100.0%

Posts

Total A
B. Non-personnel Resources
Internships and WIPO Fellowships

Sub-total
Travel, Training and Grants

Sub-total
Contractual Services
Conferences

-

29

12

(29)

Individual Contractual Services

11,204

11,342

11,349

(139)

-1.2%

Other Contractual Services

60,125

51,77952,370

8,347

16.1%

Sub-total

72,57863,93765,054

8,641

13.5%

Finance Costs

2,480

1,066

2,480

1,066

757
757

1,414
1,414

132.6%

Sub-total
Premises & MaintenanceCommunication

42,6901,797

37,967
2,656

37,698
2,656

4,722
(859)

12.4%
-32.3%

Representation & Other Operating Expenses

1,147

1,531

1,583

(384)

-25.1%UN Joint Services

1,222

1,184

976

38

3.2%

46,85643,33842,913

3,518

8.1%

Publishing132.6%

Operating Expenses

Sub-total
Equipment and Supplies
Furniture & Equipment

872

938

3,366

(67)

-7.1%

Supplies & Materials

2,377

2,624

4,024

(247)

-9.4%

Sub-total

3,249

3,563

7,390

(314)

-8.8%

Total B

127,879

115,495

118,973

12,384

10.7%

TOTAL

263,023

255,002260,519

8,021

3.1%

POSTS

351

355

363

(4)

69

World Intellectual Property Organization
Program of Work and Budget 2022/23

FINANCIAL AND RESULTS - By Sector
Administration, Finance and Management

Administration, Finance and Management and the Office of the Director General: Resources by Result(in thousands of Swiss francs)
2022/23
Proposed Budget

Expected Result
1.1

More effective communication and engagement world-wide to raise awareness of and increase knowledge about thepotential of IP to improve the lives of everyone, everywhere

5,549

2.1

Development of balanced and effective international normative frameworks for IP

1,315

2.2

WIPO brings the international community together to proactively address emerging issues and policy challenges at the
global level relating to IP, innovation and creativity

7,580

2.4

Effective interaction and partnerships with the UN, IGOs and NGOs in support of global goals to which IP can contribute

160

5.1

A Secretariat that is empowered through a dynamic corporate culture and is provided with the right resources and training
to work effectively, collaboratively and innovatively

53,528

5.2

Digitally enabled, secure and sustainable operating environment and services

149,571

5.3

Sound and prudent financial management and effective corporate governance and oversight

45,320

Total

263,023

Funds in Trust Resources Potentially Available for Programming1(in thousands of Swiss francs)
Balance as ofDecember 31,
2020

Estimated
contributions
20212

Estimated
expenditureend 20213

Expectedbalance end
2021

Estimated
contributions
2022/232

Estimatedamount available
for programmingin 2022/23

Republic of Korea (Professional
Officers)4

676

207

326

557

713

1,270

Total

676

207

326

557

713

1,270

Fund-in-Trust (FIT)

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 2021 and 2022/23 are purely 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 Estimated expenditure in 2021 is indicative, based on past expenditure.
4 Includes Professional Officers in the PCT and Regional and National Development, managed by HRMD.

70

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX I

III. ANNEXESANNEX I

2020/21 Budget after Transfers(in thousands of Swiss francs)
Transfers1

Transfers as % ofTransfers
Out

Total Net
Transfers

2020/21
Budget after
Transfers2

Program

Total
P&B

724

(1,295)(570)

227,685

-0.2%

-0.1%

82,603

845

(517)

328

82,9310.4%

0.0%

Copyright and Creative Industries

27,826

3,109(1,917)

1,193

29,0194.3%

0.2%

Regional and National Development

65,850

1,328

(810)

518

66,3680.8%

0.1%

Infrastructure and Platforms

39,501

1,708(3,268)(1,560)37,941

-3.9%

-0.2%

Global Challenges and Partnerships

22,281

288

(127)

162

22,4430.7%

0.0%

IP and Innovation Ecosystems

32,374

1,583

(537)

1,046

33,4203.2%

0.1%

Administration, Finance andManagement

255,002

6,580(1,063)

5,517

260,519

2.2%

0.7%

Unallocated

14,7072,048(8,681)(6,634)

8,074

n/a

n/a

TOTAL

768,401

18,215(18,215)-

768,401--

Sector

2020/21 P&B

Transfers
In

Patents and Technology

228,255

Brands and Designs

Note: 2020/21 P&B and 2020/21 Budget after Transfers have been aligned to the new structure in the P&B 2022/23.
1 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 the limit 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."
2 As at 31 Dec 2020.

71

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX II

ANNEX II

2022/23 Proposed Resources by Sector(in thousands of Swiss francs)
2022/23 Proposed Budget

Sector

2020/21 Program & Budget

2022/23
vs. 2020/21 P&B

2020/21 Budget after Transfers1

72

Patents and Technology

134,345

NonPersonnel
Resources
96,030Brands and Designs

59,735

20,69580,43058,66323,94082,60358,77924,15282,931(2,173)-2.6%

Copyright and Creative Industries

18,352

13,38331,735

18,793

9,034

27,82618,13010,88929,019

3,909

14.0%

Regional and National Development

44,21424,932

69,14544,571

21,27965,85044,881

21,48766,368

3,296

5.0%

Infrastructure and Platforms

26,496

11,186

37,682

27,888

11,61339,501

27,43910,50237,941(1,819)-4.6%

Global Challenges and Partnerships

18,421

7,060

25,48016,594

5,688

22,281

16,791

5,652

22,443

3,199

14.4%

IP and Innovation Ecosystems

32,432

11,542

43,975

24,6197,755

32,37425,572

7,847

33,42011,60135.8%

Administration, Finance and Management

135,144

127,879

263,023

139,507

115,495

255,002141,546

118,973

260,519

8,021

3.1%

7,346

4,600

11,946

8,107

6,600

14,707

3,830

4,244

8,074

(2,761)-18.8%

476,484

317,307793,792

475,919

292,482

768,401

473,627

294,774

768,401

25,391

3.3%

Unallocated
TOTAL

Personnel
Resources

Total

Personnel
Resources

137,178

NonPersonnel
Resources
91,078228,255

Total

Personnel
Resources

230,374

Note: 2020/21 P&B and 2020/21 Budget after Transfers have been aligned to the new structure in the P&B 2022/23.
1 As at 31 Dec 2020.

Total

Amount%136,659

NonPersonnel
Resources
91,027

227,685

2,119

0.9%

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX III

ANNEX III

Posts by Sector
2022/23 Proposed Budget

SectorPatents and Technology

DG
/DDG
/ADG
1

2020/21 Program & Budget

D

P

G

Total

9

166

201

377

DG
/DDG
/ADG
1

2020/21 Budget after Transfers1

D

P

G

Total

9

164

208

382

DG
/DDG
/ADG
1

2022/23 vs. 2020/21 P&B

D

P

G

Total

9

166

201

377

DG
/DDG
/ADG
-

D

P

G

Total

-

2

(7)

(5)

73

Brands and Designs

1

9

71

75

156

1

10

64

80

155

1

9

71

75

156

-

(1)

7

(5)

1

Copyright and Creative Industries

1

5

24

11

41

1

4

26

15

46

1

4

27

11

43

-

1

(2)

(4)

(5)

Regional and National Development

1

16

63

27

107

1

18

59

28

106

1

17

62

28

108

-

(2)

4

(1)

1

Infrastructure and Platforms

1

5

41

13

60

1

3

47

13

64

1

4

45

15

65

-

2

(6)

-

(4)

Global Challenges and Partnerships

1

7

23

12

43

1

5

20

11

37

1

5

20

11

37

-

2

3

1

6

IP and Innovation Ecosystems

1

8

54

15

78

-

6

37

14

57

-

7

38

12

57

1

2

17

1

21

Administration, Finance and Management

2

20

168

161

351

3

23

162

167

355

3

26

167

167

363

(1)

(3)

6

(6)

(4)

Unallocated

-

-

6

-

6

-

-

3

4

7

-

-

-

3

3

-

-

3

(4)

(1)

TOTAL

9

79

616

515

1,219

9

78

582

540

1,209

9

81

596

523

1,209

-

1

34

(25)

10

Note: 2020/21 P&B and 2020/21 Budget after Transfers have been aligned to the new structure in the P&B 2022/23.
1 As at 31 Dec 2020.

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX IVANNEX IV 2022/23 Allocation of Income and Expenditure by
Union
Introduction
1. In accordance with WIPO’s Financial Regulations and Rules (Regulation 2.3), this Annex presents the Organization’s
Program and Budget 2022/23 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 of Work and Budget 2022/23 has remained
unchanged from the methodology used for the Program and Budget 2020/21. As regards the allocation of direct andindirect Union expenses, as per past practice, the calculations have been refined to better reflect the evolution of thework of the Organization enabled by the ERP/EPM systems. The tables in this Annex provide an overview of the 2022/23
Allocation of Income and Expenditure by Union, the 2022/23 Income Estimates by Union and the 2022/23 Budget by
Sector and Union.

Allocation of Income by Union
2. 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 PCT and Madrid Unions on the basis of the estimated publications
revenue for each of the Unions;•

Income from the Arbitration and Mediation Center is allocated to the Unions based on estimations;•

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
3. Expenditure is allocated to the Unions under the following four categories:(i)“direct Union expenses” (e.g. the expenditure incurred by the PCT System (PT) - is a “Direct Union”
expenditure of the PCT Union);(ii)“indirect Union expenses” (e.g. the part of the expenditure of Regional and National Development – (RND)
that is borne by the PCT Union is an “Indirect Union” expenditure);(iii)“direct administrative expenses” (e.g. the expenditure of AFM that is incurred for administrative andmanagement related support provided to the PCT System – is a “Direct Admin” expenditure of the PCTUnion); and(iv)“indirect administrative expenses” (e.g. the part of the expenditure of AFM that is incurred for administrativeand management related support provided to Regional and National Development borne by the PCT Union
is an “Indirect Admin” expenditure).

4. Direct Union expenses are allocated to Unions either fully or on the basis of estimates. Direct Admin expenses areallocated to the Unions based on relative headcount shares.
5. Indirect Union expenses and indirect administrative expenses are allocated to the Unions based on the “capacity-topay” 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.

74

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX IV

Allocation of 2022/23 Expenditure by Allocation Category
6. The table below summarizes the allocation of the 2022/23 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 Activities
7. WIPO’s activities are implemented in accordance with its Program of Work implemented by Sectors. Expenditure
related to activities in the tables below is allocated as “Direct Union” expenses as follows.

SectorPT

CF Unions
Direct Union Expense

PCT Union
Direct Union Expense

SCP (10% - estimate)

SCP (90% - estimate)

Promotion of Paris Convention,
PLT & Budapest Treaty (10% estimate)

Promotion of Paris Convention,
PLT & Budapest Treaty (90% estimate)

Confidential information(10% - estimate)

Confidential information(90% - estimate)

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Lisbon Union
Direct Union Expense

PCT Union Assembly, PCT
Working Group, PCT legal andpromotion activities
PCT processing, translation andinformation system services
BD

SCT (20% - estimate)

SCT (65% - estimate)

SCT (15% - estimate)

Promotion of Singapore Treaty(20% - estimate)

Promotion of Singapore Treaty(65% - estimate)

Promotion of Singapore Treaty(15% - estimate)

Article 6ter (20% - estimate)

Article 6ter (65% - estimate)

Article 6ter (15% - estimate)

TM, ID, GI capacity building(20% - estimate)

TM, ID, GI capacity building(65% - estimate)

TM, ID, GI capacity building(15% - estimate)

Madrid Union Assembly, Madrid
Working Group, Madrid legal andpromotion activities

The Hague Union Assembly,
the Hague Working Group, theHague legal and promotion
activities

Madrid System processing,
The Hague system processing
translation and information system and information systemservices 16
servicesCCI

The Lisbon Union
Assembly, Lisbon
System, Lisbon Working
Group, promotion
Lisbon Systemprocessing and IT
development

SCCR
Promotion of treaties (Beijing,
Marrakesh, WCT, WPPT, etc.)
ABC Book Service, ABC inclusive
publishing
Skills development in collective
copyright and related rights
management
WIPO Connect development,
deployment and maintenance

16 The share of resources in Madrid supporting the operations of the Hague system is allocated to the Hague and Lisbon Unions75

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX IV

CF Unions
Direct Union Expense

Sector

RND

IP

GCP

PCT Union
Direct Union Expense

Madrid Union
Direct Union Expense

The Hague Union
Direct Union Expense

Lisbon Union
Direct Union Expense

Promotion of the PCT

Promotion of Madrid

Promotion of the Hague

Promotion of Lisbon

Global Databases(61.4% - estimate)

Global Databases(29.8% - estimate)

Global Databases(8.7% - estimate)

Alternative Dispute Resolution(ADR) services(18% - estimate)

Alternative Dispute Resolution(ADR) services(17% - estimate)

Alternative Dispute Resolution(ADR) services(46% - estimate)

Alternative Dispute Resolution(ADR) services(19% - estimate)Int. Classifications & WIPO
Standards (9% - estimate)Int. Classifications & WIPO
Standards (70% - estimate)Int. Classifications & WIPO
Standards (20% - estimate)Int. Classifications & WIPO
Standards (1% - estimate)

Global Databases(61.4% - estimate)

Global Databases(29.8% - estimate)

Global Databases(8.7% - estimate)

Alternative Dispute Resolution(ADR) services(17% - estimate)

Alternative Dispute Resolution(ADR) services(46% - estimate)

Alternative Dispute Resolution(ADR) services(19% - estimate)

IGC
TK, TCEs & GRs capacity
building

IE

Alternative Dispute Resolution(ADR) services(18% - estimate)

8. Expenditure related to other activities is allocated as “Indirect Union” expenses based on the “capacity to pay”
principle.
9. Expenditure related to activities implemented by AFM, excluding News and Media, is allocated as “Direct Admin”
expenses to all Unions as follows: (a) direct attribution to the Unions of administrative costs such as the share of cost ofserver hosting at UNICC and in the cloud 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.

Allocation of IPSAS Adjustments by Union
10. 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.
Overall Scenario by Union(in thousands of Swiss francs)

CF UnionsPCT Union

Lisbon Union

Total

36,233738,987

162,270

13,497775

951,762

Direct Union

30,111

245,078

75,90021,381

1,708

374,178

Direct Admin

13,061
43,172

117,657

53,623

12,648825

197,814362,735

129,523

34,0292,533

571,992

Indirect Union
Indirect Admin-

136,268

11,860--148,129-

67,772

5,899

-

-

73,671-

204,041

17,759--221,799

Total, 2022/23 Expenditure

43,172566,776

147,281

34,0292,533

793,792

Estimated IPSAS adjustment tobudget3,170

41,623

10,8162,499

186

58,294

Total Expenditure after IPSAS
adjustments

46,342

608,399

158,097

36,5282,719

852,086

Operating Result(10,109)130,588

4,172(23,030)(1,945)99,676RWCF Target*

21,5862022/23 Income

Madrid Union

Hague Union

2022/23 Expenditure

Sub-total, Direct

Sub-total, Indirect

50.0%

141,694

25.0%

36,820

25.0%

5,104

15.0%

-

n/a

205,205*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.

76

25.9%

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX IV

Income Estimates by Union(in thousands of Swiss francs)

CF Unions
AmountPCT Union%

Madrid Union

Hague Union

Amount%Amount%Amount%Lisbon Union
AmountTotal%

Amount%Income on accrual basis
Fees

-

-

736,925

99.7%

159,961

98.6%

12,227

90.6%

150

19.4%

909,262

95.5%

34,996

96.6%

-

-

-

-

-

-

-

-

34,996

3.7%

Arbitration

612

1.7%

578

0.1%

1,564

1.0%

646

4.8%

-

-

3,400

0.4%

Publications

-

-

860

0.1%

120

0.1%

-

-

-

-

980

0.1%

Income on a cash basis
Contributions (unitary)

Miscellaneous Income

601

1.7%

601

0.1%

601

0.4%

601

4.5%

601

77.6%

3,005

0.3%

Sub-total

36,209

99.9%

2,039

0.3%

2,285

1.4%

1,247

9.2%

601

77.6%

42,381

4.5%

24

0.1%

24

0.0%

24

0.0%

24

0.2%

24

3.1%

119

0.0%

36,233100%

738,987100%

162,270100%

13,497

100%

775

100%

951,762

100%

Total

IPSAS adj. to Income ona cash basis
TOTAL

Budget by Sector and Union(in thousands of Swiss francs)

CF UnionsPCT Union

Madrid Union

Hague Union

Lisbon Union

Patents and Technology

382

229,846146--

230,374

Brands and Designs

1,086

-

62,021

15,741

1,582

80,430

Copyright and Creative Industries

19,07011,651

1,014

-

-

31,735

Regional and National Development

291

59,035

7,696

1,997

126

69,145

Infrastructure and Platforms

667

29,540

6,401

1,074

-

37,682Global Challenges and Partnerships

6,181

17,754

1,545

-

-

25,480IP and Innovation Ecosystems

2,434

30,314

8,658

2,569

-

43,975Administration, Finance and Management

12,465

180,423

57,254

12,094788

263,023

Unallocated

596

8,212

2,546

554

38

11,946

TOTAL

43,172566,776

147,281

34,0292,533

793,792

77

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX VANNEX V

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

PCT
1. The level of PCT income is influenced by a variety of factors, including demand for PCT services and applicants’ filingbehavior. Demand for PCT services is in turn influenced by a number of factors that may be internal or external to thepatent system. External factors include: performance of the economy globally, and in countries of the highest andfastest growing demand; research and development (R&D) investment levels; technological confidence levels; andexchange rate fluctuations. Internal factors include: the level of PCT fees and 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 (IB) as receiving Office: Applicants who choose to file their application with the IB 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 level of
Chapter II demands, the expected level of electronic filings, and the expected use of the IB/RO. 17
PCT Filing Forecast (Demand)
4. PCT filings grew strongly in recent years. Chart 1 shows the forecasted number of PCT applications for the years
2021 to 2023 (based on data at the end of March 2021).
Chart 1. PCT Applications 2018 to 2023
340,000
320,000
300,000
280,000
260,000
240,000

3.8%

5.0%

3.7%

220,000
200,000

Growth

2.7%

Applications

17 All statistics are based on the date of filing of PCT applications or Chapter II demands.

78

3.3%

3.4%

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX V

Applications
Growth275,100

2021
Estimates
282,600

2022
Estimates
291,900

2023
Estimates
301,900

3.7%

2.7%

3.3%

3.4%

2018

2019

2020

252,779

265,382

3.8%

5.0%

Low bound-9,100-12,900-15,800

High bound+9,000+12,800+15,700

Note: 2020 reflects preliminary figures.

5. The table below shows the forecasted numbers of filings by the country of origin.
PCT Fillings for Selected Countries 2018 to 2023

AT
AU
BE
BR
CA
CH
CN
DE
DK
ES
FI
FR
G1
G2
GB
IL
IN
IT
JP
KR
NL
NO
RU
SE
SG
US

2018

2019

2020

1,484
1,827
1,301
615
2,416
4,595
53,44419,757
1,445
1,399
1,833
7,922
4,299
3,766
5,636
1,896
2,009
3,328
49,703
16,919
4,132
767
1,032
4,175
901
56,178

1,432
1,765
1,356
643
2,732
4,625
59,17019,355
1,440
1,495
1,654
7,912
4,512
3,457
5,778
2,002
2,046
3,384
52,70019,074
4,050
785
1,185
4,202
1,146
57,482

1,518
1,718
1,328
697
2,620
4,880
68,70818,544
1,551
1,456
1,668
7,766
4,686
3,812
5,904
1,944
1,910
3,401
50,52520,059
4,014
699
1,103
4,352
1,291
58,9312021
Estimates
1,548
1,698
1,342
684
2,551
5,059
71,232
18,401
1,618
1,455
1,727
8,000
4,923
4,015
5,914
1,967
2,005
3,428
53,74819,976
4,146
771
1,094
4,388
1,308
59,6202022
Estimates
1,566
1,695
1,335
716
2,486
5,100
76,427
18,735
1,628
1,418
1,630
8,013
5,017
4,155
6,085
2,000
2,055
3,522
55,272
21,331
4,186
758
1,123
4,370
1,327
59,5762023
Estimates
1,600
1,683
1,356
734
2,462
5,206
81,723
18,825
1,669
1,393
1,600
8,054
5,229
4,336
6,198
2,042
2,133
3,590
57,121
22,315
4,225
768
1,147
4,440
1,384
60,302

Note: 2020 reflects preliminary figures.

Use of Electronic Filing Methods
6. The estimated use of electronic filing methods (PDF or XML), as a percentage of total filings, is illustrated in Chart 2
below. Utilization of electronic filings continued to increase steadily reaching 98.2 per cent of total filings in 2020.

79

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX V

Chart 2. Use of Electronic Filing Methods (EASY, PDF or XML)
as a Percentage of Total Filings 2018 to 2023
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Paper

2018

PDF

2019

XML

2020

2021
Estimates

2022
Estimates

2023
Estimates

Paper

3.0%

2.3%

1.7%

1.7%

1.7%

1.6%

PDF

68.4%

68.2%

70.3%

69.1%

69.6%

69.8%

XML

28.6%

29.5%

27.9%

29.1%

28.7%

28.7%

Expected Level of PCT Income
7. PCT fee income is based on the expected level of applications (Chart 1), an estimate of the expected level of page
fees, the expected level of Chapter II demands 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 2023 is presented below in Chart 3.
Chart 3. IPSAS-adjusted PCT Income Forecast until 2023
430
410
390
370
350
330
310
290

4.0%

6.0%

5.6%
1.4%

3.3%

270
250
GrowthIncome (million CHF)
GrowthIncome (million CHF)

2018

2019

2020

2021
Estimates

2022
Estimates

2023
Estimates

323.2

336.2

356.2

361.1

381.5

394.2

4.0%

6.0%

1.4%

5.6%

3.3%

Low bound

-15.1

-20.4

-24.2

High bound

+15.4

+20.8

+24.7

Note: 2020 reflects preliminary figures.

80World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX V

Adjustment by Currency Exchange Rates
8. PCT fees are paid in various currencies. For those paid in “freely convertible” currencies, the amount equals to the“equivalent amount” set by the IB, whereas for “not freely convertible” ones, the receiving Offices convert them into an
equivalent amount in Swiss francs, EURO or USD (PCT Rule 15). WIPO sets up the equivalent amounts according to
the rules prescribed in the Directives of the PCT Assembly.
9. Applicants pay an international filing fee according to the equivalent amount on the filing date. However, due todelayed 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.
10. The difference between the equivalent amount on the filing date and the amount converted to Swiss francs on thedate of payment under UN exchange rates constitutes gain or loss of the PCT revenue. The following graph shows themonthly gain/loss of the PCT income. In recent years, WIPO recorded both gains and losses due to fluctuations of
exchange rates between Swiss francs and other currencies.
PCT Income Gain/Loss by Exchange Rates
2

Million CHF

1

0

-1

-2

2015

2016

2017
Total gain or loss

2018
USD

2019

2020

EUR

JPY

2021

11. The current PCT schedule of fees is reproduced in the table below.
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 reductions-100 (Easy), -200 (PDF), -300 (XML)RO/IB transmittal fee

100

Handling fee

200

MadridMadrid - Forecast of Demand for International Registrations
12. Chart 4 shows Madrid applications forecast for the years 2021 to 2023 (based on data at the end of March 2021).
The forecast is based on multiple models, including autoregressive and econometric models. The latter are based on
actual GDP data and GDP forecasts released by the IMF. The results by different models are further combined tocontrol for the uncertainty arising from the correct model specification.

81

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX V

Chart 4. Madrid Applications 2018 to 2023
80,00070,00060,000

6.0%

6.2%

5.3%

50,000

4.4%

3.9%

0.0%

40,000GrowthApplications

2018

2019

2020

2021
Estimates

2022
Estimates

2023
Estimates

Applications

60,95964,17164,20068,20071,20074,000Growth

6.0%

5.3%

0.0%

6.2%

4.4%

3.9%

Low bound-2,800-4,000-4,800High bound+2,800+4,000+4,900Note: 2020 reflects preliminary figures.

Madrid - Forecast of Demand for Renewals
13. Chart 5 shows Madrid renewals forecast for the years 2021 to 2023. Renewals are similarly forecasted based on
regression models and the transfer model. Results from different models are then combined.
Chart 5. Madrid Renewals 2018 to 2023
35,00030,00012.2%

8.9%
25,00020,000

1.6%

4.9%

-3.1%
-8.4%
GrowthRenewals

2018

2019

2020

2021
Estimates

2022
Estimates

2023
Estimates

Renewals

32,037

29,34832,91531,90032,40034,000Growth

8.9%

-8.4%

12.2%

-3.1%

1.6%

4.9%

Low bound-900-1,200-1,500High bound+800+1,200+1,40082

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX V

Note: 2020 reflects preliminary figures.

Expected Level of Madrid Fee Income
14. 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 of subsequent
designations; and (d) other services, including modifications and the issuance of extracts.
15. WIPO recognizes its income via the Madrid registrations based on publication which normally occurs around two
weeks after registration. The income generated by Madrid renewals and subsequent designations are recognized on thedate of inscription of renewals and subsequent designations. Chart 6 below shows the estimated IPSAS-adjusted
Madrid fee income for the period 2021 to 2023 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. IPSAS-Adjusted Madrid Income Forecast until 2023
95
90
85
80
75
70
65

6.9%

6.8%

3.9%

3.5%

2.8%

60
55

-3.2%

50
GrowthTotal Income (million CHF)

2018

2019

2020

2021
Estimates

2022
Estimates

2023
Estimates

Basic fee

45.1

48.2

44.3

49.5

51.6

53.6

Renewal fee

20.9

19.2

21.5

20.8

21.2

22.2

Subsequent designation fee

5.8

6.4

5.9

6.0

6.2

6.3

Others

3.2

3.4

3.1

3.5

3.6

3.8

Total Income (million CHF)

74.9

77.2

74.7

79.8

82.6

85.8

Growth

6.9%

2.8%

-3.2%

6.8%

3.5%

3.9%

Low bound

-3.1

-4.4

-5.4

High bound

+3.1

+4.4

+5.4

Note: 2020 reflects preliminary figures.

16. The table below provides information on the actual and expected numbers of registrations and renewals for theperiod 2018 to 2023 and on the actual and expected evolution of the average fee during that period. The average fee iscalculated 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
2018

2019

2020

2021
Estimates

2022
Estimates

2023
Estimates

Madrid registrations

60,07164,11862,06265,30068,00070,700Madrid renewals

32,037

29,34832,91531,90032,40034,000Registrations + renewals

92,10893,466

94,977

97,200100,400

104,700

Madrid income (million CHF)

74.9

77.2

74.7

79.8

82.6

85.8

Average fee (CHF)

814

826

787

821

823

819

Note: 2020 reflects preliminary figures.

83World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX VThe Hague
The Hague - Forecast of Demand for International Registrations
17. Chart 7 shows the Hague applications forecast for the years 2021 to 2023 (based on data at the end of March 2021).
The forecast of Hague applications is based on multiple models, including autoregressive and econometric models. The
latter are based on actual GDP data and GDP forecasts released by the IMF. The results by different models are further
combined to control for the uncertainty arising from the correct model specification.
Chart 7. Hague Applications 2018 to 2023
11,00010,000
9,000
8,000
7,000
6,000
5,000
4,000

3.7%

9.2%

8.1%

3,000

18.2%

6.8%

-1.7%

2,000

GrowthApplications

2018

2019

2020

2021
Estimates

2022
Estimates

2023
Estimates

Applications

5,451

5,894

5,796

6,330

7,480

7,990

Growth

3.7%

8.1%

-1.7%

9.2%

18.2%

6.8%

Low bound-700-1,390-1,880High bound+710+1,400+1,890Note: 2020 reflects preliminary figures.

The Hague - Forecast of Demand for Renewals
18. Chart 8 shows the Hague renewals forecast for the years 2021 to 2023 (based on data at the end of March 2021).
Different regression models are employed to forecast registration renewals. In addition to autoregressive models, use ismade 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.
Chart 8. Hague Renewals 2018 to 2023
5,500
5,000
4,500
4,000
3,500

34.2%

3,000
2,500
2,000

8.2%

1,500
1,000
500

4.3%

0.9%

-0.7%

-7.5%

0
GrowthRenewals84World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX V

2018

2019

2020

2021
Estimates

2022
Estimates

2023
Estimates

Renewals

3,278

3,547

4,759

4,800

4,440

4,630

Growth

-0.7%

8.2%

34.2%

0.9%

-7.5%

4.3%

Low bound

-310

-440

-540

High bound

+310

+440

+540

Note: 2020 reflects preliminary figures.

Expected Level of Hague Income
19. The income generated by the Hague System is calculated based on the current fee schedule. The main
components of this schedule are the basic and renewal fees. These two parts cover about 90 per cent of the income.
Other fees are grouped as “Others”. Chart 9 below shows the estimated figures of the IPSAS-adjusted Hague fee income
for the period 2021 to 2023.
Chart 9. IPSAS-Adjusted Hague Income Forecast until 2023
8
7
6
5
4

6.6%

11.7%

11.6%

9.6%

0.4%

3
2
GrowthIncome (million CHF)
GrowthLow boundHigh bound

2018
4.6

Income (million CHF)

2019
4.9
6.6%

2020
5.5
11.6%

2021
Estimates
5.5
0.4%
-0.5
+0.5

2022
Estimates
6.1
11.7%
-0.7
+0.7

2023
Estimates
6.7
9.6%
-1.0
+1.0

Note: 2020 reflects preliminary figures.

20. Income estimates for 2021 to 2023 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 the assumption thatno changes to the schedule of fees payable to the IB under the Hague system will take place in the forthcoming years.
Hague Total Fee Income and Average Fee
2018

2019

2020

2021
Estimates

2022
Estimates

2023
Estimates

Hague registrations

4,767

5,042

6,795

6,007

7,000

7,620

Hague renewals

3,278

3,547

4,759

4,800

4,440

4,630

Registrations + renewals

8,045

8,589

11,554

10,807

11,44012,250

Hague income (million CHF)

4.6

4.9

5.5

5.5

6.1

6.7

Average fee (CHF)

574

572

474

509

537

550

Note: 2020 reflects preliminary figures.

85World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX VI

ANNEX VI Indicators for the Global IP Systems
Indicators of the PCT System
GeneralThis annex provides an overview of the following indicators for PCT Operations:•

The PCT workloads;•

The language distribution of those workloads;•

Unit cost;•

Productivity of formalities examination;•

Quality of formalities examination;•

Quality of translation;•

Quality of software development;

•

RO/IB

Publication of PCT applications usually takes place every Thursday. The years 2014 and 2020 each had 53 Thursdays
rather than the 52 for the other years, slightly affecting statistical trends based on published PCT applications.

Workloads
The workloads are tracked on the basis of the yearly number of record copies received by the International
Bureau (IB). 18
Evolution of Record Copies by Medium of Filing
300,000

Annual growth rate (in %)Record Copies received

250,000
200,000

10.9%

8.9%

3.3%

2012

2013

7.5%

-0.3%

7.4%

3.2%

4.6%

5.4%

3.9%

2019

2020

150,000
100,000
50,000
0

2011

Paper

2014
2015
2016
2017
Year of Receipt at the International Bureau

Paper and Electronic Filings (EASY)

2018

Fully Electronic Filings

Note: 2020 data may be incomplete.
Source: WIPO Statistics Database, February 2021•

The IB received 275,450 record copies in 2020, representing an increase of 3.9 per cent compared to theprevious year.

•

In 2020, the share of electronic filing methods continued to increase and represented 98.2 per cent of total
filings.

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 arestrongly 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.

1886World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX VI

Language Distribution
One fundamental development-driving change in the IB is the increasing language diversity of filings, resulting, inparticular, from continued increased usage of the PCT System in East Asian countries.
Language of Filing (all languages)

Distribution of languages

100%

75%

50%

25%

0%

5%
10%

5%
9%

5%
8%

5%
8%

6%
8%

6%
7%

6%
7%

6%
7%

6%
6%

6%
6%

20%

21%

20%

19%

19%

19%

19%

19%

19%

18%

8%

9%

9%

11%

12%

17%

19%

19%

20%

23%

51%

50%

51%

52%

49%

45%

44%

43%

43%

42%

2011

2012

2013

2014

2017

2018

2019

2020

EnglishChineseJapanese2015
2016
Year of filing

GermanKoreanFrenchItalian

OthersNote: 2020 data may be incomplete
Source: WIPO Statistics Database, February 2021

English and Chinese account for nearly the two-thirds of filings in 2020, with 42.2 per cent and 23.1 per cent of the total,
respectively. The share of Asian languages has increased sharply over the past decade. The combined share of the
PCT applications filed in Japanese, Chinese and Korean increased from 32.6 per cent in 2011 to 47.2 per cent in 2020.
Zooming-in on languages other than English provides the following picture:
Languages of Filing (all languages except English)

Distribution of languages

100%

75%

6%
9%

6%
10%

6%
10%

6%
11%

6%
11%

5%
11%

5%
10%

4%
11%

4%
11%

4%
11%

18%

17%

16%

15%

13%

13%

12%

11%

10%

20%

34%

34%

34%

34%

32%

33%

34%

35%

40%

2015
2016
Year of filing

2017

2018

2019

2020

50%
40%

42%

41%

39%

38%

24%

25%

0%

17%

18%

19%

22%

2011

2012

2013

2014

ChineseJapanese

GermanKoreanFrenchItalian31%

OthersNote: 2020 data may be incomplete
Source: WIPO Statistics Database, February 2021

The sharp increase of applications filed in Asian languages in the recent years puts 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.

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 cost of
producing one unit of output. The total cost of production comprises expenditure relating exclusively to the PCT Systemand expenditure of activities supporting the System.
87

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX VI

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, humanresources management, internal oversight, IT and safety and security. A small proportion of these expenses (cost ofserver hosting from 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 remainder ofsuch expenses attributable to the PCT System are calculated based on headcount (including fixed term staff, temporary
staff, fellows and agency workers supporting operations).
Formally, unit cost is defined as:

Unit cost =Total cost of production
Number of publications

Unit Cost of Processing a Published PCT Application(in Swiss francs)

Unit cost (CHF)

900
750

712

600

248

722
252

662
232

735
260

685

702

239

260

450
300

640

211

221

553
180

464

470

431

475

446

442

411

419

373

2012

2013

2014

2015

2016

2017

2018

2019

2020

150
0

622

Direct costs

Indirect costs

Processing Year

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.
Source: WIPO Statistics Database, February 2021

The average cost of processing a published PCT application was 553 Swiss francs in 2020, representing a decrease of
13.5 per cent compared to 2019. The unit cost in 2020 decreased as a result of a 7.3 per cent increase in the number ofpublished PCT applications combined with a 7.2 per cent decrease in total costs as compared to 2019.

Productivity of Formalities Examination
The definition of staff productivity is output (i.e. the number of PCT publications) divided by the number of staff for formalities
examination.

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Productivity of Formalities Examination
1,800
Publications per Personnel

1,600

1,380

1,400
1,200
1,000

928

840

1,179

1,168

2014

2015

1,430

1,535

1,664

1,231

1,003

800
600
400
200
0

2011

2012

2013

2016

2017

2018

2019

2020

Year
Note: Personnel is counted in full time equivalent from December lists of staff.
Source: PCT Services Department and WIPO Statistics Database, February 2021•

Productivity of formalities examination increases over time, mainly due to automation, which permits theprocessing of much larger workloads with less or equal staff.

•

In 2020, the productivity of formalities examination increased by 8.4 per cent compared to 2019.

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 of these indicators
are based on the timeliness of key transactions: acknowledgement of receipt of the PCT application, publication andrepublication. The fourth indicator reflects errors made during the processing of PCT applications.
Quality Index of Formalities Examination
100%
95.1%
95%

93.0%

92.7%

2014

2015

97.0%

97.5%

96.9%

2017

2018

2019

98.0%

Quality index

90.1%
90%

88.1%

87.5%

2012

2013

85%
80%
75%

2011

2016

2020

Year
Source: WIPO Statistics Database, February 2021•

The overall quality, as measured by the aggregate index, improved markedly from an average of 90.1 percent in 2011 to 98 per cent in 2020.

Quality of Translation
Statistically calculated numbers of documents are selected at random from translations of abstracts and patentability
reports prepared under the responsibility of the IB for quality control. The evaluation determines whether a translation is89

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“acceptable” or “not acceptable”. This indicator aggregates the results of such quality control performed by the IB acrossall language combinations and document types. Relationships with any agencies that consistently have less than
80 per cent of their translations deemed “acceptable” are discontinued. In 2020, 89 per cent of translations had an
acceptable quality.
Quality of Translation

Distribution of Quality Result

100%
16%

13%

13%

14%

12%

14%

14%

14%

11%

11%

85%

87%

87%

86%

88%

86%

86%

86%

89%

89%

2011

2012

2013

2014

2015
Year

2016

2017

2018

2019

2020

75%

50%

25%

0%

Acceptable

Not Acceptable

Source: PCT Services Department, February 2021

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 the release(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 theextent 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 2019, the quality of major releases, as defined by the QSD, was 92.1 per cent. In 2020, there was a slight decrease to
92 per cent, while the indicator remained within the accepted range of 94% (+/- 2%).
Quality of Software Development
94.5%

91.9%

93.3%

93.7%

92.3%

92.1%

92.0%

2014

2015

2016

2017

2018

2019

2020

Quality of Software Development

89.4%

2013

Year of release
Source: PCT Services Department, February 2021

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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 2020. In principle, a PCT
application is filed at the national patent office of the applicant’s home country or at a regional patent office acting for theapplicant’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 are shown in this table.
PCT applications received by the top 10 receiving Offices
International Filing Year

Receiving Offices

2020
Share (%)

Changedcompared to2019 (%)

2015

2016

2017

2018

2019

2020

China
United States of America
Japan
European Patent Office
Republic of Korea
International Bureau
United Kingdom
FranceCanadaTurkeyOthers31,04557,58943,09734,158
14,592
10,329
4,100
3,515
1,988
700
16,11744,462
56,68044,49535,286
15,595
10,021
4,008
3,606
1,859
805
16,08850,65556,31047,42536,61915,790
10,204
3,933
3,804
1,876
894
16,02255,20455,343
48,63037,937
16,99012,239
3,885
3,539
1,913
1,088
16,01160,99756,23251,65237,99818,885
12,898
3,827
3,206
2,067
1,374
16,24572,34956,11449,53739,052
19,766
13,508
3,460
2,582
1,936
1,666
15,930

26.2
20.3
18.0
14.2
7.2
4.9
1.3
0.9
0.7
0.6
5.8

18.6
-0.2
-4.1
2.8
4.7
4.7
-9.6
-19.5
-6.3
21.3
-1.9

Total

217,230

232,905

243,532

252,779

265,381

275,900

100.0

4.0

Note: Data for 2020 are WIPO estimates
Source: WIPO Statistics Database, February 2021

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Indicators of Madrid Operations
GeneralThis annex provides an overview of the following indicators for Madrid Operations:• Incoming workload;• Total processed workload;• Level of automation;• Unit cost;• Productivity;• Pendency; and• Quality of examination.

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 international applications andrenewals received by the IB is presented below. Information on other categories can be found in the Madrid Yearly
Review.
International Applications
80,000

Annual growth rate

70,000Applications

60,00050,00040,000

5.8%

5.8%

2011

2012

5.4%

3.0%

2013

2014

1.1%

9.2%

7.4%

6.0%

5.3%

-0.6%

2019

2020

30,00020,00010,000
0

2015

2016

2017

2018

Year of filing
Note: Data are provided based on the date of filing at the Office of origin.
Source: WIPO IP Statistics Database, March 2021.

•

In 2020, an estimated 63,800 applications were filed, representing a slight drop of 0.6 per cent compared to
2019.

•

The drop is due to the pandemic and is significantly smaller than initially anticipated.

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Distribution of Applications by Language of Filing

Distribution of languages

100%
22%

20%

19%

17%

17%

16%

15%

15%

14%

13%

76%

78%

78%

80%

80%

82%

83%

83%

84%

85%

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

75%

50%

25%

0%

EnglishFrenchYear of filing

SpanishSource: WIPO IP Statistics Database, March 2021.

•

In 2020, 85 per cent of all applications were filed in English. This share has slightly increased compared to2019.

Renewals of International Registrations
35,00030,000

Renewals

25,00020,00015,00010,000
5,000
0

2011

2012

Processed automatically

2013

2014

2015

2016

2017

2018

2019

2020

Processing year
Processed manuallySource: WIPO IP Statistics Database, March 2021.

• In 2020, the IB received 32,731 renewals, up 12.3 per cent from 2019. The decrease observed in 2019 was aconsequence of the decline in applications in 2009, due to the financial crisis.

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 does not require an equal amount of resources, they are each weighted
differently. According to the current weighting, during the time required to process one international application, a fulltime 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 system support FTE is required to process 17
documents.

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Total Processed Workload
180,000
160,000
140,000

Volume120,000
100,000
80,00060,00040,00020,000
0

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Processing year
Registrations

Decision

Modification

Correction

RenewalSubsequent designation

Source: Madrid Registry and WIPO IP Statistics Database, March 2021.

•

In 2020, the total processed workload decreased by 1.4 per cent compared to 2019.

Medium of Transmission of Incoming Documents
Documents transmitted electronically refer to documents received in XML format. Documents received in PDF format arerecorded as received on paper.
Distribution of incoming documents by medium of transmission
100%

Share

75%
50%

82%

79%

81%

18%

21%

19%

2018

2019
Year of receipt

2020

25%
0%

Paper

Electronic

Source: Madrid Registry, March 2021.

• In 2020, 81 per cent of all incoming documents were transmitted electronically to the IB.

Unit Cost of Processing
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.
The methodology for calculating direct and indirect Madrid costs are aligned with the methodologies for calculating PCT
and the Hague unit costs. The weighted system, described in Section II, is used to better approximate the actual workrequired to process the six categories of documents, taking into account that some of these documents are more laborintensive than others. 19
19

See “Total processed workload” above.

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The headcount count calculation used to estimate the indirect costs include personnel working as fixed term staff,
temporary staff, fellows and agency workers supporting operations.

Unit Cost per New/Renewed International Registration
New international registrations consist of applications that are registered within a given year, and renewed international
registrations consist of existing registrations that are renewed within a given year. Combined, these two types oftransactions reflect the core business of the IB.
Unit Cost per New/Renewed International Registration(in Swiss francs)

900

781

779

Unit cost per new/renewedinternational
registration (CHF)

750
324

600

648

346

450
300

456

150
0

433

2016
Direct costs

2017

625

272

287

376

391

368

2019

2020

2018
Processing Year

Indirect costs

678

258

Source: Madrid Registry, Program Performance and Budget Division and WIPO IP Statistics Database, March 2021.

• The average cost of processing a new/renewed international registration dropped to 625 Swiss francs in 2020
as a result of a decrease of the total cost of production.

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 Register
Unit cost per inscribed document (CHF)(in Swiss francs)

400

300

340

141

341

0

199

190

2016

2017

Direct costs

292

119

124

165

169

159

2018

2019

2020

271

152

200

100

284

111

Processing Year

Indirect costs

Source: Madrid Registry, Program Performance and Budget Division and WIPO IP Statistics Database, March 2021.

• The average cost of inscribing a document was dropped to 271 Swiss francs in 2020 as a result of a decreaseof the total cost of production.

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Productivity of Examination
The definition of examination productivity is the number of new/renewed international registrations processed byexaminers, divided by the number of personnel involved in examination. The number of personnel includes fixed term
staff, temporary staff, fellows and agency workers supporting operations.
Productivity of Examination

New/renewed international registrations
per personnel

1,100

1,000

900

800

2016

2017

2018

2019

2020

Processing year
Source: Program Performance and Budget Division and WIPO IP Statistics Database, March 2021.

• In 2020, the productivity of examination remained stable compared to 2019.

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 Corrections

80

300
250
200

40

Days

Days

60

20
0

150
100
50

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Year

96

0

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Average Pendency of Decisions

Average Pendency of Modifications

50

100

40

75
50

20

Days

Days

30

10
0

25
0

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Year

Year

Average Pendency of Renewals

80

60

60

40

40

Days

Days

80

20
0

2011 2012 2013 2014 2015 2016 2017 2018 2019 20202011 2012 2013 2014 2015 2016 2017 2018 2019 202

Year

Average Pendency of Subsequent Designations

20
0

2011 2012 2013 2014 2015 2016 2017 2018 2019 20

Year

Source: Madrid Registry, March 2021.

•

Compared to 2019, the average pendency in 2020 decreased for all transactions, except for corrections.

Quality of Examination
The overall quality of trademark examination is monitored on a regular basis following the implementation of the Madrid
Registry Quality Management Framework (QMF) in 2015, in compliance with ISO 9001:2015 and ISO 2859 guidance 20.
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 Nice classification work; andClassification errors made by the IB following the receipt of correction requests under Rule 28 of theCommon Regulations.

Quality control of Nice classifications was carried out based on a sample of 1,536 applications. The qualitative
performance results, therefore, do not take into account potential quality issues in the automated processing of Niceclassifications (pre-validated terms).
An Acceptable Quality Level (AQL) is set and is the criterion against which the quality of trademark examination ismeasured.

20 The Madrid Registry QMF is available on request at madrid.qp@wipo.int

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Quality Performance: Nice Classification
100%

Quality performance level

95%
Acceptable Quality Level: 90%
90%
85%
91%

89%

88%

80%
75%

2015

2016

2017

91%

92%

2018

2019

89%

2020

Processing year
Source: Madrid Registry, March 2021.

•

The overall qualitative performance in 2020 for Nice classification was one percentage point below theacceptable quality level.

Errors Made by the IB
The distribution of errors presented in the charts below is based on a sample of 427 classifications. 21 The samples
include transactions that were processed both manually and in an automated way.
Distribution by Type of Error in Classification
100%

8%

13%

Distribution

75%

50%

45%

7%

18%

12%
12%

12%

16%

15%

10%
25%

0%

11%

10%

4%
11%

19%

12%

5%
13%
22%

17%

15%

2016

2017

Typo/punctuation

Mistranslation
Misclassification (Rule 12)18%
9%

IT system failure

Add/remove goods & services
25%

34%

12%

Others

31%

31%

33%

2018

2019

2020

Reexamination following
irregularities

Processing Year
Source: Madrid Registry, March 2021.

•

Reexamination following irregularities and misclassification accounted for the majority of total errors in 2020,
with 33 per cent and 25 per cent of errors, respectively.

21 Transactions which contain one or more errors.

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Indicators of the Hague Operations
GeneralThis annex provides an overview of the following indicators for Hague Operations:•

The Hague System workloads;•

Total processed workload;•

Unit cost; and•Pendency.

Incoming Documents
The International Bureau (IB) receives four main types of documents, namely international applications, renewals,changes and decisions. The latest trend for international applications and renewals received by the IB is presented
below. Information on other types of documents can be found in the Hague Yearly Review.
International Applications Filed
7,000
6,000

Applications

5,000
4,000
3,000
2,000
1,000
0

2013
Electronic

2014

2015

2016

2017

2018

2019

2020

Application year

Paper

Source: WIPO IP Statistics Database, February 2021.

• In 2020, applicants filed 5,792 international applications, down 1.7 per cent from 2019.
• In 2020, 99.4 per cent of applications were filed electronically, directly with the IB or indirectly with certain
national Offices, an almost 11 percentage points increase over 2013.
Average Number of Designs per Application
6.0

Average number of designs

5.0
4.0
3.0
2.0
1.0

2013

2014

2015

2016

2017

2018

2019

Application year
Source: WIPO IP Statistics Database, February 2021.

• An application filed in 2020 contained, on average, 3.2 designs, down 0.5 designs from 2019.
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Renewals
Renewals of International Registrations
5,000
4,500
4,000

Renewals

3,500
3,000
2,500
2,000
1,500
1,000
500
0

2013

2014

Electronic

Manual

2015

2016
2017
Year of receipt

2018

2019

2020

Source: Hague Registry, February 2021.

• In 2020, the number of renewals recorded increased by 34.2 per cent compared to 2019, to a total of 4,759
renewals. This increase is tied to a significant increase in filings in 2015.
• Since 2013, the majority of renewals have been processed electronically, except for 2019, where the transition
to the new IT system resulted in a temporary decrease in automated processing, as only 49.1 per cent of therenewals were recorded automatically that year as compared to 69.5 per cent in 2020.

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 does 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, the IB
can process 8 renewals, 4 changes or 4 decisions (a 1:8:4:4 workload ratio).
The figures from 2016 onwards, as compared to figures reported in the WIPO Performance Report in previous years,
have been adjusted to reflect decisions relating to the second part of the designation fee.
Total Processed Workload

12,00010,000Volume

8,000
6,000
4,000
2,000
0

2013

2014

2015

2016

2017

2018

2019

2020

Processing year
Application

Decision

RenewalChanges

Source: Hague Registry and WIPO IP Statistics Database February 2021.

•

In 2020, the IB conducted a dedicated application backlog reduction effort to reduce the pendency ofinternational applications. This effort led to the recording of 6,795 international registrations, 34.8 per centmore than the previous year.

•

In 2020, the total processed workload increased by 0.7 per cent compared to 2019.

•

The increase in workload in 2019 was mainly due to the increase in the number of renewals and changes
received.
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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.

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. 22 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(in Swiss francs)

Unit Cost per New/Renewed Design (CHF)

800
669
587

600
443
400

217

258

462

370

2016

2017

Direct costs

Indirect costs

511
203

185

200

0

207

308

2018
Processing Year

2019

541
180

360

2020

Source: Hague Registry, Program Performance and Budget Division and WIPO IP Statistics Database, March 2021.

•

The average cost of processing a new/renewed design is estimated at 541 Swiss francs in 2020, representing
an increase of 5.8 per cent compared to 2019. This increase is due to the sharp decrease of 15 per cent ofdesigns in applications filed in 2020.

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(in Swiss francs)

Unit Cost per Recorded Documents
(CHF)

2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0

1,603

1,519
1,172

497

562

490

682
2016
Direct costs

1,106

957

2017
Indirect costs

2018
Processing Year

1,269

1,155

503

385

766

770

2019

2020

Source: Hague Registry, Program Performance and Budget Division and WIPO IP Statistics Database, March 2021.
22 See the ratios for applications and renewals in “Total Processed Workload”, above.

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The average cost of recording a document in the Register is estimated at 1,155 Swiss francs in 2020,
representing a decrease of 9 per cent compared to 2019, due to a slight increase of 0.7 per cent of total
recorded documents combined with a decrease of 8.3 per cent of total processing costs.

Pendency
This indicator reflects the time required by the IB to process regular applications since the new IT System became
operational, at the end of 2018. 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
100%

Distribution

75%
Over 4 months

50%

between 3 - 4 months
between 2 - 3 months

25%

between 1 - 2 months
less than 1 month

0%

2019

Processing year

2020

Note: Data for 2019 were revised.
Source: Hague Registry, February 2021.

•

In 2020, 47.2 applications were regular.

•

In 2020, the share of regular applications processed within one month was 64.4 per cent and the shareprocessed within two months was 84.8 per cent.

•The share of regular applications processed within one month has increased from 9.6 per cent of the total in2019 to 64.4 per cent in 2020.

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ANNEX VII Funds in Trust Resources Potentially Available for
Programming1(in thousands of Swiss francs)

Sector
BD

CCI

RND

IP
GCP

Balance asof December
31, 2020

Estimated
contributions
20212

Estimated
expenditureend 20213

Expectedbalance end
2021

Estimated
contributions
2022/232

China

483

280

105

658

560

Estimatedamountavailable forprogrammingin 2022/23
1,218

China (HR)

311

404

358

357

808

1,165

Sub Total
Japan (Copyright)

794
650

684
469

463
448

1,015
671

1,368
938

2,383
1,609

Fund-in-Trust (FIT)Japan (Junior Professional Officers)

169

-

-

169

-

169

Republic of Korea (Copyright)

1,023

349

131

1,241

698

1,939

Republic of Korea(Copyright/Professional Officers)

446

-

183

263

389

652

Sub Total
Australia4

2,288
436

818
-

762
153

2,344
283

2,025
-

4,369
-

France (Industrial Property)

421

300

66

655

600

1,255

Mexico

136

-

3

133

-

133

Republic of Korea (Industrial Property)

702

215

320

597

430

1,027

Republic of Korea (IP Education)

714

460

327

847

920

1,767

Spain

201

177

15

363

354

717

Uruguay

97

-

-

97

-

97

The United Arab Emirates

46

-

46

-

-

-

Sub Total
Japan (Industrial Property) Global4

2,753
6,881

1,152
5,780

930
5,262

2,975
7,399

2,304
11,560

4,996
18,959Sub Total
Accredited indigenous and local
communities

6,881
37

5,780
51

5,262
2

7,399
86

11,560102

18,959
188

Italy

44

-

44

-

-

-

Republic of Korea (Building Respect for
Copyright and Related Rights)

622

280

141

761

560

1,321

Republic of Korea (Ministry of Justice HR)

101

234

209

126

468

594

IE

Sub Total
Republic of Korea (Promotion of ADR
Services)

803
366

565
186

396
157

973
395

1,130
372

2,103
767

AFM

Sub Total
Republic of Korea (Professional
Officers)5

366
676

186
207

157
326

395
557

372
713

767
1,270

Sub Total
TOTAL

676

207

326

557

713

1,270

14,562

9,392

8,296

15,65819,472

34,847

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 2021 and 2022/23 are purely 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 Estimated expenditure in 2021 are indicative, based on past expenditure.
4 This FIT includes activities carried out under several other areas.
5 Includes Professional Officers in the PCT and Regional and National Development, managed by HRMD.

103

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX VIII

ANNEX VIII Annual Budget Tables for IPSAS Reporting
Annual Income 2022-2023(in millions of Swiss francs)

2022
Estimated

2023
Estimated

PCT

362.4

374.5

Madrid

78.5

81.5

Hague

5.8

6.4

Income Sources
Income on accrual basis
Fees

Lisbon*Sub-total, Fees

0.1

0.1

446.8

462.5

Income on a cash basis
17.5

17.5

Arbitration

1.6

1.8

Publications
Miscellaneous Income

0.5

0.5

1.5

1.5

Sub-total

21.1

21.3

0.1

0.1

467.9

483.8

75.0

75.0

Contributions (unitary)

IPSAS adj. to Income on a cash basis
TOTAL*Details of Lisbon fee income (in thousands of Swiss francs)

Note: Investment revenue for 2022/23 is excluded from the income estimates for the biennium dueto the volatility of the expected yields on the longer-term investment portfolios (core and strategiccash).

Annual Budget 2022-2023(in millions of Swiss francs)

Cost Categories

2022
Budget2023
Budget

224.4

226.7

7.4

7.5

Personnel Resources
Posts
Temporary Staff
Other Staff Costs

1.6

1.6

Sub-total

233.3

235.8

Unallocated (Personnel)
Total, Personnel
Non-personnel Resources

3.7

3.7

237.0

239.5

Internships and WIPO Fellowships

7.5

7.5

Travel, Training and Grants

13.1

13.1

Contractual Services

106.2

106.2

Finance Costs

1.2

1.2

Operating Expenses

26.0

26.0

Equipment and Supplies
Sub-total
Unallocated (Non-personnel)
Total, Non-Personnel
TOTAL

104

2.3

2.3

156.4

156.4

2.3

2.3

158.7

158.7

395.7

398.1

ANNEXESANNEX IX

ANNEX IX WIPO’s Contribution to the Sustainable Development Goals

World Intellectual Property Organization
Program of Work and Budget 2022/23

105

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX XANNEX X

Breakdown of Resources Associated with ER 3.1
for Promotion of Global IP Systems(in thousands of Swiss francs)
ER 3.1 "Wider and more effective use of WIPO’s
global IP systems, services, knowledge and data"
Patents and Technology

2022/23
Proposed Budget
3,067

Brands and Designs
Madrid10,161

Hague

2,438

Lisbon724

Regional and National Development
PCT

2,020

Madrid

1,975

Hague

1,676

Lisbon126

TOTAL

22,188106

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX XI

ANNEX XI 2022/23 Development Expenditure
Development Expenditure by Expected Result by Sector 2022/23(in thousands of Swiss francs)
Expected Result

Sector

TOTAL

PT

BD

CCI

RND

IP

GCP

IE

AFM

-

-

-

2,510

-

-

-

-

2,510

1.1

More effective communication and engagement worldwide to raise awareness of and increase knowledge
about the potential of IP to improve the lives of everyone,
everywhere

2.1

Development of balanced and effective international
normative frameworks for IP

854

513

2,078

-

409

759

-

-

4,613

2.2

WIPO brings the international community together toproactively address emerging issues and policy
challenges at the global level relating to IP, innovationand creativity

1,496

-

1,220

-

-

2,866

-

469

6,050

2.3

International dialogue and cooperation on Building
Respect for IP

-

-

-

-

-

2,139

-

-

2,139

2.4

Effective interaction and partnerships with the UN, IGOs
and NGOs in support of global goals to which IP cancontribute

-

-

-

918

-

185

-

-

1,103

3.1

Wider and more effective use of WIPO’s global IP
systems, services, knowledge and data

-

3,651

285

6,431

2,675

-

1,047

-

14,090

3.2

Improved productivity and service quality of WIPO’s
global IP systems, services, knowledge and data

-

3,963

286

-

-

-

-

-

4,249

3.3

Knowledge transfer and technology adaptation isfacilitated through WIPO’s IP-based platforms and tools
to address global challenges

-

-

-

1,095

-

3,263

1,865

-

6,223

4.1

More effective use of IP to support growth anddevelopment of all Member States and their relevant
regions and sub-regions, including through themainstreaming of the Development Agenda
recommendations
Development of balanced and effective IP, innovationand creative ecosystems in Member States

3,558

-

1,191

11,744

-

-

1,147

-

17,641

1,824

1,069

3,847

10,507

-

644

621

-

18,512

4.3

Increased IP knowledge and skills in all Member States

1,742

1,521

1,407

25,297

-

1,039

-

-

31,006

4.4

More innovators, creators, SMEs, universities, research
institutions and communities leverage IP successfully-

200

10,095

6,656

-

2,567

10,914-30,433

4.5

Enhanced IP infrastructure for IP Offices

-

-

-

379

11,367---

11,746

5.1

A Secretariat that is empowered through a dynamic
corporate culture and is provided with the right resources
and training to work effectively, collaboratively andinnovatively

-

-

-

-

-

-

-

-

-

5.2

Digitally enabled, secure and sustainable operating
environment and services

-

-

-

-

-

-

-

-

-

5.3

Sound and prudent financial management and effective
corporate governance and oversight

-

-

-

-

-

-

-

-

-

9,473

10,91820,40965,536

14,451

13,461

15,596469

150,312

4.2

TOTAL

107

World Intellectual Property Organization
Program of Work and Budget 2022/23

ANNEXESANNEX XI

Comparison of Development Expenditure by Sector 2022/23 vs 2020/21(in thousands of Swiss francs)

2022/23 Proposed Budget
Sector

Proposed
BudgetDA
Projects

2022/23 vs
2020/21 P&B

2020/21 Program & Budget

Total w/DA
Projects

Approved
BudgetDA
Projects

Total w/DA
Projects

BudgetDA
Projects

Total w/DA
Projects

Patents and Technology

9,473

-

9,473

10,531-

10,531(1,058)-(1,058)Brands and Designs

10,563355

10,91810,361355

10,716

202

-

202

Copyright and Creative Industries

19,214

1,195

20,40914,453359

14,812

4,761

836

5,597

Regional and National
Development

65,171365

65,53660,593261

60,854

4,579

104

4,683

Infrastructure and Platforms

14,451-

14,451

16,982-

16,982(2,531)-(2,531)

Global Challenges andPartnerships

13,461-

13,461

11,853-

11,853

1,609

-

1,609

IP and Innovation Ecosystems

15,106489

15,596

12,712

205

12,917

2,394

284

2,678

Administration, Finance andManagement

469

-

469

1,348

-

1,348

(879)

-

(879)

147,9092,404

150,312

138,832

1,180

140,012

9,076

1,224

10,300TOTALDevelopment Expenditure as% of total budget

18.9%

108

18.2%

0.7%

World Intellectual Property Organization
Program of Work and Budget 2022/23

APPENDICESAPPENDIX A

IV. APPENDICESAPPENDIX A Member States’ Contributions(in Swiss francs)
Contribution Units

Contribution1

Contribution1

Contributions

Ster

2022/23
0.03125

2022
1,424

2023
1,424

2022/23
2,848

AlbaniaIX

0.25

11,395

11,395

22,790AlgeriaIX

0.25

11,395

11,395

22,790AndorraIX

0.25

11,395

11,395

22,790AngolaSbis

0.0625

2,849

2,849

5,698

Antigua and Barbuda

Sbis

0.0625

2,849

2,849

5,698

Argentina

VIbis

2

91,15891,158

182,316

ArmeniaIX

0.25

11,395

11,395

22,790AustraliaIII15683,685

683,685

1,367,370

Austria

IVbis

7.5

341,842

341,842

683,684

Azerbaijan

IX

0.25

11,395

11,395

22,790

BahamasSbis

0.0625

2,849

2,849

5,698

Bahrain

S

0.125

5,697

5,697

11,394

Bangladesh

Ster0.03125

1,424

1,424

2,848

Barbados

Sbis

0.0625

2,849

2,849

5,698

BelarusIX

0.25

11,395

11,395

22,790BelgiumIV

10455,790455,790

911,580

BelizeSbis

0.0625

2,849

2,849

5,698

Benin

Ster

0.03125

1,424

1,424

2,848

BhutanSter

0.03125

1,424

1,424

2,848

Bolivia (Plurinational State of)Sbis

0.0625

2,849

2,849

5,698

Bosnia and Herzegovina

Sbis

0.0625

2,849

2,849

5,698

Botswana

Sbis

0.0625

2,849

2,849

5,698

BrazilVIbis

291,15891,158

182,316

Brunei Darussalam

S

0.125

5,697

5,697

11,394

Bulgaria

VIbis

2

91,15891,158

182,316

Burkina Faso

Ster

0.03125

1,424

1,424

2,848

BurundiSter

0.03125

1,424

1,424

2,848

Cabo VerdeSbis

0.0625

2,849

2,849

5,698

CambodiaSter

0.03125

1,424

1,424

2,848

Cameroon

Sbis

0.0625

2,849

2,849

5,698

CanadaIV

10455,790455,790

911,580

Central African Republic

Ster

0.03125

1,424

1,424

2,848

Chad

Ster

0.03125

1,424

1,424

2,848

Chile

IX

0.25

11,395

11,395

22,790

China

IV

10

455,790455,790

911,580

Colombia

IX

0.25

11,395

11,395

22,790Comoros

Ster

0.03125

1,424

1,424

2,848

Congo

Sbis

0.0625

2,849

2,849

5,698

Cook Islands

Sbis

0.0625

2,849

2,849

5,698

Costa Rica

S

0.125

5,697

5,697

11,394Côte d'Ivoire
Croatia

Sbis
VIII

0.06250.5

2,849
22,7892,849
22,7895,698
45,578

Cuba

S

0.125

5,697

5,697

11,394

Cyprus

S

0.125

5,697

5,697

11,394

Czech RepublicVI3

136,737

136,737

273,474

States Members of one or more
Contribution-Financed Unions
Afghanistan

Contribution
Class

109

World Intellectual Property Organization
Program of Work and Budget 2022/23

APPENDICESAPPENDIX A
States Members of one or more
Contribution-Financed Unions
Democratic People's Republic of
Korea
Democratic Republic of the Congo

Contribution
Class

Contribution Units

Contribution1

Contribution1

Contributions

Sbis

2022/23
0.0625

2022
2,849

2023
2,849

2022/23
5,698

Ster

0.03125

1,424

1,424

2,848

10

455,790455,790

911,580
2,848

DenmarkIV

Djibouti

Ster

0.03125

1,424

1,424

Dominica

Sbis

0.0625

2,849

2,849

5,698

Dominican Republic

S

0.125

5,697

5,697

11,394

Ecuador

S

0.125

5,697

5,697

11,394

Egypt

IX

0.25

11,395

11,395

22,790El Salvador

Sbis

0.0625

2,849

2,849

5,698

Equatorial Guinea

Sbis

0.0625

2,849

2,849

5,698

Eritrea2

Ster0.03125

1,424

1,424

2,848

EstoniaIX

0.25

11,395

11,395

22,790Eswatini

Sbis

0.0625

2,849

2,849

5,698

Ethiopia2

Ster0.03125

1,424

1,424

2,848

Fiji

Sbis

0.0625

2,849

2,849

5,698

FinlandIV

10455,790455,790

911,580

FranceI

25

1,139,475

1,139,475

2,278,950

Gabon

Sbis

0.0625

2,849

2,849

5,698

GambiaSter

0.03125

1,424

1,424

2,848

GeorgiaIX

0.25

11,395

11,395

22,790GermanyI2,278,950

Ghana

Sbis

GreeceVI

GrenadaGuatemala25

1,139,475

1,139,475

0.0625

2,849

2,849

5,698

3

136,737

136,737

273,474

Sbis

0.0625

2,849

2,849

5,698

S

0.125

5,697

5,697

11,394

GuineaSter

0.03125

1,424

1,424

2,848

Guinea-Bissau

Ster0.03125

1,424

1,424

2,848

GuyanaSbis

0.0625

2,849

2,849

5,698

Haiti

Ster

0.03125

1,424

1,424

2,848

Holy See

IX

0.25

11,395

11,395

22,790

Honduras

Sbis

0.0625

2,849

2,849

5,698

HungaryVI

3136,737

136,737

273,474

IcelandVIII

0.5

22,78922,78945,578

India

VIbis

2

91,15891,158

182,316

IndonesiaVII145,57945,57991,158

Iran (Islamic Republic of)VII1

45,57945,57991,158

Iraq

IX

0.25

11,395

11,395

22,790

IrelandIV

10455,790455,790

911,580

IsraelVIbis

291,15891,158

182,316

Italy

III

15

683,685

683,685

1,367,370

Jamaica

Sbis

0.0625

2,849

2,849

5,698

Japan

I

25

1,139,475

1,139,475

2,278,950

Jordan

S

0.125

5,697

5,697

11,394

Kazakhstan

IX

0.25

11,395

11,395

22,790

Kenya

S

0.125

5,697

5,697

11,394

Kiribati

Ster

0.03125

1,424

1,424

2,848

KuwaitIX

0.25

11,395

11,395

22,790Kyrgyzstan

IX

0.25

11,395

11,395

22,790Lao People's Democratic Republic

Ster

0.03125

1,424

1,424

2,848

LatviaIX

0.25

11,395

11,395

22,790

Lebanon

S

0.125

5,697

5,697

11,394110

World Intellectual Property Organization
Program of Work and Budget 2022/23

APPENDICESAPPENDIX A
States Members of one or more

Contribution Units

Contribution1

Contribution1

Contributions

Ster

2022/23
0.03125

2022
1,424

2023
1,424

2022/23
2,848

Liberia

Ster

0.03125

1,424

1,424

2,848

Libya

S

0.125

5,697

5,697

11,394

Liechtenstein

VIII

0.5

22,78922,78945,578

Lithuania

IX

0.25

11,395

11,395

22,790

LuxembourgVII145,57945,57991,158Madagascar

Ster

0.03125

1,424

1,424

2,848

MalawiSter

0.03125

1,424

1,424

2,848

Malaysia

VIII

0.5

22,78922,78945,578

Maldives2

Sbis

0.0625

2,849

2,849

5,698

Mali

Ster

0.03125

1,424

1,424

2,848

Malta

Sbis

0.0625

2,849

2,849

5,698

Marshall Islands2

Sbis

0.0625

2,849

2,849

5,698

Mauritania

Ster0.03125

1,424

1,424

2,848

Mauritius

Sbis

0.0625

2,849

2,849

5,698

MexicoIVbis

7.5

341,842

341,842

683,684

Micronesia (Federates States of)Sbis

0.0625

2,849

2,849

5,698

MonacoVII

145,57945,57991,158

Mongolia

Sbis

0.0625

2,849

2,849

5,698

Montenegro

IX

0.25

11,395

11,395

22,790Morocco

S

0.125

5,697

5,697

11,394

Mozambique

Ster

0.03125

1,424

1,424

2,848

Myanmar2

Ster0.03125

1,424

1,424

2,848

Namibia

Sbis

0.0625

2,849

2,849

5,698

Nauru

Sbis

0.0625

2,849

2,849

5,698

Nepal

Ster

0.03125

1,424

1,424

2,848

Netherlands

III

15

683,685

683,685

1,367,370

New ZealandVI3136,737

136,737

273,474

Nicaragua

Sbis

0.0625

2,849

2,849

5,698

Niger

Ster

0.03125

1,424

1,424

2,848

NigeriaIX

0.25

11,395

11,395

22,790Niue

Ster

0.03125

1,424

1,424

2,848

North Macedonia

VIII

0.5

22,78922,78945,578

NorwayIV

10455,790455,790

911,580

Oman

IX

0.25

11,395

11,395

22,790

Pakistan

IX

0.25

11,395

11,395

22,790Panama

S

0.125

5,697

5,697

11,394

Papua New Guinea

Sbis

0.0625

2,849

2,849

5,698

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

Sbis
IX
IX
VI
IVbis
IX
IVbis
IX
VIbis
IV
Ster
Sbis
Sbis
Sbis
Sbis
IX
Ster

0.0625
0.25
0.25
3
7.5
0.25
7.5
0.25
2
10
0.03125
0.06250.06250.06250.06250.25
0.03125

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

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

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

Contribution-Financed Unions
LesothoContribution
Class

111

World Intellectual Property Organization
Program of Work and Budget 2022/23

APPENDICESAPPENDIX A
States Members of one or more

Contribution Units

Contribution1

Contribution1

Contributions

VII
Ster
VIII
Sbis
Ster
IX
VI
VII
Ster
Ster

2022/231
0.031250.5
0.06250.031250.25
3
10.03125
0.03125

2022
45,5791,424
22,7892,849
1,424
11,395
136,737
45,579
1,424
1,424

2023
45,5791,424
22,7892,849
1,424
11,395
136,737
45,5791,424
1,424

2022/23
91,1582,848
45,5785,698
2,848
22,790273,474
91,1582,848
2,848South Africa
Spain
Sri Lanka
Sudan
Suriname
SwedenSwitzerland
Syrian Arab Republic
Tajikistan
Thailand
Timor-Leste2

IVbis
IV
S
Ster
Sbis
III
III
Sbis
IX
IX
Ster

7.5
10
0.125
0.03125
0.062515
150.06250.25
0.25
0.03125

341,842455,790
5,697
1,424
2,849
683,685
683,685
2,849
11,395
11,395
1,424

341,842455,790
5,697
1,424
2,849
683,685
683,685
2,849
11,395
11,395
1,424

683,684
911,580
11,394
2,848
5,698
1,367,370
1,367,370
5,698
22,79022,790
2,848

Togo
Tonga
Trinidad and Tobago
Tunisia
TurkeyTurkmenistan
TuvaluUgandaUkraineUnited Arab Emirates
United Kingdom
United Republic of Tanzania
United States of America
Uruguay
Uzbekistan
Vanuatu
Venezuela (Bolivarian Republic of)Viet Nam
Yemen
ZambiaZimbabwe
Total Contributions

Ster
Sbis
S
S
VIbis
IX
Ster
Ster
IX
IX
I
Ster
I
S
IX
Sbis
IX
S
Ster
Ster
Sbis

0.03125
0.0625
0.125
0.125
2
0.25
0.03125
0.03125
0.25
0.25
25
0.03125
25
0.125
0.25
0.06250.25
0.125
0.03125
0.03125
0.0625

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
2,849
11,395
5,697
1,424
1,424
2,849
17,498,058

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
2,849
11,395
5,697
1,424
1,424
2,849
17,498,058

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
22,7905,698
22,790
11,394
2,848
2,848
5,698
34,996,116

Contribution-Financed Unions
Saudi Arabia
SenegalSerbiaSeychelles
Sierra Leone
Singapore
Slovakia
Slovenia
Solomon Islands
Somalia2

Contribution
Class

1 The value of one unit remains unchanged for 2022 and 2023 at 45,579 Swiss francs as compared to 2020 and 2021.
2 States members of WIPO which are not members of any of the Unions.

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Program of Work and Budget 2022/23

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.

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Program of Work and Budget 2022/23

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 videos, 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 software.
Communication: communication expenses such as telephone, internet, mail and postage.
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; library books and subscriptions to reviews and periodicals;
uniforms; computer supplies, software and licenses.

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Program of Work and Budget 2022/23

APPENDICESAPPENDIX CAPPENDIX C 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
an 87.5:12.5 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 an 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 an
87.5:12.5 ratio.

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World Intellect­r ty Organization34, chemin des Colombettes
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Cover: Getty Images
WIPO Publication No. 360E/PB22/23
ISBN 978-92-805-3330-9