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WT/BFA/216  
 
 
13 Novem ber 2023 
(23-7620) Page: 1/15 
Committee on Budget, Finance and Administration    
 
 
REPORT OF THE MEETING HELD ON 17 OCTOBER  2023  
The Committee on Budget, Finance and Administration (CBFA) met on 17 October  2023. 
Her Excellency Ambassador Dr. Bettina Waldmann, German Ambassador to the WTO , welcomed 
Members to the meeting.  
1  ADOPTION OF THE AGENDA  
1.1.  The Chair stated that  the agenda for the meeting was released on 6 October , with the reference 
WTO/AIR/BFA/ 63, together with an annotated agenda bearing the reference JOB/BFA/ 91. The 
agenda , as set out in document WTO/AIR/BF A/63, was adopted.  
2  ORAL REPORT FROM THE CHAIR OF THE CBFA ON ONGOING WORK  
2.1.  The Chair noted that a key priority for the Committee  this year is to ensure a timely adoption 
of a biennial  budget for the WTO. She recalled that t he 2024 -2025 WTO and ITC budget proposals 
were formally presented to the Committee before the summer break on 18 July 2023. These  
proposals were further discussed at the  formal  CBFA meeting held on 21 September and  continue 
to be on the agenda of the Committee . 
2.2.  The Chair recalle d that in addition to the formal meetings of the Committee, the Secretariat 
has held six informal technical sessions to provide background information and respond to questions 
raised by Members  regarding various aspects of the WTO budget . In total, this represents  more than 
10 hours of informal technical sessions where the Secretariat has responded to questions raised by 
Members. The Chair noted f or example,  that questions regarding HR and staffing considerations 
were addressed at a technical session held on 11 September. Non -HR Technical Budget Elements 
were discussed on 18 September. In addition, the Secretariat addressed budget -related questions 
at informal technical sessions held on 2  October and on 12 October. Documents and slides  from all 
of these sessio ns were circulated to provide Members with more information, including  a detailed 
note on the staffing elements of the budget (bearing the reference WT/BFA/W/653).  
2.3.  The Chair thanked the Secretariat  for having organized these informal briefings to address 
questions raised by Members , which provide d opportunit ies for further informal exchange. In 
addition,  she noted that  the Secretariat has been available to meet bilaterally with Members to 
address specific questions.  
2.4.  The Chair expressed her expectation that following these extensive discussions, it is now time 
to steer towards a decision  and asked Members to keep this in mind as they continue to deliberate 
on the WTO and ITC budget proposals at the current  meeting. Indeed, it will be  important to endorse 
a biennial budget for 2024 -2025 at the Committee's  meeting  in November  to allow for a 
recommendation to be put forward for approval by the General Council at its December  meeting , 
she added . Additionally, the Chair reminded Members they still need time and energy to prepare for 
MC13. She also recalled that  the Secretariat has no budget authority to spend funds after 
31 December if there is no approved budget for the next biennium , even if fu nds are in the bank.  
2.5.  The Chair also reminded the Committee that the important issue of pension reform  and its  
budgetary implications are part of the budget decisions the Committee will need to make. She noted 
that she plans to propose at the November meeti ng of the CBFA that the Committee endorse the 
recommendation of the WTO Pension Plan Management Board contained in document WT/BFA/216  
 
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  WT/BFA/W/6441, for approval by the General Council. At the same time, she will  also propose that 
the Committee simultaneously agree  to establish a Working Group with a mandate to examine and, 
if appropriate, propose longer term structural reform of the WTO  Pension Plan. 
2.6.  With regard to the  Pension Plan reforms and the  eventual Working Group on structural reforms, 
the Chair recalled tha t she had circulated a written  version of her proposal to Members on 
28 September, including draft elements that could be developed into terms of reference for the 
Working Group. At that time, she also encouraged Members to discuss among themselves ideas t hey 
may have regarding a process to explore longer term structural reform following the budget process, 
and to contact her directly, or the Secretariat , should they wish to discuss or have further comments. 
The Chair reported that o ver the course of the past weeks, she had not heard of any objections by 
delegations. Therefore, p ending further discussions and an outcome on the WTO 2024 -2025 budget 
proposal , she expect s to proceed on the basis already outlined. Nonetheless, f or the sake of clarity, 
she will circulate a revised version of her proposal following th e meeting  as there is one change she  
propose s to make to the text . This will be  to remove the exp licit mention of certain measures 
designed to "mitigate investment risk" as topic to be covered by  the future work of the Working 
Group. She said that t he reason is that, as highlighted by o ne Member, the Management Board has 
unique expertise in this domai n, and its distinct mandate and duties should  clearly be preserved to 
avoid problems caused by Members seeking to make  particular investment decisions.  
2.7.  Finally, r egarding other matters, the Chair mention ed that she met with the Chair of the CTD, 
on 6 October, to inform him that the CBFA had approved, on 21 September, the budgetary aspects 
of the Biennial Technical Assistance Plan for 2024 -2025, as set out in document WT/COMTD/W/273. 
She also informed him that this a pproval was subject to the understanding that certain modifications 
will be applied to the nomenclature in that document, to avoid use of the terms "countries" and 
"donors". It is her understand ing that the CTD will now instruct the Secretariat to issue a 
corrigendum to reflect any changes that may be required in this regard.  
2.8.  Two Members took the floor to speak in support of the Reform by Doing elements of the WTO 
budget. The Chair  propose d that the Committee take up this  discussion under the budget proposa l 
later under item D.  There was no objection to this suggestion.  
3  ANNUAL REPORT ON THE ACTIVITIES OF THE OFFICE OF INTERNAL OVERSIGHT (OIO) 
– WT/BFA/W/651  
3.1.  The Head of the Office of Internal Oversight presented the annual report on the activities of 
the OIO reflected in paras . 3.2.  3.28.  below.  
3.2.  Good morning, everyone. A t one and a half years into my five -year mandate, I am pleased to 
present to you the OIO's progress in its annual activity report for 2022 -2023.  
3.3.  Firstly, pursuant to Administrative Memorandum No.974, the OIO Charter, and consistent with 
the standards of th e International Professional Practices Framework (IPPF) I am required to confirm 
to the CBFA that the OIO remained functionally and operationally independent and free from 
interference when performing its work. I confirm that this Office takes seriously it s independence 
and has and will not tolerate any interference or attempted interference.  The OIO has been granted 
direct access to the Director -General , who has been largely supportive of and responsive to its work , 
as well as all staff of the Secretariat.  
3.4.  Turning now to Budget and Staffing, i n accordance with the International Standards for the 
Professional Practice of Internal Auditing (Institute of Internal Auditors (IIA) Standard 2030), I must 
ensure that internal oversight resources are appropriate, su fficient, and effectively deployed to 
achieve the OIO's work plan . As reported to the CBFA previously, UN Joint Inspection Unit 
benchmarks indicate a requirement for at least three oversight professionals with technical expertise 
for an organisation the si ze of the WTO. In my budget proposal submission, I requested at least one 
additional post at a higher grade. Although the OIO has its own operational budget which cannot be 
diminished, it is also subject to the budget constraints of the Secretariat. Our sh ort-term 
investigator's contract ended in December 2022. Our administrative assistant moved to another 
Division in late March of this year. The OIO headcount is currently comprised of two staff members, 
 
1 The recommendation includes both budgetary and Working Capital Fund elements.  WT/BFA/216  
 
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  which restricts our ability to deliver. Notably, audi ts, inspections and other oversight activities are 
paused and restarted to prioritise a growing investigation caseload, and investigations take longer 
to close. The OIO continues to rely on limited external resource  to support investigations and other 
oversight activity, impacting on budgeted costs for Special Service Agreements and Consultants . 
3.5.  The OIO has not consumed its annual budget year on year, primarily due to staffing changes. 
The OIO consumed 82% of its annual budget in 2021, 96 % percent of its an nual budget in 2022  and 
65% percent of the budget in  2023 to (up to 3 1 August  2023– i.e. eight (8) months).  
3.6.  The OIO continues to modernise its processes by invest ing into a whistleblowing line and case 
management system (at CHF 4,500 a year)  and improv ing record management, ensuring consistent 
tracking of all intakes from receipt to resolution. The OIO also makes use of artificial intelligence in 
open-source searches and detection of anomalies to assist in increasing its productivity.  
3.7.  The OIO is committed to continuous professional development. The OIO Investigator 
participated in a training course on investigating workplace sexual misconduct, which helps to fulfil 
the training and experience requirements of the Entity Level Action Plan . 
3.8.  In respon se to a question on what the Action Plan is, this is a  joint initiative of the United 
Nations (UN) and international organisations  focusing on  Prevent ing and Respond ing to Sexual 
Harassment, Exploitation and Abuse. By way of background, t he UN has provided  a framework for 
the prevention of PSEAH to be adapted and contextualized to each organisational setting , an 
important priority is en suring that investigations are conducted by staff with the right training and 
experience.  
3.9.  The OIO is a proactive member of the United Nations Representatives of Internal Audit 
(UNRIAS) and Investigations, (UNRIS) the Ethics Network of Multilateral Organisations (ENMO) and 
is also leading on investigations training initiatives across international organisations.  
3.10.  I now present t o you a summary of the activities conducted by the OIO between October 2022 
and September 2023.  
3.11.  Firstly, fundamental to strengthening the ethical climate was the launch of safe mechanisms 
for staff to report concerns  – recognising that staff speaking up in ternally is the best way to detect 
and resolve issues early. We launched the WTO's first whistleblowing line on 4 November 2022 ; it is 
called The Integrity Line (or "Voie vers L'integrité", or "Ruta a la Integridad"). We held an all -staff 
Town Hall titled "Speaking Up Safely", to communicate this launch together with the Staff Support 
Network (composed of the internal and external mediators, the Staff Assistance Officer, staff 
psychologist, Medical Services, and Prohibited Conduct focal points) . The Support  Network helped 
to raise awareness of routes for early resolution of interpersonal conflicts to prevent their escalation 
to prohibited conduct. The Director -General presented opening remarks and encouraged the 
reporting of concerns in good faith.  
3.12.  The Integ rity Line is a secure online platform available to staff and external parties, managed 
by the OIO and hosted by an external provider (Whispli). The platform is unconnected to the WTO 
systems and enables those reporting concerns to communicate with the OIO confidentially, including 
anonymously. Since its launch the Integrity Line has been used 12 times . Staff prefer to use it to 
communicate with the OIO once a report has been made in person. In fact, 90% of reports to the 
OIO from November 2022 to September 2023 were made in person.  
3.13.  The OIO continued to make itself accessible and visible through open door drop -ins, and also 
delivered regular staff inductions, including sessions tailored for Young Professionals. We also 
continued to provide advice to managemen t and staff on integrity risks, and contributed to the 
review of policies and procedures, including  the prevention of sexual harassment elements within 
the WTO's Framework on Gender Equality  and the revision  of the Financial Rules . 
3.14.  The number of ethical qu eries addressed by the OIO continued to increase from five (5) in 
the last reporting period to eight (8) in the period 21  October  2022 – 22 September  2023.  
3.15.  A significant proportion of the OIO's work is responding to reports of alleged or suspected 
miscondu ct, or "intakes." Here I would like to discuss some highlights in our intake statistics.  WT/BFA/216  
 
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  3.16.  All intakes whether reported directly to the OIO or via the Integrity Line, are logged  on the 
case management system , triaged – or assigned a severity and priority cat egory – and assessed.  
Matters falling outside the OIO's mandate may be referred to other functions for non -investigative 
routes to resolution. The OIO completes p reliminary assessments for matters falling within its 
mandate that are reported within the rel evant time limits in order to determine whether there is a 
legitimate basis to warrant an administrative investigation. What we mean by legitimate basis is 
where the allegations or suspicions would be capable of constituting misconduct, and it is likely th at 
an administrative investigation would reveal sufficient evidence to determine whether misconduct 
occurred. The OIO may also conduct inspections or other forms of assessment where linked intakes 
reveal potentially systemic issues in order to diagnose root causes. The OIO proposes remedial 
measures or recommendations to help strengthen the internal control environment that are tracked 
for implementation and effectiveness at preventing recurrence of potential misconduct. The OIO will 
measure the  impact of the implementation of these recommendations, to understand the extent to 
which the learnings from investigations have been embedded in practice.  
3.17.  The number of intakes nearly trebled from 2021 to 2022. A further 52  intakes were recorded 
between 1  January 2023 and 22 September 2023. The reporting rate (which is calculated as the 
volume of reports per 100 employees) in 2022 was 6.64, which is near the mid -range of expected 
values when benchmarked with other organizations globally. Increases in repor ting are attributable 
to a number of factors, including the OIO's more consistent recording of reported matters, increased 
awareness, accessibility of reporting channels and visibility of the OIO. Additionally, the new 
procedure for administrative investig ations reduced the opportunities for an investigation to be 
compromised through tip -off and retaliation.  
3.18.  Chart 4 on this slide shows that of 76 intakes assessed and closed without investigation in 
the period from 1 January 2022 to 22 September 2023, 57% we re not matters capable of 
constituting misconduct, 20% lacked sufficient evidence to assess further, 16% were concerns raised 
in good faith but were based on misinformation or misunderstanding (for example, misunderstanding 
the rules around recruitment), a nd 7% were false allegations. Wherever possible and appropriate, 
the OIO implemented a response action before closing intakes that did not result in investigations , 
including: making referrals to other functions (e.g. management, HRD, Security), discussing  other 
routes to resolution with the reporters (e.g. consideration of mediation), or taking other preventive 
steps, including having deterrent conversations.  
 
3.19.  Of all intakes received in 2022 and 2023, 7% were anonymous  (against global benchmarks , 
which show that 56% of concerns in 2022 were anonymous ). Anonymous reporting can sometimes 
indicate mistrust in the system. The OIO found that half of anonymous reports were made in bad 
faith. Where we could correspond with the anonymous reporter, we gave  a warning that malicious 
allegations can constitute misconduct.  
 
3.20.  The OIO conducted a detailed analysis of the intake categories, as per the chart on this slide. 
It is important to note that intake categories reflect reported matters, not substantiated all egations 
or suspicions. The majority of reported concerns related to moral harassment (39%),  followed by 
fraud (9%) and matters categorised as "other" (9%) that are not prima facie consistent with a 
misconduct type, for example interpersonal differences, d isagreements about operational matters, 
and perceived unfairness in performance management or in promotions exercises.  
 
3.21.  Some notable trends include a 78% decrease in reported theft from 2022 to 2023, potentially 
attributable to deterrence and communication s; a doubling of the number of breach of confidentiality 
concerns, signalling a trend in increased vigilance against unauthorised information sharing and 
leaks; and the number of sexual harassment reports (which are mostly historical, i.e. dating back 
two years or more) have increased by 67%, from 2022 to 2023, potentially due to increased 
awareness and outreach activity.  
 
3.22.  The OIO opened 11 investigations, which is three times the number of investigations we 
reported to you last year. We closed three invest igations this year.  
 
3.23.  In line with the OIO's  Internal Audit Plan for 2023 -2024, the OIO is finalising an audit into 
sick leave management. We also conducted several spot checks into requests for "outside activities" 
(defined as "any activity that is not inc luded within the scope of a staff member's job description or 
any duties otherwise assigned to the staff member…"). An audit focusing on controls to prevent 
conflicts of interest and strengthening the outside activities declaration and approval processes w ill WT/BFA/216  
 
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  commence next month. The OIO also completed one inspection and three risk assessments, resulting 
in recommendations to the Secretariat in the areas of people management and preservation of 
confidential information. As previously reported to the CBFA in  May 2022, the OIO launched the 
Internal Control Framework for the Secretariat.  
3.24.  Finally, the OIO has met several of its 2022 -2024 priorities, and will continue to work hard 
on those that require sustained efforts. The OIO will continue to work on increasin g trust and visibility  
through communication and outreach activities , reviving Divisional sessions, to be more effective at 
improving the WTO's ethical culture. The OIO will also continue collaborating with other Divisions 
and functions for the promotion a nd maintenance of a culture of integrity, diversity, equity , and 
inclusion at the WTO.  
3.25.  The OIO will deliver ethical leadership sessions to staff, starting with senior leaders in 
November 2023, and followed by people managers and those in positions of autho rity, given their 
special responsibility to lead by example. We will also ensure that leaders understand their 
responsibility to spot and report potential misconduct. To that end, we will continue to w ork with the 
Support Network and the H uman Resources Division  on a programme of continuous communication 
to prom ote ethical behaviours and to raise awareness of the Integrity Line.  
3.26.  In response to reporting trends, the OIO will continue to raise awareness of fraud, conflicts 
of interest, breaches of confidentia lity, harassment , and sexual harassment . 
3.27.  The OIO will also review its Charter in due course, particularly to reflect its scope of work with 
respect of its coverage of second line of defence elements (ethics, compliance risk , and evaluation) 
once the Chief Risk and Compliance Officer is in post . 
3.28.  I would like to thank Members for your inputs and support. I am encouraged by your interest 
in the OIO's oversight work and welcome more dialogue and inputs from you. Please do contact us 
directly at any time. If you are at all concerned about raising concerns, you may also use the 
Integrity Line. I hand over to Madame Chair and I am happy to answer questions from the floor.  
3.29.  The Head of the Office of Internal Oversight (OIO) thanked Members for their inputs and 
support, stating that she was encouraged by their interest in the OIO's oversight work. She invited 
Members to contact the OIO directly or through the Integrity Line with any concerns. The Chair 
invited questions from the floor.  
3.30.  A Member  expressed its supp ort and appreciation for OIO's work and informed the Committee  
that it had sent questions in advance of the CBFA meeting to the Head of the OIO, who helpfully 
addressed several questions within the presentation. The Member asked for the OIO  Head's  speaking  
notes to be made available to the Members. The Member stated that it had long supported an 
increase in staffing for the OIO and asked what the plans are to provide  the OIO  with necessary 
resources , including as a result of losing the administrat ive post. 
3.31.  Another Member asked to clarify para. 4.20 of the OIO's report as the Member understood 
that out of  the 76 intakes , almost all  were not substantiated.  
3.32.  The Member also sought clarity on the OIO's staffing levels and budget, and in particular (i) 
the impact on the OIO's budget request of the OIO's reduction in staffing (from 3 plus 1 short -term, 
to 2 staff members) ; (ii) whether an independent Ethics Office (as per para.5.4.3 of the report) 
would report into the OIO ; and (iii) whether the Risk Officer post wa s included in the OIO headcount.  
Finally, the Member said it was looking forward to an outcome of the outside activities audit to better 
understand the situation and disciplines.  
3.33.  A Member took the floor to emphasize the importance of increasing the level o f staffing to 
three professionals and added that an increase in the OIO's headcount should not be tied to the 
budget negotiations. Instead, the Member said, an existing post should be re -allocated to the OIO.  
3.34.  Several  Member s took the floor to congratulate the OIO on its work and emphasise the 
importance they place on accountability and integrity . In addition, a  Member  also express ed its  
support for prevention of sexual harassment, exploitation , and abuse.  WT/BFA/216  
 
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  3.35.  In response  to the Member's question in para. 3.31.  , the Head of the OIO explained that 
these were matters that had not reached a threshold for investigation (i.e. , capable of being 
substantiated through an investig ation) and that in some cases the OIO had addressed these matters 
through deterrent conversations or other non -investigative routes.  In response to the questions on 
staffing, the Head of the OIO explained that, in light of the budgetary constraints, the OIO was 
requesting an additional technical ( and not  administrative) post. She added that the Secretariat is 
supportive in looking for ways to alloc ate a post to the OIO. Moreover, she said that t he OIO would 
take on the training activities on ethics temporarily until the Risk Officer  position is filled. She also 
clarified that the Risk Officer  will hold a separate and independent role  and report to t he Director -
General.  
3.36.  Deputy Director -General Angela Ellard noted that the Secretariat values the OIO and  that the 
Secretariat is committed to having the OIO properly staffed , noting that this position is among the 
pressing needs identified by the Secretariat . She further  clarified that the recruitment process for 
the Risk Officer role is well advanced  and that this post is separate from the OIO's staffing proposals 
as it is a different function.  
3.37.  In response to a question from a Member about the num ber of disciplinary procedures  and 
sanction s applied , the Head of the OIO explained that  there have been no disciplinary actions against 
staff, but that there have been against a third party . 
3.38.  The Committee took note of the report and the comments made . 
4  WTO  2024 -2025 BUDGET PROPOSAL – WT/BFA/W/64 3 
4.1.  The Chair recalled that the 2024 -2025 WTO budget proposal was discussed at the September 
meeting of the CBFA and that the Secretariat has held six informal technical sessions and addressed 
Member questions.  
4.2.  DDG Ell ard took the floor and recalled that, in response to Members' clarification requests, 
document WT/BFA/W/653 was circulated to Members on 13 October 2023, which focuses on the 
staffing part of the budget request, amounting to 75 per cent of the WTO budget.  
4.3.  DDG Ellard noted that, as described in the document and at informal sessions, the Secretary 
has documented increased inflation, rising mandatory costs, growing workload, and proven 
budgetary cuts.  She said that the Secretariat is seeking funding for 630.5  posts, i.e., slightly fewer 
than what Members funded at the beginning of the ZNG budget in 2012 (i.e., 633.5 posts). She 
emphasized that the Secretariat  would address the 15 new and pressing needs from within 
those  630.5 posts and is not seeking additional posts.  
4.4.  DDG Ellard further recalled that between 2012 and 2023, the Organization's budget shrank 
from CHF 197.2 million to CHF 186.9 million in real terms. She noted that this is a conservative 
figure because it does not take into account costs i ncurred outside of Switzerland. To mitigate the 
effects of the ZNG, the Secretariat has reallocated staff, frozen promotions and salary scales, and 
replaced posts at hight grades with lower -grade posts. However, the Secretariat has not been able 
to achieve  further savings in light of increased contractual obligations as well as specific requests 
that Members have been asking the Secretariat to do. As an example, she referred to Member 
statements earlier in the meeting about the need to support "reform by do ing" projects and the need 
for resources to deliver a more strategic approach to staffing.  
4.5.  In addition, DDG Ellard observed that the standard cost of a post has been sharply increasing 
and is projected to rise by another 3% in 2024 and by 2% in 2025, after  having increased by almost 
6% from the 2012 baseline. The increased cost per post, together with inflation, have resulted in a 
drop in the number of funded posts between 2012 and 2023 – from 633.5 funded posts in 2012 to 
598.5 funded posts in 2023, which is expected to drop to 580.5 funded posts in 2024. In other 
words, she said, the Secretariat would continue to shrink and feed of itself if an adjustment is not 
granted. Therefore, she said, the Secretariat requests to return to just below the level of pos ts 
funded in 2012, i.e., to 630.5 funded posts. She then clarified that, in the past, the Secretariat had 
an authorization for 645.5 posts, but only 633.5 of those were funded, so there has always been a 
difference between the number of posts authorized an d actually funded. In this regard, she recalled 
that the 660.5 posts referred to in the July budget proposal are merely an authorization, and thus WT/BFA/216  
 
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  not significant when it comes to the budget. What matters instead, she noted, is the number of 
funded posts, i.e., 630.5 posts.  
4.6.  DDG Ellard further recalled that, as a good steward of taxpayers' money, the Secretariat has 
cut costs and made reallocations, as indicated in the July document. She further recalled that the 
Secretariat slashed the expenses on short -term contracts by 25% in 2023 compared to 2022 by 
creating an active Short -Term Needs Committee. At the same time, she noted, short -term staff are 
very helpful to the Secretariat when there are pressing needs. She recalled that short -term contracts 
are on ave rage 50% less expensive than regular contracts. Therefore, in the situation of a budget 
crunch, sometimes regular posts are kept vacant, and needs are filled by short -terms.  
4.7.  In addition, DDG Ellard said, the Secretariat has taken the following measures res ulting in 
savings: (i) optimizing technical installations and reducing the consumption of electricity and gas; 
(ii) optimizing waste collection and management; (iii) not replacing laptops and desktops as 
frequently; (iv) using technology to make savings on  translation; (v) eliminating the distribution of 
paper copies of documents; (vi) disciplining travel by prioritizing virtual events, combining trips, and 
reducing the number of staff on missions; (vii) streamlining conference services by maximizing the 
efficiency of smaller support teams; and (viii) renegotiating contract terms with freelance 
interpreters and translators to reduce costs.  
4.8.  At the same time, she said, the workload of the Organization has increased, as evidenced by 
objective indicators. In par ticular, the number of meetings has increased by 75% since the last 
update in 2017 -2018, as demonstrated in document WT/BFA/W/652, updated and circulated at the 
request of India. The number of meetings with interpretation has soared by 58% since 2012, with  a 
lion's share of the increase taking place since 2018. The number of words translated has increased 
from 21.5 million in 2015 to almost 25 million in 2023, which represents an increase of over 16%, 
with almost all of that increase occurring since 2019. T hat figure is expected to grow in the run -up 
to the 13th Ministerial Conference. For the Secretariat to function effectively and meet Member needs 
in light of the increased workload and cuts made, the Secretariat is requesting that the number of 
funded pos ts be set at 630.5 posts, a level comparable to, and even lower than, the ZNG level. She 
reiterated that the Secretariat is not seeking additional funding for the 15 new and pressing needs, 
and that those would be filled from within the 630.5 funded posts.  
4.9.  To conclude, DDG Ellard said that almost 45% of the entire proposed budget adjustment for 
staffing resources relates to mandatory contractual obligations related to staffing.  
4.10.  Several Members took the floor to underscore the importance of proper funding of  the 
Information Technology and Security Division as part of the "reform by doing" process to improve 
the functioning of the Organization. The Members said the informal session on IT was very helpful 
and asked the Secretariat to ensure that this area is pr ovided with the necessary resources to "keep 
the lights on" and to innovate for the benefit of the Organization and its Members.  
4.11.  A Member thanked the Secretariat for the informal sessions and the information and 
clarifications provided, which have been use ful in understanding the budget proposal better. He 
expressed support for the budget increases related to inflation and other cost increases. He added 
that an explanation regarding the increase in the average cost of a post has been helpful in explaining 
the Secretariat's constraints and the need to keep a number of posts vacant. He said that his 
delegation sees the budget request as a request to reinstate the level of resources to the previous 
level, not as an actual increase. The Member said that a well -functioning Secretariat, able to respond 
to Members' demands, is in all Members' interest. The Member added, however, that it still does not 
fully understand the implications of the references to the staff roster or catalogue and the proposed 
increase from 645.5 to 660.5 posts. He asked why such an authorisation is needed and what would 
be the consequences if the roster remained at 645.5 posts, bearing in mind that only 630 posts 
would be funded anyway.  
4.12.  A Member emphasized the importance of trust and communi cation to arriving at a mutually 
beneficial outcome. He recalled that there have been three rounds of discussions at the CBFA and 
six informal technical sessions, and that Members are less than a month away from the deadline to 
take a decision on the 2024 -2025 WTO budget, which will have implications on the functioning of 
the Secretariat in the run -up to MC13. The Member said it has carefully examined the budget 
proposal and found many of the requested increases reasonable and realistic. He underscored the WT/BFA/216  
 
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  importance of keeping the big picture in mind and making sure the Secretariat is sufficiently 
resourced to manage the increase in workload, which would benefit Members in the long term. He 
said his delegation would consider the proposal positively and enco uraged other Members to do the 
same.  
4.13.  A Member noted that, in response to Member requests, the Secretariat has demonstrated 
transparency and financial discipline. He added that his delegation is expecting the Secretariat to 
assist it with delivering on thin gs Members are working on. He emphasized the importance of 
technical assistance and added that the Secretariat has exhibited a lot of financial discipline by 
reducing costs and making recommendations as to how the work of the Secretariat could be 
improved.  He noted "reform by doing" will require a lot of resources. The Member said his delegation 
had no objection to the Secretariat's request and called on other delegations to give the necessary 
approval so that the Secretariat could continue to serve Members  effectively.  
4.14.  A Member commended the Secretariat for the good work and acknowledged that the nominal 
budget has been cut by inflation, which has had an impact on the staff morale because of fewer 
promotions and an increase in workload. He emphasized the im portance of financial stability to 
ensuring continuity of the Secretariat's work and its ability to help developing Members, especially 
through capacity building initiatives. He encouraged Members to positively consider the Secretariat's 
budget proposal.  
4.15.   A Member commended the Secretariat for the work it has done in the past couple of years. 
The Member noted that it has done so despite the zero nominal growth budget, expanded mandate, 
and unavoidable costs. He added that additional challenges require Membe rs to have a trade 
response, meaning that the role of the Secretariat has become more critical. He pointed to the 
increased number of mandates and issues that the Organization has taken on. The Member said that 
among the issues of importance to it are the nexus between trade, climate change, development, 
food security, global value chains, investment facilitation, environmental sustainability, and plastics 
pollution. The Member recognized t he additional burden that these have put on  the WTO’s resources, 
including through the increased  number of meetings.  He added that the possibility of participating 
in meetings remotely has allowed his delegation to supplement its limited capacity in Geneva with 
resources from the capital. He underlined that for small Membe rs, like itself, it is critical that the 
WTO is properly resourced. He therefore urged Members to approve the budget proposal.  
4.16.  A Member expressed its support for the necessary resources being made available for the 
Secretariat and urged other Members to su pport the budget proposal.  
4.17.  A Member underlined the importance of a properly and efficiently functioning Secretariat and 
expressed openness about considering the budget proposal to ensure that the needs and 
requirements of Members, especially developing one s, are met. The Member noted that some 
questions are still being raised, for example, about the need for an authorization to increase the 
headcount, and asked whether the Secretariat intends to revise the budget proposal to ensure that 
the Secretariat's re quest is properly reflected. She also recalled that many questions have been 
raised about the cost of consulting. In this regard, she asked how the Secretariat decides whether 
an outside consulting service is needed and ensures that the service provides go od value for money. 
In addition, the Member also asked what the reason was for the projected steep increase in inflation 
in the coming years.  
4.18.  A Member expressed appreciation for the DG's presentation of the budget proposal and the 
discussions over the last  few weeks that have helped it better understand the proposal. The Member 
said it continued to believe that a zero nominal growth budget is the most effective way to ensure 
that taxpayer resources are carefully managed, and that through the budget process Members are 
compelled to make clear -eyed decisions on shared priorities, acknowledging that not all priorities 
can be funded and hard choices need to be made. He said his delegation understood the justifications 
put forward for increasing Member’s assessed  contributions, but it did not believe that inflation 
adjustments or increases in staffing levels are persuasive reasons to abandon the fiscal discipline 
that is incentivized by a zero nominal growth policy. For personnel expenses in particular, the WTO 
Secretariat has not yet completed a full staffing and skills assessment necessary to enable the 
appropriate evaluation of a request for additional staff, nor is there a concrete sense of where in 
individual divisions or units staff or vacancies may be oversu bscribed, which would permit Members 
to consider reallocation within the existing funding envelope.  WT/BFA/216  
 
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  4.19.  The Member said it also believed that given the significant strains upon public resources 
domestically, the current budgetary climate is not conducive to su bstantial and permanent increases 
in Members’ assessed contributions. He added that another essential consideration is the appropriate 
sequencing of ongoing WTO reform discussions and determining commensurate budget levels. In 
this regard, he noted that Me mbers have only begun discussing procedural and technology related 
reform ideas, but already these discussions relate to longer term resource allocations that will impact 
staffing priorities, and information technology and IT related capital expenditures f or the future. He 
said his delegation expects these reform discussions to advance to more structural and substantive 
issues impacting the deliberative, negotiating, and dispute settlement functions of an organization 
that is fit for purpose for the future.  
4.20.  The Member expressed the need to be measured and prudent now to retain the ability to 
make consequential funding decisions in the future to implement any reforms Members agree upon. 
In his view, making major budget changes now that have a permanent impact  on Members' assessed 
contributions going forward will severely restrict Members' options in the future. He added that it 
cannot be assumed that taxpayers will support continued increases.  
4.21.  The Member said that the discussions over these past few weeks have  clarified that the current 
budget proposal does not fully address the areas of interests of Members. Making a significant 
allocation of additional resources now before Members’ priorities are finalized will only establish long 
term funding requirements th at may not align with Members' reform priorities, and as a result, 
Members will have severely limited their ability to implement meaningful change.  
4.22.  To move forward toward a necessary decision in December, the Member recommended that 
the Secretariat put for ward a budget revision that aligns with ZNG and present options where 
additional funding in a tiered manner identifying necessary, desired, and optimal additions to a ZNG 
baseline. The new proposal should also include the carryover of the prior year surplu s and include 
the estimated cost of increased pension fund contributions and the ITC budget.  
4.23.  The Member said a proposal of this nature should clearly identify the choices Members need 
to make to fund those priorities that have the broadest consensus. Members should also be forced 
to recognize what the Secretariat cannot achieve given the budget limitations. In his view, with this 
approach, Members can be assured that there will be a baseline budget proposal that can reach 
consensus by Decemb er while evaluating specific budgetary increases above this baseline. Looking 
ahead to the 2026 -27 budget cycle, Members would continue discussions on longer -term human 
resource management and infrastructure and technology needs within the context of large r WTO 
reforms. Finally, the Member stated that Members should also undertake, within the CBFA, a multi -
year effort to identify medium and long -term cost cutting measures that can be implemented, similar 
to reforms undertaken prior to 2013, so that new prio rities can be funded while minimizing the need 
for increases in assessed contributions.  
4.24.  A Member noted that while many of Members' questions have been answered, some questions 
still remain unaddressed, especially in the area of human resources. For this re ason, she said, her 
delegation sent written questions to the Secretariat, to which it anticipates answers, and without 
such answers it would be difficult to convince the capital to accept the budget request.  
4.25.  A Member said it welcomed the savings made by th e Secretariat and encouraged it to continue 
doing so. The Member recalled that its starting position is zero nominal growth for international 
organizations, and so therefore, it is difficult to take the inflation argument back to the capital. The 
Member ac knowledged that contractual and unavoidable costs have had an impact on the budget, 
as well as the financial pressures in the intervening period. At the same time, the Member 
emphasized the importance of a strategic approach to staffing. It recognized the ongoing staff 
mapping exercise and the need for short -term resources that complement regular positions, and 
welcomed a further and continued consideration of these aspects. The Member also welcomed the 
idea of having budget options baselined on zero nomina l growth and added that it would be helpful 
to see options for increase, such as legal, contractual, and unavoidable costs as a baseline, and 
additional options. The Member said it expected the Secretariat to make a recommendation suitable 
for the needs of  Members, and underlined the importance of the Organization being properly staffed.  
4.26.  A Member recognized that other Members are facing significant financial pressures, which 
necessitates a careful consideration of the proposal. However, the Member said it r ecognized the WT/BFA/216  
 
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  importance of the Organization being properly staffed and able to fully exercise its functions against 
the backdrop of rising economic challenges. The Member said that in principle, it was prepared to 
support a budget request oriented at the needs of the Organization. The Member also asked about 
the Secretariat's plan for the use of the surplus accumulated in 2021.  
4.27.  A Member said it would like to know what is the "hard" part of the mandatory increase of the 
proposed budget and indicated an open ness to look into non -mandatory increases. The Member 
added that the increase of staff -related part of the budget to secure 598.5 posts seems to be 
mandatory, whereas the increase for another 32 posts seems to be discretionary. The Member also 
said it woul d appreciate having an entire proposal, including costs for the ITC and pension -related 
increases.  
4.28.  A Member said it is very sympathetic to the situation in which the Secretariat has found itself 
as a result of the ZNG budget for 12 years. The Member also r ecognized the significant efforts on 
the part of the Secretariat to be prudent with the budget, including the surpluses in 2020 and 2021, 
which are also linked to the global pandemic. The Member added that it values the outstanding 
service the Secretariat provides to Members. The Member noted that the questions it had sent to 
the Secretariat in July had been answered during the technical sessions. The Member also added 
that it did not fully understand the situation with the posts, and that a strategic HR re view would 
provide a helpful context to considering the request. She further emphasized the need to look at the 
big picture and the consistently growing demands of Members on the Secretariat, which are 
impossible to meet if the budget remains at the zero n ominal growth level. She questioned whether 
Members really want to see the Secretariat feeding off itself by not filling posts and urged other 
Members to support the budget proposal.  
4.29.  A Member thanked the Secretariat for the explanations provided and noted that whereas 
many of Members' questions have been addressed during technical sessions, some of the questions 
remained unanswered. He encouraged the Secretariat to expedite the provision of answers to the 
remaining questions. The Member also noted that the zero nominal growth budget can be approved 
at any point, and his delegation has no problem with that. He observed that the issues Members are 
grappling with relate to the increase of the budget from the zero nominal growth level and the 
funding of the pens ion fund gap. The Member expressed understanding and appreciation to what 
has been mentioned by other delegations in terms of the Organization's work, including capacity 
building and technical assistance. He added that his delegation would be willing to lo ok 
sympathetically at the request for additional funding for IT aspects. The Member further noted that 
over the years, the WTO budget has included the budget of the ITC, which has varied, as well as the 
budget of the Appellate Body, which has stopped funct ioning in 2019. Taking that into account, he 
said, the WTO expenditure has been growing. He further noted that, if 633 posts were funded in 
2012 and the separation rate has been 28.8 per year, this means that 308 people would have 
departed, which would bri ng the number of filled posts to 539, and not 598. In addition, he observed 
that 25 staff members of the Appellate Body Secretariat have been redistributed.  
4.30.  The Member agreed that the workload has increased, while noting that the two documents 
circulated i n 2018 and now with the number of meetings are not exactly comparable. The Member 
also pointed to some perceived discrepancies in the number of staff throughout the years. In sum, 
he said, it is important to look at the numbers in more detail. He further a dded that Members should 
first examine the mandatory and contractual increases, and then look into other areas where savings 
could be made. For example, he noted that based on the estimates provided, reducing the number 
of short -term staff will create savi ngs to finance 25 fixed -term posts.  
4.31.  With respect to travel, he observed that, according to his estimates, out of 100 tickets, 34 
are in business class, and if tickets for delegates are deducted, almost 80% of tickets for the travel 
of the Secretariat are i n business class.  
4.32.  The Member also underscored the importance of keeping in mind the challenges developing 
and LDC Members are facing in these unprecedented times. Moreover, he noted that his delegation 
became aware that the Economic Research Division has d ecided not to do any development -related 
reports, which are so important for the integration of developing economies into the global trading 
system. Finally, the Member observed that the reform of the Pension Fund requires a deeper 
discussion. Therefore, t he Member said it would be difficult for it to agree to a temporary solution 
that does not solve the issue in the long term. He said his delegation is looking forward to a working 
group, which would make recommendation on deepening reforms.  WT/BFA/216  
 
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  4.33.  A Member asked what the consequence would be of raising the staff ceiling level to 660 posts 
if the level of funded posts would be 630. Moreover, the Member asked how the Secretariat is 
planning to use the surplus. The Member said it is prepared to increase the budget an d would like 
to be constructive, adding that it is particularly sympathetic to the request regarding information 
technology.  
4.34.  A Member said that the O rganization should  keep on doing its good work , and that Members  
should definitely consider some kind of in crease of the budget.  The Member added that mandatory 
and unavoidable expenses would be a good starting point.  
4.35.  A Member emphasized the importance of the Secretariat’s continued ability to provide high -
quality support to Members . The Member added that it is  ready to consider the mandatory and 
unavoidable increase to the budget. The Member asked to see a full proposal with all these elements 
included.  She said that, m oving forward, her delegation would  support developing strategic and 
budget planning for the Organization and finalizing the personal mapping exercise  and would look 
constructively at any further proposals, e.g., in the context of the mid -term review . 
4.36.  A Member said it is very sympathetic to the overall situation and fully recognizes the 
challenges  put before the Secretariat by the new demands. The Member added that it is still 
examining the request and fully understands the unavoidable expenses and the need to keep the 
lights on. The Member said it would like to see the full request and look at it constructively.  
4.37.  A Member expressed appreciation for the exceptional work of the Secretariat and the 
unwavering support it extends to Members daily. She commended the Secretariat for cost -cutting 
while keeping up with these increased demands and recognized that it may not be possible to 
continue meeting the increased demands with a zero nominal growth budget.  
4.38.  A Member stated that m aintaining an effective and efficient WTO that responds to the needs 
of Members in the current challenging times is its high prio rity. At the same time, the Member said 
it is facing serious budgetary challenges domestically and called for more caution. The Member 
admitted that  it is not easy to make  further internal savings within the Organization and  expressed  
appreciation for  the good results  the Secretariat achieved so far . It also encouraged the Secretariat  
to continue the effo rts to make savings.  
4.39.  A Member said the increased mandate and the budget of the Organization have to be 
reconciled. The Member added that this could be done  by offsetting the effects of inflation.  
4.40.  DDG Ellard thanked Members for the support for the Secretariat and staff. She also thanked 
the Members who expressed understanding of the Secretariat's financial situation and supported the 
budget request. Noting th at many Members have underlined the importance of technical assistance, 
DDG Ellard said that the Secretariat is deeply committed to providing such assistance to developing 
and LDC Members because it is an essential function of the Organization to make sure  that Members 
have the necessary tools to be part of the multilateral trading system. Noting Members' comments 
about the need for reform by doing, she said that IT needs are part of the budget request, but it is 
not a mandatory or contractual expense. She further noted that the work on strategy, and staff 
mapping and competency framework, which Members asked for, is also not a mandatory or 
contractual expense.  
4.41.  She further observed that both Members and the Secretariat are facing inflation. She noted 
that th e Secretariat has been fortunate because the inflation in Switzerland has been relatively low. 
In the years when the rate of inflation was negative, and during the pandemic, the Secretariat 
returned the savings to Members directly or by putting them into t he Working Capital Fund. The 
money from the Working Capital Fund is now available for Members to use, for example, for funding 
the Pension Fund gap.  
4.42.  DDG Ellard further observed that because of inflation, the Secretariat's budget is 
deteriorating, even befo re one looks at other mandatory costs. Today, the budget is worth 
considerably less than in 2012. She said the Secretariat has been striving to make ends meet and 
has provided details of those efforts in the written documents sent to Members.  WT/BFA/216  
 
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  4.43.  Noting Member s' comments about the importance of addressing the Pension Fund gap, DDG 
Ellard said that the Secretariat appreciates these efforts and considers it important to make sure the 
pension situation is sustainable and viable. She also underscored that resolving  the pension situation 
would contribute to retaining the best staff in the Organization. She noted, however, that any 
additional Member contributions to address the pension are completely separate from the 
Organization's budget and would not address day -to-day operations. In addition, she noted that any 
additional increase given to the ITC must come out of the WTO budget.  
4.44.  With respect to the use of CHF 6 million surplus accumulated in 2021, DDG Ellard recalled 
that the surplus stays on WTO books absent Memb ers' decision on how to use it. She also noted that 
the surplus cannot be used for any recurring long -term commitments. She further recalled that the 
surplus in 2022 was only CHF 70,000.  
4.45.  With respect to Members' questions about the staff ceiling, DDG Ellar d stated that in 2012, 
Members authorized 645.5 posts, but funded only 633.5 of them. She explained that 645.5 posts 
represent a roster. She compared this to a football club that has 645.5 players, but only 633.5 of 
them are on the field.  Despite the rost er of 645.5, today, only 598 posts are funded. She said the 
Secretariat is seeking funding for 630.5 posts, which is a bit less than what Members funded in 2012. 
She emphasized that 660.5 posts are merely a list, which does not have any budget implications . 
She emphasized that what matters is the number of funded posts.  
4.46.  With respect to Member's questi on in para. 4.17.  about  consultants, she noted tha t many of 
the Organization's consultants are engaged in the areas of information technology and human 
resources. She noted that there are special mechanisms to control the use of consultants, such as 
the IT Steering Committee, which makes determinations as  to IT expenditure. In addition, with 
respect to spending on digital transformation and reform by doing, she noted that a Steering 
Committee composed of the DG, the DDGs, and the Chief of Staff has been set up as part of the 
Transformation Exercise. The Co mmittee also oversees HR spending on transformation and strategy -
related efforts. She added that every contract exceeding CHF 50,000 is subject to review by the 
Contracts Committee, which determines whether there is good value for money. In addition, she 
noted that the Organization has a set of financial rules and regulations that govern the procurement 
process.  
4.47.  With respect to travel, DDG Ellard recalled that around a half of the Secretariat's travel budget 
is for Member travel in the context of capacity b uilding and technical assistance.  In addition, part 
of the travel budget is for panellist and arbitrator travel in the context of dispute settlement 
procedures. She noted that while the Secretariat expects a 50% increase in the cost of travel, it is 
not asking for a 50% increase in the travel budget. She also noted that a larger part of the projected 
increase in the cost of travel relates to economy tickets. Finally, with respect to the Member's 
observation in para. 4.30.  regarding  the documents summarizing the number of meetings, she 
noted that document WT/BFA/W/462 covered three years, whereas document WT/BFA/W/562 
covered one and a half years. She noted, however, that the 75% increase was calculated on a per 
month basis, allowing a proper comparison. She further noted that these documents show that it is 
clear that many committees and bodies are busier and produce more documents. Finally, with 
respe ct to Member's comments in para. 4.32.  about the Economic Research Division, she said that 
considerable work is being undertaken by that Division about how to better integrate developing 
countries into the multilateral trading system. She said this topic would be a centrepiece of the 
WTO's output in 2024.  
4.48.  The Member whose views are reflected in paras. 4.18.  4.23.  took the floor to reiterate that 
it had asked for a revised budget  proposal and said it wanted to make sure the  request was well 
noted.  
4.49.  DDG Ellard replied that the request was well noted and that the Secretariat would consider 
next steps.  
4.50.  The Chair thanked Members for their questions and engagement und the Secretariat fo r the 
clarifications provided today and in the course of the past few months. The Chair proposed to revert 
to this matter at the next meeting in November, for decision, which will allow to make a 
recommendation just in time to meet the deadline for circula tion of the agenda for the December WT/BFA/216  
 
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  General Council meeting. She also stated that prior to the next meeting she would be in touch with 
Delegations to provide further details about next steps.    
4.51.  The Committee took note of the discussions.  
5  ITC 2024 -2025 BUDGET PROPOSAL – JOB/BFA /84 
5.1.  The Chair recalled that ITC has been present  at both the July and September CBFA meetings 
to present its 2024 -2025 budget request , which  is a distinct line in the  WTO budget. At both meetings 
the ITC had responded to questions and followed up bilaterally with some Members with specific 
questions. She asked if there were any additional questions for the ITC representatives.  
5.2.  A Member thanked the  ITC for responding to its written questions . As a follow up to these 
questions , the Member asked for clarification on the evolution in the ITC's budget , noting that over 
time, the budget line seems to have moved up and down , which he did not understand in the context 
of a zero nominal growth budget.  The Member also a sked about reference to inflationary pressures 
and the mix of services purchased, wondering if a stronger Swiss franc di d not in fact make 
purchases outside of Switzerland less costly. Finally, the Member asked  why the request for an 
inflation adjustment s eemed to be based on three years , and  noting that given that the ITC had 
enough money in the previous year to cover its costs , he wondered why  it need ed an inflation 
adjustment.  
5.3.  Another Member took the floor to say that until the United Nations has approve d the ITC 
Budget, it would  not be able to endorse the request at the WTO.  
5.4.  A representative of the IT C replied, acknowledged that  the Swiss franc has been strong . 
However, 98 per cent of ITC's expenses are in Switzerland, s o the part that is not is quite im material . 
Turning to the second question raised by the Member  in para. 5.2.  , the ITC representative noted 
that comparing the saving in 2022 to the budget needs of 2024 -2025 is not so straightforward. The 
requirements for the next financial period are based on a different mix of expenses , and the current 
request is what it will need for those expenses based on inflation -adjusted prices. He emphasized 
that if there a re saving s in those years , it will be refunded as in the past.  What the ITC is  proposing 
for 2024 -25 includes the normal program of work plus inflation . Next, turning to the variability in 
the ITC budget , he could not recall the specific circumstan ces, but said it was probably the year 
when IPSAS was adopted in the UN and therefore a one -off increase may have been asked from the 
CBFA.  
5.5.  Regarding the comment on the UN approv al of the ITC budget , the ITC representative reported 
that the process is movi ng well , noting that there is already the Advisory Committee on 
Administrative and Budget Questions ( ACABQ ) has already approved 2024. He said that t he 
expectation is that in the  first week of November, the 5th committee of the UN will review the ITC  
budge t. Given that the Committee usually aligns itself with the ACABQ , the ITC believe s that the 
process at the UN is going well . He noted that the ITC will inform the CBFA  of any updates . 
5.6.  The Member whose views are reflected in para. 5.2.  took the floor again to follow up. First, he  
noted that he still is not sure if the ITC budget request was due to inflation and additional elements, 
and if the inflation was based on several years.  He did not see why there should be an adjustment 
when actual expenditures  in previous years  were below the budgeted  amount.  Regarding the 
variability in the budget figures,  he mentio ned that figures in the ITC's performance report  seemed 
to regularly move up and down. He therefore requested a reconciliation between what is  in the  
budget  document and what  the ITC has reported  elsewhere  over the years since 2011. 
5.7.  The representative of t he ITC stated that the ITC is requesting only inflation  and not funding 
for incremental additional activit ies, confirming that the activity  level remains unchanged  at zero 
growth,  which is adjusted by an  inflation parameter for 2024. Regarding previous yea rs' reported 
data, the ITC representative was not sure what figures the Member was referring to but offered to 
follow up bilaterally. He speculated that perhaps the figures referred to related to actual spending 
as opposed to the budget ed amounts.  
5.8.  The Committee took note of the comments made  and will take the matter up again at the next 
CBFA for a decision . WT/BFA/216  
 
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  6  ORAL UPDATE ON THE WTO SECRETARIAT TRANSFORMATION EXERCISE  
6.1.  Deputy Director -General Angela Ellard delivered an update regarding the Secretariat's 
transformation exercise, reflected in paras. 6.2.  6.12.  below.  
6.2.  I am pleased to provide you with an update on the ongoing progress of the Secretariat's 
transformation exercise.  
6.3.  As usual, I will provide my speaking notes to you in writing after this meeting. The 
transformation work will remain on the agenda for discussion at our meetings, and I will provide 
additional updates if needed.  
6.4.  Our transformation initiatives continue to make significant headway. Last week we launched a 
key part of our new Recognition and Rewards Programme, opening nominati ons for the 2023 Director 
General's Awards for Innovation and Teamwork, as well as the Excellence in Management Award.  
6.5.  Within our internal pilot mobility initiative, we've begun preparations for the second round of 
temporary secondments of junior staff to different divisions within the Secretariat, in accordance 
with our existing policy. On external mobility, a staff member from UNEP joined us at the beginning 
of the month as part of an exchange that also saw us send one of our staff members to UNEP earlier  
this year. We also had a temporary exchange of translators with UNOG, which has now come to an 
end. 
6.6.  Work is advanced on a revised promotions policy and progressing well on a new recruitment 
policy.  
6.7.  On risk management, the selection process for the new Chi ef Risk and Compliance Officer is in 
the final stages.  
6.8.  We continue to make steady progress on digital transformation. The Director of ITSD shared 
some information with you about ongoing and upcoming projects at the Technical Session on 12 
October. He highl ighted, for example, that we will roll out a new e.delegates platform in the near 
future, and a new Import Licensing online notification and portal in early 2024 – all of which has 
been requested by Members. Work is also continuing to reinforce new IT gove rnance practices. We 
are also composing a cross -Secretariat Digital Transformation Advisory Group. This Group will 
provide an opportunity for interested staff from different Divisions to contribute their expertise and 
on-the-ground experience serving Membe rs and prepare recommendations on the implementation 
of our digital transformation programme. We are also both conducting and planning for pilot projects 
to test possible uses for Generative AI and pave the way for the introduction of intelligent search.  
6.9.  The development of the Secretariat's Strategy through 2030 is well underway. Work is focused 
on elaborating in more detail the content of the five strategic pillars and two enablers that will form 
the core of the Secretariat's 2030 strategy.  
6.10.  We have establi shed a clear process and timeline. Several internal Thematic Working Groups 
have been established and are meeting this month and in November. Each group is composed of 
Directors and staff and is focusing on one of the strategic pillars or enablers. These g roups will 
contribute relevant content to the overall Secretariat 2030 strategy and identify strategic initiatives 
that could be taken in the relevant subject area. The Director for Vision and Strategy and the 
Transformation Office will ensure coordination  and coherence across all groups, keep the 
Transformation Steering Committee informed of progress, and feed input back to the groups as the 
strategy is developed. The outcome of this work will form the basis for the development of specific 
action plans alo ng with tools for measuring and reporting on progress, such as specific targets and 
timelines and performance indicators. I will regularly inform the CBFA about progress, and 
opportunities for engagement with Members will be identified. It is our expectati on that the Strategy 
for the Secretariat will be delivered in 2024.  
6.11.  Thank you for your continuing interest in and support for our transformation work.  
6.12.  I now invite any comments or questions that you would like to share.  WT/BFA/216  
 
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  6.13.  No questions were asked.  
6.14.  The Committee took note of the update.  
__________  