Ethics & Business Conduct Promoting ethics and our core values to Annual Report 2019 reach the World Bank Group twin goals Abbreviations and Acronyms AHC Anti-Harassment Coordinator GPE Global Partnership for Education BIR Business Integrity Review Unit of EBC HRDVP Human Resources Vice Presidency CEO Chief Executive Officer IBRD International Bank for Reconstruction and CO Country Office Development COI Conflict of Interest IDA International Development Association CRW Creating a Respectful and Harassment-Free ICSID International Centre for Settlement of Workplace Training Investment Disputes CSO Civil Society Organization IFC International Finance Corporation DOI Declaration of Interests IFI International Financial Institution EACC Ethics and Anti-Corruption Commission of IJS Internal Justice Services Kenya ITS Information and Technology Solutions EAS Ethics Advisory Services Unit of EBC MDB Multilateral Development Bank EBC Ethics and Business Conduct Department MIGA Multilateral Investment Guarantee Agency EIB European Investment Bank MOPAN Multilateral Organisation Performance ENMO Ethics Network of Multilateral Organizations Assessment Network FCS Fragile and Conflict States OIC Outside Interests Committee FCV Fragility, Conflict, and Violence OTV Outreach, Training, and Values Unit of EBC GBR Global Business Review SEA Sexual Exploitation and Abuse GBV Gender-Based Violence SURR Social, Urban, Rural, and Resilience Global Practice of the WB GEF Global Environment Facility WB World Bank (IBRD and IDA) GP Global Practice WBG World Bank Group Photos opposite page, top to bottom: Senior Program Officer II Sarah A. Raposa delivers CRW to IFC colleagues based in Washington, DC; Chennai-based vendors learn how to avoid conflicts of interest and to be aware of ethical issues related to their work; former World Bank Country Director for Myanmar Ellen Goldstein engages her staff at Creating a Respectful and Harassment-Free Workplace training seminar; WB staff based in Rome, Italy, participate in CRW training. Contents WHO WE ARE AND WHAT WE DO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 WORDS FROM OUR LEADERSHIP . . . . . . . . . . . . . . . . . . . . . . . . . 5 Managing Director and Chief Administrative Officer, the World Bank Group Chief Ethics Officer, Ethics and Business Conduct Department WORKING FOR THE WBG: EBC 2019–2021 STRATEGY . . . . . . . . . . 8 Our Strategic Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Our Strategic Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 The Three Pillars of EBC’s Strategy . . . . . . . . . . . . . . . . . . . . . . . . 9 Pillar 1: Prevention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 A New Code of Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Outreach, Training, and Values . . . . . . . . . . . . . . . . . . 11 Ethics Advisory Services: Helping Staff Avoid Conflicts of Interest . . . . . . . . . 14 Declaration of Interests Program . . . . . . . . . . . . . . . . 16 In the Field: Increased EBC Presence in the Regions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Pillar 2: Trust and Accountability . . . . . . . . . . . . . . . . . . . . 26 The EBC Allegations Review Process . . . . . . . . . . . . 28 Table: Allegations Received by Category in FY16–FY19 (# of cases) . . . . . . . . . . . . . . . . . . . . . 30 Table: Allegations Substantiated by EBC and Sanctions Imposed by HRDVP . . . . . . . . 32 Pillar 3: Develop Excellence . . . . . . . . . . . . . . . . . . . . . . . . . 34 SPECIAL REPORT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Sexual Harassment: Toward a Culture of Zero Tolerance, Where Inappropriate Behavior Is Being Systematically Addressed Sexual Harassment Reviews in Fiscal Year 2019 . . . . . . . . . . . . . . . 40 Table: Classification of Reporters of Sexual Harassment and Sexual Exploitation and Abuse Allegations in FY19 . . . . . . . . . . 41 Getting Faster Results for Sexual Harassment Cases . . . . . . . . . . 42 OUR CORE VALUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 CONTACT EBC 24/7 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 1 Who We Are & What We Do 2 Ethics and Business Conduct Department The Ethics and Business Conduct Department EBC is headed by the Chief Ethics Officer, who (EBC) contributes to the World Bank Group reports to the President of the WBG. For (WBG) strategy by guiding the WBG to embed administrative matters, EBC reports to the ethics in everything the institution and its staff Managing Director and Chief Administrative do. Grounded in excellence, prevention, trust Officer.  and accountability, EBC is able to provide the EBC’s three business lines—Outreach, Training, safe, respectful, and values- and ethics-driven and Values (OTV); Ethics Advisory Services (EAS); environment our diverse workforce needs to and Business Integrity Review (BIR)—are help achieve the WBG’s twin goals: to eliminate responsible for maintaining our ethics-driven extreme poverty and boost shared prosperity environment. Every year, thousands of WBG staff by 2030.  call on EBC for counsel and guidance. OTV 3 27 The diverse EBC staff who carry out these deliverables number 27 and hail from 19 countries. delivers its original, engaging multimedia products Our seasoned staff have held positions at institution wide both face to face and online. international finance institutions, other multilateral Training topics include sexual harassment, ethics development banks, and the United Nations and awareness, the core values, managing conflicts of in nearly all WBG institutions. EBC staff and interest, and other timely subjects. consultants have varied specializations, in business, communications, compliance, conflicts Every business day, the EAS team responds to an of interest management, data analytics, education average of four requests for advice and direction and training, employment and labor law, ethics, on following the WBG values and complying executive coaching and leadership, fraud and with the Staff Rules and Principles of Staff anti-corruption, harassment and sexual Employment. BIR investigates allegations of staff harassment, human resource management, misconduct and addresses each accusation during international relations and public affairs, legal a preliminary inquiry to determine whether an analysis, macroeconomics, management investigation is required. When appropriate, BIR consulting, organizational development, and risk oversees investigations to determine whether assessment. enough evidence exists to warrant further action. As EBC pursues its role as a center of excellence The diverse EBC staff who carry out these for ethics, our dedicated staff play a critical role in deliverables number 27 and hail from 19 countries. our interactions with global development and In fiscal year 2019, we added a new team member financial partners. Together we are defining best in the position of counsel. In addition, EBC created practices in investigations, training, and advisory a new position in fiscal year 2019, Anti-Harassment services, and setting the standards in business Coordinator, which was filled in early fiscal year ethics—in the promotion of ethical attitudes and 2020 (see Special Section: Sexual Harassment, behaviors in all the activities of the institution. page 39). These practices are embedded in the decision making and in the evaluation of the relevance, impact, and efficiency of the department.  4 Foreword I am pleased to share the Ethics and Business Conduct Department (EBC) Annual Report for fiscal year 2019. Ethics is central to our mission and this report outlines how EBC works to uphold our ethics and values so the World Bank Group (WBG) can effectively and efficiently deliver on the mission to reduce poverty and improve living standards in developing countries. Our core values of respect, integrity, innovation, teamwork, and impact guide us each day in our work to help move countries forward with concrete outcomes. EBC’s new 2019–2021 Strategy addresses the needs of our staff by concentrating on prevention first, building trust, and striving for excellence. One of the first initiatives of President Malpass was to launch the WBG Action Plan for Preventing and Addressing Sexual Harassment—a plan driven forward by EBC and designed to ensure a respectful and harassment-free workplace. Harassment, including sexual harassment, has no place inside the WBG. In addition, EBC made progress on several fronts this year. They decreased investigation time for sexual harassment and other misconducts, began regularly sharing with staff information on misconduct sanctions, and helped improve risk management in corporate decision-making. Recognizing that harassment remains the leading type of complaint to EBC, but rarely rises to the level of sanctionable misconduct, EBC led efforts to create the new Anti-Harassment Coordinator role to help stem harassment in all its forms. Also of note, EBC deepened its outreach and partnership with other international and multilateral organizations in the ethics and compliance field. Our staff value EBC’s guidance and effort, in collaboration with the WBG’s internal justice system and other stakeholders, that seek to put our core values into practice. Only by working together do we ensure WBG remains a safe, just, ethics-driven, and values-based institution. Let us all commit to lead by example and live our core values each day as we work to solve the toughest development challenges. Our colleagues, clients, shareholders, and partners are counting on it—and they deserve nothing less. Shaolin Yang Managing Director and Chief Administrative Officer The World Bank Group 5 Chief Ethics Officer’s Message Excellence, prevention, trust and accountability are the touchstones of the WBG’s Ethics and Business Conduct Department. They are also the pillars of the new EBC 2019–2021 Strategy. In our strategy, we delineate the initiatives and detailed steps required, first and foremost, to encourage ethical conduct to prevent misconduct and to commit to reach beyond compliance to build our values-based culture. One of the achievements of the past year was the Bank Group’s response to sexual harassment within the institution through the WBG Action Plan for Preventing and Addressing Sexual Harassment, developed by EBC and launched in May 2019 by the President of the World Bank Group. The plan is grounded in our core values. It speaks to the WBG’s ultimate objective: to ensure that the work environment is a safe place where staff can report sexual harassment, where witnesses to inappropriate behavior or harassment also feel safe to report it, and where managers act promptly to detect and address these cases. Stepping up prevention in ethics includes providing timely advice, raising awareness, conducting training, monitoring trends, and implementing organizational culture change. Staff members increasingly rely on EBC’s advice in such circumstances. In fiscal year 2019, EBC received more than a thousand requests for advice, which were answered in less than eight working hours on average. We significantly increased our training effort, by actively engaging more than 6,000 staff compared to 4,600 last year. EBC trained 63 country offices, either face-to-face or remotely. The WBG made major strides toward bolstering trust among its workforce in fiscal year 2019. EBC considerably shortened the average time of investigations. And in May 2019, EBC began to regularly publish on the WBG intranet anonymized misconduct cases substantiated by EBC and sanctioned by the Human Resources Vice President. These measures are aimed to enhance trust, accountability, and transparency, prime factors in the EBC strategy. EBC’s participation in the Operational Risk Committee of the World Bank and the Procurement Committee of the World Bank Group have allowed us to create three specific indicators related to the risk of misconduct and fraud, which are now part of the regular reporting of operational risk both at the WB and IFC. We have also engaged with the Risk Management VPU, as well as other departments such as Treasury, to define risk tolerance and risk appetite related to the risk of misconduct and fraud. These are good examples of the value added of bringing ethics discussions to the core of everything we do at the WBG. 6 EBC is contributing to the WBG strategy as we strive to become a center of excellence in ethics. We are increasingly fostering relationships with organizations worldwide, especially international financial institutions and multilateral development banks. As the leading global development organization, the WBG has an obligation to be the ethics leader for our sibling establishments. In fiscal year 2020, EBC will adopt the new Code of Ethics, an aspirational instead of a rules-driven document. We will also strive to dramatically step up outreach activities and simplify the Staff Rules. EBC plans to gradually grow our presence in country offices to better serve the needs of staff outside of Washington, DC. In the future, we will establish full-time onsite positions in different regions, starting with a pilot program in select cities in sub-Saharan Africa as well as the Europe and Central Asia region. I am committed to developing and implementing a strategy to prevent and address retaliation in the WBG. EBC will also put in place a sound monitoring system and evaluation framework focused on both the trends in the corporate culture and the impact of EBC’s actions. While EBC accomplished much in fiscal year 2019, in addition to our day-to-day operations, we have many necessary plans to implement going forward. Starting in fiscal year 2020, we will be reporting on our activities and results twice a year to the WBG Board’s Human Resources Committee. I hope you enjoy reading this report. Jorge Dajani Chief Ethics Officer The World Bank Group 7 Working for the WBG: EBC 2019–2021 Strategy What does it mean to act ethically? We all need to ponder, what have I done today to implement respect, or teamwork, in my work life at the Bank Group? WBG managers are expected to discuss at regular intervals with their teams how they will live the core values every day, and what the values mean to them. 8 Our Strategic Vision The core values—impact, integrity, respect, teamwork, and innovation—refreshed in fiscal year 2018, sustain our new EBC 2019–2021 Strategy. This is stated in our two-prong strategic vision: To be a trusted resource in preventing and addressing misconduct and encouraging I.  appropriate behaviors through our core values. EBC helps WBG staff reach beyond compliance. We promote a good values-based workplace where people are building an ethical culture. Changing the organizational culture requires us to always do what is best for our mission, our institution, and our staff. In this vein, EBC is increasingly focusing on addressing inappropriate behaviors before they become misconduct. To lead the WBG to become an international reference in ethics. II.  EBC is defining its path as it helps the WBG to combine normative ethics and business strategy. The ultimate goals are for the WBG to foster an ethical model of development and for international organizations to define ethical objectives for their operations, and for all of us to care about ethical considerations when implementing complex investments and operations in developing countries. It speaks to how we achieve our mission through the core values, which inform our decisions and shape our relationships with our clients and our partners. It demonstrates that when we infuse the design, development, and implementation of our programs with our core values, we can accelerate progress toward our goals. Our Strategic Mission The new EBC mission statement is people-centered. It is about being fair, being efficient, being transparent, being the best, and being a step ahead. ■■ We support staff to embed ethics in everything the WBG does. ■■ We proactively focus on prevention and help to mitigate risks. ■■ We ensure that we address allegations efficiently, fairly, and in a transparent way. ■■ We are a center of excellence, providing the highest quality of service to our clients. The Three Pillars of EBC’s Strategy A trio of mandates give structure to the three-year strategy: 1. Step up prevention; 2. Enhance trust and accountability; and 3. Develop excellence. 9 Pillar 1 (From left to right): Front row : Dawn Mpati, Stella-Monica Mpande, Leonard Newmark, Trang Nguyen, Olesya PILLAR 1: Prevention Gafurova, and Lemlem Workalemahu. Back row : Selina Talengie Katenga- Kaunda, Jorge Dajani, Gabriela Beal, EBC’s Prevention Services Bertrand Rossert ,and Stan Simpson. Not pictured: Audrey Sherpa, Bamidele EBC’s prevention-oriented units, which provide training Olugbuyi Sanya, Deepa Mahesh, Junko and advisory services, actively demonstrate that there Saito, Kosta Nesterov, Suzhe Jia, and are solutions other than investigation. Together, Outreach, Mary Anne Nicdao Magpoc. Training, and Values (OTV) and Ethics Advisory Services (EAS) promote ethical behaviors by helping staff to live the core values of the institution. EBC aims to help people to be self-motivated to behave in a manner that is for the greater good. People need the right ethics tools to avoid, address, and resolve conflicts. over 800 comments from more than 300 staff members to A New Code of Ethics ensure that the new Code of Ethics reflects the culture we all aspire to, we are now ready to adopt our new Code of Who we are, what we stand for, and how we get things Ethics. We made sure we socialized it first. done. That’s what our core values are all about. They guide us as we pursue the WBG mission. Refreshed in 2018, the The result will be a guide that is in line with today’s best new core values necessitated a new Code of Ethics. We’ve practices, that is, aspirational rather than compliance introduced a critical word to the forthcoming document’s focused. The Code of Ethics describes how we want our title: The Code of Ethics. The code is linked with our values, staff to work with one another and interact with others. It and it affects everyone. is a multi-year, multi-voice achievement. After nearly a year of working and thinking hard, consulting An e-learning course on the values and the Code of Ethics with professional experts and brainstorming with people in intended for all WBG staff is in preparation to be rolled out departments throughout the Bank Group, then gathering in 2020. 10 Pillar 1 CHART 1. Number of Staff Reached through In-Person or Virtual Training (per year) Outreach, Training, and Values 30 percent+ growth Connecting with thousands throughout the WBG 6,152 4,615 EBC significantly increased the number of staff reached 3,949 through face-to-face and virtual training, by more than 30 percent—from 4,615 in fiscal year 2018 to 6,152 in fiscal year 2019. FY17 FY18 FY19 EBC also significantly increased the number of country offices reached in fiscal year 2019: 63 in face-to-face interactions, a jump from 33 in fiscal year 2018. The 39 country offices from which staff were reached in person 63 were: Accra, Addis Ababa, Asunción, Bangkok, Beirut, Belgrade, Bogotá, Brasilia, Buenos Aires, Chennai, Dakar, Dhaka, Dubai, Georgetown, Guatemala City, Islamabad, Number of country Jakarta, Kampala, La Paz, Lilongwe, Lima, Managua, A jump from Mexico City, Monrovia, Montevideo, Nairobi, New Delhi, offices EBC reached 33 in FY18 Panama City, Paris, Port-Au-Prince, Quito, Rome, Santo face to face and virtually Domingo, San José, San Salvador, Singapore, Tegucigalpa, FY19 Vienna, and Yangon. We reached 28 country offices via videoconference: Abuja, Addis Ababa, Algiers, Antananarivo, Bangkok, Bangui, Bujumbura, Conakry, Cotonou, Freetown, Johannesburg, Kampala, Kigali, Lagos, Libreville, Lilongwe, Lome, Maputo, Maseru, Moroni, N’Djamena, Niamey, Nouakchott, CHART 2. HQ and Country Office Staff Ouagadougou, Rabat, Saint-Louis, Tunis, and Yaounde. Trained in FY19 This past year, we have seen increasing evidence of the value that country offices are placing on such outreach and training activities, as our clients are starting to cover our costs in their budgets. 11 Pillar 1 TABLE 1. In-Personand Virtual Training in FY19 EBC Training Products and Offerings 6,152 In fiscal year 2019, EBC focused on combining our training 3,554 DC staff products into a suite of offerings that meet various needs 2,598 Country office staff of different audiences. 2,113 Our main offerings include the following: Ethics Awareness 2,469 Ethics at the World Bank Group Creating a Respectful and Harassment-Free This overview aims to raise ethics awareness and help staff Workplace understand and navigate the ethical dilemmas they’ll inevitably face at various times during their WBG career. 1,175 External Speaker Staff learn about the WBG core values and ethical Events framework; managing conflicts of interest, ensuring proper use of assets and information, understanding workplace 395 conflicts (including bullying and harassment), and where to Tailored Offerings get help on these issues. In fiscal year 2019, 2,113 staff participated in this engagement. Creating a Respectful and Harassment-Free Workplace (CRW) EBC’s flagship product is a facilitated conversation that supports teams as they have an open, honest dialogue 5,000+ about what each member can do—individually and collectively—to contribute to building a culture of respect and civility. In fiscal year 2019, 2,469 staff participated in this engagement. Number of staff that have participated in the workshop Participants share strategies for dealing with harassment, Creating a Respectful and sexual harassment, and unwelcome behaviors more broadly Harassment-Free Workplace from four perspectives: (1) the person who feels harassed; (CRW) since EBC began (2) the person told he or she is engaging in harassment; (3) offering it, in early 2017. a witness/bystander; and (4) the manager. Over 5,000 staff have participated in this workshop since we began offering it, in early 2017. CRW received extremely positive feedback from leaders and staff who attended it. EBC developed an internal video of leaders across the Bank Group who shared their perspectives on CRW and insights into the facilitated conversations that took place during the workshop. 12 Pillar 1 Managing Harassment and Sexual Harassment in Your Work Environment: A Conversation with Managers EBC developed in 2018 this new course specifically for managers to (1) help them understand their roles and responsibilities in handling harassment and sexual harassment; (2) know what WBG resources are available to support them; (3) know more about EBC’s misconduct review process so they can better guide their staff; and WBG staff discuss issues in the (4) share strategies among themselves on how to handle workplace at an Ethics-At-Work difficult situations through case studies. In fiscal year 2019, learning session, in February 2019, 59 managers participated in the pilot of the program that titled “How Power & Success Derail Us will be rolled out in fiscal year 2020. and What to Do About It.” Team Conversation on WBG Core Values The WBG core values, refreshed and relaunched in 2018, have been communicated widely. But what do they mean, and how should they apply to our daily work life? This 795 facilitated conversation helps teams engage in a deeper discussion about how the values apply in their specific context and work environment. The outcome of the In FY19, 795 people conversation forms a strong foundation for living the values accessed the course and bolstering team culture. In fiscal year 2019, 318 staff “Conflict of Interest Risk participated in this engagement. Management for Your Project,” targeted for both Conflict of Interest Risk Management for staff and their client partners. Your Project That’s a dramatic increase An online product, developed in 2018 for ethical breach from the 48 staff and 77 prevention, “Conflict of Interest Risk Management for Your external participants who Project,” targeted for both staff and their client partners, completed the course continues to be highly rated and attract participants. As of in FY18. June 2019, 795 people accessed the course and are now part of the course community, which is a dramatic increase from the 48 staff and 77 external participants who had completed the course in fiscal year 2018. 13 Pillar 1 Helping Ethics Advisory Services: WBG Staff Avoid Conflicts of 1,053 Interest EBC’s Advisory Services responded to 1,053 requests for advice on conflict of interest (COI) queries in fiscal EBC’s Advisory Services year 2019, marking a steady increase in the past four responded to 1,053 requests consecutive fiscal years. That’s a 14 percent increase over for advice on conflict of 2018, with 925 queries received and solved, and 35 percent interest (COI) queries in fiscal higher than the 777 received in fiscal year 2016 (846 year 2019, marking a steady received in fiscal year 2017). Advisory Services is another increase in the past four EBC prevention tool for staff. consecutive fiscal years. Thirty-four percent of all queries received related to questions about outside activities and outside employment. This includes questions about holding board positions in outside entities, teaching, and publishing. About 11 percent EBC achieved its ambitious target in fiscal year 2019: the of the queries received related to relationships, and included team answered staff queries within eight working hours on questions about the recruitment of relatives of staff by average. Ninety percent of questions were fielded within 24 the WBG, the assignment of spouses or domestic partners to 48 hours, a significant accomplishment considering the also at the WBG, and romantic relationships between dramatic increase in requests from a year ago, with the staff members. fiscal year 2019 count of 1,053. In addition to supporting people facing such ethical The trend of people asking more and more questions dilemmas, essentially our advisory services answer probably comes with working in the more challenging questions—with a helpful, straightforward “yes” or environment of today. It may also be due in part to EAS’s “no”—and ask questions—to ensure compliance with friendlier, more proactive service approach honed during the the Declaration of Interests (DOI) programs. We also past few years. EBC also observes that staff who attend manage the EBC helpline. ethics training sessions tend to ask specific personal questions at the end of the sessions. 14 Pillar 1 Given by TABLE 2. EAS Advice Category in FY16–FY19 Subcategory FY16 FY17 FY18 FY19 Outside Activities CHART 3. EASConsultations by and Employment 284  311  317  362 Grade Level in FY19 Future or Former Non-Classified 0.4% GA-GD 7.8% Employment  112  103  94  115 Close Relatives/ UA-UC* Relationships  112  112  129  121 17.4% Vendor GE-GG Procurement  50  60  95  110 50.1% External Services  48  48  42  38 GH+ Gifts, Medals, 24.3% and Honors 42  47  61  74 Personal *UA-UC grades are designated for JPA, the Chair of the Staff Financial Interests  20  17  21  16 Association, Staff on Special Assignments, as well as staff hired through the partnership programs (i.e., Donor Funded JPOs, Saudi Public Statements Recruitment, Global or Voice Secondment). Source: HR’s Quarterly and Disclosures 32  40  63  51 Business Reports. Operational   29  20  6  19 Other  48  88  97  147 Total  777  846  925  1,053 CHART 4. EAS Advice Given per Institution, FY19 MIGA 1% Other 7% <8 hours IFC 20% EBC achieved its ambitious target in fiscal year 2019: the IBRD team answered staff queries (IBRD & IDA) within eight working hours 72% on average. 15 Pillar 1 Declaration of Interests Programs Demonstrating ethical leadership and strong governance 100% are essential to the mission of the Bank Group. This Staff required to file a DOI requires systematic and efficient review of perceived and fulfilled their obligation in actual conflicts of interest. fiscal year 2019. EBC manages the two Declaration of Interests (DOI) programs—the Senior Leaders DOI program and the Staff DOI program—which are designed to mitigate real or perceived conflict of interest risks. Senior Leaders Declaration of Interests The Senior Leaders Disclosure of Interests program required the 47 most senior individuals in the organization in fiscal year 2019, including the WBG President, to complete a declaration of their financial interests and outside occupations. The senior financial disclosure forms are then summarized by EAS staff, posted on the intranet, and publicly posted on the WBG external website. Review of the senior-level DOIs was completed in April 2019. This practice demonstrates our transparency and accountability to staff, stakeholders, and clients. All new vice presidents receive individual briefings at the start of their appointment on compliance with the conflict of interest requirements of the WBG. A new, important adjustment to the program is the immediate declaration of interests by newly recruited or promoted senior staff, EBC hosts CRW in Yangon, Myanmar, thereby reducing the chance of a conflict of interest. as part of the department’s outreach to staff in FCS. Staff Declaration of Interests In fiscal year 2019, EAS set up an onboarding DOI program for all people hired from outside the Bank Group at the GH or GI levels, and those promoted from within the Bank Group to GH levels. These individuals complete a DOI within 30 days from the date of their onboarding. In fiscal year 2019, 25 staff members were requested to complete the 16 Pillar 1 Program Results TABLE 3. Staff DOI in FY18 and FY19 FY18 Staff Annual onboarding DOI. The Staff Annual DOI program also DOI Program Number Percent required declarations, from the 2,392 manager-level staff members in fiscal year 2019, as well as designated staff in Number of Filers in Total 2,466 100% sensitive roles. They completed a confidential declaration of DOIs closed at initial review 2,184 88.6% their financial interests and outside occupations. DOIs that required further review 282 11.4% EBC annually reviews forms submitted by filers to identify Of which, follow-ups with filers 69 2.8% potential conflict of interest risks. Where risks have been identified, the team follows up with the staff member to provide recommendations on mitigation measures or how FY19 Staff Annual DOI Program (ongoing) Number Percent to resolve the potential conflicts of interest. In general, EBC’s follow-up techniques vary from a request for further Number of Filers in Total 2,392 100% information or instructions to make disclosure of the Closed by the end of FY19 2,319 97% relevant facts to management, to providing a recusal strategy and, in severe cases, a recommendation to divest DOIs closed at initial review 2,198 91.9% assets that pose the conflicts of interest. DOIs that required further review 121 5.1% Table 3 shows the benefits of having an annual program: Of which, follow-ups with filers 56 2.3% cases are identified early and do not require the more drastic measures such as divestment, which were needed originally when the program was established 10 years ago. EBC tends to develop a cooperative approach of working together with the filers, who are generally willing to do what TABLE 4. Staff Annual DOI Program, FY18 is required to be compliant with the rules. Of the 69 cases that required follow-up: In fiscal year 2019, 100 percent of the staff required to file a Resolution Count of Resolution DOI fulfilled their obligation to file. At the close of fiscal year 2019, EAS had completed the review of 97 percent of the Disclose and recuse 0 submissions. Disclose 0 Without compromising the quality of the reviews, the team Divest 0 has also managed to increase productivity and expects the fiscal year 2019 program to be completed earlier than in Freeze 0 previous years. Other 5 EBC made a notable contribution to the bottom line in Provide advice and guidance 21 fiscal year 2019 by reducing the DOI programs’ cost to their Request information 43 lowest yet: an almost 90 percent reduction, from fiscal year 2014 to fiscal year 2019. Seek manager/OIC approval 0 17 Pillar 1 EBC Streamlines WBG Staff Rules A primary EBC objective is to streamline and simplify the Staff Rules. Meeting that objective began in fiscal year 2019 when we abolished the Outside Interests Committee (OIC), some 20 years old, even preceding EBC. The department reached consensus with all stakeholders for this action, giving decision-making authority to the Chief Ethics Officer, who will, whenever necessary, take advice from relevant units in complex or delicate cases. The process will therefore be faster and simpler for staff and make the WBG more agile. Into the Future EBC Counsel Kosta Nesterov listens to keynote speaker Dr. Katz in May EBC will work with other departments to further simplify 2019 at a learning event titled “Men the staff rules in fiscal year 2020. The Action Plan for and #MeToo: Possibilities and Perils in a Time of Change.” Preventing and Addressing Sexual Harassment incorporates a number of rules that will need to be clarified or adopted in fiscal year 2020. Clarifying the staff rules will simplify the process of leaving the WBG. EBC will reintroduce exit interviews with departing vice presidents and directors. These interviews with senior management come on top of the exit interviews traditionally performed by HR functions and are a good way of gathering feedback specific to ethics. This will allow the WBG to learn the reasons for their leaving the Bank New plan In fiscal year 2020, EBC will Group, as well as to inform the former employees of the adopt or clarify staff rules to “cooling-off” policies. Exit interviews are a best practice in support the new Action Plan most international institutions. for Preventing and Addressing Sexual Harassment at the WBG. 18 Pillar 1 External Partnerships Ethics-at-Work Learning Series EBC provided advisory services not only to the Global Through the Ethics-at-Work Learning Series, EBC invites Environment Facility (GEF) secretariat and Global external speakers to engage with staff on current topics of Partnership for Education (GPE) but also to the Boards interest, communicating about ethics in ways that can be of GEF and GPE. In particular, EBC participated in a session practically applied in the workplace. This year we held three of the Governance and Ethics Committee of the GPE Board, sessions, in partnership with the Staff Association, in focusing on the implementation of the Code of Conduct of Washington, DC, with a total of 747 staff in attendance, the Board of GPE and the DOI program for the GEF. and addressed common staff workplace concerns raised during Refreshing Our Values focus group discussions. The In partnership with the GEF, for the past three years EBC has sessions in Washington, DC, were: acted as Ethics Officer of its Ethics Committee and imple- mented the DOI program for its Council. In fiscal year 2019, ■■ “How to Stay Psychologically Healthy at Work,” EBC launched the annual GEF DOI program, on August 15, October 30, 2018, Guy Winch, licensed psychologist 2018. This was applicable to 84 Covered Individuals (that is, and author GEF Council Members, Alternates, and Advisers, representing ■■ “How Power and Success Derail Us and What to Do the 32 Constituencies that comprise the GEF); who were About It,” February 11, 2019, Darko Lovric, Principal, required to file a GEF DOI referring to the reporting period: Incandescent July 1, 2017, to June 30, 2018. The submission deadline for such reporting obligations was October 1, 2018. On November ■■ “Credit and Blame at Work,” May 22, 2019, 19, 2018, EBC collected all the GEF DOI forms, accomplishing Ben Dattner, Principal, Dattner Consulting 100 percent compliance with the exercise, and completed the ■■ Given the importance of preventing and addressing review process, with no conflicts-of-interest findings. sexual harassment at the World Bank Group, this past fiscal year we held two speaker events focused Training and Staff Engagement on this topic: Products –– “Bystander Intervention,” November 8, 2018, Dr. EBC equips staff with the tools needed to navigate difficult Kavita Avula and Dr. Sabrina Crawford, clinical situations and make ethical decisions: skills and frameworks. psychologists We provide knowledge and understanding of our core –– “Men and #MeToo: Possibilities and Perils in a Time values, ethical issues, and of the WBG’s ethical and of Change,” May 28, 2019, Dr. Jackson Katz, author behavioral expectations as a foundation. And EBC and filmmaker promotes strong, ethical, and values-based mindsets throughout the WBG over time. 19 Pillar 1 EBC’s New Role in WBG Corporate Activities: Helping to Manage Risk Managing EBC became more involved in prevention throughout the Bank Group this fiscal year. EBC has been actively represented in the WBG procurement committee, ensuring that conflicts of interest and the prevention of sexual harassment, exploitation, and abuse Crises In May 2019, EBC was asked to are adequately addressed both within the WBG and by participate in the WBG Emergency vendors. The Chief Ethics Officer also participates in the Management Team. Helping to Enterprise Risk Committee of the WBG and the World manage crises for the WBG is Bank’s Operational Risk Committee, and EBC has actively another step forward in our strategy participated in the definition of risk tolerance and risk to be proactive in key areas, embed- appetite, specifically in relation to allegations of ding ethics in operations and other misconduct and fraud. Separately, EBC contributes to IFC’s parts of our institution. operational risk report. The Chief Ethics Officer is also a member of the Real Estate Committee of the WBG and of the new Operations and Corporate IT Business Committee. This committee has the mandate to support the digital transformation of business so that Bank staff have a simpler, more integrated, and optimized experience with operations and corporate systems. Joint outreach with Internal Justice Services EBC co-chairs the IJS Outreach Working Group, which In May 2019, EBC was asked to participate in the WBG consists of other IJS offices, to ensure that outreach to Emergency Management Team (EMT), which coordinates staff across the WBG, particularly in country offices, is the management of crises for the Bank Group. EBC’s coordinated and comprehensive. This past fiscal year, the participation in the EMT is another step forward in our working group made strides toward reaching every country strategy to be proactive in key areas, embedding ethics in office during a two-year period. operations and other parts of our institution. Typical organizational emergencies, such as cyberattacks and ■■ EBC has partnered with specific groups, such as the epidemic contamination of staff, which presents the ethical Millennial Resource Group at IFC, to pilot a training dilemma of whether to evacuate an infected staff member product on navigating difficult situations at work, to his or her home country, have an ethical angle that developed specifically for younger staff at the WBG. deserves to be addressed as such. ■■ EBC, in collaboration with the SURR Global Practice, launched a series of seven short videos aimed at raising awareness among GP staff of all the tools to 20 Pillar 1 Senior Ethics Officer Deepa Mahesh, based in Chennai, India, delivers Ethics Awareness training to managers of contractors. avoid misconduct available to them from EBC. The Outreach with contractors videos in the series were shared with 700 GP staff in 30 offices in April, May, and June 2019. They are In Chennai, the WBG relies heavily on contractors to deliver available on the WBG intranet. key services related to ITS, Procurement, General Services, and others. Recognizing that vendor employees—especially ■■ We also continue to partner with the Ombuds office those who work on our premises—may not be aware of to deliver a focused training for Respectful some of their rights and obligations, EBC has worked with Workplace Advisors, emphasizing their role in ITS, Legal, and Procurement to develop training content, creating a respectful and harassment-free and has delivered it to representatives of our main vendor workplace (CRW). companies, both in Chennai and Nairobi. In order to increase our ability to deliver CRW, in fiscal year 2019, we recruited and trained a number of colleagues from other units, including the Ombuds office, HR, and other parts of EBC, to become CRW facilitators. 21 Pillar 1 In May 2019, a WBG staff member Into the Future asks Ethics-at-Work learning session keynote speaker Ben Dattner about EBC’s priorities related to outreach and training in fiscal credit and blame in the workplace. year 2020 and beyond include: ■■ rolling out an e-learning module to help staff become familiar with the new Code of Ethics; ■■ planning Ethics-at-Work and other speakers for next year; ■■ expanding training to vendor companies, so that ■■ developing a series of short “burst” learning modules vendor employees globally are aware of their rights to be disseminated virtually, on some key ethics and and obligations; compliance issues like avoiding conflicts of interest ■■ significantly increasing rollout of our training or tips on how to address sexual harassment that offerings, focusing heavily on training for managers; staff tend to be unaware of or often have questions about; and ■■ developing and rolling out a “refresher” online module on preventing and addressing sexual harassment as ■■ working on ways to leverage more resources for part of our ongoing emphasis on this topic; country offices. 22 Pillar 1 In the Field: Increased EBC Presence in the Regions As part of the WBG strategy, EBC aims to expand its presence in several regions and represent EBC more broadly, beginning with Africa and in the new shared service hub in Sofia. Over the ensuing years, we must position our human resources on a truly global scale, focusing more on vulnerable countries where every day is a struggle for the people who are surviving there. In the meantime, EBC is stepping up travel to country offices—we need to have more people on the ground. This helps us to be closer to staff in the field to answer their questions and to help them better access our services. One-On-One with Country Offices The Chief Ethics Officer visits country offices to familiarize staff with the services provided by the department, including ethical advisory services, outreach and training, and investigations, and with such current EBC initiatives as our forthcoming values-based Code of Ethics and the 2019 Action Plan for Preventing and Addressing Sexual Harassment. Among the 2019 visits were Belgium, India, Kenya, Luxembourg, Morocco, Sweden, and the United In March 2019, WBG Nairobi-based Kingdom. staff share their experiences working in a country office. During visits to Separately, EBC’s OTV team delivered face-to-face training country offices, the Chief Ethics to 39 country offices in fiscal 2019, and videoconference Officer and members of his sessions took place in 28 offices. In line with EBC strategy management team generally meet responding to a request of the Global Business Review with female staff, administrative and (GBR), EBC is organizing one in-person training in fiscal client support (ACS) colleagues, and year 2020 for everyone who did not receive live training in short-term consultants to get the pulse of the local office environment. fiscal year 2018 or 2019. 23 Pillar 1 The Benefits of Being There By having officers in the Chennai and Nairobi country offices, EBC reaches more countries in the South Asia and African regional bases. EBC staff stationed in the two country offices promote the core values and respond to ethical queries. The country offices provided trainings such as Ethics Awareness, Creating a Respectful and Harassment-Free Workplace, corporate onboarding for new staff, and the Ethics-at-Work learning series—to 1,848* participants, as well as customized presentations on WBG staff rules and core values. These sessions were given face to face and via videoconference. To support specialized onboarding for staff based in Fragile, Conflict, and Violence (FCV) countries, in late January to early February 2019, EBC brought ethics-related modules to staff in both the Dubai and Beirut country offices. In In June 2019, Bamidele Sanya was a guest Dubai, EBC led CRW and Ethics Awareness discussions on lecturer at the University of Nairobi School of Law, where he gave a talk on Internal two consecutive days, reaching 38 staff. In Beirut, at the Justice and Ethics at the World Bank. request of the Human Resources Vice Presidency, EBC supported its delivery of the Fragile and Conflict States (FCS) Onboarding Orientation program to 36 colleagues. This is the fourth time that EBC has supported this on- boarding by providing a specialized module that addresses our corporate rights and responsibilities, and the impact EBC’s Presence in Nairobi that this may have on staff based in these countries. Outreach and training Ethics Awareness and CRW sessions were presented at the The Nairobi EBC presence leverages its collaboration with Rome and Belgrade country offices in May 2019, as was the regional HR business partners and the management in CRW during an Agriculture Global Practice retreat. country offices to deliver a wide array of training and To deepen EBC’s engagement with country offices, a trainer outreach activities not only to raise general awareness delivered an Ethics Awareness workshop to the Nairobi- around ethical issues, but also to respond to specific based staff of the Country Management Unit. The trainer country offices’ needs and challenges. has reached an agreement with the Ministry of the Treasury of Kenya to deliver Ethics Awareness sessions. Trainings including Ethics Awareness, CRW, corporate onboarding sessions for new staff, and customized presentations on WBG rules and core values were presented 24 Pillar 1 to 22 African countries and one in South Asia in fiscal year EBC’s Presence in Chennai 2019: Bangladesh, Benin, Burkina Faso, Cameroon, Central African Republic, Chad, Comoros, Gabon, Ghana, Guinea, Outreach and training Lesotho, Madagascar, Malawi, Mauritania, Mauritius, Mozambique, Kenya, Niger, Nigeria, Sierra Leone, South EBC’s presence in the Chennai office has helped to deliver Africa, Togo, and Uganda. a wide range of training and outreach activities such as Ethics Awareness, CRW, and corporate onboarding sessions Two Ethics-at-Work Learning Series events took place: for staff in Chennai and other country offices such as Bangkok, Islamabad, Jakarta, New Delhi, and Singapore in ■■ “Ethical Leadership in Business,” with speaker the East and South Asia regions. EBC, in collaboration with Edward Okundi, PhD, Civil Engineering, Imperial our regional HR business partners, delivered customized College, University of London, and CEO, Maxwell sessions combining WBG core values and culture to team Stamp Ltd.; 39 participants; October 2018, Nairobi leaders and supervisors in Chennai. These sessions helped country office raise general awareness about various ethical issues and ■■ “Creating a Meaningful Workplace,” with speaker aided in operationalizing WBG core values. Dr. Vincent Ogutu, Vice Chancellor Designate, Enhanced ethical advisory support was made available to Strathmore University, Nairobi, Kenya; 75 partici- staff in the Chennai, Mumbai, and New Delhi offices. EBC pants; May 2019, Nairobi country office linking to provided guidance and advice on various conflict-of- Kigali, Rwanda, Kampala, and Uganda country interest issues, responding to staff queries and supporting offices the Staff Declaration of Interest program, in an effective Ethics Advisory Services and Business Integrity and efficient manner. Review To reach out to the 450+ vendor employees who work out of In fiscal year 2019, EBC in Nairobi responded to 62 requests the Chennai office, EBC, in partnership with Corporate for ethical guidance on conflicts of interest (COI). These Procurement and in collaboration with ITS and Legal, involved: (1) outside employment and activities; (2) gifts developed a customized training on “Ethics Awareness for and hospitality; (3) future or former employment; (4) public Vendor Employees.” This was first piloted and rolled out statement and disclosures; and (5) close relatives. successfully in Chennai and is now being extended to offsite vendor employees (covering approximately 1,000+ vendor A post-investigation mission to the Bangladesh country employees). Further, to ensure that these sessions make an office addressed issues that arose following a Business impact, EBC’s presence is guaranteed in all the sessions Integrity Review (BIR). This mission included meetings with delivered by the vendor representatives to their staff. management and staff. 25 Pillar 2 (From left to right): Front row: Suzan Sgaier, Simisola Morenike Adejumo, Yazid Al-Eryani, Jodi Glasow, and PILLAR 2: Trust and Accountability Lemlem Workalemahu. Back row: Adebisi Oyelade, Jorge Dajani, Ashok Arjun Rau, Sylvia Winborne, Adrienne Business Integrity Review Toomey, and Jules Baughns. Not pictured are: Doreen Lulu Kapakasa, Jose Luis EBC is committed to walking the talk, and being a partner Martinez Rivera, Philip Godfrey Caine, everyone at the WBG can trust. The Business Integrity and Yasmeen Nasser Al Tabbaa. Review (BIR) unit addresses allegations of misconduct efficiently, fairly, and in a transparent way. The unit is a trusted resource in addressing misconduct. In fiscal year 2019, EBC and the investigations team substantiated six sexual harassment cases. And we did so by substantially reducing the average length of investigations (see Special Report: Sexual Harassment, page 39). EBC also exhibited transparency and accountability and reinforced our credibility by publishing on the WBG intranet the past three years of cases substantiated by EBC and sanctioned by the Human Resources Vice President, including case description, type of sanction, and subject grade level. Going forward, such cases will be published quarterly. 26 Pillar 2 Exchanging Ideas and Achieving Beneficial Outcomes Several productive recommendations for the investigations team came out of the fiscal year 2018 external review of the WBG’s policies and procedures by international experts. One was the creation and hiring of an Anti-Harassment BIR took Coordinator (AHC) in early fiscal year 2020, who resides in EBC and reports directly to the Chief Ethics Officer (see the lead “Special Report: Sexual Harassment,” page 39). Along with the AHC, EBC recruited an additional investigator, who specializes in investigating sexual harassment cases, to in coordinating the creation and round out the team. This action was also initiated on the adoption of a policy for the recommendation of the expert panel. Workplace Violence Committee and procedures for identifying and addressing workplace violence, with Human Resources, Activities Beyond Investigations Legal, Internal Justice Services, EBC worked with several other departments during fiscal and the Health and Safety year 2019. In a notable example, BIR took the lead in Directorate. coordinating the creation and adoption of a policy for the Workplace Violence Committee and procedures for identifying and addressing workplace violence, with Human Resources, Legal, Internal Justice Services, and the Health and Safety Directorate. It was an antidote to information lacking for staff that is connected to ethics: when, for example, a physical assault or the threat thereof occurs in the workplace, staff need clear guidance on where to seek assistance, how to report the incident, and how the incident will be handled. Partnering with Outreach, Training, and Values, investigators visit country offices to present Creating a Respectful and Harassment-Free Workplace and other trainings in the field. In addition, in June 2019, BIR sent an investigative analyst to Nairobi for one month to assist in delivering outreach and training, and to work directly with staff by providing advice and guidance on ethical issues. 27 Pillar 2 EBC works with others externally as well. EBC represents Into the Future the Bank Group on the United Nations (UN) Chief Executive Board Sexual Harassment Task Force, which in fiscal year EBC is currently revisiting its intake mechanism to be more 2019 produced a number of deliverables, including a policy efficient and streamlined in the future. More importantly, framework that is being widely adopted among the we strive to be more client oriented by understanding different UN agencies. The manager of the BIR unit also individual staff members’ objectives for coming to EBC and serves on the Steering Committee on the UN Task Force how best to address and resolve their concerns. A better Sub-Group for Strengthening Investigatory Capacity. diagnosis at the front end will result in a better resolution process. Other fiscal year 2019 initiatives with external stakeholders included: The EBC Allegations Review An investigator represented EBC at the Conference Process ■■ of International Investigators in November 2018 in South Korea and also conducted a workshop. The process of reviewing an allegation of misconduct involves four stages: (1) intake; (2) preliminary inquiry; ■■ The BIR manager participated in the joint meeting (3) investigation; and (4) report. of the Task Force and the Inter-Agency Standing Committee members with heads of investigatory 1. Intake. Upon receipt of an allegation, EBC assesses the bodies. information gathered to determine whether the complaint, if proven, would constitute misconduct under Staff Rule ■■ EBC delivered a training to practitioners on 3.00. If it does not, EBC may refer the complaint to other addressing and resolving harassment and sexual appropriate areas of the WBG, such as the IJS or line harassment at the International Labour management, to address the matter. EBC also may offer Organization’s workshop on Managing Employment guidance, consultation, or advice if the complaint is not Disputes Effectively in International Organizations. suitable for review through an investigation. In fiscal year ■■ We delivered a training to practitioners on 2019, 123 allegations of misconduct were closed at the harassment and sexual harassment at the Ethics intake stage. Network of Multilateral Organizations (ENMO) 2. Preliminary Inquiry. If an allegation is within EBC’s annual meeting; EBC is a member of the Membership mandate and a less formal intervention is not appropriate, Committee of ENMO. EBC conducts a preliminary inquiry to determine whether there is a sufficient basis for a formal investigation of the allegation. At this stage, EBC seeks to discover the facts of the case by collecting evidence, including interviewing witnesses and reviewing documents. During this stage, EBC assesses the allegation to determine if the evidence is credible and verifiable. In fiscal year 2019, 74 allegations of misconduct were closed at the preliminary inquiry stage. 28 Pillar 2 Substantiated by EBC TABLE 5. Allegations that Resulted in Reports to HRDVP in FY17–FY19 3. Investigation. When EBC finds a sufficient credible basis Cases FY17 FY18 FY19 for investigating the allegation, the department begins a formal process. A written Notice of Alleged Misconduct is Abuse of Authority 0 2 0 issued to the subject to inform him or her of the allegations Discrimination 0 0 0 and seek a response. An investigation enables EBC to establish whether there is strong enough evidence of G-5 Domestic 1 2 0 misconduct or whether the case should be closed. In fiscal Harassment 1 7 1 year 2019, 17 allegations of misconduct were closed at the Misuse of Bank Resources 6 1 4 investigatory stage. Non-Compliance with 4. Report. After the formal investigation stage, if EBC Staff Rules 8 3 7 determines that there is sufficient evidence to support an Personal Legal Obligation 0 0 0 allegation of misconduct, EBC prepares a report of its findings and sends it to the WBG’s Human Resources Vice Sexual Harassment 2 4 6 President for review. HRDVP in turn reviews EBC’s report Sexual Exploitation carefully and determines if the evidence supports a finding and Abuse 0 0 1 of misconduct, and if so, determines the appropriate Total 18 19 19 disciplinary sanction. In fiscal year 2019, 19 reports were sent to HRDVP for its determination. Table highlights: Out of 233 allegations closed in fiscal year 2019, EBC closed 197 before proceeding with a formal investigation –– In fiscal year 2019, EBC (that is, 197 allegations were closed at intake or during a substantiated an allegation of preliminary inquiry). This number partly reflects increased sexual exploitation and abuse confidence by staff and managers to bring forward under the newly revised SR 3.00, allegations. It is also a partial reflection of EBC’s current paragraph 6.01. practice to address and solve concerns at the initial stage, –– In fiscal year 2019, EBC saw a especially in cases of inappropriate behaviors that do not significant increase in the rise to the level of misconduct. We anticipate that the number of sexual harassment newly recruited Anti-Harassment Coordinator, who cases substantiated, partly as a addresses cases related to harassment and sexual result of witnesses coming harassment, will increase the number of cases that can be forward more readily, as well as resolved informally before referring the matter to the EBC’s ability to provide investigatory team for review. Out of the 36 cases for consultation and advice about which EBC opened an investigation, EBC substantiated 19 the Bank Group’s prohibition of cases (more than 50 percent). In some cases, such as fraud retaliation for assisting an EBC allegations where documentary evidence exists, this rate investigation. can be significantly higher; in other cases, such as 29 Pillar 2 Received by Category TABLE 6. Allegations in FY16–FY19 (# of cases) harassment where there is limited, if any, corroborating Allegation FY16 FY17 FY18 FY19 evidence, the number of allegations that meet the standard may be lower. Harassment 49 60 79 83 Non-Compliance ■■ In fiscal year 2019, BIR closed 123 cases at intake, a with Staff Rules  74 60 44 39 further 74 cases during the preliminary inquiry, and 17 cases closed at investigation. Nineteen cases were Sexual Harassment  10 11 35 28 referred to the HRDVP (see Chart 5). Abuse of Authority  26 31 34 22 Personal Legal ■■ In line with our objective to reduce the duration of Obligation 17 18 20 18 investigations, the time dropped from 227 days in fiscal year 2018 to 175 in fiscal year 2019. EBC’s goal Misuse of Bank is to reduce the average investigation completion Resources 19 21 18 15 time to 130 days by fiscal year 2021. Retaliation  11 11 11 10 ■■ EBC made progress toward its goal of shortening the Discrimination 8 7 7 4 length of sexual harassment investigations in fiscal G-5 Domestic   15 9 4 3 year 2019 (see “Special Report: Sexual Harassment,” Sexual Exploitation page 39), for goals and exact results). and Abuse 0 0 0 2 Total  229 228 252 224 TABLE 7. How EBC Managed Cases in FY19 Total Number of Allegations Processed in FY19 257 Brought forward from previous year (FY18) 33 Reported in FY19 224 Total number of allegations closed in FY19 233 Closed at Intake 123 Closed during Preliminary Inquiry 74 Closed during Investigation 17 Reports to HRDVP 19 Total number of allegations carried over to FY20 24 30 Pillar 2 CHART 5. EBC Action Takenon Allegations that Did Not Move to Investigation or a Report to HRDVP in FY19 (# of cases) Performance management Referred to INT Referred to US/Mediation Referred to US/OMB Referred to US/PRS EBC record only Withdrawal/unable to reach reporter Allegation not misconduct under WBG rules Consultation and advisory Allegation unfounded/insufficient evidence 0 10 20 30 40 50 60 Allegations Received TABLE 8. by EBC by Region in FY19, Noting Location of Where the Accused Is Based Location/Region # of Cases FY19 224 AFR 28 EAP 15 ECA 11 LCR 8 MNA 9 HQ 134 SAR 19 31 Pillar 2 HRDVP Disciplinary Decisions Made in FY19* FY (case submitted Subject’s Location to HRDVP) Categories of Allegations HRDVP Decision Grade Level CO FY18 Non-Compliance with Staff Rules Termination of WBG employment; ineligibility for GF (sexual relationship between a any future employment with the WBG; access staff member and his/her direct restriction; written censure on personnel record. report); abuse of authority CO FY18 Misuse or abuse of Bank Group Ineligibility for any future employment with the Consultant resources WBG; access restriction to WBG premises; full restitution to the WBG in the amount of $3,997.49; written censure remains on personnel record. HQ FY19 Harassment (hostile work Termination of WBG employment; ineligibility for Consultant environment) any future employment with the WBG; access restriction; written censure remains on personnel record. CO FY18 Sexual harassment (hostile work Ineligibility for any future employment with the Consultant environment) WBG; written censure remains on personnel record. CO/HQ FY19 Non-Compliance with Staff Rules Staff member resigned. Ineligibility for any future GH (sexual relationship between a employment with the WBG; access restriction to staff member and his/her direct WBG premises; written censure remains on report); abuse of authority personnel record. CO FY18 Non-Compliance with Staff Rules Staff member resigned. Ineligibility for any future GF (sexual relationship between a employment with the WBG; access restriction; staff member and his/her direct written censure remains on personnel record. report); abuse of authority CO FY19 Sexual harassment (hostile work Demotion to level GA; ineligibility for promotion GB environment) for one year; written censure remains on personnel record for a period of three years. HQ FY19 Harassment (hostile work Ineligibility for salary increase for the fiscal year; GG environment); AMS 12.10, written censure remains on personnel record. para 10 (sending defamatory, derogatory, obscene, or harassing emails) CO FY19 Unwelcome and inappropriate Reduction in future pay (withholding of FY18 pay GG behavior; failure to observe increase); written censure remains on personnel generally applicable norms of record; undertake mandatory WBG Sexual prudent professional behavior Harassment training and WBG training course “Managing Challenges of Intercultural Complexities.” CO FY19 Harassment (hostile work Ineligibility for any future employment with the GA environment) WBG. * The information reported in this table reflects decisions by HRDVP made in FY19 regardless of when EBC substantiated the allegations and sent the reports to HRDVP. 32 Pillar 2 FY (case submitted Subject’s Location to HRDVP) Categories of Allegations HRDVP Decision Grade Level CO FY19 Misuse or abuse of Bank Group Termination of WBG employment; ineligibility for GH resources any future employment with the WBG; access restriction; written censure remains on personnel record. CO FY19 Sexual harassment (hostile work Staff member resigned. Ineligibility for any future GG environment) employment with the WBG; access restriction; written censure remains on personnel record. CO FY19 Sexual harassment (hostile work Ineligibility for salary increase/promotion for five GG environment) years; participation in WBG sexual harassment courses; written censure remains on personnel record. CO FY19 Misuse or abuse of Bank Group Termination of WBG employment; ineligibility for GF resources any future employment with the WBG; access restriction to WBG premises; written censure remains on personnel record. CO FY19 Sexual exploitation and abuse; Ineligibility for any future employment with the Consultant failure to observe generally WBG; access restriction to WBG premises; applicable norms of prudent written censure remains on personnel record. professional behavior CO FY19 Willful misrepresentation of facts Ineligibility for a salary increase and promotion in GB intended to be relied upon; failure FY19; written censure to remain on personnel to observe generally applicable record. norms of prudent professional behavior 33 Pillar 3 Participants in the June 2019 EIB and WBG Conference on Ethics and Corporate Culture PILLAR 3: Develop Excellence As the leader in development, the WBG has a duty to other organizations and institutions to share best practices in ethics in a values-based, people-centered work environment. EBC’s external outreach enables the department to make a lasting impact beyond our own walls, as a center of excellence in ethics. EBC’s partnerships with the United Nations and other international organizations, for instance, through the EBC and our Ethics Network of Multilateral Organizations (ENMO) are international partners opportunities to share best practices. We exchange ideas, benchmark, share best practices, and develop strategies that make a difference in the global ethics and development arenas. exchange ideas, benchmark, share best practices, and develop strategies that The European Investment Bank (EIB) and the World make a difference in the global ethics and Bank Group jointly held the Ethics and Corporate Culture development arenas. Conference 2019 in the EIB Luxembourg headquarters in June 2019. World Bank Group Managing Director and Chief Administrative Officer Shaolin Yang gave his opening remarks to a full room of about 150 international experts and participants from ethics, compliance, regulation, behavioral science, and artificial intelligence. 34 Pillar 3 The MDCAO noted the importance of ethics in development and emphasized that International Financial Institutions (IFIs) must exert strong ethical leadership in the world: “The challenges of development—the challenges of improving the lives of others—are not purely economic or financial. They are ethical,” Yang said. “As collectives of nation states—the European Investment Bank, the World Bank Group, and other IFIs—believe in, and work toward, the ethical necessity of global cooperation to improve lives and societies.” EBC is engaging in an ongoing dialogue with key stakeholders, including a March 2019 workshop with CSOs and faith-based organizations at WBG headquarters—has been instrumental for informing the WBG’s work to prevent and address sexual harassment, and for sharing best practices on addressing sexual harassment, exploitation and abuse. The workshop, hosted by the World Bank Group’s Ethics and Business Conduct department, included representatives from: the World Bank Group, the American Friends Services Committee (AFSC), BRAC, CARE USA, Catholic Relief Services, InterAction, International Committee of the Red Cross, International Rescue Committee, Islamic Relief USA, Oxfam America, United Nations Foundation, and World Vision. Top: WBG Chief Ethics Bottom: EBC presents in In Stockholm, in June 2019, EBC presented the WBG Officer Jorge Dajani Stockholm, the WBG’s addresses civil society Action Plan for Preventing sexual harassment action plan to the Board of Directors of and faith based and Addressing Sexual the Global Partnership for Education (GPE). The action plan organizations attending Harassment at the Global was very well received, and the CEO of the GPE restated a March 2019 ethics Partnership for Education her commitment to this initiative and to having the WBG workshop on sexual (GPE) board meeting. as the main service provider on this issue.  harassment, sexual exploitation and abuse. 35 Pillar 3 Chief Ethics Officer Jorge Dajani conveyed key messages of the WBG’s In May 2019, EBC participated in Compliance Week in ethics strategy the Fourth Washington, DC, on a panel titled, “From Rules to Reality: International Compliance Congress in Madrid. How to Embed Your Ethics and Compliance Program into Your Organization’s Operations.”  This was followed by our involvement in the Fourth International Compliance Congress in Madrid, where EBC personnel presented a Organisation. In Geneva, in November 2018, EBC shared keynote speech on “The Promotion of an Ethical Culture by best practices during a joint UN CEB Task Force on Sexual International Institutions.” Harassment training. The module was about resolving employee disputes in international organizations. In February 2019, EBC presented a training on harassment and sexual harassment to participants from EBC conducted a strategic engagement in June 2019 with 18 international organizations. The training was a feature of a delegation from the Kenyan Ethics and Anti-Corruption the conference “Managing Employment Disputes Effectively Commission (EACC). The visit provided the opportunity for in International Organizations,” in Turin, Italy, for the the EACC to interact with many WBG services (for example, International Training Center of the International Labour the Integrity Vice Presidency, the Risk Management Vice 36 Pillar 3 Kenyan Ethics and Anti-Corruption Commission (EACC) Secretary and Chief Executive Officer Twalib Mbarak (left) and WBG Chief Ethics Officer Presidency, and the Internal Justice Services) and to meet Jorge Dajani (Right) discuss areas for potential collaboration in Nairobi in March 2019. with the ethics functions of other Washington-based IFIs (for example, the International Monetary Fund and the Inter-American Development Bank). The Multilateral Organisation Performance Assessment Network (MOPAN)—a network of 18 donor governments that finance multilateral organizations—is currently developing a methodology for assessments of safeguarding against sexual exploitation and abuse (SEA) and sexual harassment in multilateral organizations (both in the workplace and under projects). The WBG (together with four UN agencies) has been selected as a case study to develop a methodological proposal to be integrated into the overall MOPAN assessment methodology for 2020 onward. Luxembourg Minister of Finance Pierre Gramegna, WBG MDCAO Shaolin Yang, and EIB President Werner Hoyer in Luxembourg on June 6, 2019 37 SPECIAL REPORT Sexual Harassment: Toward a Culture of Zero Tolerance, Where Inappropriate Behavior Is Being Systematically Addressed 38 Special Report In May 2019, keynote speaker T Dr. Jackson Katz tells WBG hanks to significant input from WBG staff, reporters of misconduct, the Staff staff the #MeToo movement has Association, the external review recommendations, the staff-led Sexual provided momentum for women Harassment Working Group’s findings and ideas, and other valuable to exercise leadership and make significant progress on issues of contributions from throughout the WBG, EBC was able to lead the development of a sexual harassment and three-year sexual harassment prevention plan: The WBG Action Plan for Preventing gender-based violence. Dr. Katz and Addressing Sexual Harassment. also says these issues continue to be seen by many as “women’s The action plan, published in May 2019, is the WBG’s roadmap to overcoming sexual issues that some good men help harassment. With more than 50 initiatives, the action plan addresses key issues, out with,” and that mindset such as: needs to change. ■■ using new allegation-reporting ■■ adopting new, relevant trainings— options innovated by ITS; face to face, videoconference, and e-learning; ■■ empowering and guiding managers to fulfill all their responsibilities ■■ introducing the new role of EBC when addressing cases; Anti-Harassment Coordinator (AHC); and ■■ clarifying policies and procedures; ■■ sharing best practices with the ■■ increasing transparency by international community. publishing on the WBG intranet all substantiated and sanctioned cases; 39 Special Report Sexual Harassment Reviews in Fiscal Year 2019 Allegations Processed (carried over from fiscal year 2018 and reported in fiscal year 2019) In fiscal year 2019, EBC processed 41 cases of sexual harassment and two cases of of TABLE 9. Disposition sexual abuse and exploitation, 11 of which were carried over as ongoing investigations Sexual Harassment from fiscal year 2018. Allegations in FY19 Classification of Sexual Harassment Allegations Received Brought forward from previous year 11 Typically, the types of allegations of sexual harassment that are reported to EBC fall (FY18) into two categories: quid pro quo sexual harassment and hostile work environment Reported in FY19 30 sexual harassment. Total number of Quid pro quo sexual harassment occurs when submission to sexual advances or allegations 41 requests for sexual favors are made a condition of employment or used as the basis processed in FY19 for employment decisions. For example, a manager gives a staff member a poor performance review because the employee will not have a sexual relationship. In fiscal year 2019, EBC did not receive any reports of quid pro quo sexual harassment. EBC Chief Counsel and Head of Investigations Jodi Glasow (right) and Ethics Analyst Olesya Gafurova (left) listen to Dr. Katz at a May 2019 “Men and #MeToo” learning event in Washington, DC. 40 Special Report TABLE 10. Classification of Sexual Harassment Allegations in FY19 Sexual harassment in the realm of hostile work environment occurs when sexual Quid pro quo 0 conduct or other actions interfere with a staff member’s work or create an Hostile work intimidating or offensive work environment. 28 environment In April 2018, the WBG revised Staff Rule 3.00 (Office of Ethics and Business Sexual exploitation 2 Conduct), paragraph 6.01 (Allegations of Misconduct Addressed by EBC) to clarify Total number of and explicitly state that sexual exploitation and abuse is a sanctionable form of allegations 30 misconduct and is prohibited. Sexual exploitation is defined as any actual or received in FY19 attempted abuse of a position of vulnerability, differential power, or trust for sexual purposes. Sexual abuse means the actual or threatened physical intrusion of a sexual nature, whether by force or under unequal or coercive conditions. TABLE 11. Classification of Reporters of Sexual ■■ In fiscal year 2019, EBC received 28 allegations of sexual harassment that Harassment and created a hostile work environment. Of these 28 allegations, 16 involved Sexual Exploitation allegations of staff experiencing unwanted attention and inappropriate and Abuse Allegations comments from colleagues, six allegations concerned physical touching, three in FY19 allegations concerned complaints made against government counterparts and other clients, two allegations concerned past sexual harassment Reporter # perpetuated by the staff member, one allegation involved sexual propositions made by a staff member, and one allegation concerned assault. Complainants 13 Managers 12 ■■ Two reports were made against staff members who were alleged to have been involved in sexual abuse and/or exploitation. Witnesses 1 Anonymous parties 3 Categories of Misconduct Allegation Reporters External parties 1 ■■ Thirteen complainants of alleged sexual harassment spoke up and reported the allegations themselves to EBC. Total 30 ■■ Twelve managers reported allegations of sexual harassment they received to EBC. Managers have an obligation to report misconduct allegations they 13/30 witness or receive from their staff to EBC. ■■ One witness of sexual harassment reported the allegation to EBC. In fiscal year 2019, ■■ Three reports of alleged sexual harassment were made by anonymous sources. 13 out of 30 complainants ■■ One report of alleged sexual harassment was reported by a non-WBG of alleged sexual staff member. harassment spoke up and reported the allegations themselves to EBC. 41 Special Report TABLE 12. Number of Sexual Harassment and Sexual Exploitation Cases Closed per Investigation Stages and Abuse allegations Received in FY19 EBC processed 41 cases of alleged sexual harassment and sexual exploitation and abuse in fiscal year 2019, 11 of which were ongoing reviews from the previous fiscal Institution # year, 2018. During its review of the allegations, EBC found sufficient evidence to IBRD 26 support findings of misconduct in six cases. In these cases, EBC sent a report of its findings to the HRDVP for review and possible sanctions. As of the date of the IFC 3 present report, the HRDVP made decisions on four of the six cases. MIGA 0 Of the 41 allegations processed in fiscal year 2019, 11 were closed at intake either ICSID 0 because there was insufficient evidence, the allegations were best addressed through an informal resolution, or because reporters wanted to inform EBC without triggering GEF 0 an investigation. EBC addressed some of these concerns raised by reporters by GPE 0 speaking to the relevant parties and management about the inappropriate behavior. Twelve cases were closed at preliminary inquiry, and five were closed at investigation, External parties 1 either because there was insufficient evidence to support the evidentiary threshold Total number of required for a finding of misconduct or because a further review of the behavior allegations 30 revealed that the conduct did not constitute sexual harassment. received in FY19 Getting Faster Results for Sexual Harassment Cases EBC developed and delivered many actions and initiatives during fiscal year 2018 to 151 foster a respectful and safe work environment and to combat sexual harassment in all its forms at the WBG. Fast-tracking sexual harassment investigations was one of EBC’s commitments. In fiscal year 2019, EBC substantiated six sexual harassment cases, which is In fiscal year 2019, substantially higher than in previous years. The average duration of sexual EBC substantiated harassment cases was 151 days in fiscal year 2019, a significant reduction six sexual harassment compared to last year’s average of 227 days. cases. The average duration of a The WBG still has a ways to go, but how were these results achieved? Special sexual harassment investigative teams were immediately put in charge of four of the six investigation was allegations, all from country offices, and involving interviews with a number of 151 days. current and former staff members. Within the first week, the investigative team conducted telephone interviews with the victims (STCs and vendor FY19, a significant employees) and other key individuals. Based on the information obtained, the reduction compared investigative team determined that there was a credible basis to conduct additional to last year’s average investigative activity and that a remote investigation would likely not suffice to fully of 227 days. address the allegations in a timely way. 42 Special Report TABLE 13. Sexual Harassment Allegations Closed at Each Stage of the Investigation Process in FY19 Total number of allegations 41 processed in FY19 Total number of cases closed in 35 FY19 Closed at Intake 11 Sexual Harassment Working Group Co-Chair Sandie Okoro Closed during asks a question during WBG President Malpass’s first 12 Preliminary Inquiry all-staff townhall, on May 16, 2019. Okoro is also Senior Vice President and World Bank Group General Counsel. Closed during 5 Investigation Reports to HRDVP 7 Within three weeks, the teams were on the ground in the country, interviewing Cases not relevant witnesses (over 20 per case) and the subject(s) of the allegations. The substantiated as 2 development of a sound investigative strategy from the outset of the allegations sexual harassment ensured the successful and efficient completion of these cases. EBC worked together Allegations carried with victims, and management when appropriate, to ensure their wellbeing and 4 over to FY20 protection against retaliation. Additional improvement lies ahead, according to our goals, cited above. For example, we are working on improving communication to staff on investigation procedures and outcome. The impact of the fast-tracked sexual harassment cases is not only that we have been able to serve our clients more effectually. It also conveys that EBC is tackling service matters quicker and building trust in the investigation system and with our clients. In addition, in May and June 2019, EBC staff, and in particular, investigators, took part in mental health first aid certification training to develop skills in how to address distraught people in several crisis scenarios. EBC’s Initiatives One of the recommendations of the external expert review was to create the EBC Anti-Harassment Coordinator (AHC) position, filled in early fiscal year 2020. The AHC is charged with providing advice and guidance to staff and managers who are 43 Special Report EBC is increasing sexual experiencing inappropriate behavior, and assisting them to address and resolve harassment support and the matter. management with the new Anti-Harassment The AHC is a one-stop shop within EBC who ensures a consistent approach for all Coordinator (AHC) position. allegations of sexual harassment and sexual exploitation and abuse, and makes it easier for EBC to support the individual. The Anti-Harassment Coordinator: ■■ advises and counsels staff who come to EBC; ■■ discusses the matter with supervisors of the alleged offender and HR business partners where appropriate, provides advice on a remediation program; ■■ cautions staff and managers about inappropriate behavior; and ■■ monitors the impact of resolution and the absence of retaliation. Currently, when inappropriate behavior is established but falls short of misconduct, EBC does not just close the case. In fiscal year 2019, we adopted writing advisory/ lessons learned memoranda to the senior management of the staff member who behaved inappropriately, with a recommendation of how best to resolve the matter. Anne-Marie Burns This new practice gives the complainant the comfort of knowing that management became the WBG’s is cognizant of and taking steps to resolve the matter through measures different Anti-Harassment Coordinator on than disciplinary sanctions. October 15, 2019 Consistent approaches While EBC has been spearheading the work on preventing and addressing sexual harassment within the WBG organization, the Gender-Based Violence (GBV) specialists of the WBG have defined standards to prevent sexual exploitation and abuse in the WBG’s large infrastructure projects and are working on defining similar standards in other areas of WBG activities. EBC is sharing information with our GBV colleagues to ensure a consistency of approach between the standards applicable internally and those applicable in WBG operations. In part as a consequence of this increased cooperation with other departments, EBC proposes to define domestic violence as a misconduct. This will complement the prohibition of participation in sexual exploitation and abuse that exists in the staff rules, and as a result, participation in all forms of sexual violence will be prohibited for all WBG staff. 44 Special Report Training covers the principles of forensic Investigative training interviewing, with a focus on the core To develop investigators’ sexual harassment skillset, in May 2019, EBC brought in investigative experts to train all our investigators during an intensive two-day session in interviewing areas of: conducting sexual harassment investigations. –– Memory and cognitive The Investigative Interviewing Training Program is designed to provide: principles ■■ A developed understanding of investigative interviewing within a sexual –– Vulnerable/intimidated harassment fact-finding inquiry. The focus is on developing an “investigative interviewees mindset” to seek, identify, and secure information, evidence, and intelligence at interviews with complainants, witnesses, and subjects. –– Planning and preparation ■■ An understanding of the psychology and other foundational theory that applies to investigative interviews, including the concept of “procedural –– Rapport justice” and its significance as an ingredient of rapport. –– Questioning and ■■ An opportunity to engage in sexual harassment-themed roleplay interview listening exercises tailored to build confidence and develop investigative interviewing –– Notetaking skills in a safe and supportive learning environment. –– Third parties at the Expert cooperation interview In October 2018, the Chief Ethics Officer led a WBG delegation and was a speaker at –– The free recall interview a DFID-sponsored international summit in London on “Putting People First: Tackling model Sexual Exploitation and Abuse and Sexual Harassment in the Aid Sector.” –– The conversation An EBC manager has served and will continue to serve as a member of the UN Chief management model Executive Board (CEB) Task Force on Preventing and Addressing Sexual Harassment. EBC is also a member of the Steering Committee for the CEB Task Force Sub-Group –– Interview evaluation on Strengthening Investigatory Capacity. The discussion “Bystander Intervention” was led by clinical psychologists for an EBC audience in November 2018. The event highlighted the potential involvement of witnesses in sexual harassment cases. EBC hosted the first WBG-CSO Ethics Workshop on preventing and addressing sexual harassment, exploitation, and abuse in March 2019. This event included heads and senior officers of the ethics, compliance, HR, diversity, and general counsel offices from the following 11 Civil Society Organizations (CSOs): American Friends Services Committee, AFSC; Building Resources Across the Community, BRAC (Bangladesh); CARE USA; Catholic Relief Services (USA), InterAction (USA); 45 Special Report On Friday, March 22, 2019, EBC hosted an ethics workshop with International Committee of the Red Cross (Switzerland); International Rescue leaders of 11 Civil Society and Committee, IRC (USA); Islamic Relief USA; Oxfam America (USA); United Nations faith-based organizations to Foundation (USA); and World Vision (USA).  share best practices for the aid and development community on In late May 2019, EBC organized the “Men and #MeToo: Possibilities and Perils in a preventing and addressing Time of Change” learning session. The event was an important opportunity to engage sexual harassment, and staff on the role men can play in reducing sexual harassment in the workplace. exploitation and abuse perpetrated by individuals In June 2019, a new sexual harassment action plan initiative published all cases in HQ working for the organizations and country offices that had been substantiated by EBC and sanctioned by the themselves. HRDVP for the past three years through March 2019 on the WBG intranet, and will continue to do so every quarter going forward. Each case description includes details about the case, the type of sanction, and the grade level of the subject. Into the Future Together we have the power to create an environment in which people trust that when they report sexual harassment, their voices will be heard, their dignity will be respected, fair and due process will ensue, and perpetrators will be held accountable. The WBG Action Plan for Preventing and Addressing Sexual Harassment will be reviewed and updated on a biannual basis, and the Working Group on Sexual Harassment will monitor and report progress. 46 Special Report Above: Dr. Jackson Katz (left), IFC Manager Goran Zaric (with microphone), Africa Regional Director Ede Jorge Ijjasz-Vasquez (second from right), and Manager of Outreach, Training, and Values Trang Nguyen (right) discuss Dr. Katz’s point that all men—and in particular senior men who have disproportionate influence in shaping and sustaining social norms—need to step up as leaders in explicitly addressing gender violence and sexual harassment in the workplace. Left: Slide presented by Dr. Kavita Avula and Dr. Sabrina Crawford at November 2018 EBC learning event to empower bystanders who witness sexual harassment in the workplace. 47 Our Core Values Impact. Integrity. Respect. Teamwork. Innovation. The WBG‘s twin goals are to eliminate extreme poverty In fiscal year 2018, the World Bank, IFC, and MIGA jointly by 2030 and to boost shared prosperity for the bottom committed to a common set of core values.  This is the 40 percent of each developing country.  For the diverse first time all institutions of the Bank Group have workforce of the Bank Group, integrity, ethical behavior, collectively adopted the same core values. and adherence to corporate values are core to the success of these goals. Core Values Awareness Activities Our core values should drive everything we do every day. Following on many fiscal year 2018 activities to build Not only do our core values serve as the North Star for awareness of the core values—visual displays in all WBG WBG staff in how we treat our clients and partners, the DC buildings; addition to the EBC internal website and values also guide clients and stakeholders in the best the computer home screen in collaboration with ITS; way to collaborate with Bank Group staff. values as the topic of an Ethics-at-Work Learning Series event; and leveraging IJS Day/Week with Values Day in Clients approach the Bank Group to find the best coordination with the Ombuds office—fiscal year 2019 solutions to address the world’s most pressing also saw significant action surrounding the core values. development challenges. Impact, integrity, respect, They are now displayed prominently in offices and teamwork, and innovation are integral to making us who meeting rooms across the institution, and they are we are and defining how we deliver for our clients. highlighted on the internal homepage. Therefore, the core values help us focus on how we achieve our twin goals. Jobseekers, investors, and public EBC distributed core values posters to all VPs. The and private sector counterparts alike will see our core department distributed communications templates to values in action. managers to guide values conversations with their teams in September 2018. 48 What We Care about Most impact teamwork We help our clients solve their greatest We seek diverse views, perspectives and development challenges experiences ■■ We use our convening power, commitment to ■■ We encourage challenging ideas and constructive excellence, and deep professional expertise to disagreement facilitate outcomes that improve people’s lives ■■ We collaborate across boundaries and borders ■■ We make decisions that prioritize impact over ■■ We collectively own team deliverables, decisions, politics or process and accountabilities ■■ We stay at the cutting edge in our fields of ■■ We celebrate and reward team successes expertise ■■ We leverage the best knowledge and expertise ■■ available from within and outside the WBG We partner with our clients with flexibility integrity and agility We do what is right ■■ We hold ourselves, our clients, and our partners to the highest ethical standards respect ■■ We put the interests of the WBG and our clients first We care for our people, our clients, our ■■ We ensure our words are consistent with partners, and our planet our actions ■■ We treat everyone with dignity and compassion ■■ We take ownership of our actions and decisions ■■ We embrace diversity and pursue inclusion of ■■ We communicate with honesty and transparency backgrounds, identities, cultures, work styles, and perspectives ■■ We question actions that are inconsistent with our values ■■ We remain humble in carrying out our mission ■■ We support work-life balance of our colleagues across the globe ■■ We apply policy and standards with fairness and innovation consistency We learn and adapt to find better ways of ■■ We promote sustainable solutions in our doing things operations and in our work environment ■■ We challenge assumptions and take informed risks ■■ We approach our work with curiosity and passion ■■ We reflect on, and learn from, mistakes and failures ■■ We capture, apply, and share knowledge consistently ■■ We ask for and learn from feedback 49 WBG staff attend Ethics-at-work session CONTACT EBC 24/7 in Washington DC. EBC enables staff members (both past and present) to seek ethics- related advice or report suspected misconduct and other ethical issues. The department informs employees, business partners, and other stakeholders of EBC’s services through a range of communications and training programs. Most services are provided in English, which is the working language of the organization. Employees can seek advice directly from EBC staff during office hours or arrange to speak with team members at another convenient time. EBC maintains an email service account (ethics_helpline@worldbank.org) accessible to staff that is advertised on the external website. Staff members can also contact the multilingual Ethics Helpline by phone (1-800-261-7497) 24/7. Advisory requests are treated with the highest possible level of confidentiality given the requirements of the case. Requests for advice can be made anonymously. For reports of suspected misconduct, all information is confidential and subject to disclosure on a strict need-to- know basis. Anonymous complaints are accepted. 50 EBC delivers ethical Ethics and Business Conduct Department awareness training during Lebanon FCS Promoting ethics and our core values to reach the World Bank Group twin goals orientation for WBG staff working in fragile TEL: 202-473-0279, 1-877-576-2569 from the United States. and conflict states. FAX: 202-522-3093 EMAIL: ethics_helpline@worldbank.org ETHICS HELPLINE: 1-800-261-7497 (24 hours, 7 days a week; multiple languages) INTRANET: http://ethics.worldbank.org INTERNET: http://www.worldbank.org/ethics 51 One of my first tasks as president was to launch the World Bank Group Action Plan for Preventing and Addressing Sexual Harassment—a plan driven forward by EBC and designed to ensure a respectful and harassment-free workplace. —David Malpass, President, The World Bank Group Ethics and Business Conduct Annual Report 2019 Promoting ethics and our core values to reach the World Bank Group twin goals For general queries, or public speaking or media requests, contact EBC’s Communications Officer Stevan Jackson. +1 (202) 458-5054 email: Sjackson@worldbank.org Impact. Integrity. Respect. Teamwork. Innovation.