People, Perspectives, SlSkills,lKnowledge,L Learning
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World Ranke Group Minnion
To fight poverty with passion and
professionalism for lasting results.
To help people help themselves
and their environment by providing resources,
sharing knowledge, building capacity,
and forging partnerships in the public and private
sectors.
To be an excellent institution
that is able to attract, excite, and nurture diverse and
committed staff with exceptional skills who know how
to listen and learn.
An Invitation to Share
ore than 50 years after the World Bank made its first loan,
we turn to our partners in development to help us create a
renewed Bank-one that shares its most important
resource, its people.
The World Bank Group's Staff Exchange Program is essentially a
sharing of staff between the Bank and a partner institution, with a
particular focus on the private sector. Through it, we hope to develop -
long-lasting relationships, foster cultural exchange, and enhance the
skills of both organizations. Together we can make a positive into a basis on which
difference in the global development arena. partnership is created, built
Over the past decade, the development environment for the Bank's
clients has changed dramatically. The private sector has become more
active, governments have become more accountable for their had ... it is truly an
countries' development, and all the global players rely increasingly on enrichment and a recognition
the capacity to share knowledge and learning more rapidly.
Our Staff Exchange Program is one of the most effective ways of of the dzfferent focus that the
sharing knowledge across and within our various companies, Bank has in development.
institutions, and sectors, and of fostering cultural change in the
global development community. Address to the "n i t i. ir. Program Second
Annual Conference and Expo, May- 2001
In the end, the almost 5 billion people who live in emerging
economies deserve the benefits that an effective and competent global
development partnership can provide. With our collaboration, the
Staff Exchange Program can make this happen.
James D. Wolfensohn
President
World Bank Group
I
Staff Exchange global partners
M any organizations-private industry, nongovernmental organizations, the public sector. development agencies-from all regions c
Mthe world currently participate in the Staff Exchange Program.
ABB Deutsche Gesellschaft fur International Labour PricewaterhouseCoopers (PwC)
Abdo & Abdo, Attorneys Technische Zusammenarbeit Organization (ILO) Rio Tinto, plc
ACE Bermuda (GTZ) International Monetary Fund Samsung Corporation
ActionAid Deutsche Post World Net (IMF) Sanwa Bank Limited
African Development Bank Development Bank of Japan (DBJ) International Women's Health Saudi Arabian Monetary Agency
Group (AfDB) Development Bank of Southern Coalition (IWHC) (SAMA)
Aga Khan Fund for Economic Africa (DBSA) International Youth Foundation Saudi Aramco
Development (AKFED) Dexia (IYF) Schlumberger Cambridge
Agence Francaise de Dow AgroSciences LLC IUCN - World Conservation Research
Developpement (AFD) Dresdner Bank Union Scottish Enterprise
Alstom EastWest Institute (EWI) Japan - Economic Planning Severn Trent Water International
Arab Urban Development Economics Education and Agency Shell International
Institute (AUDI) Research Consortium (EERC) Japan - Ministry of Finance Shinsei Bank
Austria, Government of Electricite de France (EDF) Japan Bank for International Siemens
Autostrade SpA European Bank for Cooperation (JBIC) Societe Generale
Aventis Reconstruction and Japan External Trade Stanford University
Bahrain Stock Exchange (BSE) Development (EBRD) Organization (JETRO) State Environmental Protection
Bank of England European Commission (EC) Japan International Cooperation Administration (SEPA), China
Bank of Israel European Investment Bank (EIB) Agency (JICA) Suez
Bank of Korea European Training Foundation J.P. Morgan Chase & Co. Sumitomo Corporation
Bank of Tokyo-Mitsubishi (BTM) (ETF) Kansai Electric Power Company Swedish International
Banque de France Export-Import Bank of Korea Keidanren Development Cooperation
Boston University (KEXIM) Korea - Ministry of Education Agency (SIDA)
BP ExxonMobil Korea - Ministry of Finance & TNO International
Brisbane City Council/Brisbane Federal Emergency Management Economy Tokyo Electric Power Company
City Enterprises Ltd. Agency (FEMA), USA Korea - Ministry of Planning and (TEPCO)
Caisse des Depots et Fichtner GmbH & Co. KG Budget Tractebel Group
Consignations (CDC) Financial Supervisory Service. Kuwait Fund for Arab Economic UBS AG
Canadian International Korea (FSS) Development UN Centre for Regional
Development Agency (CIDA) Food and Agriculture Lalimeyer International Development (UNCRD)
Central Bank of West African Organization of the United MBC International Bank Limited, United Bank for Africa, plc
States (BCEAO) Nations (FAO) Nigeria United Nations (UN)
CH2M Hill Family of Companies Fountain Publishers, Uganda Merck & Company United Nations Children's Fund
China Financial and Economic Fuji Bank, Ltd. Mersey Partnership (UNICEF)
Publishing House (CFEPH) Human Resources Development Middlesex University United Nations Development
COMESA Clearing House Canada (HRDC) Millennium Institute Programme (UNDP)
Conoco IDA Ireland Mitsui & Company University of Arizona
Consulting and Audit Canada Ingenieur-Gesellschaft fur Moldova, Government of the University of Glasgow
(CAC) Internationale Republic of Vivendi Group
Corporaci6n Antioquia Presente Planungsaufgaben (IGIP) Munich Re Group Westvaico
Corporaci6n interRed Inner & Eastern Health Care NAL Merchant Bank plc World Links for Development
Credit Agricole Indosuez (CA) Network (IEHCN) Nippon Life Insurance Company Organization
CSIR, South Africa Inter-American Development Nippon Steel Corporation
CSIRO Land and Water, Bank (IDB) Novartis Crop Protection AG
Australia International Food Policy Organisation for Economic
DaimlerChrysler Research Institute (IFPRI) Co-operation & Development
Department for International International Institute for (OECD) New partners join the exchange
Development (DFID), U.K. Management Development Philipp Holzmann AG program all the time. This was thefulJ
Deutsche Bank (IMD) Placer Dome list at the end of August 2001.
Il_ _ _ _ _ _ _
Welcome
Dear Partners: Share
Peoplc, P'crspcctivcs, Skills, Knowlcdgc, ILcarning
T en years ago development decisions were made by a pretty small group of people- IIs ue 4 Fall 2001
the heads of the organizations that provided official development assistance and the
presidents and finance ministers of recipient nations. The role of private parties was lim- About the Staff Exchange Program 4
iledl. That has changed.
In 1990 the flow of private funds to developing countries was about $30 billion a year.
Official development assistance was $60 billion. Today, private flows are about $200 Moving in, moving on 6
billion-down from their peak of $300 billion before the 1997-98 Asian crisis-while of- Sharc pavs dividcnds 7
ficial assistance is about $50 billion.
Clearly more people than ever are involved in what used to be called "foreign aid"- in modern economics S
teaching, making investment decisions, sharing technical expertise, and building houses,
roads, and clinics. The change has been so great that the old scheme of bilateral and multi- Exccounta nsilits 9
Lateral assistance has become almost meaningless. Bilateral links remain, but they now in-
volve more than government agencies-partners and stakeholders from the private sector FxxonMobil strivcs to promotc
arid civil society are almost sure to be involved in all phases of the relationship. road safety in Africa 10
Multilateral links, too, are increasingly likely to be multisectoral-as organizations seek Rcdcfininig global citizcnship II
synergistic relations with others in combinations that maximize each partner's strengths. The niultistakcholdcr modcl
This issue of Share explores the new landscape of development assistance from two per- and the 2002 Earth Summit 12
spectives-the personal and the corporate-and identifies some of the internal dynamics Postal systems in the Intcrnct agc 13
of the new partnerships.
Corporate citizenship. a familiar concept at the national level, has gone global, as the UnlIashcing the powar of partncrships
first five articles show. Ulrich Hewer, for example, is using his time away from the World and cxpo 14
Bank to direct the activities of the Economics Education and Research Consortium. Funded
cooperatively by governments, foundations, and corporations, the EERC will make sure that A case of spontaneous connection 2
fiuture policymakers in Russia and the Ukraine have the training in modem economics they l)oes onc partncrshiip lead to anothier? 23
,will need to develop realistic and effective policy options. The personial pricc of profcssionalismn 25
The next pieces describe the corporate citizenship of four Staff Exchange Program partners- Forcigni dircct investment
ABB, ExxonMobil. Merck, and Deutsche Post World Net. Deutsche Post's Jtirgen Lohmeyer, and Scotlanid's transforimiation 27
in describing his company's partnership with the World Bank to build reliable postal systems 2l'c n8w Dublincrs
in the developing world, modestly refrains from mentioning that the partnership between the
two institutions arose as a result of his own participation in the Staff Exchange Program.
On the personal side, Qingfeng Zhang and his colleagues recount a case of "spontaneous
connection" in which the Thursday Lunch-a longstanding forum for the staff exchange com-
niunity at the Bank-has spun off a new group built on the satisfaction gained from dis-
cussing international issues with others immersed in the exchange experience.
As Maurice Fitz Gerald noted in the last issue of Share, that experience can be a diffi-
cult personal challenge. In this issue, Ivy Cheng favors us with an intimate account of her
exchange assignment at a U.N. agency in Japan, which she fulfilled successfully but only
at the cost of painful separation from her family.
Why did Ivy, like so many others, choose to make that sacrifice? The answers will be as
different as the people who give them-but I am pretty sure that every one will include some
version of Jim Wolfensohn's remark at the second annual Staff Exchange Program conference
last May: "If we can't deal with the question of poverty, there just won't be peace on the
planet for our children."
Peace-and my best personal regards,
Pauline B. Ramprasad Cover illustration by jamesYang
Editing, design, and layout by Commrunications
Manager, Staff Exchange Program Development Incorporated
The World Bank Group
I
About the Staff Exchange Program
O ur goal at the World Bank Group is to er the World Bank's more than 50- In all movements of staff, the host organi-
reduce poverty and improve living year history, we have become a zation specifies the job description and terms
standards by promoting sustainable growth global partnership in which 183 of reference for the assignment.
and investments in emerging economies. We countries have joined together for a common A search is conducted within the sponsor-
provide loans, technical assistance, and pol- purpose: to improve the quality of life for ing organization for appropriate candidates.
icy guidance to help our developing country people throughout the world and meet the Sponsoring organizations will identify and
members achieve this objective. challenges of sustainable development. nominate individuals who have maintained a
Our group of institutions includes: The Staff Exchange Program, by building consistently strong performance record.
a growing network of relationships with part- The sponsoring organization forwards ap-
The International Bankfor ner organizations from the private sector and propriate staff profiles or curricula vitae (CVs)
WORLD BA-NK Reconstruction and from all levels of civil society, enhances the to the host organization for consideration.
i Development. Founded in 1944, skills of the Bank Group's staff and brings our Individuals who are nominated are as-
this single largest provider of partners into a strategic alliance serving our sessed by the host organization and inter-
development loans to middle- common purpose of development. The viewed before a decision is made.
income developing countries is essence of the program is very simple-we If the exchange is to be reciprocal, the re-
also a major catalyst of similar exchange knowledge by sharing staff. And ceiving organization selects an individual to
financing from other sources. with sharing comes partnership. participate in the program.
The IBRD funds itself primarily The SEP office will discuss and agree
by borrowing on international with your representative on cost-sharing
capital markets. Our growing network of arrangements.
The partnership agreement is finalized
The International Development relationships with and signed by both organizations. These
Association. Founded in 1960, partners from the agreements contain details of the assignment
" IDAV IDA assists the poorest s a c (clear expectations on work program, terms
countries by providing private sector and civil of reference, performance evaluation process,
interest-free credits with society enhances staff induction, training, etc.); administrative in-
35-40 year maturities. IDA is formation (duration of the assignment, leave,
primarily funded by skills and brings our relocation, etc.); and financial details (which
government contributions. partners into a strategic organization pays for what).
The participant joins the host organization
TF( The International Finance alliance serving oufor the start of the assignment (the duration is
t Corporation. The IFC supports COmmon purpose of typically up to two years, with an extension of
private enterprises in the up to a third year if both organizations agree).
developing world through loan development. The participant returns to the home orga-
and equity financing and a nization at the end of the assignment and
range of advisory services. applies the new learning.
The Multilateral Investment How to join us Program objectives
1I.I.G.i. Guarantee Agency MIGA offers The SEP office is our focal point for * Develop closer partnerships and long-last-
investors insurance against establishing and maintaining these part- ing relationships with other organizations
noncommercial risk and helps nerships. The SEP manager is the contact operating in the global development arena.
governments in developing for advice and guidance on the process. * Enhance the professional and technical
countries attract foreign The steps to establish the partnership agree- skills and expertise of participants (both oUI
investment. ment follow. staff and those of partner organizations)
We agree with your representative on the through a variety of learning and skills de-
- The International Centerfor mutual objectives to be gained through the velopment opportunities on the job.
SID the Settlement of Investment staff exchange partnership and on the skills, * Foster cultural change, knowledge ex-
-]U: . Disputes. ICSID encourages needs, and developmental opportunities to be change, diversity, and a sharing of people
the flow of foreign investment gained in each assignment. The Staff Ex- and talent with our global development
to developing countries change Program consists of single move- partners to strengthen the quality of work
through arbitration and ments of staff in either direction based on on global development and poverty
conciliation facilities. business needs. An exchange or "swap" of alleviation. (3
staff is not a requirement.
l_ _ _ _ _
Wh at's n ew
at the Staff Exchange Program?
Global News at the Speed of Connectivity
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A s a global citizen you need
m global news. Now our C
Knowledge Portal puts it at your
fingertips.
The SEP proudly presents FIAIURI STORY A N0te 1 @ bor
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hours a day, every day, you have Monitoiing, ElPais, the Irish Times, ervice from Dow Jones and Reuters, SEP
participants, alumni, and corporate
instant access to the news you need. China Daily, the Canberra Times, members have access to business
Simply log in through the Internet the Bangkok Post, and the Far East- 8,000 sources in 1s18 coungtriges.
with your member access code and ern Economic Review. The stories
password on the SEP main portal- will be retained on the portal for
www.staffexchange.org-and scroll up to 90 days.
down on your portal page. Like knowledge contributions to
Factiva brings you reports in sev- the portal from the Share commu-
eral languages from almost 8,000 nity, Factiva reports can also be ac-
sources worldwide, including cessed by using keywords in your
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News Service, the Associated Press, Thanks to Factiva, our global SEP
the Wall Street Journal from the community is now more connected
U.S., Asia, and Europe, the New than ever. t
York Times, the Daily Telegraph,
I
Moving in, moving on
Moving in ington, D.C. His report on the consortium's Italy. He returns to the World Bank's Europe
work appears in this issue. and Central Asia Region, Human Develop-
D jibrilla Issa Adamou, a national of ment Sector Unit.
D Niger, has begun a SEP assignment as 1oshiaki Keicho, a Japanese national,
financial sector specialist in the World Bank's T has stepped away from the World Bank's oel Gamboa returns to ExxonMobil
Africa Region, Financial Sector Unit. He South Asia Region to begin a one-year as- J after more than two years in the World
comes to the Bank from his post as section signment as senior urban environment spe- Bank's General Services Department, Insti-
chief at the Central Bank ofWestAfrican cialist at Brisbane City Council in tutional Procurement Unit, where he helped
States in Niamey, Niger. Australia, where he will work on sustainable institute the Bank's P-Card.
land use planning and development.
U ndalaAlam, an Indian national, has andla Gantsho, a South African na-
U joined the World Bank's Africa Re- teffi Stailmeister has joined the World M tional, completed his assignment with
gion, Water and Urban I Unit, as water re- S Bank on a six-month SEP assignment the IFC as assistant to the vice president for
sources specialist. She comes to the Bank as education specialist in the Africa Region's portfolio and risk management. He returns te
from the United Nations Office for Pro- Human Development IV Unit. She comes to the Development Bank of Southern
ject Services (UNOPS). the Bank from GTZ. Africa as chief executive officer.
P er Bjorkman, a Swedish national, has Moving on R amanie Kunanayagam, an Australian
joined the Environment Department at Mcitizen born in Sri Lanka, returns to Rio
the World Bank as a forestry specialist. He amadou Barry, a Guinean national, Tinto's corporate office in London in October.
comes from the Department of Natural Re- MI returns to MIGA's Investment Mar- She joined SEP in 1999, coming from the jun-
sources and the Environment at the Swedish keting Services Unit as an Investment Pro- gles of East Kalimantan, where she worked as
International Development Cooper- motion Officer after his three-month SEP a social anthropologist with one of Rio Tinto's
ation Agency (SIDA). assignment at Scottish Enterprise, U.K. mining operations. At the World Bank she
A report on his experience appears in this helped the Mining Department formulate a
M aguy Bourbigot, a French national, issue. social policy on mining.
M *has moved into the World Bank's
Europe and Central Asia Region, Haipeng Dang, a Chinese national, nut Leipold, a German national, speni
Infrastructure Unit, as senior water and completed a short SEP assignment in two years with the World Bank as seniol
sanitation specialist. She is with Vivendi the World Bank's External Relations Vice knowledge management officer in the Humar
Environnement. Presidency as publications officer. Dang is an Development Network's Social Protectior
editor in the World Economic Editorial De- Unit. He returns to Siemens Business
J an Drodz, a Canadian national, has begun partment of the China Financial and Eco- Services.
a SEP assignment as project manager in the nomic Publishing House.
European Division of Vivendi Water. Drodz B ertrand Marchais, a French national
is a senior water and sanitation specialist in amou Ehui, a national of the Ivory B returns to the Multilateral Investmen
the World Bank's Europe and Central Asia M *Coast, returns to the United Nations Guarantee Agency (MIGA) after his SEP as-
Region, Infrastructure Unit. Economic Commission for Africa signment at the European Commissior
(UNECA) in Addis Ababa at the end of her in Brussels. Marchais is a senior counsel ir
J ane Ebinger, an Australian national, re- SEP assignment as agricultural economist MIGA's Legal Affairs and Claims Unit.
cently moved into the World Bank's Europe in the World Bank's Africa Region, Rural
and Central Asia Region, Energy Sector Unit, Development II Department. In April she re- Datience Marime-Ball, a Zimbabwear
as a senior energy specialist. She comes to her ceived Purdue University's Distinguished * national and investment officer in the Spe
SEP assignment from BP in Tbilisi, Georgia. Agricultural Alumni Award, which honors cial Operations Unit of the International Financ(
mid-career graduates of the School of Agri- Corporation (IFC), completed a two-year SEI
r Inch Hewer, a German national, has culture who have made significant contribu- assignment at Fuji Bank, Ltd., in New York
U stepped away from the World Bank's tions to their profession or to society. She worked in two divisions at Fuji: project fi
Europe and Central Asia Region to begin a nance and credit, both for the Americas.
two-year SEP assignment as executive di- avid Fretwell, a U.S. national, com-
rector of the Economics Education and D pleted his SEP assignment with the eong-Woo Park completed a two
Research Consortium (EERC) in Wash- EuropeanTraining Foundation in Turin, year SEP assignment as a senior pri
I
Nate sector development specialist in the where she was a senior urban specialist in the Sector Unit. She returned to J.P Morgan
World( Bank's East Asia Region. Park re- Infrastructure Department. At Brisbane Ren- Chase.
tturned to the Export-import Bank of neberg is responsible for business develop-
Korea (KEXIM) to assume his new posi- ment and consulting services in the areas of itoshi Shoji, a Japanese national, re-
tion as assistant manager, Risk and ALM governance, institutional strengthening, and H turned to the Japan Bank for In-
D)epartment. capacity building. ternational Cooperation (JBIC). While
at the World Bank, he worked as senior op-
R obyn Renneberg rejoined the Bris- A nn Christine Rennie completed her erations officer in the Africa Region's Private
R bane City Enterprises after a one- ASEP assignment in the World Bank's Sector and Infrastructure Unit. e
N ear SEP assignment at the World Bank, Africa Region Technical Families, Financial
Share pays dividends
First annual World Bank Ari Tapio named financial IUCN and SEPA sign
"Green Awards" management specialist memorandum of understanding
Christopher Sheldon and David The Financial Management Board of the Last fall, we reported that Hans Eric
Fretwell were among those recognized at the World Bank recently approved Ari Tapio's Berggren of IUCN-World Conserva-
World Bank's First Annual "Green Awards," accreditation (designation) as a financial tion Union and Qingfeng Zhang ol
held in conjunction with the United Nations' management specialist. Tapio is a SEP par- China's State Environmental Protec-
NVorld Environment Day (June 5). ticipant from the European Investment tion Administration (SEPA) had signed an
The two SEP participants were part of Bank (EIB) in Luxembourg, assigned to the agreement to set up a staff exchange pro-
the Poland Coal Restructuring Team, which World Bank's Internal Auditing Department gram between their organizations. Since then,
captured an awar(l for its pioneering work in as Audit Senior. their initial agreement has been followed by
miainstreaming the environmeint in a series a memorandum of understanding, signed in
of coal sector loans in Poland. The team's Deutsche Post World Net late 2000. IUCN andl SEPA are raising funds
sectoral environmental assessment shaped partners with World Bank and developing job assignments for prospec-
liow Poland's ministries viewed environ- Deutsche PostWorld Net and the World tive exchangees.
nient, with the result that the country is be- Bank Group have signed an agreement coII-
ginining to clean up an industry that has cerningtechnicalandfinancialsupportforthe Charles Di Leva among new
(lestroyed much of Poland's surface waters modernization of postal systems in develop- "partners" in the Legal
for decades. ing countries. The objective of the agree- Department
Chris Sheldon is on a SEP assignment at ment is to enhance the Worl(d Bank Group's World Bank lawyer Charles Di Leva had
the World Bank as a mining specialist in the support to developing countries in the postal a pleasant surprise when he returned this
Joint Bank-IFC Mininig Department. He service sector. summer from his two-year SEP assignment in
coomes from Placer Dome, a Canadian min- The agreement grew out of a SEP as- Bonn, where he directed the environmental
ing company. Dave Fretwell is a World Bank signment. Deutsche Post World Net em- law program and center of IUCN-World
employment and training specialist. ployee jurgen Lohmeyer is on a staff Conservation Union.
exchange with the Joint Bank-IFC Global In- Di Leva is one of 12 lawyers in the Bank's
Yongbeom Kim published in formation and Communications Tr In- . Legal Department to be promoted in August
McGill International Review Unit. His article on the Deutsche Post-World to "lead counsel," a position similar to that
Yongbeom Kim's "The Reshaping of the Bank partnership appears in this issue of of partner in a law firm. Successful candidates
Korean Capital Market: The Role of Dereg- Share. for thie position must display "professional ex-
ulation and Technology" was published in the A leading international mail and logistics cellence, personal integrity, and selfless com-
vlinter 2001 issue of the McGill International company, Deutsche Post World Net mitment," said Bank Vice President and
Review. will supply funds, know-how, and experts General Counsel Ko-Yung Tung.
Yongbeom Kim is a senior financial econ- valued at $500,000 to the World Bank Di Leva credits SEP with a share of his
omist with the World Bank's Financial Sec- Group to assist in "upstream research success, saying the program was "a great
tor Development Department. His home activities" in the postal service sector. Half investment for me in so many ways." The re-
organization is the Korea Ministry of Fi- of the support is set aside for technical cent promotions to lead counsel are the first
nance and Economy. services. since 1995. (
I
Improving policy through education in modern economics
More than spreading the gospel of markets and incentives
"Capacity building is at the center of the I professors. Since the summer of 1996, more
development process in transition economies. 7 than 120 students have earned a master's
And one of the most successful examples is Ba 3 degree and found employment in govern-
the building of centers of excellence to 5 ment, think tanks, and private companies. A
en-sure that opportunities to study modern - w - * third continue their education in Ph.D. pro-
economics are available to local citizens." ' grams at Western universities. Jerzy
-James Wolfensohn Konieczny is the EERC director in Kiev.
In the five years of its existence. EERC has
r conomic issues continue to be high on shown that first-class economics education and
the political agenda in the countries research can flower in environments where
of Eastern Europe and the former So- ; - ;r such training has been absent for generations.
viet republics. But although a growing num- ,
ber of economists and politicians understand ... .to taking root
the economic principles and thinking that , l Over time, the creation of centers of excel-
underlie economic reforms, policymaking 4 lence in economics education and research
suffers from an acute shortage of economists is expected to result in sustainable indigenous
trained in modern economics. capacity to produce knowledge in economics
Why the shortage? In transition countries Vyacheslav Brioukhovetsky, president of -and knowledgeable economists.
public expenditures on education have been the National University Kyiv-Mohla A few recent developments:
declining. Retraining teachers versed in Marx- Academy. * EERC. the New Economic School of
ian economics has absorbed scarce public Moscow, and the Center for Economic and
revenues without producing satisfactory results. of private foundations, governments, inter- Financial Research form the core of the
Economists, including those trained in national financial institutions, and educa- "Russian House of Economics" ("Dom
modern economics, earn low salaries unless tion specialists. The consortium is managed Ekonomiki"), which is striving to build a
they find employment in institutes funded by the Eurasia Foundation. critical mass of modern economic knowl-
by western organizations or in private com- Core donors include the Carnegie Corpo- edge.
panies. The result is brain drain. ration, the Eurasia Foundation, the Ford Foun- * With the New Economic School, EERC is
dation. the Government of Norway, the exploring the creation of an economics li-
From sowing seeds ... Government of Sweden, the Open Society In- brary consortium to provide wider access
In the early years of transition, the payoffs of stitute, the Starr Foundation, and the World to and distribution of data and materials.
market reforms-even basic reforms such as Bank. Other funders-the Citigroup Founda- * In 2000. EERC joined the Global Devel-
trade and price liberalization-were re- tion, the Global Development Network, Digi- opment Network.
markably high. But deeper reforms-and tal Equipment Corporation, the Government of * Other steps to enhance the process of local
higher levels of foreign investment-will re- Finland, the IMF. and the Pew Charitable capacity building include: making stu-
quire sophisticated policies based on sound Trusts-have also provided significant support. dents and governments share in education
economic principles and research. The need In Russia, EERC has created a policy re- costs, bringing home graduate students
for qualified economists is likely to increase. search network of more than 200 young acad- from abroad to teach, creating research
Recognizing that markets often need gov- emic economists from Khabarovsk to St. opportunities for returning faculty, trans-
ernment subsidies "to start the knowledge ball Petersburg. More than 120 original research pro- ferring programs to local universities and
rolling" (William Easterly), Boris Pleskovic of jects have been supported in ten rounds of centers of excellence, and working with the
the World Bank and William Bader, former competition. At semi-anlual workshops, re- local business community.
president of the Eurasia Foundation, in 1994 searchers present proposals and works-in- EERC is well on its way to implementing
brought together a group of people devoted to progress to international colleagues and undergo this ambitious agenda. (
the cause of high-quality education in the tran- a rigorous peer review process. Research results
sition countries. The group included George have been published in leading journals and as
Soros, Michael Bruno, Zvi Griliches, James EERC working papers. The consortium also
Wolfensohn, John Roberts, Stanley Fischer, invests in networking infrastructure. Eric Livny
Charles William Maynes, and Joseph Stiglitz. is the director of the Moscow EERC program. -Ulrich Hewer is a senior economist in the
That meeting led two years later to the In Ukraine, EERC has established a two- Europe and Central Asia Region of the Bank.
formation of the Economics Education and year graduate economics program of inter- He recently began his two-year assignment as
Research Consortium (EERC), a partnership national caliber, taught in English by visiting executive director at EERC.
Il_ _ _ _ _
Exceeding the standards of social accountability
In China, South Africa, and elsewhere around the globe ABB is proud of its record of
helping the communities of which it is a part.
Assisting in Africa a literacy program, and establishing an In- age Equipment was the first company in
Xlthough the arrival of democracy in 1994 has ternet caf6 and a volunteer organization that China to gain the BS 8800 Occupational
helped drive economic and political change provides crisis counseling. Health and Safety Management System
and reestablished South Africa as the re- certificate.
gional leader, serious problems remain, in- Caring in China ABB China began implementing environ-
cluding high unemployment and stark income ABB has 6,000 employees in China and is mental management systems in 1995, ancl
inequality. committed to their personal development ABB Xiamen Switchgear was among the first
ABB companies in South Africa employ through education and training. Good exam- Chinese companies to receive ISO 14001
2.500 people, and ABB South Africa takes its ples of this commitment in practice are two certification, in 1996.
corporate responsibilities there seriously. ABB companies based in Xiamen: ABB Xi- Eighteen companies in Xiamen have fol-
How seriously was proved by a study con- amen Switchgear, established in 1993, and lowed ABB's lead. ABB has also supported
ducted in 2000 by ABB and the University ABB Xiamen Low Voltage Equipment, es- its local suppliers in implementing quality ancd
of the Witwatersrand. The study showed that tablished in 1994. environmental management systems and gain-
all of the company's South African opera- In July 1996, a training center was es- ing certification.
I ions met the requirements of the applicable tablished in Xiamen to improve and harmo-
international standard, Social Accountabil- nize business processes and develop the Active in staff exchange
itv 8000, and often went well beyond what so- overall competence of employees. That De- ABB has been a very active partner in the
cial and environmental laws require. Benefits cember, ABB China launched its Manage- World Bank's Staff Exchange Program. Three
were also well above the norm, and staff loy- ment Localization Program in Xiamen. The members of its staff have done stints at the
alty is high: some employees have been with program, which might be compared to a Bank. In return, the the Bank sent a member
ABB more than 20 years. imini-MBA," educates local management of its staff to ABB in Sweden.
ABB South Africa has been running cor- on finance, strategy planning processes, and Lennart Carlsson of ABB Power Systems
porate social responsibility programs since operational best practices according to in- was a senior power engineer in the Bank's
1994. The Conquest for Life project, which ternational standards. South Asia Region in 1997-98. Wanda Ter-
has been supported by ABB since 1995, ABB's educational investments extend be- nau of ABB Italy was a private sector devel-
works with the young in Westbury, a com- yond its employees to support a scholarship opment specialist with the Bank's Middle
munity notorious for gang activity and drugs. program at several Chinese universities. As East and North Africa Region in 1996-2000.
UJnemployment there is 80 percent, twice the well as equipping students with skills that will And Johan Ahstrom, senior vice president of
South African average. make them attractive employees for ABB in ABB Structured Finance, structured guar-
The project provides after-school activities China, the program helps raise awareness of antees for large private infrastructure projects
and extra educational opportunities, such as ABB as a good corporate citizen. At the re- in the developing world while at the Inter-
training in basic computer skills, and col- quest of the Xiamen Municipal government, national Finance Corporation in 1997-99.
laborates with the courts in the rehabilitation ABB Xiamen has conducted a series of train- Reciprocating, Raghuveer Sharma of the
of first-time offenders. ing seminars on international finance and Energy Sector Unit of the Bank's Europe and
"Lungisa"-meaning "fix it" in Nguni accounting for various local government Central Asia Region was an analyst with
languages-is a project started in 1997 to em- departments. ABB Structured Finance in Sweden in
power unemployed and disabled people by ABB's two companies in Xiamen are at the 1998-2000. @
giving them the technical and business train- forefront of social awareness and responsi-
ing they need to open up their own busi- bility in Chinese industry. They give their em-
nesses for simple repairs of household ployees competitive pay and comprehensive
appliances and welding. benefit packages that also extend to their
These initiatives are run centrally from families.
ABB South Africa, but the local ABB com- A recent employee survey showed that
panies throughout the country also make a niore than 90 percent of employees are proud Thisfeature was editedfor Sharefrom mate-
major contribution to corporate responsibil- to be with ABB. Employee safety is also cru- rial provided courtesy of ABB.
itv, helping schools with equipment, running cial to ABB: in 1998, ABB Xiamen Low Volt- (D Copyright 2001 ABB. All rights reserved.
I
ExxonMobil strives to promote
road safety in Africa
N Smitha and Akin
d t
* ao~- 'j ), . ^ /, Above: Billy
t - >tOduolowu
71
Left: This is what
ExxonMobil is try-
ing to prevent!
xxonMobil delivers petroleum prod- pany owns and for those operated by its What would we like to see from the World
ucts in 118 countries worldwide. For contractors. Bank and other interested parties?
a company that delivers many of its ExxonMobil is also working with truck We believe the Bank can play a major role
products by road, road safety is a major coII- manufacturers to design trucks that are tai- in assisting governments in developing coun-
cern. ExxonMobil is therefore committed to lored for tough African conditions, and the tries to educate their people about the seri-
road safety in all its market worldwide and has company has implemented new processes to ousness of road safety issues. We also hope
a particular interest in Africa. ensure the equipment is always properly it can use its influence to bring about better
Why Africa, you may ask? ExxonMobil maintained. We are investing in training dri- enforcement of transportation regulations.
currently distributes products in 33 coun- vers to ensure all of our own and contractors' This would not only save lives, but would
tries in Africa, and a World Bank analysis of drivers are certified in defensive driving and also preserve roads that the Bank has helped
road fatalities worldwide shows that 9 of the fatigue awareness techniques. to finance. The establishment of the Global
10 countries with the highest fatality rates are We are exploring avenues for financial as- Road Safety Partnership by the Bank in 1999
in Africa. On average, there is one fatality per sistance, in the form of low interest loans from is a step in the right direction, as it provides
180 vehicles in Africa, compared to one per international financial institutions, to help an avenue for interested parties to join efforts
5,000 vehicles in developed countries. qualified local haulers comply with the guide- in promoting road safety awareness.
African roads are about 30 times less safe than lines. Finally, we are promoting opportunities ExxonMobil cannot compromise on road
those in developed countries. for partnership with interested parties for the safety. Safety is at the core of what we do. We
The reasons include lack of road safety development of educational programs and will keep striving to improve our own oper-
awareness, inconsistent enforcement and workshops to promote road safety awareness. ations but we also stand ready to work with
monitoring of traffic laws, poor roads and These efforts are beginning to bear fruit. other interested parties to make road trans-
substandard vehicles, and the overloading For example, in 1998 ExxonMobil and Shell portation safer. 9
of vehicles, particularly trucks. opened a facility in Ghana for driver training
ExxonMobil has developed global pro- and truck inspection, and as a result the -Akin Oduolowu is a lead energy specialist
grams to make road transportation safer. ExxonMobil fleet recorded no deaths in 1999 for the World Bank on assignment at Exxon-
These programs, which are being imple- and 2000. We are encouraged by these results Mobil, advising on procurement operations
mented in Africa, set guidelines for safe fleet and are considering the possibility of invit- and planning. Billy Smitha is the globalfleet
management and establish best practice op- ing other commercial vehicle operators to management advisor for ExxonMobil Fuels
erating procedures both for vehicles the com- use the facility in Ghana. Marketing Company.
I ______
Redefining global citizenship
Corporate reputation has always mattered. It sells products, keeps customers, and attracts
the best employees. It helps secure a seat at the table when policy decisions are being
rnade that could affect your business. But reputation is no longer based only on good
products and decent business practices.
onsumers, governmnents, and the ---- - great example of Merck's new direction in so-
media are no longer content with a cial investment. As an ethical company in a
widget that works and doesn't in- r tightly regulated industry, Merck is at a dis-
volve child labor. As industry has started to - advantage in environments that lack trans-
set up public-private partnerships with global . parency in government or tolerate unethical
stakeholders like the World Bank, other in- -4, - W business practices. The WBI is addressing
tergovernmental organizations, NGOs, pri- - that problem by seeking to promote an "ethics
vate foundations, and governments, new ' infrastructure" as the pillar of a functioning
expectations have been created. market economy in developing and transi-
Merck's reputation both for philanthropy - tional countries.
and ethical business has always been high, With funding from the Merck Company
but the new demands call for changes in the . Foundation, WBI and Merck are pursuing this
company's model. t - goal with a series of programs in Eastern
In the past, our social investment policy ^'b^ Europe.
-as based on the "Mother Merck, Benign The first was in Vienna in June. Twentv-
Benefactor" model: sending out checks or - seven journalists from newspapers and mag-
(donating products ($200 million last year). A -i azines in 11 "'newly emerging democracies"
lot of the assistance was disaster-related-re- participated in a seminar on "Governance,
active c ontributions to communities in crisis. Merck's C. Nigel Thompson at the SEP Management. and the Role of the Media," and
But recently Merck has realized that a Conference last May. Now executive di- how skillful business and economic report-
more planned, strategic approach to social in- rector for economic and development ing can help to forge a more ethical business
xestment can be a competitive advantage strategy at Merck headquarters in New environment. Encouraged by the seminar's
and should be managed as rigorously as all Jersey,Thompson spent two years at the success, we are considering another event,
other elements of the business. World Bank on a staff exchange. inviting journalists and government officials
This spring, Merck set up a team to study to discuss openness.
the issue. To emphasize that social investment commitment to eliminate river blindness Merck's social investments have helped
was business, we (lefined it in business lan- through the Mectizan program, a vac- millions of people in the developing world. We
guage as a "franchise" and listed what its mis- cine donation to Honduras to help are committed to helping millions more. The
sions should be and how to achieve them. achieve the goal of measles eradication difference is in the way we plan to manage
D)rawing on the work of James Austin at the in the Western Hemisphere, a multimil- future investments-to position Merck as a
Hlarvard Business School, we divided the lion-dollar partnership to fight HIV/AIDS different kind of pharmaceutical company, a
franchise into portfolios: social (cash, prod- in Botswana, and a grant to the Interna- company truly committed to doing well by
uct, an(I investment of leadership and ex- tional Council of Nurses to create mobile doing good. (
pertise), relationships (existing collaborations medical libraries.
with institutions, organizations, and individ- * Relationships. We are well connected with
uals), and communications (initiatives to key players in health but have rarely de-
spread the word about our efforts). veloped these relationships for mutual ad-
We have started evaluating how Merck is vantage.
(loing with each portfolio. * Communications. We've lost more op-
What we're learning is probably what most portunities than we'd like to admit to tell
companies would learn by going through a people just how much good Merck does.
similar process. Merck's partnership with the World Bank
Social. We give a lot, but it's all over the Institute (WBI) in corporate governance, -Isabelle Claxton is Mercks executive direc-
place. Examples include our 14-year ethics, and sustainable competitiveness is a tor of Global Health Prograrns.
I
The multistakeholder model and the
2002 Earth Summit
John Waugh
Senior Multilateral Relations
Officer, IUCN U.S.
Mutllater-al Office.
SEP's example of engagement with multiple stakeholders will be essential after the next
Earth Summit, argues John Waugh.
W ith its call for a summit to mark mental vulnerability is a global collective
the tenth anniversary of the The W orld Bank Group issue and that international cooperation and
1992 Earth Summit in Rio de iS taking important steps an international legal framework are the only
Janeiro, the UN has set a challenge. hope to protect the global environment. They
The World Bank, thanks to the Staff Ex- toward meeting global seek real progress in the integration of envi-
change Program, is well positioned to play a environmental ronmental dimensions into global develop-
leading role in meeting that challenge. Be- ment and economic policies, a stronger and
cause the inclusive "multistakeholder" pio- challenges through the more coherent institutional framework, more
neered at Rio is already well established at Staff Program effective international agreements, and true
the Bank-sharing perspectives and knowl- political commitment based on linked prin-
edge is what the SEP is all about-it has the ciples of environmental protection and global
potential to provide a useful example to other equity.
organizations as they seek to implement the sources and the social fabric of societies. These concerns deserve consideration not
priorities identified at the new summit. Not all developing countries will have the only at the Summit, but also in the interna-
The anniversary summit-the World Sum- same priorities for the Summit, but an early tional institutions that will be called upon to
mit on Sustainable Development (WSSD)- indicator of what to expect can be found in a support its outcome. Any institution can ben-
will review progress in the implementation of discussion paper prepared by the South efit from the new perspectives and inputs af-
Agenda 21 and other outcomes of Rio. The African NGO Caucus on the World Summit forded by the engagement of other
UN resolution calls for a focus on "action- for Sustainable Development and published stakeholders.
oriented decisions in areas where further ef- by the Heinrich Boll Foundation. The World Bank Group, like all institu-
forts are needed to implement Agenda 21 Drawing on the work of Martin Khor, it tions, has a long way to go, but it is taking im-
land] address . . . new challenges and identifies a number of weaknesses in the Rio portant steps toward meeting these challenges
opportunities." process, including: through the Staff Exchange Program. The
A great achievement of the decade since * Lack of commitment to resolving basic challenge is for the World Bank Group to
Rio has been that civil society now has much structural problems (for example, debt, take full advantage of its innovations for the
more say in setting the agenda. The number trade policies, and falling commodity benefit of other organizations. @
of applications from NGOs to the UN Eco- prices) that drain money from the South.
nomic and Social Council for observer status The compromise of technology transfer
has soared-from a handful in 1992 to more and "'new and additional resources" is
than 800 in 2000, outstripping the UN's ca- viewed as a poor substitute for basic re-
pacity to process them. forms.
What accounts for such rapid growth? * Unwillingness to compromise on intellec-
Contributing factors include greater com- tual property questions or otherwise reg-
munications capacity, fewer governmental ulate transnational corporate interests.
restrictions, and pressures for more open- * Unwillingness to address consumption
ness, transparency, and decentralization in patterns, sidelining progress toward effi-
public affairs. ciency and waste reduction.
As civil society has flourished, so has the * Failure to address questions of equity
private sector, and particularly private cap- explicitly.
ital flows between countries. Considerable The South African NGOs. motivated by -John Waugh is senior multilateral rela-
concern has been expressed about the impacts concerns of a looming environmental and de- tions officer in the U.S. Multilateral Office of
of foreign direct investment on natural re- velopmental crisis, conclude that environ- IUCN-The World Consenration Union.
Il_ _ _ _ _ _
Postal systems in the Internet age
Underpinning the information society
Jurgen Lohmeyer
Deutsche Post AG,
Senior Director Strategic
Pr-ojects
Deutsche Post 0
Why, in the digital age, is the World Bank interested in reforming postal systems in
developing countries?
In regions where there are few telephones, civil wars have ruined infrastructures, open markets but want to leave their postal
let alone computers, good old paper- such as the Congo or Cambodia. services in government hands. There are a few
based mail still plays a very important Because postal services are an integral exceptions, however-one is Argentina.
r ole. Even where the new media have caught part of the information and communication in- In most cases, the Bank looks for cautious
"In, a reliable postal system is needed to sup- frastructure, the Bank often combines postal steps toward modernization and liberaliza-
p)ort e-business. reforms with other telecommunications and tion. Once a country takes those steps, the
The potential for growth in postal flows is internet activities. From new national postal Bank encourages greater involvement by the
huge, even in relatively well-developed coun- laws to specific operational improvements, the private sector. Short of full privatization, which
tries. In Morocco, for example. the average per- Bank supports every phase of moderniza- demands thorough preparation and is seldom
son receives seven pieces of mail a year. In tion. Setting up modern regulatory mecha- realistic, we support the Management Contract
the United States the figure is more than 700. nisms is as important as improving overall model, where a foreign postal service takes
Many of the Bank's member governments service quality. Providing new services has over responsibility for the postal system an(d
realize that a reliable postal system is indis- also become increasingly important. Man- is allowed to profit from its success.
pensable for any future information society, agement training enables countries to learn Not only do we have to convince the re-
ai bridge between the old and new economies to help themselves. sponsible agencies, but also explain to fi-
iand thus an important part of a nation's in- The Bank uses various instruments, in- nance ministers why it is worthwhile to invest
i rastructure. cluding loans, guarantees, and technical sup- in a postal system. Here my experience with
In many developing countries the postal or- port. Experts from Deutsche Post World Net the German postal reform and the develop-
ganizations are the only network that pro- and other postal organizations assist in pro- ment of our corporate strategy has been very
v ides nationwide access to communications ject preparations and even join missions at helpful.
and distribution services-and in many cases no cost to the Bank or its clients. The Inter- Where the basic postal system functions
financial services. Unfortunately, the pro- national Finance Corporation, the private relatively well, we can discuss new services
d uctivity and quality of those services are usu- lending arm of the World Bank Group, can and the role of postal services in the Internet
ally poor. take an equity stake in postal operations. As age.
a "knowledge bank," the World Bank also fo-
Postal improvements and cuses on the systematic acquisition and trans- Ripple effects
information strategies fer of information. Modernization projects in developing countries
'I'le World Bank's postal activities come to- The financial support offered by Deutsche improve the overall capacities of the global
gether in the Global Information and Com- Post World Net is primarily used to cover postal system and so benefit my employer.
imunications Technology department. which costs for the initial analyses of postal systems, Deutsche Post World Net. Every German cus-
supports postal projects and project prepa- to define suitable prospects for system tomer who mails a letter to a developing coun-
rcations in nearly 30 different countries on changes, and to provide seed capital. try in Africa or Asia also benefits. Outside its
every continent. For example: international express network, Deutsche Post
* We are improving postal systems in emerg- A trend toward private World Net has little influence over the qual-
ing economies in Eastern Europe and participation ity of distribution and delivery systems in the
South America. In our work in postal modernization around developing world. Therefore, when we con-
* We are preparing a new project in India, the globe we see a general trend toward com- tribute to improving national networks, our own
a country with 154,000 post offices. mercialization and corporatization in postal customers benefit. 0
* We support ambitious postal reform pro- organizations, but no single model fits all.
jects in Morocco and Algeria. What is achievable always depends on the -Dr. Jurgen Lohrmeyer heads the World Banks
* We're also helping to stabilize postal ser- political circumstances of a particular coun- Postal Modernization Practice. He is on a
vices in very poor countnles or others where try. Most countries are moving toward more staffexchange from Deutsche Post World Net.
r -- -
- 1, 1James D.Wolfensohn gives his welcome
--------- address at the Second Annual Staff
- l i l 2 i l e i l tlCEExchange Program Conference in the
- - Preston auditorium,World Bank Group
ff j w ! - * 0headquarters.
I' 1: . >
-~~ ~ ' '2 -'
Above: Wolfensohn greets part of the South African delegation-the i
Development Bank of Southern Africa-at the r booth in the Expo.aff
Right: Wolfensohn shares a joke with visitors at the Factiva booth .' -
during his visit to the Expo.The SEP Knowledge portal now provides
global news to its corporate and individual members.
-headquarters.
li
Unleashing the lPower
of Partnerships
n the past two vears the World Bank's
Staff Exchange Program has grown to in- " F |
elude more than 120 partners-com-
panies, universities, government agencies,
anld nongovernmental organizations. i |
For three days in May the partners came I fiii
together in the Bank's atrium andi Preston '! ' I Ppl
auditorium to share accounts of the power
and the promise of partnerships built on tye Power
exchanges of de(licated staff. I .f ' ' Pc r 'cci
The most effective (levelopment assis-
lance today is (lone by teams drawni from gov- of
ernment. business, and civil society. And the -fllg(
Bank's Staff Exchange Program-the people
behind the partnerships-has emerged as a Z " 3 -
leading repository of knowledge about those W -
partnerships for development. - -
It was all in full view at the annual con- -
lerence-an(l the excitement was palpable.
For more conferenice coverage, including Kathy Sierra, vice president for human
a,ddresses by leaders of the Bank and its resources attheWorld Bank, James D.
partners, visit www.staffexchange.org or re- Wolfensohn, pres dent of the World Bank, anc
(luest a videotape. Share the excitement by Pauline Ramprasad, manager of the Staff
registering for SEP's online newsletter. Exchange Program, at the Expo
Wolfensohn greets new SEP participant
Maguy Bourbigot at the Vivendi
Environnement booth at the Expo.
Wolfensohn
welcomes Maeve
4, / McConnon, a
member of the IDA
Ireland delegation,
at their booth at the
Expo.
- .,, ,-I
ACGENDA
NilsTcheyan from the World Bank Corporate
Secretariat, center, with World Bank executive
directors and alternates Emmanuel Moulin,
* Rosermary Stevenson,Yuzo Harada, Richard
)"orld iS -ht Kaijuka, Helmut SchafferYahya Alyahya, and
a b,f l g dcmoyraphics Pieter Steck.
r* w o1do wome cS
'4 kevs to Success
Mona Lau, head of
global diversity at
Deutsche Bank,
discusses gender
diversity challenges
j'\\k t r-in her keynote
address.
-AO
'. I 'b
Special keynote speaker Gerhard Knowledge management panelist Dr Maki Keynote speaker Reid Smith, vice
| Schulmeyer President and CEO of Mandela, executive director of corporate president of knowledge management for
Siemens Corporation. services for DBSA. Schlumberger Limited.
7r* Sean Dorgan, Chief
For us the idea ofparnwrshp Executive Officer of
IDA Ireland and
reflects the way in which the keynote speaker,
talks about Ireland's *
Bank is nwworking, because transformicn.
we have concluded thw the
challenge of development is
too bigfor any one instittion.,
-Wolfensohn I -
_ _ _ _ _ _
' " : i' .~ -
-m .T
, , - .
-~
_ --
Panel participant Dr Namane Magau Panel participant Clair Blong from the U.S. Panel part cipant Alan Mercier from
from CSIR South Africa. Federal Emergency Management Agency ALSTOM.
We have a lot to learn from
nongovernmental and
community organizations
around the world. We also
have a lot to contribute.
We have Bank st aff
working in civil society
It and have some of their
people working with us.
We're all pursuing the
same objective.
Robert Crawford. chief executive of Scottish Enterprise and
<eynote speaer delivers his adiess on the power of partnersh ps. -Wolfensohn
vFa I
The old thinking
was that
knowledge came
onlyfrom within
the Bank, not
from outside,
from you.
All that
has changed.
-Wolfensohn I Share
Shengman Zhang.
managing director of the SIAF lX(AIIAN(II. PRO(RAM
World Bank, wraps up
the conference. 1i15 \UIU I) IC.\NK (,RUIJV
-wf
Vinod Thomas, at the time vice president Keynote speakerThomas Standing, senior PanelistToru Tokuhisha, chief representa-
of the Word Bank Institute. adviser for BP tive for the Washington office ofJBIC.
Peter Woicke,
executive vice
-- opresident of the IFC
and managing
director for private
sectordevelopment
in the World Bank,
- shares observations
on partnership with
the private sector.
- - - .-
......______________L
Motomichi Ikawa, executve vice president of MIGA (fourth from left), surrounded by several
delegates from Keidanren and the Japanese business sector
A L I
Panelist Dr. Ceslav Ciobanu, ambassador | PanelistToru Taguchi, resident representa- Lunch speaker Karen Millett, director of
of the Republic of Moldova to the U.S. tive for the Washington office of JICA. investment marketing services at MIGA.
--Ot
]|L. ; .*p -- -r--
F- .j1 , r--.=�<
I
World Bank World Bank
President James D. President
Wolfensohn with James D.
representati es f om Wolfensohn with
Siemens the Keidanren
Corporation, delegation. Shun
including SEP Imaizumi,
conference special executive vice
keynote speaker 3 1 A president,
Gerhard Schulmeyer ""W Komatsu, center
.7 --.:
51a
SEP alumnus
Kwawu Gaba,
Societe
Generale.
Informal gatherings at the official
reception and business lunches*
for visiting de egates.
I
Pau ine Ramprasad with SEP participants
Markus Repnilk (Austria Development
Corporation), Robert Why-te (Scottish
Enterprise),Akin Oduolowu (World
BanU/ExxonMobil), GregToulmin (DFID, U.K.).
,Ij Staff Exchange Program staff Yaprak
4Gungor Regina Austria, Lauren Cato,
H-uber Sinclair Pauline Ramprasad,
and Ceci Barlow.
Iak reidn
Ofii i-etr
ceremony,n Kah
Washingtonis,sD.C.
cont cebdirector
AtteSEP awamnud
A case of spontaneous connection
Some free spirits at SEP have been putting their heads together
Bring together a bunch of inventive professionals from all over the world, tell them
they are here to share knowledge, and what do you expect? They start inventing new
ways to do so.
F or the last year, an in- A recent topic was the re-
teresting case of spon- view of this year's UN Human
taneous connection Development Report in the
has been going on. It spun off - - - ' August 1 Economist. One of
from a venerable SEP institu- ,.- the members took issue with
tion known as the Thursday ' the Human Development Re-
Lunch. The Thursday Lunch b port's recommendation that
is a regular forum for the SEP . 7; g v I Africa should invest more in
community in the Bank, where -~ higher education and re-
we all get together to socialize, * search and development, ar-
exchange knowledge, and lis- guing that the brain drain is
ten to and discuss a paper a serious problem in Africa
from an invited speaker. and that borrowed technology
Last year some enterpris- is more efficient than re-
ing participants set up their search and development.
own variation. They started As Akifumi Kuchiki says,
meeting on Wednesdays (I the group was set up to ad-
told you they were inventive) Ho-Chul Lee (left) and Akifumi Kuchiki founded the Asian Study Group vance the SEP principle that
to discuss issues in Asian with author Qingfeng Zhang. people should exchange
economics, calling them- knowledge while at the Bank
selves the Asian Study Group. and bring their new learning back to their
The founder members were Ho-Chul Lee Initiatives like the countries when they go home." Our group
from the Korean Ministry of Finance, W ednesday Study Group understands, supports, and realizes this pur-
Qingfeng Zhang from the Chinese State pose, as SEP intends," Kuchiki says.
Environmental Protection Administration, are creating global But the Wednesday Study Group hasn't for-
Joel Gamboa from ExxonMobil in the United citizens for gotten the human and social dimensions of
States, and Akifumi Kuchiki from the Japan SEP. Kuchiki also says that the purpose is to
External Trade Organization. development. make friends and construct a lasting network
We met every Wednesday for lunch at the that will stay in touch when the participants
MC-C1 cafeteria at 12:10 p.m., going on to return home. In this way, initiatives like the
a meeting room on the fourth floor near the Japan Ministry of Finance, Debra Jewell from Wednesday Study Group are creating global
office of the Bank's chief economist, Nicholas the Washington office of the Japan Bank for citizens for development.
Stern, to discuss the topic of the day. The International Cooperation, Rita Pasi of the The group will continue to meet until March
founders were soon joined by Heenam Choi World Bank's Trust Fund and Cofinancing 2002, while Ho-Chul Lee and Aki Kuchiki are
and Kyu Ok Kim, both from the Korean fi- Department, Yingwei Wu of the Bank's still at the World Bank. But it has been such
nance ministry, and Eiichiro Kawabe from the Human Development Sector Unit for Europe a success that we are looking for successors
Japan Prime Minister's Office. and Central Asia, and Kyung-Ho Choo of to keep it running after they leave. 0
Word of the meetings got around. People the Korea Ministry of Finance and Economy.
from beyond SEP began to turn up, and the At most meetings an article on the Asian
group started expanding the topics of discus- economy, the world economy, or development -Qingfeng Zhang completed his SEP as-
sion. As the participants and topics widened issues is chosen for discussion. But sometimes signment as a senior environmental special-
beyond the original Asian core, in the true SEP a member presents a paper on the economy of ist in the Bank's East Asia and Pacific Region
spirit of inclusiveness, the group changed its countries in Asia. All present get a chance to in August. He returns to China's State Envi-
name to the Wednesday Study Group. air their views: it's a group rule that no discussion ronmental Protection Administration, where
The recruits included Toshihide Endo, is complete until everyone has had an oppor- he is deputy chief of the Foreign Economic Co-
who is on placement at the IMF from the tunity to speak on the topic for five minutes. operation Office.
Il_____
Does one partnership lead to another?
F,PD tests "truths" of trisector partnerships with the Staff Exchange Program
ment representing BPD's findings and the contractual obligations, identify marketing
other a commonly held alternative-SEP par- opportunities, or manage risks and expecta-
ticipants engaged in trisector projects tended tions related to specific project sites.
I Pl., .l1,,lIpI to agree with BPD's "truths." By contrast, Most SEP participants with exposure to tri-
I1CI\\vLII Il,mii,t, those whose assignments involved only two sector projects recognized this.
ki NI\ I i, d sectors (usually business and government)
p w 'tiblt 'tciiu were more likely to agree with the alternative. Ensuring operational success
a) 1/. 11,. H-lfor buil(ling partnerships are rel-
Ensuring that a partnership ativeli interchangeableduring their initial
contains the right mix of stages, but as the partnership is opera-
partners tionalized, structured methodologies be-
a) -Successuil partnerships include the right come relativelyn more effective than
combinationi ojor-ganizations to secure the approaches dependent on individual
Endearing Myths, Enduring Truths docu- necessatry- institution(al mandates and de- champions."
rients and tests myths and truths about livery mechanisms to achieve the partner- b) "Individual champions are the key to suc-
trisector partnerships. ships objectives anid activities." cessful partnerships, all the more so when
b) "Successful p(artnierships are those where diverse organizations are involved with very
partnering organizations share (nf interest different aims and world views."
usiness Partners for Development in addressing common goals. Our SEP colleagues were split on this ques-
(BPD) was established three years ago BPD has found (a) to be the truer of the two tion. One responded, "Although answer (a) is
to study, support, and promote strate- assertions, but most of the SEP respondents the ideal one, (b) is the reality, especially at
gic examples of partnerships involving business, answered (b). The distinction is that a com- the f'ormative stages of the partnership."
civil society. and government working together mon goal and shared interest in reaching that BPD's experience is more clear cut. Al-
for communities around the world. From 1998 goal are not enough to ensure success. The though both approaches have proven suc-
to the present, more than 120 companies, civil partnership needs to take account of the char- cessful in getting a partnership started, the
society organizations, and government agencies, acteristics of the intended beneficiaries and formal, structured approach performed bet-
i ncluding the World Bank, have joined the potential costs. ter in implementing and maintaining cohesion
I rogram and participated in 30 different "focus among the partners. Most successful part-
projects" and programs in 20 countnres. Partnership drivers nerships have a formal process and structure
Twelve BPD members participate in the a) "Successju.l partnerships are primarily based on the principle of building collective
\\lrld Bank's Staff Exchange Program (SEP). shaped arounid a common or shared long- commitments through a shared work plan
'l'Iiev are BP Amoco, Daimler Chrysler AG, term vision or aim." underpinned by mutual recognition of part-
the U.K. Department for International De- b) Successful partnerships are those shaped ner-specific and common interests.
velopment, the European Commission, Inter- around common or shared activities that
American Development Bank, International first andjoreniost deliver against the indi- How context influences the
YOuth Foundation, Placer Dome, Rio Tinto, vidual aims of each partner. particularly potential for partnership
Shell International, Suez, Vivendi Group, where these have been legitimiized within the a) "Partnership potential i's greatest when the
m.d the World Bank Group itself. partnership. context ensures that partners are most re-
In the course of our work with BPD as part Even where partners share a common goal, ceptive to, and knowledgeable of each other. "
t our SEP assignments, we wondered if BPD's their reasons for seeking the goal may be b) "Potential benefits from partnerships are
i indings about trisector partnerships-pub- different. For that reason, the most success- (jten greatest where social, economic, andl
I ished in May in a report entitled Endearing ful partnerships acknowledge each partner's political uncertainties have historically-
M1yths, Enduring Truths: Enabling Partnerships individual aims and structure the program's constrained cooperation (although ij'the his-
Between Business, Civil Society and the Pub- activities to achieve them. torical grievances are too great, this can also
lic Sector-held true for SEP. In industry-specific projects (among oth- prevent the partners from coming together
When presented with ten pairs of state- ers), business partners are most enthusiastic without an initial process of conflict
inents about trisector partnerships-one state- when the program helps the business meet resolution)."
I
It would seem natural that partnerships should the Global Alliance for Workers and Coni- The extended benefits of
show the most potential where prospective munities-involving the International Youth partnerships
partners were already predisposed to work- Foundation, Nike Corporation, Mattel Inc., a) "Extended benefitsfrom the partnerships are
ing together. The majority of SEP colleagues and the World Bank-began as a formal tri- most likely wvhere there has been growth in
responded accordingly. sector partnership to improve the prospects participants' own abilities to work across
Nevertheless, BPD experience shows that for young employees of suppliers to global sectors-and where the abilities are rec-
the partnerships yielding the most direct and manufacturers. ognized and rewarded. "
immediate benefits are often those where so- In the early days the critical and driving b) "Extending benefitsfrom the partnership re-
cial, business-economic, or political pres- relationship was that between Nike and IYF. quires scaling up or replicating successful
sure created urgency to explore innovative Now the alliance is engaged with the inter- partnership experience."
partnerships as potential solutions to a national trade union movement, other key Broad, long-term benefits can arise from the
problem. civil society organizations in labor relations, partnership's positive impact on partner com-
and the International Labour Organization. petencies. These in turn enhance the partners'
Contributions from outside the The key relationships and actors have ability to engage elsewhere in beneficial
partnership changed over time. activities-including other partnerships.
a) "Partnership success is dependent on those This finding is particularly applicable to
most directly involved and with most at the SEP program. SEP's management recog-
stake." nizes that the potential for extending bene-
b) "Partnership success often depends on in- fits beyond individual partnerships is
dividuals and organizations not directly 2 enhanced when the partners build learning
involved that can bring critical experience across their operations-hence the empha-
andfinancial leverage-afeature of many sis on knowledge sharing via the SEP Web
partnerships involving international busi- site, regular participant lunches, the Share on-
ness and public sector agencies. ' Line electronic newsletter, this magazine,
SEP participants here overwhelmingly agreed . and SEP conferences.
with BPD that success sometimes depends on
individuals or organizations not directly in- '4 Conclusions
volved in the partnership. For example, the People involved in trisector partnerships are
Partnership for Careers in Agriculture for I more likely than "bisectorals" to agree with
Thai Youth operates at the international, na- the sometimes counter-intuitive truths about
tional and local levels, each reinforcing and ' such partnerships that BPD has identified.
enabling the other. International players that But it is encouraging that all participants
facilitated formation of the partnership include believe that the benefits of partnership gen-
the International Youth Foundation (IYF) erally outweigh the costs, particularly where
and Shell International, which provides fi- Leigh Sontheimer and Julia Lewis at the organizations recognize and reward the efforts
nancial resources through its Thai business Civicus World Assembly in Vancouver. of the people involved.
unit. At the national level, Shell Thailand, That belief may account for the tendency
several national companies, government de- The direct costs and benefits of of organizations to initiate more partnerships
partments, and the National Council for Child partnership once introduced to the benefits partnerships
and Youth Development (IYF's Thai partner) a) "Partnership costs are so high as to make can bring.
reach out to the community-based organiza- them unprofitable for the participating In other words, one good partnership leads
tions that work with youth. business units." to another. X
b) "Focused partnerships often yield net ben-
How partnerships evolve efits to those organizations directly partic-
a) "A partnership's success often depends on its ipating, particularly over the medium to
evolution, for example, in its membership longer-term."
and wider relationships-and in some in- SEP respondents have no doubt that part- -Julia Lewis, an assistant adviser at the De-
stances even in its purpose." nerships yield net benefits. And BPD is un- partment for International Development in
b) "Stable and clearly bounded partnerships earthing evidence that trisector partnerships the United Kingdom, is on an exchange as-
are most likely to be effective." generate direct business benefits as well as signment with the Business Partnership and
Here again SEP colleagues overwhelmingly enhance development impact. Outreach Group at the World Bank to work
agreed with BPD's findings. Partnerships Direct development benefits have also ac- with Business Partners for Development. Leigh
change over time-sometimes dramatically. crued. In the case of Buenos Aires, by July Sontheimer, an operations officer with Oper-
The life cycle of many trisector partner- 2000, water services had been extended to 1.2 ations Policy and Country Services at the
ships begins with a set of engaged organiza- inillion poor people and sewerage services to Bank, is on an exchange assignment at the In-
tions, expanding gradually to fulfill previously 0.3 million, in part as a result of the ternational Youth Foundation, working on
unrecognized or unmet needs. For example, partnership. the youth cluster of the BPD program.
I_ _ _ _ _ _
The personal price of professionalism
Ivy Cheng's diary records the lows and highs of a SEP assignment
mm
Ai the end ofAuguwt 2000 I started a one-year 7 - . .
SEP assignment with the I/N Centre for 1 r
Regional Development in. Nagoya, Japan.
A. chief of operations, I was to assist the f
l Y'CRD by using my project experiencefromr
the Bank.
Professionallv, I learned a lot from the ex-
p. rience. Personall); however, the time away The author (last row, second from left) with her colleagues at the UN Centre for
fronm mfjamilywas a high price to pay These Regional Development in Nagoya.
diary excerpts speakjfrr themselves.
November 7. Joined our environmental Januaryr 11, 2001. Back from Christmas
S?ptemher 6. Met most of the senior staff maniagement training course participants on break. The apartment is very empty without
(1(0 of about 50 emplovees) at the weekly a trip to sone solid waste handling facilities. Didi. Nothing can justify this long separation.
mianiagemenit meetinig. The style is (lefinitely Japan takes its solid waste management and Alas, I suppose it's a matter of a professional
different-it was largely a monologue by the recycling programs seriouslv; households honoring a commitment.
director. Yo Kimura. and others spoke only have to sort their trash six different ways.
u hen asked. The country learned some painful lessons in January 31. Got back from Kobe late at
the 1950s and 1960s when the environment night. The international workshop on earth-
September 9. YK explainedl that the title was sacrificed to rapi(l economic growth. quake preparedness seemed timely given the
chief of operations is really a misn(omer as he two recent major earthquakes in El Salvador
,Aaits me to be involved in the overall man- November 16. Visited a small universitv and India. One of the speakers said that in
agement and researclh sidle of the Centre as with a new department on the "human liv- last year's earthquake in Turkey, an interna-
,Ae-ll. The research papers I lhave read so far ing environment.- Attended a moving philo- tional rescue team costing $1.5 million a day
are full of facts but weak on analvsis and sophical lecture oni how human behavior saved just one extra life. Nobody disagrees
rccommendations. affects the environment. Interesting that one that preventive measures are more cost-
professor is an artist, teaching environmen- effective. but there is neither a policy nor an
Sepntemnber 12. Our first typhooni. Didi [my tal issues purely from an artist's point of incentive system in place to help developing
I I -year-old son] and I got soaked vesterday. view. countries make tough choices and change
A lot of stranded people spent the night in the On to a tiny elemnentary school (39 pupils their attitudes.
undlerground mall connectedl to the bus and in all), that is of special interest to our train-
train stations. Nagoya seems completely ing (ourse because it is kniown for monitor- February 2. YK formally asked me to con-
paralyzed. ing the water quality in the Yahagi River. sider extending my stay here. I'm flattered,
Every morning studlents sample the river, but it would be difficult because we are liv-
September 28. Our first all-staff meeting, record its pH and turbidity, and send the re- ing as a split family: also my arrangement at
al which I was formally introduced. YK sults to the municipal government for publi- the Bank was for one year, for good reasons.
pr e fers that I project a more "westem" image. cation in a local paper. They haven't missed
Ile ha(d asked me to say something after the a single (lay for 25 years. and they are very February- 21. Very busy at work, and the
inItrodluction (instead of the usual Japanese proud of the tradition. load is increasing all the time. Not having Didi
vaY of standing up and bowing). Afterward he around seems to signal to people that I'm
told me he liked what I saidl (confident but December 7. Didi is challenging me on al- available to stay at work all night.
nio(lest). He now consults me on a lot of most everything. Being unfamiliar with the
things and asks me to sort out tricky situa- local language and customs I feel less con- March, 8. Chairing the selection commit-
tions for him. fident and able to provide parental guidance tee for the upcoming annual International
to a pre-teen. We finally reached a very dif- Training Course (UNCRD's biggest annual
October 10. Chieh [my husband] is visiting ficult decision: Didi will stay home in Wash- event) can get on my nerves. UN headquarters
for 10 davs. It makes Didi and me appreciate ington, D.C., with Chieh and return to his is trying to pressure us to include people
xhat we normally take for granted. regular school after Christmas. they want. After further deliberation, the
I
The author found that Japan takes its re-
cycling programs seriously.The ethos is
i- exhibited by these residents of Nagoya.
committee stood its A city. Though I saw an abundance of goods and
ground, and UNHQ services, it's also obvious that many people
eventually accepted ' - * are still struggling to make a living. There
our justification and . ere interesting presentations at the work-
dropped its requests. Lsop, but the attendance wasn't great. I doubt
V this kind of supply-driven workshop will ever
March 29. Chris - have much impact in a huge country like
[my 24-year-old son] China.
was here for a week. Since we were both so
busy, much time was spent working quietly Hands-on support to June 26. Arrived in the Bicol region of the
side by side. Still, we managed to visit Kyoto Philippines, just in time for another eruption
for a day and shared many private moments practitioners seems a of Mount Mayon. Overwhelming sights and
together. One-on-one time with a grown child very effective way to sounds, thankfully no life lost (credit to the
is to be cherished. government's preventive measures)-but it
transfer knowledge-to disrupted many of our scheduled meetings.
April 5. Wonderful traditional office build lasting capacity and Still, I think we made good progress. The
picnic-"Hanami"-under the cherry blos- . team will return in the fall to do an in-country
soms and a bright half moon. partnershIps workshop to help a former training course par-
ticipant carry out his action plan.
May 2. Just back from a field trip to the Lao
People's Democratic Republic. The objective r July 9. Very excited
there is to help build capacity to conduct about Chieh and
field surveys and collect data (on economic, - "- Didi's visit. Didi will
environmental, social, and cultural vulnera- - be staying until the
bility) necessary to address human security end of my term-my
issues. Lesson learned: if we at the Bank -. A days alone are over!
could find ways to be a little "kinder and
gentler" we might become more effective. August 1. The
Also, hands-on support to practitioners seems farewell from the of-
a very effective way to transfer knowledge- fice was a little over-
to build lasting capacity and partnerships. S whelming. Naomi
(See my article in SEP Newsletter 6, at even shed tears when
www.staffexchange.org/Newsletter/.) - - l '3' she handed me the
.- D'5z La bouquet of flowers.
May- 4. Busy getting ready for the Interna- Participants in a UNCRD workshop on earthquake preparedness. YK made a speech
tional Training Course, which starts next week. about how UNCRD
It lasts six weeks, with 16 participants from June 1. Just back from field visits to Osaka, appreciated my contribution. I'm not sure I
developing countries, each on a UNCRD fel- Kyoto, Kobe, and Hiroshima, learning Japan's deserve that much praise; I was only trying
lowship. It's a high-cost, high-value training experience on cultural heritage preservation, to do my job.
course with lots of field trips, case studies, ex- town renewal, disaster management, and peace
perience sharing, and large and small work promotion. Japan seems to have it all: policy August 8. Time to leave. After many
group discussions. Each participant prepares supported by legislation, financial incentives farewell get-togethers, we finally said good-
an action plan to address the issues he or she (heavy subsidies for renovation of traditional bye: we hugged, we took pictures, and we
identifies at the beginning of the course. homes), and citizen participation. What de- wiped away tears . . . I can't wait to be home
veloping country could afford that when they again, but I never anticipated leaving with
May- 18. Two senior managers are spending have so many unmet basic needs? such mixed emotions. 9
a lot of time trading invisible punches. It makes
me appreciate the value of good corporate cul- June 11. Participated in a workshop in
ture, and the need to set good examples at the Taiyuan, China. Saw immense changes in -Ivy Cheng is senior operations officer of the
top. Teamwork is strong in some parts of the the country since I left the Bank's China De- Quality Enhancement Team in the World Banks
Centre, but does not seem to be the norm. partment in 1993. Taiyuan is not a major Latin America and the Caribbean Region.
Il____
Foreign direct investment and Scotland's transformation
Mamadou Barry analyzes the lessons for developing countries
o nce a world center of heavy in- ulations, and low cor-
dustry, Scotland transformed itself porate tax rates. Scot- --
from a grimy producer of coal, land capitalized on T.''
slhips, and girders into a modern economy its top-ranked uni-
based on electronics. Now, as jobs in the man- versity system and a
ulacturing side of electronics come under business-govern- '7
pressure from low-wage competitors, the coun- ment-academia part- ,.
try is performing another transformation- nership to set up the 4
into a high-value knowledge-based economy. Alba Center in 1997
Foreign direct investment has been cen- as a world-class hub
tral to Scotland's economic transformations. for electronic design.
On my three-month SEP assignment with The implication Mamadou Barry atop Edinburgh castle.
Scottish Enterprise, the country's premier for developing coun-
development agency, I saw how FDI can be tries is that when the enabling environment manufacturing and focusing on industries
harnessed to modernize an economy and is in place, hunian capital will be the key to with high knowledge content to avoid these
achieve high levels of growth. While Scot- competitive advantage. types of retention problems.
land's experience has not been painless, it There must be a comprehensive ap- Financial incentives are increasingly be-
contains lessons for developing countries in proach to FDI promotion. Scotland uses coming part of the enabling environment for
attracting, and retaining, FDI. clusters, relying on synergies between re- value-added FDI. In Scotland, as in most of
Promoting FDI promotion must be part lated industries, customers, suppliers, and Europe, government subsidies play an im-
of the government strategy for economic support organizations. Silicon Glen, the best portant role in attracting FDI. Although cash
development. Scotland began to devote a known industrial cluster in Scotland, boasts incentives cannot compensate for a poor busi-
special attention to attracting FDI in 1981 424 electronic companies in a 20-mile band ness climate, they are proving to be an added
w hen it established Locate in Scotland (LiS) across central Scotland and attracts nearly 70 advantage. On top of its excellent business
as the sole agency responsible for marketing per cent of the foreign electronic companies conditions, Scotland offers foreign investors
Scotland abroad. Before 1981, FDI was han- locating in the United Kingdom. tax exemptions, first-year write-offs for com-
dled on an ad hoc basis by the Scottish De- But developing countries should realize mercial and industrial buildings, and a range
vf liopment Agency, the predecessor of Scottish that clusters work only where the basic struc- of financial assistance with relocation and ex-
E nterprise. With field offices in Europe, tures are in place. They cannot be engineered pansion, property improvements, and train-
N orth America, and Asia, LiS provides a by policy and must grow organically out of the ing. These grants are tied to job creation and
"one dloor" approach to investors. Between need to take advantage of efficient customer- must be partially reimbursed should the pro-
1991 and 1999. LiS attracted 650 FDI pro- supplier chains. In many developing coun- posed jobs fail to materialize. After its Bath-
jects valued at about $13 billion. tries, existing export processing zones (EPZs) gate plant closed, Motorola was asked to
Although developing countries may not come closest to the environment needed. return more than $26 million in grants.
haLve the resources to replicate this, similar Retaining FDI can be more difficult than Scotland's transformation into a modern,
st ructtures could be set up by linking invest- attracting it. Although Scotland receives 60 knowledge-based economy was made possi-
mient promotion agencies and the commercial per cent of new FDI from repeat investors, re- ble by the country's ability to attract FDI in
offices of embassies abroad. taining FDI is proving difficult as global com- high-growth industries and rapidly adapt to
Competitive advantage in the new econ- panies seek to minimize losses by cutting changes in competitive advantage. Many of the
o'ny is driven by the quality of the enabling capacity. When Motorola, which suffered lessons learned in that transformation can be
environment and the level of human capital. first-quarter losses of $206 million in 2001, put to good use in a developing economy. @
FM)l responds to shifts in competitive advan- cut its worldwide workforce by 15 per cent,
taae. As the Scottish economy moved into its Bathgate mobile phone plant near Liv-
high-tech manufacturing, Scotland focused ingston closed, with the loss of 3,100 jobs. -Mamadou Barry is an investment promo-
oni improving the enabling environment. It Frantic efforts to save the plant, including an tion officer in the Investment Marketing Ser-
a]ready had a sound legal system, simple for- offer of cash incentives, proved fruitless. vices Unit of the Multilateral Investment
eign business registration, flexible labor reg- Scotland is moving away from pure assembly Guarantee Agency.
I
The new Dubliners
Ireland's Investment and Development Agency draws talent and money to Ireland
from all over the globe
-F-r
newly prosperous Ireland has be- global financial in- - tory Authority and the
A come a magnet for skilled workers stitutions to operate Irish Monetary Au-
from every corner of the globe, many in Dublin." i ! thority. The Financia]
of them Irish emigrants heading home. It The IFSC has de- Services Regulator)
wasn't always so. Much of the credit for the veloped into a world Authority will serve
country's dramatic transformation belongs to center for a wide i as a one-stop shop foi
the Irish Investment and Development range of internation- the consumer and in-
Agency (IDA), which has been tireless in at- ally traded financial dustry in relation tc
tracting foreign investment. services and ancil-- licensing, consumei
IDA's rare set of development expertise lary services includ- - protection, super-
can now be tapped by the World Bank-in ing banking, asset vision, regulation,
March, IDA Ireland joined SEP and industry stan-
as a corporate partner. Two dards. The Irish Mon-
months later Sean Dorgan, the etary Authority wil]
organization's chief executive, ad- be responsible foi
dressed the second annual SEP monetary policy and will act as the Irish arrr
conference. Dorgan discussed j for the European Central Bank. The CBIFSA
many aspects of Ireland's recent - -- * board will coordinate the functions of the twc
phenomenal growth, but one stood - bodies.
out-the International Financial The pro-business attitude of the regulator)
Services Centre in Dublin. authorities in Ireland is an important feature
The IFSC, at Custom House ; .- ? - of the financial sector. They have shown ar
Dock in central Dublin, is one of "open door" policy in their willingness tc
the world's fastest growing loca- I I discuss projects directly with promoters. A
tions for financial services. The high degree of participation from the exist-
list of IFSC institutions reads like ing financial services industry is also ir
a "who's who" of top global fi- Two views of Dublin's new International Financial strong evidence. Industry associations sucl
nancial institutions-Allianz, Services Centre on The River Liffey. as the Financial Services Industry Associa-
Merrill Lynch, Deutsche Bank, tion, Dublin International Insurance anc
ABN AMRO, Chase Manhattan, AIG, and financing, leasing, corporate treasury man- Management Association, and Dublin Fund
Citibank. The Irish financial industry employs agement, fund management, investment man- Industry Association, as well as various pol-
more than 47,000 people, and 9,000 are em- agement, custody and administration, futures icy review groups, are examples of the coop-
ployed at IFSC. and options trading, securities trading, in- eration that exists both within the industry anc
"IFSC is a "very interesting and positive surance, assurance, and reinsurance. between industry practitioners and the rele-
example of the power of partnership," Dor- One of the new opportunities identified by vant authorities.
gan told us, because the financial sector, the Irish government is international finan- Also, IDA Ireland, with its Financial Ser-
government, state agencies, and other insti- cial e-business. The government believes vices Division, offers a one-stop shop for for.
tutions came together and created the con- that Ireland's existing strength in financial ser- eign financial institutions that wish to locat(
ditions that brought the leading financial vices, combined with the excellent environ- financial services activities in Ireland. ID)
institutions from around the globe to estab- ment it is establishing for e-business, make can make introductions to regulators and t
lish operations there. the country an ideal location for this exciting tax and legal advisers, recruitment consul
"We knew that international services was new sector. tants, and other service providers. (
a hugely growing area," Dorgan continued. Recently Ireland adopted a new structure
"We wanted to be part of it. We wanted to cap- for financial sector regulation. The Central
ture really quality employment in Ireland Bank of Ireland and Financial Services Au-
from this sector. So government set out to thority (CBIFSA) will have two independent
create the conditions which would attract pillars-a new Financial Services Regula-
I _ _ _ _ _ _
v v
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DIVERSITY MEANS OPPORTUNITY
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The CSIR delivers scientific and technological services, in areas where industry, government
and civil society clients require support as well as innovative leadership in the development of
new technologies. The CSIR's "engine room' consists of eight market orientated operating
business units, active in the areas of building and construction, food, biological and chemical
technologies, defence, information and communications, manufacturing and materials, mining,
roads and transport, and water, environment and forestry technology. In addition, there are
many cross-cutting initiatives which draw on skills from across the organisation.
RECENT KEY CSIP
The CSIR is playing a key role in Africa by providing technical assistance to African countries.
Some key projects include:
* Providing support to the growth of the small scale African food manufacturing sector in
west and southern Africa;
* An EC-funded project involving Kenya, South Africa and Mozambique, to improve the nu-
trition of disadvantaged communities;
* The design of an environmental management programme for a proposed hotel and resort
development at Victoria Falls in Zambia;
* The development of aVision for Water, Life and Environment in southern Africa in the 21st
century;
H E C S I R * CSIR Satellite Application Centre (SAC) project to monitor land-cover changes in Lesotho
over a period of 20 years.
o u r t e c h n i c a I
NETWORKING, TRAINING,
eso u rc e i n Af ri ca
The CSIR has organized, presented and participated in a number of workshops for Africa, and
has also been contracted to co-ordinate a number of SADC, United Nations and World Bank
initiatives
CSIR is the largest community and industry- * In November 1999, both the World Bank and the UK-based Transportation Research Labo-
ected scientific and technological research and ratory drew on the CSIR's expertise to arrange and co-ordinate a series of workshops and
seminars on rural transport, addressing the needs of the SADC member countries.
elopment organization in Africa. As a technology The CSIR facilitated the southernAfrican Construction Industry Initiative workshops in
Botswana, Malawi, South Africa, Zambia, Zimbabwe, and Swaziland.
nsfer institution, it tailors itself to retain and * The National Metrology Laboratory(NML)attheCSIR isresponsibleformanagingthe
SADC Co-operation on the MetrologyTraceability (SADCMET) Secretariat, the key driverto
harmonise the region's measurement standards, which Is an essential component for es-
reasing its efforts to support regional tablishing a freetrading block.
* The CSIR has been contracted to co-ordinate the Quality Module of the UN Industrial De-
eratives. It is the CSIR's mission to contribute velopment Organisations's Integrated Industrial Development Programmefor Capacity
Building to Enhance Industrial Competitiveness and Sustainability in Tanzania and
the creation of a new energy, a new vision, and Ethiopia.Activitiesincludetheorganizationofaworkshop,reviewofexistinglegislation
ewed hope for the continent of Africa by forging and extensive studies on existing and required infrastructure. Under a twinning agreement
with the Quality and Standards Authority of Ethiopia (QSAE), the NML offers specialized
ether the power of the human spirit and the trainingto Ethiopian metrologistsand performscalibrationofvariousstandardsforQSAE.
enuity of the human mind. For the people of THE CSIR IS WAITRO'S
ica, this means having a technology partner WAITRO is the World Association of Industrial Technological Research Organisations. The CSIR
- has been appointed as WAITRO's Regional Focal Point (RFP) for Africa. WAITRO has 121 mem-
bers in 70 countries, representing an aggregate of several thousand highly qualified
R & D personnel, in close contact with domestic industries and policy-making bodies.
WAITRO has 45 member organizations in Africa, representing 17 countries.
m ii u:w~j -d resea-ri v Eev ipfme,t For further information, please contact:
Berenice Lue Marais
technohogy transfer In support of its clients in both Head: Africa Business Development
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the public and private sector, and to meet
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