Code of Ethics 2 i MESSAGE FROM The World Bank Group President With the world facing an onslaught of intertwined challenges — challenges moving faster than many of us ever could have imagined — our work is more important and often more difficult than ever. One thing that never wavers, is our commitment to decency. Living by the World Bank Group’s Core Values — impact, integrity, respect, team- work, and innovation — helps guide our decisions and our actions as we work to create a world free of poverty on a livable planet. Our Code of Ethics is an important resource for all staff. It articulates the norms and behaviors that we should expect of ourselves and one another as we interact with colleagues, clients, partners, and communities at large. We all should continually strive to embody the Code’s guiding principles, to lead by example with fairness, transparency, and honesty. Only by prioritizing our values can we hope to build a workplace culture where we all are inspired to do our absolute best every day to improve the lives of people around the world. Ajay Banga President, World Bank Group i MESSAGE FROM Vice President, Ethics and Internal Justice Services and Chief Ethics Officer To foster a values-based institution, in 2020 the World Bank Group adopted a Code of Ethics centered around our corporate core values. This marked a prominent shift in our workplace culture, moving beyond mere compliance with staff rules or policies to defining the behavioral standards that reflect the voice of staff and what we stand for as an institution. By articulating what our core values mean in practice, the Code of Ethics serves as a guide for all WBG staff when navigating ethical dilemmas. It touches on a range of issues such as respectful and fair treatment of others, practicing diversity and inclusion, managing personal conflicts of interest, creating a safe space for learning and innovation, to name but a few. And to ensure its continuing relevance, the Code of Ethics is refined periodically to reflect timely institutional priorities or other important developments in the context of our work. Through prevention — including advice, guidance, and training — and conflict resolution, the Ethics and Internal Justice Services proactively support staff in understanding and upholding our ethical standards so they may focus with urgency on the WBG’s mission. We remain firm in our commitment to promoting a respectful and inclusive workplace culture and access to justice for all in the WBG. Lisa Rosen Vice President, Ethics and Internal Justice Services and Chief Ethics Officer ii MESSAGE FROM The Chair of Staff Association A key element of the mission of the Staff Association is to build community and foster a sense of common purpose among staff. Ethical behavior is at the heart of this community. It’s what keeps it strong and inclusive, and what makes us proud to work here. The Code of Ethics reminds us of the values we all need to strive for — what we collectively and individually need to demonstrate and promote in our professional and even personal lives. It operationalizes our core values and articulates how we work together and interact. At the same time, the Code helps us identify and call out behaviors that are inconsistent, a key element of accountability. The Staff Association worked closely with EBC (now part of Ethics and Internal Justice Services) in developing the first statement of Core Values, and we continue to work closely with EIJ and other stakeholders to revise and update the document to reflect further thinking and discussion on issues of importance to staff throughout the institution. Work done by the Bank’s Anti-Racism Task Force, as well as ongoing discussions about the importance of managerial accountability and the fear of retaliation among staff, have inspired some revisions to the current Code of Ethics. This is a living document, and we will continue to review and revise it to better reflect our core values. But committing these values to paper is only the first step. It is then up to each and every one of us to uphold these values and translate them into action. Talib Ismail Chair, World Bank Group Staff Association iii impact integrity respect teamwork innovation iv TABLE OF CONTENTS Message from the President . . . . . . . . . . . . . . . . . . . . . . . . i Message from the Vice President, Ethics and Internal Justice Services and Chief Ethics Officer . . . . . ii Message from the Chair of Staff Association . . . . . . . . iii The Code: Purpose and Scope . . . . . . . . . . . . . . . . . . . . . . 2 Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Integrity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Respect . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Teamwork . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 In Closing: Using the Code and the values to guide you . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 1 The Code: Purpose and Scope The World Bank Group (WBG) is one of the world’s largest sources of funding and knowledge for developing countries. Our mission is to reduce poverty and increase shared prosperity across the globe. As a leader among the international develop- ment community, how we accomplish our mission is as important as the mission itself. Our values guide everything we do, everywhere we work. They remind us — and anyone working with us — of who we are, what we stand for, and how we get things done. They enable us to hold ourselves to the highest standards. They are our inspiration and our guide. 2 This document, the World Bank Group Code of Ethics (“the Code”), is derived directly from our core values. The Code sets out broader principles that align with our values. It describes the ethical norms and behaviors that the WBG expects from each of us as staff, and that each of us should expect of ourselves, from one another, and from the Institution. Through- out the document, links to appropriate resources that provide more detail are provided. The Code should be considered a living document that may be reviewed and updated over time. The Code is complementary to our Staff Rules. The Staff Rules provide WBG STAFF RULES more detail on many of the topics addressed in the Code and are the basis All staff must adhere to our Staff for determining misconduct and disciplinary sanctions. Rules and relevant policies and procedures within the WBG’s Who is this Code for? Policies and Procedures Frame- The Code applies to all WBG staff — including regular staff, consultants work. Violations of the Staff Rules and temporaries — and it is relevant to anyone who contributes to the are serious and can result in work of the WBG. Although many clients, partners, vendors or represen- disciplinary sanctions. tatives of civil society may have their own codes or principles, the WBG expects that anyone who is involved in our activities act in ways that are You can go to the Resource consistent with our Code. Page to access the Policies and Procedures Framework and Within the WBG, everyone, everywhere — regardless of role or seniority Staff Rules. — should be familiar with the Code, uphold the values, and demonstrate the behaviors articulated in the Code. What if the Code sets out principles different from my national law or custom? WBG staff work in over 130 locations across the globe, with a wide range of cultural frameworks. As such, some practices that may be considered normal or legal in one location may not meet the standards we strive for at the WBG. Staff should follow this Code where it differs from national law or practice, unless national law holds individuals to a higher standard or it is illegal to do so. 3 4 Impact. We use our convening power, commitment to excellence, and deep We make decisions professional expertise to facilitate that prioritize outcomes that reduce poverty and impact over improve people’s lives. politics or process. We stay at the We leverage the We partner with cutting edge in our best knowledge our clients with fields of expertise. and expertise flexibility and available, from agility. within and outside the WBG. We help our clients solve their greatest development challenges. 5 Impact Impact is directly linked to our mission of reducing poverty and increas- ing prosperity, and we approach our work with the goal of achieving the highest possible impact. We leverage the resources available in efficient and effective ways and, at times, make decisions that may not be easy or popular. We change and adapt our approaches to thinking, design, and implementation as required to respond to clients’ development needs. We stay at the forefront of our field by learning, developing, and imple- menting best practices, consistent with our mandate. We partner with external organizations, foster communities of practice, and bring together robust professional networks, both internally and externally. Our dedication to excellence means that we are prepared to take informed risks in order to provide the most appropriate solutions for our clients, rather than only relying on what has worked in the past. We look for new ways of working whenever it improves our relevance, effectiveness, and efficiency. We welcome diversity of views, recognizing that perspectives of staff from different backgrounds (see the list of diversity on page 19) as well as contract status, and geographic location — leads to greater impact in our work through higher levels of engagement and creativity. 6 We embrace change and remain adaptable and nimble. We adopt new technologies and approaches when they improve our contribution to development. We seek objective and well-defined evaluations of our work and its impact. When results do not meet our expectations, we do not make excuses, but rather, make changes to our approach. We strive for positive impact on the environment and on Indigenous Peoples and local communities — whose perspectives we seek through THE ENVIRONMENTAL meaningful consultation — in our operations, by prioritizing projects that & SOCIAL FRAMEWORK tackle issues of climate change, environmental and social sustainability, AND IFC PERFORMANCE fragility, and gender-based violence. STANDARDS We respect human rights and do not condone forced, bonded, or child All WBG projects must adhere to labor. In addition, we strive to apply environmental and social safeguards guidelines on environmental and and standards in everything we do. We take responsibility for the impact social standards. of our actions on our local environment and communities, and we look for ways to minimize waste and make positive differences wherever we can. To learn more, go to the Resource Page. 7 8 Integrity. We hold ourselves, our clients, and our partners to the highest standards We put the We ensure for responsibility, interests of the our words are accountability, WBG and our consistent with and quality. clients first. our actions. We take We communicate We question ownership for with honesty and actions that are our actions and transparency. inconsistent with decisions. our values. We do what is right. 9 Integrity WBG staff are expected to demonstrate personal commitment to ethics and professionalism in carrying out our duties. This applies to how we work with one another within the WBG, and with our clients, vendors, and partners. We look to our clients, vendors, and partners to WHAT IS A PERSONAL uphold the same standards of ethics and professionalism. CONFLICT OF INTEREST? A personal conflict of interest As staff, we commit to adhering to the WBG’s rules and regulations, and refers to a situation where our to abiding by the laws of the countries where we reside or operate. We personal interests may interfere fulfill our legal and personal obligations. with our ability to perform official We do not accept, offer, or facilitate improper payments or bribes. duties in an impartial manner. Whether conflicts are real or We prioritize the interests of the WBG and our clients above our own perceived, these situations need personal gain. This includes protecting the reputation of the WBG. We are truthful in all aspects of our work, including administrative, corporate, or to be managed in order to protect operational, and in acknowledging and disclosing inaccuracies or discrepan- our individual and the WBG’s cies when we are aware of them. We mitigate personal conflicts of interest integrity, independence, and that include (but are not limited to) asset ownership, business relationships, reputation. outside activities, political interests, personal and family relationships, and, when necessary, seek guidance from the Ethics and Internal Justice Services (EIJ). We are careful with the resources entrusted to us, and we do not use our positions at the WBG for personal gain. Building and preserving trust among our colleagues and with our clients is essential in acting with integrity. We aspire to do what we say, to deliver what we promise, and to be transparent and pragmatic about our commit- ments. We share relevant information clearly, accurately, and honestly, and we are accountable for the intention behind our actions and words. We are willing to make the right decisions even when it may be difficult or 10 unpopular to do so, and we are honest and truthful about how decisions are made. When decisions result in unplanned or undesired outcomes, we do not hide the outcomes or assign blame. Rather, we take accountability, acknowledge mistakes, and work towards constructive remedies. We are aware that our actions and words can be perceived differently, and self-correct when needed. Any WBG staff member who suspects or is made aware of a misconduct by another staff member, client, or partner is encouraged to raise it with their manager or report it to EIJ or INT as appropriately described under Staff Rule 3.00 and Staff Rule 8.01. Issues that staff are encouraged report to EIJ include, but are not limited to, harassment (including sexual harassment); retaliation; abuse of authority; discrimination (including racism and racial discrimination and discrimination based on other person- al attributes — see the full list on page 19); theft; and abuse or misuse of Bank Group funds related to travel, benefits, allowances, P-Card, petty cash, or property. Issues that can be reported to INT include, but are not limited to, sanctionable practices (corruption, fraud, collusion, coercion, and obstruction) and abuse of position for personal gain. A staff member has a duty to report suspected fraud or corruption to their line management or INT. A manager who suspects or receives a report of suspected fraud or corruption has an obligation to report it to INT. A manager who suspects or receives a report of suspected misconduct described above (under EIJ’s jurisdiction) has an obligation to report it to EIJ. 11 Integrity Protection against retaliation The WBG does not condone retaliation, which is defined as any form of PROTECTION FOR retribution or threat of retribution taken against an individual who engages WHISTLEBLOWERS in one of the three following protected activities: reports an allegation of misconduct to INT, EIJ, or a manager, cooperates with or provides infor- The WBG protects “whistleblowing,” mation in a related investigation, or uses any of the resources of the WBG which means we encourage staff EIJ services. to report in good faith “suspected misconduct that may threaten Managers — including executive leaders, directors, and manag- the operations or governance of ers — have additional responsibility as role models to model what the World Bank Group,” typically is right, to regularly communicate with staff about the values and linked to corruption or fraud. the Code, and to ensure that staff have access to resources that support staff to live by the Code. Managers are also expected to Whistleblowers can expect the provide a safe space for those who have questions and seek clarity, same quality in their relationships who are overcommitted and need support, whose ideas may provoke with their colleagues and manag- controversy or who raise dissenting views. Staff who raise good faith ers after they have come forward. concerns about potential harassment, abuse of authority, discrimi- Managers and colleagues should nation or other inappropriate behavior are protecting the interests of continue to provide whistleblowers the WBG. As such, the WBG will make every effort to protect staff with support, guidance, and from retaliation for reporting concerns in good faith. collegiality based solely on profes- While there are some actions and responsibilities that apply only to sional considerations, and not on tagged managers, the general principles of role modeling and their status as whistleblowers. creation of an environment that is conducive to practicing the Code apply to all those who have supervisory responsibilities over others or You can find the link to a leadership role. Find out more in Leaders Guide to Code of Ethics Protections and Procedures for and other resources in the Resources Section. Reporting Misconduct (Whistleblowing) in the Resource Page. 12 Q&As Can I accept a gift offered by a client or accepted on behalf of the WBG rather than in a someone from a partner organization? personal capacity. If valued at more than $100, the gift would need to be declared to Global Corporate A. While the WBG recognizes that gifts may be part Solutions (GCS). Gifts valued at less than $100 may of interactions with clients and partners, we need to also be accepted so long as they do not otherwise be aware of both the real and perceived potential cause reputational harm to the WBG or create a conflicts of interest that might arise. You may not perception that it would influence your work decisions. accept gifts, regardless of value, that could be per- The cumulative value of all gifts from the same ceived as intending to influence your work decisions, individual or entity, however, cannot exceed $100 in a or that could cause reputational harm to the WBG. 12-month period. In exceptional cases, you may accept a gift, for If you have any questions related to the accep- example, if the gift is presented in a public forum tance of gifts from vendors, please go to the and/or refusal would cause offense or embarrass- Resource Page for the link to Staff Rule 3.01. ment to the giver. In these cases, the gift may be 13 Integrity Q&As continued Can I help a friend or family member get a a reporting relationship and their duties are not likely job at the World Bank Group? to bring them into routine professional contact. A. As staff members of a publicly funded international As for friends, it would not be appropriate to advocate organization, we all have a role to play in ensuring for the hiring of individuals with whom you only have that employment decisions are made solely on the a personal relationship and do not have a basis for basis of merit and not due to a personal or family assessing their professional qualifications. relationship. As such, you are not allowed to advocate You can find the link to Staff Rule 4.01 on family for your spouse, domestic partner, or eligible close relationships in the Resource Page. relative who is applying for a job at the WBG. Your immediate relatives — including a sibling, parent, child, aunt/uncle, nephew/niece — may not be If I suspect misconduct, am I required to employed at the WBG in any capacity. There is an report it? exception specifically for spouses and partners, who A. Any staff member who suspects corruption or can work at the WBG, provided that they do not have fraud in WBG projects or activities is obligated to report it to INT. 14 For other types of potential misconduct such as tions. This prohibition extends to retaliation against abuse of authority, bullying or harassment, staff are any person because such person was believed to be encouraged to report it to a manager or to EIJ. If you about to report misconduct or believed to have are a tagged manager, however, you are obligated to reported misconduct, even if such belief is mistaken. report all suspected misconduct to EIJ, whether it is These protections apply to all staff, including short- reported to you or you become aware of it in any term staff, as well as outside parties, such as con- other way. tractors and their employees, agents or representa- tives, and any other persons engaged in dealings with I recently shared with my manager a the WBG. concern that a colleague may be falsify- If staff are concerned that they may be experiencing ing her travel claims, and that I reported or will in the future face negative repercussions for the matter to EIJ. I now sometimes get their involvement in a protected activity, they should the feeling that my manager is treating contact EIJ or Staff Association. Retaliation is me differently since then. She has not misconduct and may lead to disciplinary sanctions if included me in a few meetings that in- established. Where there is a risk of retaliation, EIJ cluded discussions of projects I work on. can work with management and HR to implement And she has not invited me to our regular interim protections to safeguard the interests of staff one-on-one check-ins. I am afraid this is members. Protective measures can include monitor- affecting my ability to deliver my work ing for retaliation or reprisal, or temporary reassign- and potentially may impact my career ment of the affected staff to another unit or manager development long-term. What can I do to based on agreement. Such measures as reassign- make sure I am protected? ment will be implemented only with the staff mem- A. All staff are protected from retaliation under Staff bers’ consent. In certain circumstances, an alleged Rules 3.00 and 8.02. “Retaliation” can take many offender may be placed on administrative leave. forms including managerial decisions such as termi- Where appropriate, such as where a staff member nation, non-renewal of contracts, denial of promotion, who participated in an EIJ investigation has concerns exclusion from work, verbal and written reprimand, and requests it, EIJ’s Anti-Harassment Coordinator and threat of retaliation. Staff who report suspected (AHC) may raise the concerns with the relevant misconduct or otherwise participate or provide manager and director, remind them about prohibition information in EIJ or INT investigative proceedings or against retaliation, and monitor the situation. use the EIJ services are considered to have engaged in a “protected activity” that triggers these protec- 15 16 Respect. We embrace diversity and pursue inclusion of backgrounds, We treat everyone identities, cultures, We remain humble with dignity and working styles and in carrying out our compassion. perspectives. mission. We support the We apply policy We promote work-life balance and standards sustainable of our colleagues with fairness and solutions in our across the globe. consistency. operations and in our work environment. We care for our people, our clients, our partners, and our planet. 17 Respect The WBG is inclusive and welcoming of differences. We take steps to create a culture where we actively foster a sense of inclusion and THE WBG IS COMMITTED belonging. We listen to our staff, clients, and partners with open minds, TO FIGHTING RACISM including those with whom we may disagree. We acknowledge that we AND RACIAL all have biases and flaws, and we recognize and overcome them to the DISCRIMINATION best of our ability. We treat others as they would like to be treated. IN ALL ITS FORMS. Go to the Resource Page to We seek objectivity and consistency in designing and implementing our find the link to the WBG policies. This means recognizing and rewarding our staff based on merit, as Anti-Racism Task Force. well as applying rules and policies with fairness and consistency for all staff. This is especially relevant in all career defining decisions such as recruitment, performance evaluation, assignments and re-assignments, and progression. As WBG staff, we are mindful that we represent the organization at all WBG STATEMENT OF times, and therefore are expected to behave with professionalism, COMMITMENT TO courtesy, and tolerance when dealing with others. We approach our work DIVERSITY AND with humility; we listen carefully and speak kindly with colleagues, clients, INCLUSION partners, vendors, other service providers, and members of the public. Though we are headquartered in the United States, we work all over the The WBG is committed to offering world, and this requires us to be mindful of local customs, traditions, and staff a work environment that is different work cultures. characterized by openness, trust, We protect and nurture our collective and individual differences so that we respect, creativity, motivation reflect the societies and the world we serve, make better decisions, and more and innovation. Respecting and effectively meet the needs and expectations of our clients and stakeholders. valuing our differences is key to We consider differences to be strengths, whether they are related to race, our collective success. ethnicity, culture, national/country of origin, ancestry, nationality, gender Go to Resource Page to find and gender identity, sexual orientation, age, education, marital/family/ the link to the WBG Statement parental status, pregnancy, health status, disability, religion, political of Commitment to Diversity and Inclusion. 18 affiliation, native language, social and economic status, or any other characteristic. WBG DOES NOT TOLERATE HARASSMENT OR Respect extends to the demands we place on one another. We recognize that we all have both professional and personal responsibilities; we have SEXUAL HARASSMENT friends and families and are all members of local communities. As such, IN THE WORKPLACE we help one another to preserve these aspects of our lives and support the To learn about policy and mental and physical health of those with whom we work to the best of our measures being taken to prevent ability. In practical terms, this means we work to find mutually convenient and address these issues, go to times to convene and respect our colleagues’ personal boundaries and the Resource Page. time spent away from the office as much as possible. Our Diversity — Race, ethnicity, culture, national/country of origin, ancestry, nationality, gender and gender identity, sexual orientation, age, education, marital/ family/parental status, pregnancy, health status, disability, religion, political affiliation, native language, social and economic status, or any other characteristic. 19 Respect Respect extends to the physical environments in which we work. We treat local cultures and customs with sensitivity and reduce our carbon and environmental footprint whenever we can. Managers — including executive leaders, directors, and manag- ers — have additional responsibility for creating and maintaining a DOMESTIC ABUSE workplace environment that is respectful to all. Managers need to PREVENTION PROGRAM take all reasonable steps to protect the health, safety, and security (DAPP) of staff and of anyone working with the WBG. Staff have the right to feel safe, secure and comfortable, and to be free from harassment, The WBG considers domestic bullying, sexual harassment, abuse, or other forms of unwelcome abuse as a serious form of behaviors at work. wrongdoing and will take all While there are some actions and responsibilities that apply only to appropriate actions to address tagged managers, the general principles of role modeling and allegations of domestic abuse of creation of an environment that is conducive to practicing the Code WBG staff or family members apply to all those who have supervisory responsibilities over others or a leadership role. Find out more in Leaders Guide to Code of Ethics brought to its attention. The and other resources in the Resources Section. DAPP provides confidential services to staff and spouses/ partners. Go to the Resource Page to find the link. 20 Q&As Your support can be as simple as being sensitive to hold meetings or activities in accessible locations or in ways that everyone can participate on an equitable basis, responding promptly to the request for the purchase of reasonably priced assistive devices, and I am a manager of a unit with staff so on. In working with staff members who request members with a disability and a long- accommodation, it is important to approach accom- term illness. What can I do to be inclusive modation as a natural part of your managerial in my interactions with them? responsibility to enable all staff to perform at their best and support their long-term career development. A. Aside from ensuring that they are aware of the For example, if there are certain work tasks your staff relevant policies and existing support mechanisms are unable to carry out, the focus of the conversation offered by the organization (e.g. disability leave, with your staff should be on finding other tasks that disability accommodation fund, etc.), there are many suit their skills and contribute to your unit, just as other ways you can show your support as a manager. you may have a work program adjustment conversa- tion with other staff members during the course of 21 Respect Q&As continued the year. Note that it is neither within managers’ authority nor appropriate to press staff members to take time off or go on reduced work schedule. When you treat your staff with empathy, dignity, and flexibility in times of difficulty, you are serving as a role model of practicing the core value of respect and demonstrating your general commitment to creating a workplace that is inclusive for everyone. I am leading a team that is producing a publication. The team comprises of staff there is a team consisting of various staff working on with a variety of seniority and appoint- projects, programs, initiatives, and so on. ment types, who contributed different types of input in varying degrees. How should I give credit to my team? My team is very informal. We often tell jokes about each other and act as if we A. How to give credit to people for their contributions are close friends. But sometimes, I feel can be a sensitive and complex issue. But the rule of that some “jokes” may go too far — I thumb is that credit should be given always based on heard remarks about race, ethnicity, what is fair, and solely based on the contributions, culture, and sexual orientation, and I am regardless of seniority or appointment types. For not sure if all of us are always comfort- example, if someone was hired on a short-term basis able with these jokes. Where is the line to author a chapter for a World Bank Group publica- between jokes and hurtful or offensive tion, credit for their work must be given as such in the remarks? publication, and not be withheld because of their employment status. The same principle of credit and A. This “line” is determined by the recipient of the attribution applies to other broad situations wherever remarks, not the intent of the person who made the 22 remarks. We also need to be mindful that professional experiences associated with them. Even if well-in- colleagues are not personal friends and different tended, “jokes” about them may cause offense or boundaries need to be applied to ensure all colleagues create a work environment that feels disrespectful or feel respected as professionals. If you witness unsafe. As WBG staff, we are expected to view someone making clearly or potentially offensive differences as an opportunity for inclusion and remarks — and if you suspect the recipient is unable learning, and to continually be open to new discus- to or uncomfortable about expressing their discomfort sions and vocabularies that are evolving every day. — intervening in a thoughtful way can be helpful, although it is not always possible or easy to do so. You can also contact the Anti-Harassment Coordinator for confidential advice. We also need to be especially thoughtful and respectful about how we talk about personal attributes, such as race, ethnicity, culture, sexual orientation, gender identity, health status, disability, and so on (see the full list on page 19), that make up a person’s complex identity and their 23 24 Teamwork. We seek We encourage diverse views, challenging ideas We collaborate perspectives and and constructive across boundaries experiences. disagreements. and borders. We collectively We celebrate and own team reward team deliverables, successes. decisions and accountabilities. We work together to achieve our goals. 25 Teamwork At the WBG, teams can take many forms. They can be formal or informal, be situated within a unit, or cut across departments, Vice Presidency Units, and institutional boundaries. Teams can also include clients and partners. In short, a team is any group of people working together to achieve the results we strive for. We believe that our different talents, skills, abilities, and cultural backgrounds provide a A TEAM IS... variety of views that can spark debate and new thoughts, help crystallize concepts that are still incubating, and enable more robust any group of people decision-making. working together to achieve the results we strive for. For us to leverage each team member’s uniqueness, we actively invite and We believe that our different consider, with an open mind and genuine intention, inputs from others, talents, skills, abilities, and especially those with different views and perspectives. cultural backgrounds provide a variety of views that can spark Teamwork requires a positive and respectful atmosphere where each colleague’s unique value and role is recognized and encouraged and where debate and new thoughts difficult questions and controversial issues can be raised and discussed in genuine dialogue. At the WBG, we debate and challenge with an open mind. Staff should feel that we can always approach one another to speak freely, maintaining respect for one another while doing so. Collaboration across borders includes units within the WBG, with external organizations, and partners. We believe the greatest impact is achieved when we proactively reach beyond these boundaries. We leverage talent within and across units, departments and organizations, as well as externally, to benefit from the best available expertise. 26 Collective ownership and accountability are critical to teamwork. This means that once a decision is made, or an approach is agreed upon, we support the decision; we do not divest our individual responsibility and we do our part to the best of our ability to contribute to the agreed approach. We collectively own both successes and failures. We do not assign blame if results are not what we expect, but rather, we proactively seek ways to improve results. At the same time, we recognize individual contributions within teams and give credit where credit is due. Teamwork requires that we share information relevant to our work openly and proactively, and that we make time to help one another as needed. Managers — including executive leaders, directors and managers — have additional responsibility for enabling better teamwork by ensuring that roles and responsibilities are clear, giving due recognition for team members’ contributions, and making certain that staff have both the adequate guidance and space to contribute to the team. While there are some actions and responsibilities that apply only to tagged managers, the general principles of role modeling and creation of an environment that is conducive to practicing the Code apply to all those who have supervisory responsibilities over others or a leadership role. Find out more in the Leaders Guide to Code of Ethics and other resources in the Resources Section. 27 28 Innovation. We challenge We approach our We reflect on, assumptions and work with and learn from take informed curiosity and mistakes and risks. passion. failures. We capture, We ask for and apply, and share learn from knowledge feedback. consistently. We learn and adapt to find better ways of doing things. 29 Innovation Progress requires innovation over complacency. This means ques- Managers — including executive tioning prevailing beliefs and challenging the status quo, suggest- leaders, directors and managers ing better approaches, trying new ideas and encouraging others to — should foster innovation by creating a safe space for staff to do the same. Innovation requires us to step outside of our comfort express new ideas or different zone at times, and to take risks for the purposes of learning and perspectives, delegating, listening improvement. to and empowering staff. In doing so, they should make systematic The WBG seeks to provide safe spaces for testing new ideas, and to feedback a priority and foster an enable us to learn from our successes, mistakes, and failures. We environment where mistakes or support one another in taking informed risks. When things do not go failures are turned into opportuni- as planned, we ask questions and diagnose what we could have done ties for learning. differently, capture and apply those lessons going forward. This While there are some actions and requires an explicit commitment to record knowledge and share it responsibilities that apply only to proactively in service of achieving our mission. tagged managers, the general principles of role modeling and Learning takes place when we seek feedback and apply it where creation of an environment that is relevant. At the individual level, this means that we invite and give conducive to practicing the Code constructive professional feedback on a regular basis. At the organiza- apply to all those who have tional level, this means we listen to our clients and partners with supervisory responsibilities over openness and humility, taking and applying their feedback in order to others or a leadership role. Find work toward being better at what we do. out more in the Leaders Guide to the Code of Ethics and other resources in the Resources Section. 30 In Closing Using the Code and the values to guide you The Code of Ethics is intended to be a source of The WBG trusts our staff to use good judgment inspiration and guidance for all of us as we work in these situations, staying within our delegated together to achieve our mission of reducing poverty authority. When faced with this type of situation, and boosting shared prosperity. It helps us convert you can use the following simple decision-making our values into actions as we pursue opportunities, guide. If the answer to any of the questions is “no,” while also navigating areas of risk. or if there are any doubts, it is best to consult the appropriate colleagues and discuss the matter No document can anticipate and address every before acting. situation that may arise, and we may face situations which are challenging and unfamiliar. You might ask yourself: Is it the right thing to do? Would I be comfortable if this decision or I s my decision consistent with our Core Values action were made public, internally or and the principles of the Code? externally?  oes my decision appropriately account for risks? D What are the consequences of this decision or   re the outcomes fair for all relevant stakeholders? A action? Are there other negative or reputational risks?  Do I have enough information/input? Will I take personal ownership for the outcomes?   hould my supervisor, other internal experts, EIJ, S s there any aspect of my decision or action that I etc., be consulted? could pose a reputational risk for the WBG?  o WBG staff rules or other policies D influence the decision? Is the decision within my authority? Will I take accountability for the decision? Am I setting a good example? f not, who does have appropriate I H  ow will this influence others I work with? authority?  ould my decision or action be misunderstood? C 31 Other services are available for staff seeking assistance on workplace issues: Ombuds Services is a confidential, impartial, and informal service that facilitates the resolution of workplace issues. It is independent from the World Bank Group’s management channels. ombudsman@worldbank.org (202) 458 1056 Respectful Workplace Advisors (RWAs) are volunteer peers who serve as an informal and confidential sounding Resources EIJ board, and help colleagues identify ethics_helpline@worldbank.org options to address workplace concerns For questions or advice regarding By filling out a form at https://www. by providing information about available ethical issues, please contact the worldbank.org/en/about/unit/report- resources. rwa@worldbank.org (202) ing-sexual-misconduct, to report sexual Ethics and Internal Justice 458 1058 misconduct anonymously, if necessary. Services (EIJ): Mediation Services (MEF) offers (202) 473 0279, mediation, facilitation, training, and ethics_helpline@worldbank.org 9:00-17:00 EST team-building. MEF has 23 mediators for all ethics-related queries Hotline (24/7 with anonymous available to support staff and to provide including request for advice on manag- option): for detailed instruction on these services. mediation@worldbank.org ing conflicts of interest. toll-free hotline, go to https://www. (202) 458 0424 You can request EIJ’s Anti- worldbank.org/en/about/unit/ethics_ Peer Review Services (PRS) offers Harassment Coordinator for confidential and_business_conduct#2. a confidential review of staff’s employ- discussion on harassment/sexual Walk-in at EIJ office in I Building, ment-related concerns before an harassment. https://worldbankgroup. 1850 I Street NW, Washington DC impartial and independent panel sharepoint.com/sites/WBEBC/SitePag- 9:00-17:00 EST. of peers. peerreview@worldbank.org es/PublishingPages/SexualHarass- (202) 473 5884 ment-10192018-072924.aspx INT By filling a form at https://wbgcmsprod. Performance Management Review If you wish to report suspected microsoftcrmportals.com/en-US/ (PMR) is the second of a two-tier misconduct, please contact EIJ. To anonymous-users/int-fraud-manage- streamlined administrative review report allegations of abuse of position ment/create-new-complaint/ of performance evaluations, SRI ratings, and misuse of WBG funds for personal and Opportunity to Improve Plans (OTI). gain and sanctionable practices such General information https://worldbank- performancemanagementreview@ as fraud and corruption, please group.sharepoint.com/sites/wbunits/ worldbank.org (202) 473 5884 contact the Integrity VPU (INT). INT/Pages/index.aspx (See page 11 for more information). 32 Administrative Review is the first step Guidance On Anti-Harassment Staff Rule 8.01 – Disciplinary for requesting review of a Performance https://ppfonline.worldbank.org/search/ Proceedings https://worldbankgroup. Management Decision and must be d532e213-daef-46e0-9617- sharepoint.com/sites/ppfonline/ exhausted before seeking Performance 44c7976a1671?ver=current PPFDocuments/f71d4c7a3b1c4f- Management Review (PMR). c99b63b5960484f3c7.pdf adminreview@worldbankgroup.org Domestic Abuse Prevention Program (DAPP) https://www.world- World Bank Group Directive Staff Staff Association (SA) promotes and bank.org/en/work-with-us/hsd/home/ Rule 8.02 — Protections and Proce- safeguards the rights, interests, and domestic_abuse_prevention_program dures for Reporting Misconduct welfare of staff, and fosters a sense (Whistleblowing) https://ppfonline. of common purpose among staff in WBG Policies and Procedure Frame- worldbank.org/search/c83a8618-27c1- promoting the aims and objectives work Staff Rules https://ppfonline. 4d4e-910c-4f73ae1246ab of the World Bank Group. worldbank.org/home staffassociation@worldbank.org Prohibition of Retaliation: World The World Bank Environmental and Bank Group Directive Staff Rule 3.00 (202) 473 9000 or walk-in MC1-700 Social Framework http://pubdocs. — Office of Ethics and Business Race Equity Office (REO) seeks to worldbank.org/en/83772152276 Conduct (EBC) https://ppfonline. prevent, monitor, and respond to 2050108/Environmental-and- worldbank.org/search/2ea59d80-1b8a- systemic practices and procedures that Social-Framework.pdf 42a9-8987-d2676d5ba1ff contribute to racial discrimination within IFC Performance Standards https:// World Bank Group. reo@worldbank.org km.ifc.org/sites/pnp/Pages/pnps. (202) 458-7979. aspx?FilterField1=Document_x0020_ Category&FilterValue1=Environmen- Links to resources mentioned in tal+and+Social+Standards the Code of Ethics Staff Rule 3.01 Standards Of Profes- sional Conduct — Gifts https:// Core Values and Code of Ethics, worldbankgroup.sharepoint.com/sites/ Learning Guides (LGBT+, Disability, ppfonline/PPFDocuments/2b5fc- Mental Health) https://worldbank- 09c985a48f7aa27a4d181711900.pdf group.sharepoint.com/sites/WBEBC/ SitePages/PublishingPages/Values- Staff Rule 4.01 Appointment — Fami- Based-WBG-03252021-143606.aspx ly Relationships and Employment https://ppfonline.worldbank.org/ WBG Statement of Commitment to search/5492fc3a-7f80-4596-88e3- Diversity and Inclusion https://www. 9a41ef364dba worldbank.org/en/about/careers/ diversity-inclusion WBG Anti-Racism Task Force https:// worldbankgroup.sharepoint.com/sites/ legendracism 33