Code of Ethics MESSAGE FROM The World Bank Group President In the challenging, complex global environment in which we work, it is critical that we live by our values. The World Bank Group’s Core Values—impact, integrity, respect, teamwork, and innovation—should guide our decisions and actions as we pursue our mission of alleviating poverty and boosting shared prosperity. Our Code of Ethics is an important resource for all staff. It articulates norms and behavioral expectations that the World Bank Group has of our staff—and that we should have of ourselves and one another—in our interactions with colleagues, clients, partners and communities at large. Each of us has a responsibility to be familiar with the Code, and to make sure we continually strive to embody the principles it lays out. If we prioritize our values, we will build a World Bank Group workplace culture that lasts—one of integrity and respect, which encourages teamwork and innovation, so that we can achieve impact at the highest levels. David Malpass President, World Bank Group 2 i Message from the Chief Message from the Chair of Ethics Officer Staff Association This World Bank Group Code of A key element of the mission of Ethics reflects our Core Values the Staff Association is to build of impact, integrity, respect, community and foster a sense of teamwork and innovation. These values must guide common purpose among staff. Ethical behavior is at our day-to-day work and all the decisions we under- the heart of this community. It’s what keeps it strong, take at the WBG. These values also guide how we inclusive, and what makes us proud to work here. work to achieve the WBG’s mission. The Code of Ethics reminds us of the values we all Our Core Values and the Code are unique. They were need to strive for—what we collectively and individually developed directly from staff inputs, collected through need to demonstrate and promote in our professional face-to-face discussions and on-line engagement and even personal lives. It operationalizes our core open to all staff members of the organization. They values and articulates how we work together and reflect the voices of staff on how we can shape the interact. Conversely, the Code helps us identify and culture we wish to see. call out behaviors that are inconsistent, a key element of accountability. This Code of Ethics is complementary to our Staff Rules; it is a set of principles designed to guide us Staff Association worked closely with EBC as a key to do the right thing when confronted with ethical member of the organization-wide Working Group that dilemmas. Prevention is the key to sustainable developed the Core Values based on the inputs outcomes. Each and every one of us needs to walk the provided by staff around the globe and extensive talk. Each and every one of us, without exceptions, is consultations in the organization. Our Code of Ethics, responsible and accountable towards our institution based on the Core Values, is not something imposed and clients. Our individual behavior matters. from outside or an off-the-shelf product. It is a “home grown” product. Now it’s up to you to own it and And if we ever find ourselves in a difficult situation or translate it into action. dilemma, we must reach out for advice and guidance. EBC is always ready to provide support, together with Daniel Sellen the WBG’s internal justice system. Chair, World Bank Group Staff Association Jorge Dajani Chief Ethics Officer, The World Bank Group ii impact integrity respect teamwork innovation iii TABLE OF CONTENTS Message from the President . . . . . . . . . . . . . i Messages from the Chief Ethics Officer and the Chair of Staff Association . . . . . . . ii The Code: Purpose and Scope . . . . . . . . . 2 Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Integrity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Respect . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Teamwork . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 In Closing: Using the Code and the values to guide you . . . . . . . . . . . . . . . . 29 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 to 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 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 to 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 unless 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, seniority levels, duty station, country of origin, gender etc., can lead to better ideas and greater impact. We also encour- age diversity of views from our clients and partners, and we seek to build consensus around the most effective solutions. 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 communities in our operations by prioritizing projects that tackle issues of climate change THE ENVIRONMENTAL and environmental or social sustainability. We respect human rights and & SOCIAL FRAMEWORK do not condone forced, bonded or child labor. In addition, we strive to AND IFC PERFORMANCE apply environmental and social safeguards and standards in everything STANDARDS we do. We take responsibility for the impact of our actions on our local environment and communities, and we look for ways to minimize waste All WBG projects must adhere to and make positive differences wherever we can. guidelines on environmental and social standards. 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 Business Conduct Department (EBC). 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 misconduct by another staff member, client or partner — including but not limited to theft, fraud, abuse of authority, harassment or sexual harassment — is encouraged to raise it with their Manager or report it to EBC. Any staff member who knows, or is made aware, of the actual or suspected occurrence of any of the five “Sanctionable Practices” related to WBG projects — corruption, coercion, collusion, fraud or obstruction — by another staff member, client or partner is obligated to report such occurrences to the Integrity VPU (INT). 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, EBC or a manager, cooperates with or provides The WBG protects “whistleblowing,” information in a related investigation, or uses any of the resources of the which means we encourage staff WBG Internal Justice Services. to report in good faith “suspected misconduct that may threaten Managers — including executive leaders, Directors and Managers the operations or governance of — have additional responsibility as role models, to regularly the World Bank Group,” typically communicate with staff about the values and the Code, and to linked to corruption or fraud. ensure that staff have access to resources that support staff to live by the Code. Managers are also expected to provide a safe space for Whistleblowers can expect the those who have questions and seek clarity, who are overcommitted same quality in their relationships and need support, whose ideas may provoke controversy or who with their colleagues and Managers raise dissenting views. Staff who raise good faith concerns about after they have come forward. potential harassment, abuse of authority, discrimination or other Managers and colleagues should inappropriate behavior are protecting the interests of the WBG. As continue to provide whistleblowers such, the WBG will make every effort to protect staff from retaliation with support, guidance, and for reporting concerns in good faith. collegiality based solely on profes- sional considerations, and not on their status as whistleblowers. You can find link to Protections and Procedures for 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 Resource and/or refusal would cause offense or embarrass- 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 employed at the WBG in any capacity. There is an exception specifically for spouses and partners, who can work at the WBG, provided that they do not have 14 If I suspect misconduct, am I required to report it? A. Any staff member who suspects corruption or fraud in WBG projects or activities is obligated to report it to INT. For other types of potential misconduct such as abuse of authority, bullying or harassment, staff are encouraged to report it to a Manager or to EBC. If you are a tagged Manager, however, you are obligated to report all suspected misconduct to EBC, whether it is reported to you or you become aware of it in any other way. 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 listen to our staff, clients, and partners with open minds, including those with whom we may disagree. We acknowledge that we all have biases and flaws, WBG STATEMENT OF and we recognize and overcome them to the best of our ability. We COMMITMENT TO treat others as they would like to be treated. DIVERSITY AND INCLUSION We seek objectivity and consistency in designing and implementing our The WBG is committed to offering policies. This means recognizing and rewarding our staff based on merit staff a work environment that is and effort, as well as applying rules and policies with fairness and consis- characterized by openness, trust, tency for all staff, regardless of role or seniority. This is especially relevant respect, creativity, motivation in our recruitment and performance management processes. and innovation. Respecting and As WBG staff, we are mindful that we represent the organization at all valuing our differences is key to times, and therefore are expected to behave with professionalism, our collective success. courtesy, and tolerance when dealing with others. We approach our work with humility; we listen carefully and speak kindly with colleagues, clients, Go to Resource Page to find partners, vendors, other service providers and members of the public. the link to the WBG Statement Though we are headquartered in the United States, we work all over the of Commitment to Diversity and world, and this requires us to be mindful of local customs, traditions and Inclusion. different work cultures. We protect and nurture our collective and individual differences so that we reflect the societies and the world we serve, make better decisions, and more effectively meet the needs and expectations of our clients and stakeholders. THE WBG IS COMMITTED TO FIGHTING RACISM IN ALL ITS FORMS. 18 WBG DOES NOT TOLERATE HARASSMENT OR We consider differences to be strengths, whether they are related to age, ancestry, national origin, marital status, health status, political affiliation, SEXUAL HARASSMENT IN race, religion, gender, sexual orientation and gender identity, disability or THE WORKPLACE any other characteristic. We take steps to create an inclusive culture To learn about policy and where we support those with different needs and are not afraid to ask one measures being taken to prevent another for help. and address these issues, go to Respect extends to the demands we place on one another. We recognize the Resource Page. that we all have both professional and personal responsibilities; we have friends and families and are all members of local communities. As such, we help one another to preserve these aspects of our lives and support the DOMESTIC ABUSE mental and physical health of those with whom we work to the best of our ability. In practical terms, this means we work to find mutually convenient PREVENTION PROGRAM times to convene and respect our colleagues’ personal boundaries and (DAPP) time spent away from the office as much as possible. The WBG considers domestic Respect extends to the physical environments in which we work. We treat abuse as a serious form of local cultures and customs with sensitivity and reduce our carbon and wrongdoing and will take all environmental footprint whenever we can. appropriate actions to address allegations of domestic abuse of Managers — including executive leaders, Directors and Managers WBG staff or family members — have additional responsibility for creating and maintaining a brought to its attention. The workplace environment that is respectful to all. Managers need to take all reasonable steps to protect the health, safety and security DAPP provides confidential of staff and of anyone working with the WBG. Staff have the right to services to staff and spouses/ feel safe, secure and comfortable, and to be free from harassment, partners. bullying, sexual harassment, abuse or other forms of unwelcome Go to the Resource Page to behaviors at work. find the link. 19 Respect Q&As I am a manager of a unit with staff basis, responding promptly to the request for the members with a disability and a long- purchase of reasonably priced assistive devices, and term illness. What can I do to be inclusive so on. In working with staff members who request in my interactions with them? accommodation, it is important to approach accom- modation as a natural part of your managerial A. Aside from ensuring that they are aware of the responsibility to enable all staff to perform at their relevant policies and existing support mechanisms best and support their long-term career development. offered by the organization (e.g. disability leave, For example, if there are certain work tasks your staff disability accommodation fund, etc.), there are many are unable to carry out, the focus of the conversation other ways you can show your support as a manager. with your staff should be on finding other tasks that Your support can be as simple as being sensitive to suit their skills and contribute to your unit, just as hold meetings or activities in accessible locations or you may have a work program adjustment conversa- in ways that everyone can participate on an equitable tion with other staff members during the course of 20 what is fair, and solely based on the contributions, regardless of seniority or appointment types. For example, if someone was hired on a short-term basis to author a chapter for a World Bank Group publica- tion, credit for their work must be given as such in the publication, and not be withheld because of their employment status. The same principle of credit and attribution applies to other broad situations wherever there is a team consisting of various staff working on projects, programs, initiatives, and so on. the year. Note that it is neither within managers’ authority nor appropriate to press staff members to I recently made a joke in a team meeting take time off or go on reduced schedule. that I think may have offended a few of my colleagues. I really didn’t mean to When you treat your staff with empathy, dignity and make anyone uncomfortable and don’t flexibility in times of difficulty, you are serving as a want to make a big deal of it. What role model of practicing the core value of respect and should I do? demonstrating your general commitment to creating a workplace that is inclusive for everyone. A. If you believe that you may have offended your colleagues, it is important that you apologize and I am leading a team that is producing a acknowledge the negative impact that your action publication. The team comprises of staff might have had, without minimizing or excusing your with a variety of seniority and appoint- behavior. What matters here is the impact of your ment types, who contributed different behavior on others, not the intent. Going forward, it is types of inputs in varying degrees. How important that you are more aware of your words should I give credit to my team? and actions, and that you pay attention to cues like facial expression or body language, as some A. How to give credit to people for their contributions colleagues — particularly those who may be more can be a sensitive and complex issue. But the rule of junior — will find it difficult to speak up even if they thumb is that credit should be given always based on are uncomfortable. 21 22 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. 23 Teamwork At the WBG, teams can take many forms. They can be formal or informal, be situated within a unit, or cut across department, VPU 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 variety of views that can A TEAM IS... spark debate and new thoughts, help crystalize concepts that are still incubating, and enable more robust decision-making. any group of people working together to achieve Teamwork requires a positive and respectful atmosphere where each the results we strive for. colleague’s unique value and role is recognized and encouraged and where We believe that our different difficult questions and controversial issues can be raised and discussed in talents, skills, abilities, and genuine dialogue. At the WBG, we debate and challenge with an open cultural backgrounds provide a mind. Staff should feel that we can always approach one another to speak variety of views that can spark freely, maintaining respect for one another while doing so. debate and new thoughts 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. 24 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 their contributions, and making certain that staff have both the adequate guidance and space to contribute to the team. 25 26 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. 27 Innovation Progress requires innovation over complacency. This means questioning Managers — including prevailing beliefs and challenging the status quo, suggesting better executive leaders, Directors approaches, trying new ideas and encouraging others to do the same. and Managers — should foster innovation by Innovation requires us to step outside of our comfort zone at times, and creating a safe space for to take risks for the purposes of learning and improvement. staff to express new ideas or different perspectives, The WBG seeks to provide safe spaces for testing new ideas, and to delegating, listening to and enable us to learn from our successes, mistakes, and failures. We support empowering staff. In doing one another in taking informed risks. When things do not go as planned, so, they should make we ask questions and diagnose what we could have done differently, systematic feedback a capture and apply those lessons going forward. This requires an explicit priority and foster an commitment to record knowledge and share it proactively in service of environment where achieving our mission. mistakes or failures are turned into opportunities Learning takes place when we seek feedback and apply it where relevant. for learning. At the individual level, this means that we invite and give constructive professional feedback on a regular basis. At the organizational level, this means we listen to our clients and partners with openness and humility, taking and applying their feedback in order to work toward being better at what we do. 28 In Closing Using the Code and the values to guide you The Code of Ethics is intended to be a source of situations which are challenging and unfamiliar. inspiration and guidance for all of us as we work The WBG trusts our staff to use good judgment together to achieve our mission of reducing poverty in these situations, staying within our delegated and boosting shared prosperity. It helps us convert authority. When faced with this type of situation, our values into actions as we pursue opportunities, you can use the following simple decision-making while also navigating areas of risk. guide as guidance. If the answer to any of the questions is “no,” or if there are any doubts, it is No document can anticipate and address every best to consult the appropriate colleagues and situation that may arise, and we may face discuss the matter before acting. 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, S s there any aspect of my decision or action that I EBC, 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 29 Resources By filling out a form at Other services are available for https://www.worldbank.org/en/ staff seeking assistance on For questions or advice regarding workplace issues: about/unit/reporting-sexual- ethical issues, or if you wish to misconduct, to report sexual report suspected misconduct, Ombuds Services is a confidential, misconduct anonymously, if impartial and informal service that please contact the Ethics and necessary. facilitates the resolution of workplace Business Conduct Department: issues. It is independent from the (202) 473 0279, World Bank Group’s management ethics_helpline@ 9:00-17:00 EST channels. ombudsman@worldbank.org worldbank.org for all (202) 458 1056 ethics-related queries including Hotline (24/7 with anonymous request for advice on managing option): for detailed instruction on Respectful Workplace Advisors (RWAs) are volunteer peers who serve conflicts of interest. toll-free hotline, please go to EBC as an informal and confidential website’s “How To Contact Us” page. You can request EBC’s Anti- sounding board, and help colleagues identify options to address workplace Harassment Coordinator for Walk-in at EBC office in I Building, concerns by providing information confidential discussion on 1850 I Street NW, Washington DC about available resources. harassment/sexual harassment. 9:00-17:00 EST. rwa@worldbank.org (202) 458 1058 30 Mediation Services (MEF) offers Links to resources mentioned in Staff Rule 3.01 Standards of mediation, facilitation, training, and the Code of Ethics Professional Conduct — Gifts team-building. MEF has 23 mediators https://spappscsec.worldbank.org/ WBG Statement of Commitment to available to support staff and to sites/ppf3/PPFDocuments/Forms/ Diversity and Inclusion provide these services. DispPage.aspx?docid=2636&ver= https://www.worldbank.org/en/about/ mediation@worldbank.org current careers/diversity-inclusion (202) 458 0424 Staff Rule 4.01 Appointment — Harassment and Sexual Peer Review Services (PRS) offers Family Relationships and Employ- Harassment a confidential review of staff’s ment https://spappscsec.worldbank. https://worldbankgroup.sharepoint. employment-related concerns before org/sites/ppf3/PPFDocuments/ com/sites/wbunits/EBC/Pages/ an impartial and independent panel Forms/DispPage.aspx?do- SexualHarassment-10192018- of peers. peerreview@worldbank.org cid=3844&ver=current 072924.aspx (202) 473 5884 Staff Rule 8.02 — Protections https://spappscsec.worldbank.org/ and Procedures for Reporting Performance Management Review sites/ppf3/PPFDocuments/Forms/ Misconduct (Whistleblowing) (PMR) is the second of a two-tier DispPage.aspx?docid=d532e213- https://ispan.worldbank.org/sites/ streamlined administrative review daef-46e0-9617-44c7976a1671 ppf3/PPFDocuments/c83a861827 of performance evaluations, SRI Domestic Abuse Prevention c14d4e910c4f73ae1246ab.pdf ratings, and Opportunity to Improve Program (DAPP) Plans (OTI). Staff Rule 3.00 — Office of Ethics https://worldbankgroup.sharepoint. performancemanagementreview@ and Business Conduct (EBC) — com/sites/hsd/Pages/Services/ worldbank.org (202) 473 5884 Prohibition of Retaliation Domestic-Abuse-Prevention- https://ispan.worldbank.org/sites/ 02112019-130039.aspx Administrative Review is the first ppf3/PPFDocuments/8396780853 step for requesting review of a WBG Policies and Procedure aa4a69b930571dcc6848ec.pdf Performance Management Decision Framework Staff Rules and must be exhausted before https://spappscsec.worldbank.org/ seeking Performance Management sites/ppf3/Pages/PPFHome.aspx Review (PMR). The World Bank Environmental and adminreview@worldbankgroup.org Social Framework https://www.worldbank.org/en/ Staff Association (SA) promotes and projects-operations/environmental- safeguards the rights, interests, and and-social-framework welfare of staff, and fosters a sense of common purpose among staff in IFC Performance Standards promoting the aims and objectives https://km.ifc.org/sites/pnp/Pages/ of the World Bank Group. pnps.aspx?FilterField1=Document_ staffassociation@worldbank.org x0020_Category&FilterValue1= (202) 473 9000 or walk-in MC1-700 Environmental+and+Social+Standards 31 Ethics and Business Conduct Promoting ethics and our core values to reach the World Bank Group twin goals