Code of Ethics 2 i 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 i MESSAGE FROM The Chief Ethics Officer The World Bank Group Code of Ethics was adopted in 2020 and is built on our Core Values of impact, integrity, respect, teamwork and innovation. These values guide our day-to-day work and all the decisions we undertake at the WBG. These values also guide how we work to achieve the WBG’s mission. This Code of Ethics is a key tool to becoming a values-based institution. It is comple- mentary to our Staff Rules, raising our accountability beyond mere compliance with the rules; it is a set of principles designed to guide us to do the right thing. Each and every one of us matters. Each and every one of us, without exception, is responsible and accountable towards our institution and clients. Our Core Values and the Code are unique. They were developed directly from staff inputs, collected through face-to-face discussions and on-line engagement open to all staff members of the organization. They reflect the voices of staff on how we can shape the culture we wish to see. And if we ever find ourselves in a difficult situation or dilemma, we must reach out for advice and guidance. EBC is always ready to provide support, together with the WBG’s internal justice system. Jorge Dajani Chief Ethics Officer, The World Bank Group 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 in developing the first statement of Core Values, and we continue to work closely with EBC 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 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 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 (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 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 a misconduct by another staff member, client or partner is encouraged to raise it with their Manager or report it to EBC or INT as appropriately described under Staff Rule 3.00 and Staff Rule 8.01. Issues that staff are encouraged report to EBC 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 full list of diversity 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 EBC’s jurisdiction) has an obligation to report it to EBC. 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 model what is the World Bank Group,” typically right, to regularly communicate with staff about the values and the linked to corruption or fraud. Code, and to ensure that staff have access to resources that support staff to live by the Code. Managers are also expected to provide a Whistleblowers can expect the safe space for those who have questions and seek clarity, who are same quality in their relationships overcommitted and need support, whose ideas may provoke contro- with their colleagues and Managers versy or who raise dissenting views. Staff who raise good faith 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 link to Protections a leadership role. Find out more in Leaders Guide to Code of Ethics and Procedures for Reporting and other resources in the Resources Section. 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 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 these protections. This prohibition extends to retalia- abuse of authority, bullying or harassment, staff are tion against any person because such person was encouraged to report it to a Manager or to EBC. If believed to be about to report misconduct or believed you are a tagged Manager, however, you are obligated to have reported misconduct, even if such belief is to report all suspected misconduct to EBC, whether it mistaken. These protections apply to all staff, is reported to you or you become aware of it in any including short-term staff, as well as outside parties, other way. such as contractors and their employees, agents or representatives, and any other persons engaged in I recently shared with my manager a dealings with 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 EBC. I now sometimes get their involvement in a protected activity, they should the feeling that my manager is treating contact EBC, Internal Justice Services or Staff me differently since then. She has not Association. Retaliation is misconduct and may lead included me in a few meetings that in- to disciplinary sanctions if established. Where there is cluded discussions of projects I work on. a risk of retaliation, EBC can work with management And she has not invited me to our regular and HR to implement interim protections to safe- one-on-one check-ins. I am afraid this is guard the interests of staff members. Protective affecting my ability to deliver my work measures can include monitoring for retaliation or and potentially may impact my career reprisal, or temporary reassignment of the affected development long-term. What can I do to staff to another unit or manager based on agree- make sure I am protected? ment. Such measures as reassignment will be A. All staff are protected from retaliation under Staff implemented only with the staff members’ consent. In Rules 3.00 and 8.02. “Retaliation” can take many certain circumstances, an alleged offender may be forms including managerial decisions such as termi- placed on administrative leave. Where appropriate, nation, non-renewal of contracts, denial of promotion, such as where a staff member who participated in an exclusion from work, verbal and written reprimand, EBC investigation has concerns and requests it, and threat of retaliation. Staff who report suspected EBC’s Anti-Harassment Coordinator (AHC) may raise misconduct or otherwise participate or provide the concerns with the relevant manager and director, information in EBC or INT investigative proceedings remind them about prohibition against retaliation, or use the Internal Justice Services are considered to and monitor the situation. have engaged in a “protected activity” that triggers 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 Resource Page to find We seek objectivity and consistency in designing and implementing our the link to the WBG Anti-Racism policies. This means recognizing and rewarding our staff based on merit, as 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 Managers — 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 inputs 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 and their experiences associated with them. Even if colleagues are not personal friends and different well-intended, “jokes” about them may cause offense boundaries need to be applied to ensure all colleagues or create a work environment that feels disrespectful feel respected as professionals. If you witness or 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 of diversity on page 19), that make up a person’s complex identity 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 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 crystallize concepts that are still incubating, and enable more robust decision-making. any group of people working together to achieve For us to leverage each team member’s uniqueness, we actively invite and the results we strive for. consider, with an open mind and genuine intention, inputs from others, We believe that our different especially those with different views and perspectives. talents, skills, abilities, and cultural backgrounds provide a Teamwork requires a positive and respectful atmosphere where each colleague’s unique value and role is recognized and encouraged and where variety of views that can spark difficult questions and controversial issues can be raised and discussed in debate and new thoughts 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 their 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 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 Leaders Guide to 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 as guidance. If the answer to any of the while also navigating areas of risk. questions is “no,” or if there are any doubts, it is best to consult the appropriate colleagues and No document can anticipate and address every discuss the matter 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? Does my decision appropriately account for risks?  W  hat are the consequences of this decision or Are the outcomes fair for all relevant stakeholders?  action? Are there other negative or reputational risks?  Do I have enough information/input? Will I take personal ownership for the outcomes?  S  hould my supervisor, other internal experts,  Is there any aspect of my decision or action that EBC, etc., be consulted? could pose a reputational risk for the WBG? D  o WBG staff rules or other policies influence the decision? Is the decision within my authority? Will I take accountability for the decision? Am I setting a good example?  If not, who does have appropriate H  ow will this influence others I work with? authority? Could my decision or action be misunderstood?  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 EBC 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 Business Conduct 458 1058 misconduct anonymously, if necessary Department (EBC): Mediation Services (MEF) offers (202) 473 0279, mediation, facilitation, training, and ethics_helpline@ 9:00-17:00 EST team-building. MEF has 23 mediators worldbank.org for all ethics-relat- Hotline (24/7 with anonymous available to support staff and to provide ed queries including request for advice option): for detailed instruction on these services. mediation@worldbank.org on managing conflicts of interest. toll-free hotline, go to EBC website’s (202) 458 0424 You can request EBC’s Anti- “How To Contact Us” page Peer Review Services (PRS) offers Harassment Coordinator for confidential Walk-in at EBC office in I Building, a confidential review of staff’s employ- discussion on harassment/sexual 1850 I Street NW, Washington DC ment-related concerns before an harassment. https://worldbankgroup. 9:00-17:00 EST. impartial and independent panel sharepoint.com/sites/wbunits/EBC/ of peers. peerreview@worldbank.org Pages/SexualHarass- INT (202) 473 5884 ment-10192018-072924.aspx By filling a form at https://wbgcmsprod. microsoftcrmportals.com/en-US/ Performance Management Review If you wish to report suspected anonymous-users/int-fraud-manage- (PMR) is the second of a two-tier misconduct, please contact EBC. To ment/create-new-complaint/ streamlined administrative review report allegations of abuse of position of performance evaluations, SRI ratings, and misuse of WBG funds for personal General information https://worldbank- and Opportunity to Improve Plans (OTI). gain and sanctionable practices such group.sharepoint.com/sites/wbunits/ performancemanagementreview@ as fraud and corruption, please INT/Pages/index.aspx worldbank.org (202) 473 5884 contact the Integrity VPU (INT). (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://worldbank- World Bank Group Directive Staff Staff Association (SA) promotes and group.sharepoint.com/sites/hsd/Pages/ Rule 8.02 — Protections and safeguards the rights, interests, and Services/Domestic-Abuse- Procedures for Reporting Misconduct welfare of staff, and fosters a sense Prevention-02112019-130039.aspx (Whistleblowing) https://ispan. of common purpose among staff in worldbank.org/sites/ppf3/ promoting the aims and objectives WBG Policies and Procedure Frame- PPFDocuments/ of the World Bank Group. work Staff Rules https://spappscsec. c83a861827c14d4e910c4f73ae1246ab. staffassociation@worldbank.org worldbank.org/sites/ppf3/Pages/ pdf (202) 473 9000 or walk-in MC1-700 PPFHome.aspx Prohibition of Retaliation: World Race Equity Office (REO) seeks to The World Bank Environmental and Bank Group Directive Staff Rule 3.00 prevent, monitor, and respond to Social Framework http://pubdocs. — Office of Ethics and Business systemic practices and procedures that worldbank.org/en/83772152276 Conduct (EBC) https://worldbankgroup. contribute to racial discrimination within 2050108/Environmental-and- sharepoint.com/sites/ppfonline/ World Bank Group. reo@worldbank.org Social-Framework.pdf ppfdocuments/2ea59d- (202) 458-7979. 801b8a42a98987d2676d5ba1ff.pdf IFC Performance Standards https:// km.ifc.org/sites/pnp/Pages/pnps. EBC Brochures Including Links to resources mentioned in aspx?FilterField1=Document_x0020_ “Retaliation: What Staff and the Code of Ethics Category&FilterValue1=Environmen- Managers Need to Know” https:// tal+and+Social+Standards worldbankgroup.sharepoint.com/sites/ Core Values and Code of Ethics, wbunits/EBC/Pages/ Staff Rule 3.01 Standards Of Profes- Learning Guides (LGBT+, Disability, Brochures-04152021-144733.aspx sional Conduct — Gifts https:// Mental Health) https://worldbank- spappscsec.worldbank.org/sites/ppf3/ group.sharepoint.com/sites/wbunits/ PPFDocuments/Forms/DispPage. EBC/Pages/ValuesBased- aspx?docid=2636&ver=current WBG-03252021-143606.aspx Staff Rule 4.01 Appointment — Fami- WBG Statement of Commitment to ly Relationships and Employment Diversity and Inclusion https://www. https://spappscsec.worldbank.org/sites/ worldbank.org/en/about/careers/ ppf3/PPFDocuments/Forms/DispPage. diversity-inclusion aspx?docid=3844&ver=current WBG Anti-Racism Task Force https:// worldbankgroup.sharepoint.com/sites/ leg/endracism/Pages/index.aspx 33 Ethics and Business Conduct Promoting ethics and our core values to reach the World Bank Group twin goals