N Ji _. . '. Cr i . :4: I YW II u p.i World Bank Group Mission To fight poverty with passion and professionalism for lasting results. To help people help themselves and their environment by providing resources, sharing knowledge, building capacity, andforging partnerships in the public and private sectors. To be an excellent institution that is able to attract, excite, and nurture diverse and committed staff with exceptional skills who know how to listen and learn. An Invitation to Share ore than 50 years after the World Bank made its first loan, we turn to our partners in development to help us create a 1 renewed Bank-one that shares its most important resource, its people. The World Bank Group's Staff Exchange Program is essentially a sharing of staff between the Bank and a partner institution, with a particular focus on the private sector. Through it, we hope to develop - long-lasting relationships, foster cultural exchange, and enhance the We must all do more to skills of both organizations. Together we can make a positive enhance the role of civil difference in the global development arena. society and the private sector. Over the past decade, the development environment for the Bank's The old multilateralism was clients has changed dramatically. The private sector has become more active, governments have become more accountable for their government to government. countries' development, and all the global players rely increasingly on The new multilateralism the capacity to share knowledge and learning more rapidly. must include the voices of the Our Staff Exchange Program is one of the most effective ways of shiaring knowledge across and within our various companies, private sector and civil institutions, an(l sectors, and of fostering cultural change in the society. We must all be more global developmnent community. accountable. Better partners. In the end, the almost 5 billion people who live in emerging economies deserve the benefits that an effective and competent global Better listeners. Better development partnership can provide. With our collaboration, the deliverers. Staff Exchange Program can make this happen. Address to the Board of Governors World Bank-International Monetary Fund 2002 .4nnual Meetings, September29, 2002 Wa.shinzgton, D.C. James D. Wolfensohn Prtesident V'orldl Bank Group I Staff Exchange global partners M any organizations-private industry, nongovernmental organizations, the public sector, development agencies-from all regions o M the world currently participate in the Staff Exchange Program. This was the full list as of November 2002. ABB Department for International International Labour Organisation Philipp Holzmann International ACE Bermuda Development (DFID) (11,O) Khalifa GMBH ActionAid Deutsche Bank International Monetary Fund (IMF) Placer Dome African Development Bank Group Deutsche Gesellschaft fur International NGO Training and PricewaterhouseCoopers (PwC) (AfDB) Technische Zusammenarbeit Research Centre (INTRAC) Rabohank International Aga Khan Fund for Economic (GTZ) International Women's Health Rio Tinto, plc. Development (AKFED) Deutsche Post World Net Coalition (IWHC) Samsung Corporation Agence Francuaise de Deutscher Entwicklungsdienst International Youth Foundation (IYF) Sanwa Bank limited D6veloppement (AFD) (DED) IntesaBci SAP AG Alstom Developmenit Bank of Japan (DBJ) Islamic Development Bank Group Saudi Arabian Monetary Agency AOO Consulting (Nigeria) Development Bank of Southern IUCN - World Conservation Unioni (SAMA) Arab Urban Development Institute Africa (DBSA) Japan: Cabinet Office Saudi Aramco (AUDI) Dexia Japan: Ministry of Finance Schiumberger Cambridge Research Asian Development Bank (ADB) Dow AgroSciences ILC Japan Bank for International Scottish Enterprise Australian Agency for International Dresdner Bank Cooperation (JBIC) Severn Trent Water International Development (AusAID) EastWest Institute (EWI) Japan External Trade Organization Shell International Australian National University Economics Education and Research (JETRO) Shinsei Bank (ANU) Consortium (EERC) Japan International Cooperation Siemens Austria: Government of Austria Eksport Kredit Fonden (EKF). Agency (JICA) Societe Generale Autostrade SpA Denmark J.P. Morgan Chase & Co Spain - Ministry of Econiomy Aventis Electricite de France (EDF) Kansai Electric Power Company Stanford University Bahrain Stock Exchange (BSE) European Bank for Reconstruction KfW, Germany State Environmental Protection Baker & McKenzie (Solicitors & and Development (EBRD) Komatsu Administration (SEPA), China Attorneys) European Commission (EC) Korea: Ministry of Education Suez Bank For International Settlements European Investment Bank (EIB) Korea: Ministry of Environment Sumitomo Corporation (BIS) European Training lFoundation (ETF) Korea: Ministry of Finance and Swedish International Development Bank of England Export-Import Bank of Korea Economy Cooperation Agency (SIDA) Bank of Israel (KEXIM) Korea: Ministry of Information and Syngenta Bank of Korea ExxonMobil Communication Talal Abu-Ghazaleh & Co. Bank of Tokyo-Mitsubishi (BTM) Fannie Mae Korea: Ministry of Planning and International (TAGI), Jordan Banque de France Fauna & Flora International (FFI) Budget Thames Water Bavarian Ministry for Economic Federal Emergency Management Kuwait Fund for Aral) Economic TNO International Affairs, Transport and Technology Agency (FEMA) Development Tokyo Elec tric Power Company Boston University Financial Supervisory Service, Lahmever International (TEPCO) BP Korea (FSS) Lister Hill Center for Health Policy Tractebel Group Brisbane Citv Council/Brisbane City Food and Agriculture Organization (University of Alabama at UBS A.G. Enterprises Ltd. of the United Nations (FAO) Birmingham) United Bank for Africa, plc BUPA Fountain Publishers. Uganda MBC International Bank limited, United Nations (UN) Caisse (les D6pots et Consignations GFA 'Terra Systems GmbH N,! United Nations Centre for Regional Central Bank of West African States GKW CONSULT MeadWestvaco Development (UNCRD) (BCEAO) Human Resources Developmenit Merck & Company United Nations Children's Fund Canadian International Development Canada (HRDC) Mersey Partnership (UNICEF) Agency (CIDA) IDA Ireland Middlesex University United Nations Development CH2M Hill Family of Companies Ingenieur-Gesellschaft fur Millennium Institute Programme (UNDP) China Financial & Economic Internationale Planungsaufgahen Mitsubishi Corporation United Nations Economic Publishing House (CFEPH) (IGIP) Mitsui & Company Commission for Africa (UNECA) Citibank, N.A. Inner & Eastern Health Care Mizuho Bank United States Postal Service COMESA Clearing House Network (IEHCN) Moldova: Government of the (USPS) ConocoPhillips Inter-American Development Bank Republic of University of Arizona Consulting and Audit Canada (CAC) (IDB) Munich Re Group University of' Glasgow Corporaci6n Antioquia Presente Intercontinental Consultants andl NAI. Merchant Bank Pl.C Vivendi Group Corporaci6n interRed Technocrats Pvt. Ltd. (ICT). India Nature Conservancy Volta River Authority (VRA) Cr6dit Agricole Indosuez (CA) International Enterprise Singapore Nippon Keidanren Worl(d Business Council for CSIR, South Africa (IE) Nippon Life Insurance Company Sustainable Development CSIRO Land and Water, Australia International Food Policv Research Nippon Steel Corporation (WBCSD) DaimlerChrysler Institute (IFPRI) Organisation for Economic World links for Development De Nederlandsche Bank (Central International Institute for Co-operation & Development Organization Bank of the Netherlands) Management Development (IMD) (OECD) World Trade Organization (WTO) I Welcome Dear Partners: Share 'Pu l, k lll5kispscti\ s , Sfillsi i sits ludgu. I fi1 g A long with eradicating poverty and hunger, combating AIDS, and guaranteeing chil- - 6 la )02 dren everywhere a primary education, the United Nation's 2000 Millennium Goals made the development of a global partnership for development a priority. So too did the Abhoit the Staff Ellhllage Proglralml 4 world leaders who gathered at the International Conference on Financing Development What's new at SEt) this past March in Monterrey, Mexico. At the recent World Summit on Sustainable Devel- opment in Johannesburg, South Africa, more than 220 partnerships were identifiedI and Mmos ing iln moviig onl 6 more thani 50 new ones announiced-all of them aimed at bringing government, busi- Shlar-e pa\s djividends7 ntess, and societv together. 'I'lhc rIC\ bottorn 1,, *: So°ialkl rCSeponSible Ih,ines S P"artnership today means not just providinig aid to poor and developing communities, l)oing miorec good: heli nex\t step but empowering tlenii-enlisting the input, support, and knowledge of local people in ln SLStainlaleC develoelCntxt t It directing their owII growth and development. As World Bank Group President James D. V/olfenisohni saidl in a recent ad(dress to the Bank Groups Board of Governors, "We imiust A technological and social ehlalleinge a] I (lo more to enhanice the role of civil societv and the private sector. The old multilat- for the 2 I St celntu.ry\-Ibuilding a suLstainlable societs M( eralism was governmenit to government. The new multilateralism must include the voices of tlhe private sector anltI civil society. We must all be mnore accounitable. Better partners. Striv ing for sutainahie l10,4ogistiCS I I Better listeners. Better dleliverers." National dleVeopmen.,t thrlnigh Ihirian des\elo)Pusent 1 The theme for this issue of Share is partnerships for sustainable development. Devel- P*aritne-ship: The key to hUsiness andt opJment partnerships can take many forms. In this issue we give vou the chance to read commulll-lnity suCcss 13 ab)out a widle range. In the Philippines BP Solar has found that providing remote com- iveC\raging (ross-Sector Partnership munities with a reliable source of electrical power lhas helped not just schools and med- ill a Global collolms: I'lTh Sta ff ical clinics, but a host of small businesses as well-everything from village movies to I xChange Poralll's third a1nnuli Internet access whose proceed(s help fund still more community projects. In Ulganda, mean- cofternce ainid expo 14 wlile, the German Development Service has found that local partnerships can play a LIocal par,,tneCrslhips9-uIlte thai nlust critical role in bringing an enid to war and promoting progress toward a stable future. tlIe latest fashlol Partne,-rships inl Fturope Rvitaliiling Partnerships are also importanit in the industrial world. In the United Kingdom Cities anrd communz1.lities \Vor1kilng The Mersey Partnerslip promotes the redevelopment and recovery of the once-thriving togcther 23 Liverpool area by builcling new connections between communities, investors, anid busi- World Links: (ettinig the dlevelopiingw nesses. With the help of corporate sponsors the group brings togetlher the region's major world oinline 24 inm estors with leading public and private groups to champion the area as a desirable place Powering development and to live. work, invest. aiid visit. Ciii _)steVro _iIig ci C noni 1 i - 's 2i Other groups like Japan's Kansai Electric Power Company or ExxonMobil define part- 2161 n lti-1:S Lid I;Zzildil g nership in terms of corporate citizenship. Social responsibility, they stress, is not only svtlands ndleanig svater the right thing to do. It is also good for business. Not all projects are large. As Juliette MakilIg uLSC of malylV strands- Aclams. the founder of ValueAd Solutions, a Washington, D.C.-based consulting firm inrbustinles sl-. 0pp0rtL that aids small, minority-owne(d businesses suggests. size is irrelevant when it comes to so icial responsibility. Working together is important for everyone. Traillinlg anrd rt eorkinig for faster algriCulturalI gri Iwth anld poi iet\ IrCedlctionl ill ViCtInam 28 Let's continue our work together. All the very best. Cover illustration by James Yang Paulinie B. Ramprasad Editing, design, layout, and coordination by Communications Development Incorpor-ated's Meta de Coquer-eaumont, NManager, Staff Exchange Program Stephanie Rostron, and Elaine Wilson The World Bank Group I About the Staff Exchange Program O ur goal at the World Bank Group is to er the World Bank's more than In all movements of staff, the host organi O reduce poverty and improve living 50-year history, it has become a zation specifies the job description and term standards by promoting sustainable growth global partnership of 183 coun- of reference for the assignment. and investments in emerging economies. We tries joined together for a common purpose: The sponsoring organization conducts provide loans, technical assistance, and pol- to improve the quality of life for people search for appropriate candidates. Sponsor icy guidance to help our developing coun- throughout the world and meet the challenges ing organizations identify and nominate indi trv members achieve this objective. of sustainable development. viduals who have maintained a consistentl Our group of institutions includes: The Staff Exchange Program (SEP), by strong performance record. building a growing network of relationships The sponsoring organization forward! The International Bankfor with partner organizations from the private appropriate staff profiles or curricula vita( WORLD BANK Reconstruction and sector and from all levels of civil society, to the host organization for consideration. 7 Development. Founded in 1944. enhances the skills of the World Bank The host organization assesses the nomi this single largest provider of Group's staff and brings our partners into a nated individuals and interviews them befor development loans to middle- strategic alliance serving our common pur- a decision is made. income developing countries is pose of development. The essence of the If the exchange is to be reciprocal, th( also a major catalyst of similar program is simple-exchanging knowledge receiving organization selects an individua financing froni other sources. by sharing staff. And with sharing comes to participate in the program. The IBRD funds itself primarily partnership. The SEP office will discuss and agree by borrowing on international with your representative on cost-sharinp capital markets. Our growing network of arrangements. Both organizations agree on the details o The International Development relationships with the partnership agreement. These agreementb 4 Association. Founded in 1960, describe the assignment (clear expectation, eiA IDA assists the poorest on work program, terms of reference, perfor. countries by providing private sector and civil mance evaluation process. induction, train- interest-free credits with society ing); administrative information (duration o1 35-40 year maturities. IDA is enhances staff the assignment, leave, relocation); and finan- funded primarily by skills and brings our cial details (which organization pays for what), government contributions. partners into a The participant joins the host organiza- astrategic tion for the start of the assignment (the dura- IC o The International Finance alliance serving our tion is typically up to two years, with an enter Corporation. The IFC suppoth s extension of up to a third year if both orga- private enterprnses in the nizations agree). developing world through loan development. The participant returns to the home orga- and equity financing and a nization at the end of the assignment and range of advisory services. applies the new learning. How to join us The Multilateral Investment The SEP office is the focal point for Program objectives LLGA -, v Guarantee Agencl MIGA offers establishing and maintaining these partner- * Develop closer partnerships and long-last- investors insurance against ships. The SEP manager is the contact for ing relationships with other organizations noncommercial risk and helps advice and guidance on the process. The operating in the global development arena. governments in developing steps to establish the partnership agreement * Enhance the professional and technical countries attract foreign follow. skills and expertise of participants (both investment. We agree with your representative on the our staff and those of partner organizations) mutual objectives to be gained through the through a variety of learning and skills The International Centerfor staff exchange partnership and on the skills, development opportunities on the job. IcS the Settlement of Investment needs, and developmental opportunities to * Foster cultural change, knowledge -J Disputes. ICSID encourages be gained in each assignment. The staff exchange, diversity, and a sharing of peo- the flow of foreign investment exchange consists of single movements of ple and talent with our global develop- to developing countries staff in either direction based on business ment partners to strengthen the quality of througlh arbitration and needs. An exchange or "swap" of staff is not work on global development and poverty coniciliation facilities. a requirement, though it is an option. alleviation. @ I What's new at the Staff Exchange Program? Skills and Expertise hs°Pmafaao'aasm and aDrwe fr Sxelence S il n x ets In June the new Leadership by Action LBA seeks to further enhance and invest Accounting (LBA) program was introduced. The pro- that wealth through the power of focused com- Agriculture/Agribusiness gram bnigs together a diverse community munity reflection and action. We hope to fos- of leaders to help shape and implement institu- ter a more results-oriented leadership culture Auditing tional strategv. Kathy Sierra, vice president of through a series of compelling conversations Compensation Humtlan Resources, sponsors the program. Here that will engage our leadership cadre. she answers questions about the new initiative. Q:What do you hope to accomplish Corporate Planning Q: Tell us why the LBA through the LBA? Economics initiative is important. KS: I want to provide the KS: As shown through the ' - context for our leadlers to share Education reeent staff survey and fiscal year their considerable experience, test Energy/Power 2002 operations results, it's clear their assumptions. and develop a Environment that our organization has reached ' shared language and common a n ew level of working together. The approach. I'd like to see them use External Affairs L BA program offers a timely oppor- their collective ability to innovate Finance tunity for our leaders to come and implement concrete objec- together and create solutions that . tives critical to the institutional General Services address our most pressing issues. It ' - agenda. Health also focuses on three key areas that will help Q:What has happened so far? strengthen overall management capacity. We see KS: In June this new community met with Human Resources the se as support for managerial learning, strength- Jim Adams, vice presidlent of Operations Pol- Industry eninlg of our managerial assessment tools, and icy and Country Services, and Dutclh Leonard Informatics active corp)orate management of' the process for from Harvard's Kennedy School of Govern- selecting, developing, and rotating managers. ment, to reflect on the state of' leadership in Information Management Q: How did the LBA come about? the world in general and in the Bank in par- Investment KS: The LBA builds on the investment we ticular. Then, in July. they began attending made in staff and managers through the Staff President Wolfensohn's quarterly briefings Legal E\change Program (SEP) and the Executive for managers, which gives them an opportu- Nutrition Development Program (EDP) at Harvard. nity to be part of the institutional strategy as Between 1995 and 2001. 600 staff. including it unfolds. Organizational Development most of our World Bank Group managers, Q:What's next? and Learning attended the EDP, buildling their capacity for KS: President Wolfensohn laid out the leadlership, finance. corporate strategy, and important challenges that lie ahead in his recent Population change management. Bank Group managers letter to staff, including the task of (leveloping Private Sector Development currently hlave the opportunity to continue their an even stronger focus on results, working Procurement learning through the New Management Cur- together to strike a better work-life balance. rieulum. Through the SEP the Bank Group andl improving our ways of recognizing and Project Finance and b nilds and supports its partnership agenda and rewar(ling performance. The LBA will focus on Guarantees slhares staff with partner organizations with the these and other challenges as they emerge. Public Sector Management aim of fostering cultural exchange and enhanc- To help us think through our approach. we ing skills within the Bank and its partner orga- invited Ron Heifetz, director of the Leadership Social Science nizations. Both the EDP and the SEP were Education project at Harvard, to meet witl these roi Telecommunications designed to bring external perspectives to the lea(lers andl to explore how leaders tackle dif- Bank Group. Many of the innovations that have ficult situations and what it takes to lead change Transportation madle us stronger in recent years have come successfully. Another successful engagement Treasury Operations frnrn the wealth of'knowledge. skills, an(I energy was a disgussion on "Leading Teams," with generated through these programs. Harvard's Richard Hackman. e Water and Sanitation I Moving in, moving on Moving in arc Bacchetta, Swiss national, abio Gradaschi, Italian national, and an Noble, Australian national, joined the joined the World Bank's Economic FBerit L. Lauridsen, Danish national, I World Bank's Environment Department Policy and Poverty Reduction Unit. Marc joined the Multilateral Investment Guaran- Prototype Carbon Fund Team. Ian will estab- comes to us from the World Trade Orga- tee Agency's (MIGA) Guarantees Department lish and manage the technical advisory grouj nization's Development and Eco- as underwriters. Fabio comes to us from on the design of the fund and advise on port- nomic Research Division. Marc will lntesaBci's export finance team in Milan, folio selection and portfolio development cri- work with the current team leader of Italy, and Berit was a chief consultant at teriaforthefund'sproposed twowindowsfoi the trade program to design and deliver an Eksport Kredit Fonden, Denmark. They investment. Ian comes to us from the Aus expanded capacity-building program will assist senior underwriters to review infor- tralian National University. in close collaboration with the other mation provided by investors, llost countries, partners. andl MIGA staff to assess noncommercial risks voung-Chun Park, Korean national involve(d in an investment and whether and I joined the World Bank's East Asia anc L ars Blomfeldt, Swedish national, is on how the risks shoul(d he covered. Pacific Region, Poverty Reduction and Eco- La two-year assignment to Mizuho Cor- nomic Management Sector Unit, as seniol porate Bank, Ltd. in New York. This I uisita Guanlao, Filipino national, has economist. Young-Chun conies to us from the assignment gives Lars an opportunity to work LjoinedI SAP AG's public sector group to Ministry of Finance and Economy, in project finance advisory services with a providle support in the dlevelopment and man- Republic of Korea. focus on the Americas. agenient of e-government solutions. Luisita was a manager at the World Bank's Information w onna Roa, US national, came tc 9 ichael Broemmel, German Solutions Groul), Corporate Solution Systems. D the World Bank from Deutsche M bnational, joined the World Bank's Gesellschaft fuirTechnische Zusam- Operational Quality and Knowledge Unit as uillermo Hakim, Peruvian national, menarbeit, in Eseborn, Germany. Donna senior operations officer. Michael comes to G a senior economist in the World Bank's joined the Energy and Water Department. us from Deutscher Entwicklungsdienst. Middle East and North Africa Region, Humani Water and Sanitation Program, as senior com- Before hiis SEP assignment, Michael coor- Development Group. began a 10-month municatiolis specialist. She will focus on dinated a project that established the elec- assignment with the European Training strengthening and supervising internal and tronic managenient of his department's Foundation in Turin, Italy. The assignment external communication of the Water and San- services. will give Luis an opportunity to work on skills itation Program. an international partnership needs in labor markets in changing economies. that aims to improve poor people's access to L akshmi Chatterjee, Indian national, sustained water and sanitation services. Ljoined the World Bank's Corporate livier Lambert, French national, begani Resources Management Group, where she Ohistwo-yearassignmentwithCaissedes Deter Stella, US national, joined the will provide support to corporate business Depots et Consignations (CDC) in Paris. r World Bank's senior vice president and planning. Lakslimi joins us from Siemens Olivier will be working in CDC's Strategy Divi- chief financial officer's Finance Functions, Public Communications Networks sion as senior project manager. Before taking on Credit Risk Unit, as principal economist. Ltd. in India. this assignment. Olivier worke(d as senior finan- Peter will help determine sovereign risk rat- cial sector specialist in the East Asia and Pacific ings, recommenlde(d levels of lending, and the N eil Fantom, UK national, stepped Region's Financial Sector Unit. triggers associated with adjustment or pro- N away from his position at the Depart- graniniatic loans. ment for International Development hanwoo Lee, Korean national, joinedI in London to join the World Bank's Devel- C the World Bank as senior cofinancing aoki Umemiya, Japanese national, opment Data Group as senior statistician. officer in the Trust Fund Strategy and Donor h jotied the World Bank's East Asia and Neil will focus on improving World Bank and Relations Department. Before that. Chanhoo Pacific Region, Human Development Sector International Monetary Fund staff awareness worked for the Ministry of Finance and Unit, as operations assistant. Naoki comes of the need for effective national statistical Economy, Republic of Korea. to us from the Japan International Coop- systems in support of poverty reduction and eration Agency. the strengthening of statistical capacity in ceungtae Lim, Korean national. joined developing countries. the World Bank's East Asia an(d Pacific umikoYoshinari, Japanese national, Region Poverty Reduction anid Economic K stepped away from the International J ose-Luis Fernandez-Ranz, Spanish Manageniient Sector LUnit as econiomist. Before Fimiamice Corporation's Global Financial Mar- national, joined the World Bank's Poverty joining the Banik. Seungtae worked as a direc- kets, Strategy Group, for an assignment at Reduction and Econoniic Managenient Unit tor of hunian resources in the Ministry of Fannie Mae, Washington. D.C. Kumiko will as an econoniist. He comes to us froni Spain's Finance and Economy, Republic of have an opportunity to work on housing Ministry for Tax Administration. Korea. finance projects. I Moving on R osa Maria Terre Alonso, Spanish Department, Country Evaluation and the Joilnt World Bank/International Finance national, an economist at the Interna- Regional Relations, as senior evaluation Corporation's Oil and Gas Unit. tional Moiuetaiy Fun(l. completed her assign- officer. Her assignment ended in June. ment in the World Bank Institute's arkus Repnik, Austrian national. Poverty Reduction and Economic ong-Kun Lee, Korean national, coni- M began his assigniment as partnership Management Division. J pleted his assignment in the World Bank's specialist in the Resource Mobilization Financial Sector Strategy and Policy and Cofinancing Vice Presidency and S ten Bergman, Swedishi national. of the Unit and returne(d to the Bank of Korea in later moved to the Operations Policy and IJSwe(dish Internationial Developmenit Seoul. Jong-Kun worked as a senior econo- Country ServicesVice Presidency. Dur- Agency. completed his assignmllent in the mist, focusing on financial reform anc finan- ing his assignment, Markus worked on issues rorld Bank as a senior energv specialist in cial (levelopinent in emerging markets. related to the Comprehensive Development the Africa Region Energy Unit. Framework. His assignmenit ended in July. A manda Liddle, UK national, returned Simon Blair, New Zealand national, to the University of Alabama. Lister D oland Schurmann, German national, returne(l to the Inner and Eastern Health Hill Center for Health Policy, at the end of Rireturned to the United Nations Food and Care Network, Melbourne. Australia, at the her World Bank assignment as public health Drug Administrationi in Rome after completing elild of his World Bank assignment as principal specialist in the South Asia Region, his World Bank assignment as senior economist health specialist in the East Asia and Human Development Sector. Amanda in the Rural Development Department. Pacific Region, Human Development focused on maternal and childl health issues Sector Unit. in Incdia. D obertWhyte, UK national. completed FRhis World Bank assignment as invest- L aura Kullenberg, US national. came ichel Muylle, Belgian national, ment promotions officer in MIGA's Invest- to us from the United Nations Capital ireturned to Shell Internationial, Lon- ment Marketing Service Unit. Robert Developmenit Fund. She joined the don, at the end of his World Bank assign- was the head of strategic futures at Scottish Wuorld Bank's Operations Evaluations nient. Michel was a senior gas specialist in Enterprise before joining the World Bank. ( Share pays dividends ULniversity of Alabama BP and South Africa AusAID and governance and SEP In the 1970s and 1980s when antiapartheid Sharing experts antd advisers, AusAID, the T he University of Alabama at activists were urging BP to pull out of South Australianintemationaldevelopmentagency, Birmingham is one of the first universi- Africa, the company made the controversial has been working to fight corruption and pro- ties in the United States to take part in the decisioni to stay. Rather than pull out, the motefreeandfairelectionsintheSoutlhPacific. World Bank's Staff Exchange Program. For third largest energy conipany in the world More than 21 percent of the agency's direct aid postdoctoral fellows like staff exchange par- (lecide(d to engage. BP took the unilear(I of goes for promoting good governance. In Indone- ticipant Amanda Liddle from the univer- step of appointing a black South African to sia it has provided training for judges. human sitv's Lister Hill Center for Health head its operations. Then it began to pro- rights activists, and law enforcement officers. PFolicy, SEP provides a chance to share her vide equal housing and( common facilities In East Timor its experts and advisers have ,otk on maternal health care. "I am using the for coompaniy staff, white and black alike. helped (lesign new budget management and f1elowships as a post-doe to hone and share BP's example did not go unnoticed. In 2000 tax systems. In 2000-01 Australia placed 47 niv skills and network," Liddle said. The while on a visit to London, Nelson Mandela technical advisers in some 30 Papua New pr ogram, she explains, has given her an asked to visit BP headquarters and open a Guinean government departments. Good gov- invaluable opportunitv to "transfer health staff meeting. What he wanted to say was a etnance is the key to good development. Good policy and( health-service research skills thank-you for BP's support when it was governments are stable governments, and for from the classroom to a real-life, policy needled most. Even difficult partnerships AusAID that means stability not only for its cleveloppment setting." can pay dividends. island neighbors, but also for Australia itself. _ _ _ I The new bottom line: Socially responsible business Helping the poor and underprivileged today, explains Zoe Department for Hensby of the U.K. Department for International Development, DI F | iD International is as much about the business case as it is about moral values. Development o help eliminate poverty in devel- and management pressures then bring socially cation or poverty alleviation programs it is likeli oping countries, we need to encour- responsible business into the mainstream of that child workers will be displaced into worse age the spread of socially responsible company activity. The business benefits conditions in the informal or illegal sectors. business among multinational enterprises as through productivity gains, and financial mar- Sanctions are another issue that needs care well as local companies. The argument is not kets reward the company and put pressure ful attention. While investors and consumer only moral, but economic. Countless research on its competitors to do likewise. Leading have put increasing pressure on multinationa studies have shown that some kind of "social companies go further and their competitors corporations to pull out of countries with pool floor"-a recognition of certain basic worker follow, creating a virtuous circle. human rights records, in most cases engage- rights-can lead to increased productivity, However, market failures, particularly ment is more effective than sanctions when ii efficiency, and morale in the workplace while those associated with subsidized sectors, a comes to reducing poverty. The costs of com- improving reputation and branding in the mar- lack of accurate information, and lack of com- pliance can also have an impact on the abil- ketplace. For the U.K. Department for Inter- petition, prevent this pattern from occurring ity of socially responsible business practices national Development (DFID) socially systematically. There is a role for government to truly help the poor. Some observers, foi responsible business example, have suggested means promoting busi- Employees NGOs that if purchasing firms in ness activities that bring Br developed countries are sustainable benefits to the Directors o Lc Comniis forced to bear the costs ol poor. monitoring working con- While it is an increas- ditions they will begin to ingly important goal in favor larger suppliers, today's business world, usiness forcing many small-scale there is no simple producers out of the mar- blueprint for socially ketplace. Finally, in the responsible business - worst cases, inappropri- because business activi- Consumers ate codes of conduct can ties in the developing Government 7 Investors beusedasaformofpro- world can take so many C itectionism to keep goods forms. There are, how- Competitors from developing countries ever, a number of com- Drivers of socially responsible business in developed economies out of markets in indus- mon themes. They trial countries. include complying with local laws and pay- to address these failures through legislation, Ideally, the benefits of socially responsi- ing local taxes, adhering to high labor and facilitation of best practice, guidelines, and ble business would be harnessed for society environmental standards, engaging in ongo- programs. These programs and guidelines, through a sensible mix of legislation and vol- ing dialogue and involvement with stake- however, must be carefully thought out. untary action. Most important, there is a need holders, training employees and raising their While socially responsible business prac- for greater participation by developing coun- awareness, and ensuring a commitment to tices are designed to help the poor, there is tries in shaping socially responsible busi- socially responsible business from the com- concern that in some cases they may actually ness initiatives in the form of both local pany's board of directors, to name a few. further impoverish them. Special attention, for legislation and local implementation. These changes do not take place in a vac- example, is needed to ensure that voluntary DFID supports a number of socially uum. There are four key sources of interre- good business practices do not merely become responsible business initiatives. Aniong these lated pressure driving socially responsible a replacement for local legislation. Only effec- are the Ethical Training Initiative, the OECD business: the marketplace, the enabling envi- tive institutional and regulatory frameworks Guidelines for Multinational Enterprises, the ronment, civil society, and the workplace, as can lift those who are outside the reach of for- Business Partners for Development Program, shown in the accompanying illustration. The mal business activity out of poverty. Corporate and Just Pensions. ( initial pressure for business to adopt socially codes of conduct must also be appropriate for responsible business practices comes from local conditions. For example, if child labor is -Zoe Hensby is a member of DFID's Socially consumers and civil society. Internal strategy prohibited, then in the absence of targeted edu- Responsible Business Team. I Doing more good: The next step in sustainable develo pment Mark Eckstein Program leader, Coporate Citizenship Facility, Interna- tional Finance Corporation While environmental and social due diligence has meant that the International Finance Corporation's (IFC) investments "do no harm," writes Mark Eckstein, tlhree new IFC facilities aim to help businesses "do more good" in terms of the environmental and social impacts of a company's operations. S ince the early 1990s. the IFC has izenship are increasingly recognized in devel- The Sustainable Financial helpedl clients increase the social an(l oped economies, many businesses in emerg- Markets Facility environmental benefits of investments. ing markets have yet to tap inito the increased The goal of the Sustainable Finanicial Mar- The IFC now hopes to capitalize on these opportunities and reduced risks offered by kets Facility is to promote environmentally siliccesses with thlee new facilities that will adopting a progressive approach to respon- and socially respionsible lending and invest- focus specifically on the environmiienital andl sibility. The Corporate Citizenship Facility ment among its intermediaries and the finan- social (limensions of sustainable develop- aims to address this imbalance. cial sector at large. By promoting more nient. These new facilities will help support environmentally and socially responsible IVC's direct investmenit work througlh corpo- The Environmental investnient aniong financial institutions, the rate citizenship initiatives. through its work Opportunities Facility IFC believes that this facility will leverage u ith financial intermie(iiaries in capacity The Environmental Opportunities Facility significant change in the financial sector. Its building for sustainable financial markets, will provide flexible funding for innovative progranis include training and technical assis- atd througl investnments in projects with spe- projects that address local environmental tance in such areas as environmental risk cific local environmental benefits problems. Targetedl projects include those nianagenient, environimental finance, andl Established in 1956. the I FC promotes that reduce pollution or improve efficiency socially responsible investment. su stainable investment in developing c oun- tries with the goal of reducing poverty an(l .eLeading the way to sustainability i proving people's lives. As the largest mul- Rather than being built from the top down, ti lateral source of loan a(le equity financing environmental and social each facility has been createdain response for private sector projects in the developing . both to growing public expectations and ,A orld, the IFC believes that addlressing envi- Issues throughout increased client demand for help in ronmtental and social issues throughout the investment process addressing social and environmental chal- investment process produces significant ben- sg icat lenges in emerging markets . "We are very eFits on all fronts-environmental, social, and produces significant excited about these initiatives because financial and makes for truly sustainable benefits on all fronts. they represent the cuttling-edge of finance development. for sustainable development in emerging markets," said Gavin Murray, director of' 1The Corporate Citizenship in the use of basic resources like water and the IFC's Environmental and Social Facility energy. The facility aims to overconme sonie Development Department. "If eompanies Thle goal of the IFC's new Corporate Citi- of the traditional barriers to investment in want to realize benefits from improved zenship Facility is to demnonistrate the bene- these areas (small projects, unproven tech- environmental and social performance- fits of a progressive approach to environmental nologies, higher risk investments). With its such as enhanced air pollution preven- stewardslilp and social responsibility in busi- specialized focus, the Environmental Oppor- tion or better commulity development ness activities. It supports the development tunities Facility will give the IFC the ability praetices-and they need a better part- of goo(l business practices in such areas as to "push the market" toward new technolo- ner in the emerging markets, IFC is here. co)mmunlity development, environmnental man- gies and new ways of (loing business that Among the development banks, we aim to agnement in supply chains, and enhanced address some of the most pressing environ- be the market leader in sustainability." e labor practices. By provicling knowledge and mental problems of developilng countries andl resourcees, it helps to leverage the forces for that will provide (irect benefits to entrepre- -Mark Eckstein is program leader in the Cor- change at the project level. While the bene- neurs with innovative environmental projects porate Citizen-ship Facility of the International fits of a proactive approach to corporate 'it- who lack access to capital. Finance Corporation. A technological and social challenge for the 2 1 st century- building a sustainable society In Japan the Kansai Electric Power Company is looking for ways to produce power and do business that are easier on the environment, writes Kansai Electric's PresidentYohsaku Fuji. In the 20th century scientific and tech- of our nuclear anid thermal power plants. c r utne t A we h i on nological creativity revolutionizedI the Although we had originally hoped to bring f way we live, solving old problems while carbon (lioxide emissions from our thermal - providing new resources and new sources of plants to 0.3 kilograms per kilowatt hour by energy. Unfortunately. those new technolo- 2010, by 2001 we had already cut those gies also brought new problems: global warm- emission to 0.26 kilograms per kilowatt . - - ing, aci(I rain, and ozone holes. Large-scale hour,the lowest level among Japan's power - production and large-scale consumption have companies to(lay, and reduced emissions of created problems that affect every corner of sulfur dioxide as well. Those reductions have the globe. In the 21st century the key chal- kept an estimated 21.8 million tons of car- Kansai Electric's research projects include lenge facing society no longer centers on bon dioxide from being released into the reforestation of coastal mangroves merely increasing our riches or the resources atmosphere. In the alternative energy field at our command, but on creating a truly sus- Kansai Electric also strives to support the whose economies are in transition improve tainable society-one whose demands are in spread of new sources of energy by pur- the efficiency and reduce the emissions of step with what our planet can safely and sus- chasing solar- an(I windl-generated electric their own electric power systems. They also tainably provide. power whenever possible, as well as the include research and development on car- To prevent the environmental problems of power generated from the burning of waste bon sequestration projects such as refor- today from threatening the survival of future materials. estation in the tropics for lost regions of generations we must work as hard at pro- While those improvements help reduce coastal mangroves and rain forest to help moting environmental protection in the next the impact of our power generating plants, improve the earth's ability to absorb car- century as we did at promoting inidustrial within the company we have been applying bon dioxide and reduce the threat of global expansion in the last century. the -13R's"-reduce, reuse, and recycle- warming. to limit the environmental impact of our For Kansai Electric the key to sustainable THE (laily operations in the office as well. We development is simultaneously promoting v0 a | now use 100 percent recycled copy paper environmental preservation, energy security, . K A N S A I throughout the company and have steadily and economic growth. Electric power has ELECTRIC POWER CO.,INC. added to our fleet of electric auto- become almost as indispensable to our lives mobiles-more than 1 70 in all to today as the air we breathe. It is For Kansai Electric the goal is to produce date. a vital support system clean electric power while promoting sus- This past year we also devel- that enables us tainable development. In 1990 we drew up an opedl the New ERA Strategy to W to meet our daily Action Plan for Global Environmental Con- help reduce global warming. ; . / needs. Balancing siderations. Its five basic principles were to Building on past environmen- those often com- reduce environmental impacts, promote the tal programs, this new initia- { peting factors, we efficient use of energy, develop new tech- tive focuses not only on ; will continue to nologies, coordinate environmental efforts efficient utilization of energy . work toward the cre- throughout Kansai Electric Group and, above by society as a whole (the - ation of a sustainable all, create a new corporate culture that sup- "XE" in ERA) and redluction society. @ ports harmonious coexistence with the global of greenhouse gas emis- environment sions in electric power Since the start of that program we have supply (the '"R"), but also '. been meeting or exceeding our goals. Over- on activities carried out hauling the company's hydropower plants abroad to prevent global warming (thc - -Yohsaku Fuji ispresident has increased generating capacity We have "'A"). These activities include not just help- of Kansai Electric Power also worked hard to iniprove the efficiency ing developing countries and countries Compan ; I Striving for sustainable logistics For Deutsche Post World Net, Monika Wulf-Mathies writes, sustainable development $' nmeans everything from delivering relief sup- - plies in Afghanistan to designing cleaner freight routes in Europe. W lhen farmiers in North Dakota closely tiedI to social - V V (loniatedi 1,000 metric tonis of wheat responsibil'ity. toi relief efforts in Afghaniistan, lDeutsche Post Deutsche Post 'World WVorld Net teamted uI) with the International Net strives to be a Helief Organizationi CARE to transport the good corporate citizen vlI eat free of charge. InI Europe the comipany wherever it operates. Deutsche Post World Net provided trucks and transport to i, looking for new ways to reduce the envi- Whille it bases Its deliver wheat to Afghanistan's refugees ronmenta1 Impact of its own miail and freighit operations on the prin- operations by mtakinig its fleet as efficient and ciple of sustainability, it also strives to miake Germtan Rail Systemi, Deutschie Bahn. the c[ean as p)ossible. As a partne r with the World its expertise available on a global scale by company will have transferred a large num- Riank and( a particip)ant in the Staff Exchange miaking its know-how available to develop- her of truckloads of shipments within Ger- l'r(ogranm. Deutsche Post Worldl Net provides ing countries. Sound infrastructure is the many fromi road to rail taking advantage of a technical assistance free of charge and hias base for economice developmient-particu- new and fast rail coinnection for freight known aL so set up a trust fund to strengtheni the WorldI larly a country's postal and logistics sys- as 1',ii. -I InterCity." Today, some 60 per- Blank's postal practice and to support postal tems. Since successfully going public in cent of goodIs transported across the Alps are Modernization in client countries. 2000. the Deutsche Post World Net group shipped by train. Deutsche Post Worldi Net handles the now has more than 380,000 emiployees. Through its Danzas Network in Scandi- iiansfer of iniformiation, funids, and( physi- With revenues of nearly 40 billion euro in navia the comipany is offering its customers cal goods. It offers comprehensive logistics 2002, the company is well on its way to shipments via low-emission vehicles. The s,olutions that include worldlwide mail, par- becoming the world's leading provider of comipany is also encouraging the use of eel, express, and logistics services-, elec- logistics, reusable packaging materials and offers return trmnic business tools; anid a broad range of While helping dlevelop)ing countries, services to facilitate the recycling of con- financial services. It firmly believes that Deutschie Post World Net also looks for ways sumier goodls. Retail outlets are using power- suiccess an(l value in the business world are to miake its operations in Europe cleaner contracts offering "green" electricity. In 2003 anid miore sustainiable. By the company will issue Its first environmen- planning routes anid coordi- tal report. nX,ating deliveries, for exam- Good corporate citizenship is an impor- ple, it actively strives to taut comiponent of Deutsche Post World Net's - MIavoidl deadhead trips-hiay- overall strategy. Its board is convince(l that ing trucks travel empty in a str-ong commitment to social responsibil- - search of their next load. ity. enivironmental protection, and sustain- The use of alternative fuels able developm-ent will further strengthen the ~ ~also hielps the company company. ( operate in an environlmen- tally com'patible mianner. At the samne timie the com- -Dr. Mon ika Wulf-Mathies is a senior vice pany is striving to finid the president of Deuttsche Post World Net. She was AL most efficient transportation a Eutropean Commissioner in Brussels and Wheat donated by farmers in North Dakota is delivered system for packages andi served as European policy a(lviser to German to relief workers in Afghanistan miail. Withi the help of the Chancellor GerhardI Schroedler. National development through human development By tapping its own citizens' expertise and building local capacity, Japan's International Cooperation Agency puts people at the center of its development assistance, writes Takao Kawakami. hen it comes to international partnership involving technical and economic e development, working "peo- cooperation among developing countries that ple to people" is the heart of share geographic and cultural similarities. the mission for the Japan International Coop- In Thailand, for example, a JICA training eration Agency (JICA). With the idea of bring- program in health care management has ing people together, its programs are based brought together participants from 14 coun- on the belief that human development is the tries including Bhutan, India, Papua New Lo a - " key to national development. Its ultimate goal Guinea, and Vietnam. These kinds of part- is sustainable development that can be nerships between neighboring cultures and shared, maintained, and multiplied by the countries, JICA has found, optimize devel- people of developing countries themselves. opment activities, allowing new knowledge A classroom under the sky in Asia Unique among international aid agencies, and technical know-how to be introduced in JICA has 17 international centers and branches ways that help all involved. within Japan to promote local participation in JICA's projects cover a wide range of devel- JICA was established in 1974 as the pri- international development. To accelerate devel- opment issues. In South Africa, for example, mary government agency responsible for the opment, JICA believes in sharing not only its JICA is supporting local educators' initiatives technical cooperation aspect of Japan's bilat- own knowledge and expertise, but also that of to improve science education through skills eral official development assistance. JICA's universities, local municipalities, businesses, role has grown in both size and importance communities, and non-profit organizations. over the years. In 2001 its annual budget was Programs like Senior Volunteers even provide approximately $1.5 billion. With projects in a way for older Japanese to share their insight Asia, Africa, Oceania, the Middle East, Cen- and experience with people in the developing tral and South America, and parts of Europe, world. Working directly with local communi- . JICA's activities extend virtually worldwide. ties in developing countries. JICA helps peo- 4t .,4 Today JICA works cooperatively with more than ple develop the skills and knowledge that can '. 150 countries and regions to help build their improve and enrich their lives. At the same capacity in such fields as health, education, time, its programs strengthen government insti- environment, and peace, always striving to tutions and implementing organizations to Japanese volunteers donate their time keep the human face of development in mind. enhance their ability to support development. and talents to public health Developing human capacity and techni- Volunteers, technical experts, and local resi- cal cooperation calls for a long-term com- dents work together to build a sustainable and training of both teachers and administrators. mitment on the ground. With more than 70 self-reliant society. In China, Japanese and Chinese scientists are overseas offices JICA, in its nearly 30-year JICA has also been a leader in the idea of working together to study how environmental history, has provided technical training for "South-South cooperation"-a new type of protection, like improved monitoring of acid more than 200,000 people in developing rain, can support economic development. In countries and sent more than 65,000 experts Senegal, solar-powered water pumps were in a variety of fields to share their skills. More - .! - installed and local water resources manage- than 23,000 young Japanese volunteers have - ment plans supported with the help of JICA also donated their time and talents to small -~ ~ . 9?.. *technical experts and volunteers. This has given communities around the world, helping them local villages safe and easy access to water, build capacity at the local level and provid- saving women and children time and labor, ing assistance in everything from agriculture * and has even helped some communities earn and forestry to manufacturing and public profits from locally managed water systems to health. ( invest in social services. These are just a few JICA's activities have improved health and examples of how JICA's people-centered -Takao Kawakami is the president of the nutrition in Africa approach enhances sustainable development. Japan International Cooperation Agency. I Partnership:The key to business and community success For businesses,Juliette Adams believes, size is irrelevant when it comes to social responsibility. C urrency for ValueAd Solutions fits to local people and the world by finding V means niot only the profits from rev- a way to combine sustainable use with last- enue but also the knowledge and ing preservation. The hope is that Dow, experience shared with the community. In already a major donor to sustainable (level- ad(lition to its work with local groups, thanks opment projects in Tanzania. will help to the World Bank's Staff Exchange Program lwokrama bring greater visibility and com- (SFP) ValueAd has been able to establish munity involvement to the ambitious project r,ationships with SEP partners like Dow in Guyana. (:liemical and World Links. using its coII- nections to hell) bring people and projects Building partnerships in the to( ether. Caribbean In the Caribbean ValueAd has been helping Juliette Adams, president of ValueAd Helping small businesses grow World Links tap into potential new markets. Solutions X alueAd Solutions is a minority-owned con- Originally established by the World Bank to moting sustainable development andl improv- suIlting firm that specializes in helping small connect schools andl coommuniities in the ing life for the region's residents. developing world to the Intemnet, World Links Through training and is hoping to provile better electronic educa- Working at home tion for schools in the Caribbean. A few In its own community, ValueAd rec(ently scientific research, the months ago World Links had a chance to (lis- joine(d with Washingtolln D.C.'s Big Chair partnership hopes to cuss its services with represenitatives from Chess Club. Working with inner-city youth, around the region at one of ValueAd's monthly the innovative group uses chess to influence bring lasting social, "Chat Time" sessions at the Enibassy of ecological, and economic Guyana in Washington, D.C. Held on the last To help its clients, Thursday of every nionth, the discussions are benefits to local people designed to bring people together to discuss ValueAd believes and the world by finding topics of urgency in the region and to stim- that it must not only ulate action. a way to combine ValueAd's work with World Liniks is part understand its sustainable use with of a larger effort at partnership buildinig in community, but also the Caribbean. With nongovernmental orga- lasting preservation. nizations such as the Institute of Caribbean give back to it. Studlies, ValueAd is working to build greater businesses grow through assistance with pro- awareness of the need for partnerships at both the behavior of this often at-risk group and jYct management. contract acquisition, and domestic and international levels for pro- to help young people face the clhallenges in business development. ValueAcl believes todav's dynamic world. Size is irrelevant when that sharing knowledge and forging part- it comes to social responsibility. ilerships are the key to helping its clients , To help its clients, ValueAd believes that su cc eed.. it must not only un(lerstand its community. but In Guyana ValueAd used its contacts to also give back to it. Community partnerships lielp create a partnership between Dow Chem- are part of socially responsible business. but Wal an(l lwokrama-a nonprofit research and _ . they are also an asset that can m aximize a (levelopment institution created by the gov- company's revenues. Good for both business e rnment to oversee management of more than and the community alike, they are partner- 'A 700 square kilometers of pristine lowland ships in the truest sense of the word. ( rain forest. Through training and scientific research the partnership hopes to bring last- ValueAd's monthly "Chat Time" at the -Jidiette Adams i.sjfounder (an(l presideni oJ itlg social. ecological. and economic bene- Embassy of Guyana in Washington, D.C. IbilueAd Solutions. Il pp- ndustry analysts say that the 21st century will be the age of alliances. I of collaboration anid partniership between public and nonprofit orga- nizations and private corporations. These strategic alliances will leverage the competencies of each partner to create mutual value. - The World Bank Group is in the lead in this global forecast, and the results are already being felt. We know that we cannot go it alone in the complex world of development. Partnership is the key to leveraging knowledge an(d leveraging effectiveness. It is at the center of our way of doing business in the new "Partnership Bank." Through our flagship Staff Exchange Program, we seek to develop long-lasting relationships. foster cultural exclhange, promote development effectiveness, and make a positive difference in global development. The results of this program are already being felt throughout the World Bank Group. The Staff Exchange Program's 3rd Annual Conference and Expo, "Lever- aging Cross-Sector Partnership in a Global Economy.2 held on June 19-21, i ~ . - ,2002, gave us an opportunity to meet, exchange perspectives, and forge cross-sector partnerslhips for the benefit of the almost five billion people Ms. Pauline Ramprasad, Manager, who live in emerging economies around the world. This year's conference Staff Exchange Program was attende(d by 200 guests, representinig a hundred companies and orga- nizations-the largest turnout yet. In the next few pages, you will see some of the faces of partnership. For more conference coverage, visit www.staffexchange.org. Slhare the excitemiienit by registering for SEP'.s online newsletter, and join us for the next conference. June 11-13, 2003. Dr. Compton Bourne, President, Caribbean Development Bank; Mr. Edwin Carrington, Secretary-General, d- } CARICOM; Dr. Robert Crawford, *a- ..i Chief Executive, Scottish Enterprise; * Dr. Mamphela Ramphele, Managing Director,World Bank; Mr. Gerard Mestrallet, Chairman and CEO, Suez; Mr. ChongYeul Pae, President and CEO, Samsung Corporation; Dr. Klaus-jurgen Wilhelm, Senior Vice President,ABB I Leveraging Cross- Sector Partnership in a Global Economy . . k * -- 4- A Dr. Mamphela Ramphele, Managing Director,World Bank, greets Mr. Michael Collins, Principal Consultant, and Ms.Annie Demirjian, Director, both of Consulting and Audit Canada Mr. Hutton Archer, President, Caribbean Association for the -' ,World Bank/IMF;The Honorable Donna Marie Christian-Christensen, Congresswoman, hare" US Virgin Islands rt,Partnersp epitomizes / what SEP is all about. Ms. Katherine Sierra,Vice President, Human Resources,World Bank; -Mamphela Ramphele Dr. Mamphela Ramphele, Managing Director,World Bank; Ms. Pauline Ramprasad, Manager, Staff Exchange Program t'We can see the results K I r we are reaping from __ 'ii; ~this program withint4 World Bank Gro Ms. Pauline Ramprasad, Manager, Staff Exchange Program, and Mr.Jurgen Lohmeyer (SEP Alumnus), Director of Strategic Alliances, Deutsche Post World Net .,u The Honorable Donna Marie Christian-Christensen, Congresswoman, USVirgin Islands; Dr. Ivan C.Walks, former Director, District of Columbia Department of Health; Sir George Alleyne, Director, Pan American Health Organization (PAHO); and Dr. Richard Kennedy, Senior Medical Officer,World Bank Mr. Ernest Dankwa, Business Manager, Global Public Health & Forestry,Valent BioSciences Corporation, and Mrjoel Gamboa (SEP Alumnus), Global Supplier Diversity Director, ExxonMobil . . 4.I .7 Mr.Atsushi Yamakoshi, Executive Director, CBCC, & JManager, Asia Oceania Group, International Cooperation Bureau, Nippon-Keidanren; Mr.Toshihiko Furuya, Director L nand General Manager,Washington Office,Tokyo Electric Power Company; Mr. Shun Imaizumi,Vice President, Ms. Regina Austria, SEP Administrative Staff, Komatsu Trading Company (member of the Nippon- and Ms. Marian Lewis,World Bank Keidanren delegation); and Mr. Seiichiro Shimamoto (SEP Participant from JBIC) & Senior Adviser, Business Partnership and Outreach Group,World Bank H KMr. Harry Love, Manager, Human Resources Systems, The Honorable Donna Marie Christian-Christensen, Sc hlu mbe rge r Congresswoman, US Virgin Islands; and Dr. Ivan C.Walks, former Director, District of Columbia Department of Health - *1 Ms. HeideMarie Klein, Director, Siemens Financial Services; Mr. Florian Philipp Mueller, Siemens Financial Services; Ms. Ceci Barlow and Ms.Yaprak Gungor, Mr. Subhash Mehta, Business Development Manager, Power SEP Administrative Staff Transmission and Distribution Group, Siemens Tanzania; and Dr. Mamphela Ramphele, Managing Director,World Bank ~~!ML Dr ihrdKney,Sno MdclOfieWrl ak Initesan gess ro te arbea Asoiaio fr ndMr Kj Nami,Hot,Evnig xcane thWol Bn/IFaCWI HUTeeiso .--' ''l8 I' a u - p 1- I It i ; Iii - =t y As . - -= i yj -C T - -i . -,. r. _ - .= l - - , , -- a.. sp ~-I -Vl "'I q:q 1 ¶.....>1 - -e l :s -'-, - and regional plannilng )j~ . * .T~ joining ded activities requires suitable qualifications, professional experience as well as a good knowledge of foreign The ded employs experienced and socially committed professionals languages. in more than 40 African, Asian and South American countries. The development workers cooperate with our partners in order to If you are interested in working with support people in developing countries improve their living con- the ded, please send a letter witlh a ditions in a sustainable way. detailed resume without certificates, describing your professional career Additionally, the Civil Peace Service - a new program of crisis to: prevention and conflict resolution - aims at integrating conflict management strategies into its development efforts within the Deutscher Entwicklungsdienst gGmbH partner countries. Bewerberreferat Kennziffer S024 For further information please check our website at www.ded.de. Tulpenfeld 7, 53113 Bonn, Germany *X- wil GiL i d ; ~7'- At the Malampaya Deep Water GasPhlpieGatFutndFygFobts to Power Project in the Philippines, for By enlisting help like this, we're example, the removal of trees (many ensuring that the extraction of one natural small scrub trees) to accommodate a temporary structure resource doesn't mean the destruction of another. proved unavoidable. For details of this and similar projects, see the Shell Report Shell asked local botanists to look at the likely impact before 'People, planet and profits' at www.shell.com felling. And with the structure now gone, specialists then helped us to replant 10 saplings for every tree removed. This is not just0 M ERSE:YSID E H A6S PR!OVENJ TOr BE" A RIEAL SUDCESS F0 FR M E o!'J10101 COOPER - 'm M *- ,:.onac senre empoyn ove 10,00 pepehr.O ore'o'edgodsafto n sDanop jl; I " '-: - .t~ * t 1- - i 1 -W'i, >4l '' ,, - ^'4 gertesmann has chosen Merseyside as the UK base for its customer contact centre and if you don't think thal 'he immediate choice, think again. Abbey National. Vertex and US Airways are just a few of the 50 custom .:ontact centres employing over 10,000 people here. Of course, you need good staff too, and as Dianne Coopz B3ertelsmann's Contact Centre Manager has discovered, there's no shortage of talent in the region. Merseysii iow boasts contact centre training courses, over 50.000 students attend Liverpool's universities and with .3rowing number of multi-linguists in the city, Merseyside really is an excellent base for a truly global operatio Log on to www.merseyside.org.uk to see how Merseyside could be a good call for your business. You'll find you're in good company in Merseysid( I Marriott I Rolls-Royce I QVC I Jaguar I US Airways I United Utilities I Pilkington 1 7( the mersey tma .e- Wm w makenittmee www.merseyside.org.uk englandsnorthwest When -orporateA merica works with Diverse Suppliers, the World Profits. For over thirty years, ExxonMobil's Global Supplier Diversity Program has proven that finding and supporting qualified diverse suppliers produces solid business results.These diverse suppliers bring ExxonMobil innovation, responsiveness, and superior quality materials and services. EKonMobiI BUILDING ON DIVERSITY @2002 E-on Mobi Corporation. Al rghts reserved SAMSUNC ' ' . >r Jb SEE. 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