1 World Bank Corporate Responsibility Strategic Plan Approved December 2016 World Bank Corporate Responsibility Strategic Plan 2 The Corporate Responsibility Strategic Plan…  Reviews mandates and progress on  Identifies implementation Corporate Responsibility at the priorities World Bank  Establishes a rolling three-year  Evaluates the current Corporate implementation plan for Responsibility landscape and trends Corporate Responsibility  Engages stakeholders for input on Corporate Responsibility issues World Bank Corporate Responsibility Strategic Plan | Review Mandates 3 Corporate Responsibility mandate has grown since 2001. Establish Corporate Environmental Committed to Transparency Set Climate-Neutral Management Framework and and Accountability Commitment Accountability Structures [Announcement by President James D. [Measured and offset emissions [Indicators included in the WBG Environment Wolfensohn] from HQ] Strategy] 2001 2006 2012 2002 2009 2014 Manage and Reduce Environmental Impact Expanded Climate- Commitment [Outcome of 3rd party studies] Neutral Commitment to Corporate [Measured and offset emissions Sustainability Policy from global offices] [Announcement made by Lead the Organization on Trending President Jim Yong Kim] Corporate Sustainability Topics [Outcome of 3rd party studies] Engage Staff on Sustainability Issues [Outcome of 3rd party studies] World Bank Corporate Responsibility Strategic Plan | Review Progress 4 Significant progress has been made. ATE LIM R C OU ACES R PL OU LE P EOP R OU CES R FINAN OU R COMMITME OU NT Read more: http://worldbank.org/corporateresponsibility World Bank Corporate Responsibility Strategic Plan | Evaluate Current Landscape 5 We cannot risk falling behind Organizations Benchmarked Indicator 1 2 3 4 5 6 7 IFC WB 8 9 Institutional Commitment 3 3 3 3 3 2 3 2 2 2 1 Scoring: Each organization Governance and Accountability 3 3 3 3 3 2 3 2 2 2 1 earned a score of 0 to 3 as follows: Business Air Travel 1 1 2 1 2 2 1 1 1 1 1 a systematic approach to 3 the aspect, and goals if IT Initiatives 3 3 3 3 2 2 2 1 1 1 0 applicable to the aspect. Procurement 2 3 2 3 2 2 2 2 2 2 2 a systematic approach, but 2 did not address all three of GHG Management 3 3 3 1 3 2 2 3 3 3 1 the following elements: contextual discussion, Building Standards 3 2 3 3 3 2 2 2 2 2 1 metrics, and goals. Commuting and Telecommuting 3 2 2 1 1 1 2 2 2 1 2 reporting on the aspect was 1 very limited. Energy 3 3 3 3 2 3 3 3 2 2 2 Water and Wastewater 3 2 2 3 2 3 1 2 2 2 1 an aspect is not addressed. 0 Waste 3 3 2 3 2 3 2 2 2 2 1 % of Total Possible Points 91 85 85 82 76 73 70 67 64 61 39 A 2010 WBG benchmarking study was commissioned jointly by WB and IFC to (1) assess WBG RECOMMENDATIONS EMPHASIZED progress since the Price Waterhouse Coopers/GreenSeal audit in 2002; (2) identify where the WBG is a leader, is average, or is lagging in relation to its peers and other leading organizations; • Institutional commitment • Governance & Accountability (3) learn from other organizations’ best practices and; (4) build upon the current successes for • Integrating sustainability objectives in adopting sustainability best practices internally. internal operations World Bank Corporate Responsibility Strategic Plan | Engage Stakeholders 6 This Strategic Plan was developed with input from external stakeholders and confirmed with input from internal peer reviewers. 20 External Stakeholders WBG Peer Reviewers Highlights Highlights }} “Sustainability for an institution is defined as the management and }} Overall strong support for the plan coordination of the financial, social and environmental impacts.” – IFI1 }} Emphasized management system and }} “A truly sustainable institution creates value while in no way undermining – accountability framework as a requirement and ideally increasing – the possibility that humans and other life will flourish }} Requested program benefits be stated more on Earth forever. It is mutually accountable for impacts throughout its value clearly chain. If it were to operate forever, it would not only do no harm, it could do well by doing some net good.” – Expert1 Director, Environmental and Natural Resources }} “Ensure that our operations do not leave a negative impact in the Global Practice; Director, Health Services; Head, communities where we work and for the planet. We include our global Investor Relations, Treasury; Acting Manager, operations and activities financed and controlled by our organization.” – UN1 Corporate Procurement; Manager, Strategy, Performance, and Administration; Principal Industry UN practitioners - FAO, SUN, Swedish EPA, UNDP, UNEP, WFP Specialist, IFC; and Division Manager, Corporate Real IFI practitioners - ADB, EBRD, EIB, IDB, IMF; Estate Experts from - Harvard, Jones Lang LaSalle Americas, Nike, Sustainability Advantage Trend reporters - TriplePundit, G&A Institute, Greenbiz, KPMG, Deloitte World Bank Corporate Responsibility Strategic Plan | Engage Stakeholders 7 Sustainability trends highlighted by external stakeholders. 3 Year Trends Climate Change mitigation,  adaptation, and resilience planning Minimizing natural resource use   Circular economy Waste management  (including energy)  Increased disclosure Community engagement and  capacity buildings 20 Year Trends No choice in ignoring impact of  climate change. Social unrest, migration, etc. due to  Cyber/personal security a major threat.* Reporting is clearly defined and  resource constraint.  required. Focus on decisions and how they  impact quality of life, personal health, *At the World Bank, compromised cyber and personal security is considered a current and present issue. and leisure time. World Bank Corporate Responsibility Strategic Plan | Identify Implementation Priorities 8 The Corporate Sustainability Strategy will focus on key priorities. Process-Oriented    Issues Adhere to Legal Incorporate Environmental Ensure Standards & Social Impacts into Budget Transparency  Energy Supply Chain  Water Key Impact Areas   Greenhouse Gas Emissions  Solid Waste Community Health Key Partnerships Ethics Outreach & Safety World Bank Corporate Responsibility Strategic Plan | Establish an Implementation Plan 9 By June 2018: Identify sustainability Meet with touchpoints, Establish Establish owners of the propose goals, and institutional advisory group. issue areas. create action plan targets. to implement. FOCUS ON: Corporate Real Estate Corporate Procurement Health & Safety 1 2 3 4 Continue to implement ongoing projects including: }} Maintain climate }} Further transparency through: }} Staff outreach to encourage neutrality • Promoting nonfinancial reporting for clients sustainable behavior • Publishing reports – Sustainability Review, CDP, UN, Annual Report World Bank Corporate Responsibility Strategic Plan | Establish an Implementation Plan 10 A sustainable World Bank is possible. Annually reviewing the three-year This corporate responsibility rolling strategy strategic plan commits the Establishing a management institution to: framework that is documented Embedding sustainability criteria in key work programs Enhancing capacity of key partners to implement in their areas of control Declaring short and long term targets that are i l ity b measured and reported on ina s ta Su