RESPONSIBILITY About the GRI index The World Bank supports the Global Reporting Initiative (GRI) and is one of the GRI Chapter Group of founding members. This response has been prepared in accordance to the GRI guidelines: core option and provides an overview of sustainability considerations within the World Bank's lending and analytical services as well as its day-to-day operations and management of staff. We aim to be comprehensive in our reporting and thus include indicators from GRI's Financial Sector Supplement. The World Bank reports on a fiscal year basis, which extends from July 1 through June 30. This report covers fiscal 2014 (July 1, 2013 - June 30, 2014). Note: The World Bank consists of two agencies: the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA). Except for the eligibility of support and terms of lending to member countries, the agencies are tightly integrated and work as a single unit. World Bank Group includes World Bank, as well as its sister agencies: the International Finance Cor- poration (IFC), the Multilateral Guarantee Agency (MIGA), and the International Centre for the Settlement of Investment Disputes (ICSID). Defining the report The topics deemed relevant for disclosure were identified by assessing annual corporate priorities outlined by the institutions'Boards and President, considering stakeholder input, as well as ascertaining sustainability impacts of carrying out the mission and vision. Methodology for determining what's material To determine if a GRI aspect is material for the World Bank to report on, an assessment was carried out based on (1) the potential impact on the Bank's business, and (2) the sustainability impacts stemming from its business. Setting the reporting boundary for the World Bank The World Bank is a vital source of financial and technical assistance to developing countries around the world. We are not a bank in the ordinary sense but a unique partnership to reduce poverty and support development. In delivering services to member countries, we look to promote environmental and social sustainability at the country, region, and global levels, and to pursue a fiscally responsible development path. Simultaneously working in more than 130 offices globally, we endeavor to be an environmentally responsible partner and a good corporate citizen. The impacts that make a topic relevant can appear in our lending and analytical work with clients, in our internal operations, or in both. Validating the methodology: Stakeholder Panel The World Bank, one of the first institutions to apply the new GRI G4 (fourth generation) guidelines on sustainability reporting, invited selected stakeholders in May 2014 to meet in person and review the Bank's materiality approach and resulting reporting, and advise it in that undertaking for the 2014 reporting cycle. Results: What is material? Operational impact The World Bank's most pertinent sustainability impacts from financial and technical services to clients can be summarized in the follow- ing GRI related aspects: 1. Economic Performance - Since creating and distributing economic value is part of the mission of alleviating poverty, shareholders and investors care about the sustainable economic performance of this institution. 2. Indirect Economic Impacts -These impacts are essential aspect of the Bank's second goal of ensuring shared prosperity. Numerous stakeholders have also asked for better valuation of results, direct and indirect, from World Bank lending and analytical services. 3. Biodiversity -Through lending and grant support to client countries, the World Bank Group is one of the largest international fund- ing sources for biodiversity worldwide. 4. Human Rights / Child Labor / Indigenous Rights - The World Bank significantly promotes human rights through its projects, for example, improving poor people's access to health services, education, food, and water; promoting the participation of Indigenous Peoples in decision making; strengthening the accountability and transparency of governments to their citizens; supporting justice reform; and fighting corruption. In addition, civil society is actively following the World Bank's current process of updating its safe- 1 guard policies. Stakeholders have also raised concerns about inadequate protections for child labor by member countries in projects implemented through World Bank lending. 5. Local Communities -The very nature of the Bank's mission is to positively impact communities through investments in education, health, public administration, infrastructure, and other development needs. 6. Anti-corruption - A well-functioning public sector that delivers quality public services consistent with citizen preferences and fosters private, market-led growth, while managing its fiscal resources in a prudent manner is critical to the World Bank's mission to alleviate poverty. Anti-corruption was listed as one of the development priorities by opinion leaders in its client countries. 7. Grievance Mechanisms (environmental and human rights, for impacts on society) - Grievance redress mechanisms (GRMs) are crucial for managing risk in the Bank's portfolio. By offering a channel for citizens to express concerns, comments, and complaints, GRMs create opportunities to resolve disputes before they escalate. GRMs can help the Bank and member countries improve project outcomes, prioritize supervision, identify systemic issues, and promote accountability. "Percent of resolved registered grievances" is now a key performance indicator for the World Bank (see the World Bank Corporate Scorecard). 8. Product Portfolio and Audit Aspects from the Financial Sector Supplement - As a lending institution, World Bank stakeholders look to the institution to ensure policies and procedures are in place to assess and screen environmental and social risks in its lending portfolio. Corporate impact The most material aspects of the Bank's internal operations include the following: 1. Staff are the Bank's greatest asset-They bring a wide range of perspectives to bear on poverty reduction issues and emerging devel- opment challenges and are critical to the effectiveness of the Bank's core operational and knowledge services. Staff related indicators are pulled from the following GRI aspect categories: economic performance, market presence, employment, occupational health and safety, training and education, diversity and equal opportunity, labor practices grievance mechanisms, and nondiscrimination. 2. We recognize that reducing the Bank's own corporate environmental impacts is in line with the institutional mission to reduce poverty, as environmental degradation affects the world's poor disproportionately. Increasing the efficiency of how the organization runs its business-through facility-level and staff behavior changes-reduces natural resource waste and decreases the costs of day-to-day operations. Key aspects related to the Bank's environmental footprint include the following: materials, energy, emissions, effluents and waste, and procurement practices (including supplier environmental assessment, supplier assessment for impacts on society, and supplier human rights assessment). Details are available in the online Sustainability Review, see: http://crinfo.worldbank.org Questions or comments about the GRI Index should be addressed to crinfo@worldbank.org 2 GRI Index Fiscal 2014 GENERAL STANDARD DISCLOSURES Indicator Description 2014 Response G4-1 Statement from the The President of the World Bank and the Bank's Board of Executive Directors discuss the progress we have most senior decision maker made and the work ahead of us in this year's annual report. Excerpts are included below. of the organization about the For the complete letter, see: Message from President and Board of Executive Directors [www.worldbank.org/ relevance of sustainability annualreport2014] to the organization and the organization's strategy for addressing sustainability G4-2 Description of As a development institution, the World Bank works with its members to achieve equitable and sustainable key impacts, risks, and economic growth in their national economies and find solutions to pressing regional and global problems in opportunities economic development and in other important areas, such as environmental sustainability. Despite progress during the last decades, humanity still faces urgent and complex challenges. More than 1 billion people live in destitution, making extreme poverty a continuing priority. Against a backdrop of rising inequality and social exclusion in many countries, poverty remains an urgent challenge. The simple-sounding mission has proven to be a complex challenge with multiple dimensions requiring coordinated action from the entire international community on many policy fronts. Combining concern for greater equity with the need for growth will help to ensure that the bottom 40 percent of society will share in prosperity. We believe that the depth and breadth of the World Bank's sectoral knowledge, along with its range of financial and technical assistance instruments, can help countries address these challenges. With this in mind, the World Bank has set two goals: (1) strive toward reducing the extreme poverty rate to no more than 3 percent in 2030 and (2) promote shared prosperity by fostering income growth of the bottom 40 percent of the population in every country. We endeavor to pursue both of these goals in an environmentally, socially, and fiscally sustainable way. A detailed discussion on significant economic, environmental, and social impacts of the World Bank and associated challenges and opportunities as we continue on the path to end poverty and boost shared prosper- ity is available in the World Bank Group Strategy. Unveiled at the 2013 Annual Meetings, the Strategy brings together for the first time the combined strength of the World Bank, IFC, and MIGA and places the collective institution in a position to become the "Solutions Bank with results for the poor as our central benchmark" In addition, to ensure the availability of adequate resources that are aligned with the twin goals and its strategy, the World Bank Group is undertaking significant financial reforms that will increase its capacity to provide lending services to clients while strengthening its financial resilience. Performance for these goals includes more than one indicator. For more information on progress of these targets, see: http://corporatescorecard.worldbank.org/ For more information on lessons learned on poverty alleviation, see: http://www.worldbank.org/en/topic/poverty For more information on shared prosperity, see: http://www.worldbank.org/en/topic/growth For more information on sustainability, see: http://www.worldbank.org/en/topic/sustainabledevelopment Regarding governance, a Chief Risk Officer assists Bank management with identifying and managing Bank- wide crosscutting risks, enhancing risk response decisions, reducing financial and operational surprises and losses, seizing opportunities, and improving deployment of capital. In addition, in fiscal 2014, a crosscutting management team was established to address risks and challenges across the Bank. The group meets biweekly. Social risks and impacts in the investment projects the Bank finances are addressed through the proposed Environmental and Social Framework (currently being publicly consulted on as part of the update of the Bank's safeguard policies). The proposed framework addresses the following: (1) threats to human security through the escalation of personal, communal or interstate conflict, crime, or violence; (2) risks that project impacts fall disproportionately on disadvantaged or vulnerable groups; (3) any prejudice or discrimination toward individuals or groups in providing access to development resources and project benefits, particularly in the case of disad- vantaged or vulnerable groups; (4) negative economic and social impacts relating to the involuntary taking of land or restriction on access to natural resources; (5) risks or impacts associated with land and natural resource tenure and use, including (as relevant) potential project impacts on local land-use patterns and tenurial arrange- ments, land access and availability, food security, and land values, and any corresponding risks related to conflict or contestation over land and natural resources; (6) impacts on the health, safety, and well-being of workers and project-affected communities; and (7) risks to cultural heritage. 3 GRI Index Fiscal 2014 GENERAL STANDARD DISCLOSURES Indicator Description 2014 Response G4-4 Primary brands, The World Bank offers a wide range of solutions to meet development challenges, all designed to support gov- products, and services ernments in reducing poverty and boosting prosperity: * Innovative financing instruments and banking products for a variety of projects, sectors, and investors to support an array of investments in such areas as education, health, public administration, infrastructure, financial and private sector development, agriculture, and environmental and natural resource manage- ment. * Research, analysis, partnership coordination, and technical assistance services designed to share the best knowledge available to achieve development results underpins World Bank financing. For more information, see: http://www.worldbank.org/en/about/what-we-do G4-5 Location of Washington, DC, United States organization's headquarters G4-6 Number of countries The World Bank is a global organization. IBRD works with 188 member countries and IDA with 173. The where the organization Bank has more than 130 country offices, and of these, 42 are more than 2,000 square meters. operates, and names of A complete list of locations can be found at http://www.worldbank.org/en/about/contacts countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report G4-7 Nature of ownership The World Bank is not a bank in the traditional sense; it is an independent, specialized UN agency. IBRD is and legal form governed by and works with its 188 member countries to achieve equitable and sustainable economic growth in their national economies and to find solutions to pressing regional and global problems in economic devel- opment and other important areas, such as environmental sustainability. IDA works with its 173 member countries. For full list of member countries, see: http://www.worldbank.org/en/about/leadership/members#l The legal framework includes the Articles of Agreement signed by all country members, the By-laws, issued by the Board of Governors, and the Rules of Procedures for Meetings, issued by the Executive Directors. G4-8 Markets served The World Bank works globally to achieve equitable and sustainable economic growth in their national econ- omies and to find solutions to the pressing regional and global problems in economic development. Its work is clustered in the following regions: Africa, Latin America and the Caribbean, Europe and Central Asia, East Asia and Pacific, South Asia, and the Middle East and North Africa. World Bank projects cover the following Global Practices: Agriculture; Education; Energy and Extractives; Environment and Natural Resources; Finance and Markets; Governance; Health; Nutrition; and Population; Macroeconomics and Fiscal Management; Poverty; Social Protection and Labor; Social, Urban, Rural, and Resilience; Trade and Competitiveness; Transport and ICT; and Water. 4 GRI Index Fiscal 2014 GENERAL STANDARD DISCLOSURES Indicator Description 2014 Response G4-9 Scale of organization As of June 30, 2014, the World Bank employed 12,335 staff and 4,804 consultants who worked in Washington, DC, and in more than 130 country offices worldwide. World Bank lending commitments for development support totaled more than $40.8 billion in fiscal 2014. New lending commitments by IBRD totaled $18.6 billion for 95 operations in fiscal 2014. This volume was higher than the precrisis historical average ($13.5 billion a year in fiscal 2005-08) and the $15.2 billion in fiscal 2013. As of June 30, 2014, net commitments in IBRD's active portfolio stood at $98.3 billion. IBRD also offers financial products that allow clients to efficiently fund their development programs and manage risks related to currency, interest rates, commodity prices, and natural disasters. In fiscal 2014, the Bank's Treasury executed U.S. dollar equivalent (USDeq) 4.3 billion in hedging transactions on behalf of member countries, including USDeq 2.7 billion in interest rate hedges, USDeq 1.1 billion in currency hedges, USDeq 52 million in hedges against non-IBRD obligations, and USDeq 547 million for disaster risk management. In fiscal 2014, net revenue for IBRD equaled $2.62 billion and for IDA equaled $3.16 billion. IBRD issues bonds in international capital markets and provides loans, guarantees, and other risk management products, as well as tech- nical assistance for economic reform projects and programs to middle-income countries and creditworthy low-in- come countries. In fiscal 2014, it raised US dollar equivalent USDeq 51 billion by issuing bonds in 22 currencies. IDA commitments amounted to $22.2 billion for 249 operations in fiscal 2014, including $18.5 billion in credits, $2.8 billion in grants, and $937 million in guarantees. As of June 30, 2014, net commitments in IDAs active portfolio stood at $84.9 billion. IDA is financed largely by contributions from partner governments. Additional financing comes from transfers from IBRDs net income, grants from the International Finance Corporation (IFC), and borrowers' repayments of earlier IDA credits. In fiscal 2014, the 17th replenishment of resources for IDA (IDA17), which will cover fiscal years 2015-17, was concluded with a record financing envelope of USDeq $52.1 billion. IDA17 represents an increase over IDA16 (covering fiscal years 2012-14) of 5.7 percent in U.S. dollar terms. For more information, see: World Bank Annual Report, www.worldbank.org/annualreport20l4 G4- 10 Total number of Composed of some 12,335 full-time staff members of 172 nationalities who work across more than 130 coun- employees by employment tries, the World Bank's workforce is a global one in every sense of the word. The richness of the backgrounds contract, region, broken and experience of Bank staff continues to be a hallmark of the products and services that clients seek. down by gender The World Bank has a significant global footprint, with 40 percent of staff now working outside the United States. And 85 percent of the staff in country offices are locally hired, underscoring efforts to recruit local talent, whose skills help the Bank better understand, work more closely with, and provide faster service to partners in client countries. In terms of diversity, nationals of developing countries account for 61 percent of all staff and 41 percent of management positions. Women account for 52 percent of staff members and hold 38 percent of management positions. Sub-Saharan African and Caribbean nationals represent 15 percent of all staff and 12 percent of management positions. Thirty-eight percent of staff are located in country offices. There has only been a 2 percent increase in the number of employees since fiscal 2013 (12,058) and six percent since 2012. The Bank also employed about 4,033 consultants in fiscal 2014, a six percent increase over FTE consultants employed in 2013. A substantial portion of work at the World Bank is not conducted by self-employed workers (short term consultants), or by individuals other than employees or supervised workers. 2014 Salaried staff Number % of total Female 4,189 34% Male 3,417 28% Female 2,187 18% Male 2,542 21% Of which Female 6,376 52% Of which Male 5,959 48% 5 GRI Index Fiscal 2014 GENERAL STANDARD DISCLOSURES Indicator Description 2014 Response G4- 11 Percentage of total Founded in 1972, the World Bank Group Staff Association (SA) is a member-supported organization that employees covered by col- works with Human Resources, senior management, line management, and the Executive Directors to repre- lective bargaining agree- sent and protect the rights and interests of all staff. The SA is not a union and does not engage in collective ments bargaining. It does, however, serve a critical role by representing the rights of all Bank Group staff, as pro- vided in World Bank Group Staff Rule 10.01. It represents all (that is, 100 percent) of staff in its efforts; more than 10,000 World Bank Group staff are members of the Staff Association, and more than 80 country offices have established Country Office Staff Associations (COSAs). G4-12 The organizations As a service and financial institution, the World Bank does not produce or manufacture any products. The supply chain materials we use regularly in our offices include office supplies and electronics. As a development institution, the Bank-funded project procurement is carried out in accordance to the borrowing country's laws and em- phasizes local sourcing, while meeting World Bank procurement standards. For more information, see: World Bank Procurement http://worldbank.org/procurement G4-13 Significant changes In fiscal 2014, Romania joined IDA, increasing the number of its member countries to 173. during the reporting period For more information, see: http://www.worldbank.org/en/news/press-release/2014/04/12/romania-joins- regarding the organization's world-bank-fund-for-the-poorest size, structure, ownership, or As of June 30, 2014, the World Bank sanctioned 101 entities, including affiliates and conditional nondebarred its supply chain entities. Some of these sanctions were the result of settlements under which entities are debarred for an agreed-upon period of time, with a mitigated sanction, and usually commit to implementing a compliance program. G4-14 Report whether The World Bank applies the precautionary approach through its safeguard policies. and how the precautionary The Bank's environmental and social safeguard policies are a cornerstone of its support to sustainable poverty approach or principle reduction. The objectives of these policies are to prevent and mitigate harm to people and their environment is addressed by the in the development process. These policies provide guidelines for Bank and borrower staff in the identifica- organization tion, preparation, and implementation of programs and projects. The effectiveness and development impact of projects and programs supported by the Bank has substantially increased as a result of attention to these policies. Safeguard policies have often provided a platform for the participation of stakeholders in project design, along with being an important instrument for building ownership among local populations. For more information, see: Bank Safeguard Policies at http://worldbank.org/safeguard G4-15 Externally developed The World Bank is committed to achieving the Millennium Development Goals (MDGs), which call for the economic, environmental, elimination of poverty and the promotion of sustained development. The goals provide the Bank with targets and social charters, princi- and yardsticks for measuring results. Presently, the World Bank is working closely with the member states ples, or other initiatives to to the UN through the Open-Working Group Process and the Economic and Social Council to support the which the organization sub- formulation of the Sustainable Development Goals, the next generation of MDGs. The World Bank is also scribes or which it endorses an active member of the UN Environmental Management Group and the Multilateral Financial Institutions Working Group on the Environment. As a UN-specialized agency, the World Bank also supports the mission of the United Nations and the multilateral agreements for which the Bank acts as an implementing agency, including the Global Environment Facility (GEF), the Multilateral Fund for the Montreal Protocol, and the Convention to Combat Desertification. These facilities have enabled the institution to become the largest funder of projects in support of the Convention on Biological Diversity Convention and the Stockholm Con- vention on Persistent Organic Pollutants (POPs). For more information on the MDGs and partners, see: http://www.un.org/millenniumgoals/ and http://www. worldbank.org/en/about/partners G4-16 Memberships of as- The World Bank is not a member of industry or business associations or national or international advocacy sociations (such as industry organizations but is working with a wide range of partners across a broad spectrum of global issues, including associations) and national financial inclusion, education, health, and climate change, in order to operate more effectively. or international advocacy For more information, see: http://www.worldbank.org/en/about/partners organizations 6 GRI Index Fiscal 2014 GENERAL STANDARD DISCLOSURES Indicator Description 2014 Response G4-17 All entities included The World Bank consists of the International Bank of Reconstruction and Development (IBRD) and the In- in the organization's ternational Development Association (IDA). The Report does not cover the other three agencies of the World consolidated financial Bank Group: International Finance Corporation (IFC), Multilateral Investment Guarantee Agency (MIGA), statements or equivalent and International Centre for Settlement of Investment Disputes (ICSID). These agencies publish separate documents annual reports. For more about the World Bank and its sister agencies, see: http://www.worldbank.org/en/about G4-18 The process for The topics deemed relevant for disclosure were identified by assessing annual corporate priorities outlined defining the report content by the institutions' Boards and President, considering stakeholder input, as well as ascertaining sustainability and the Aspect Boundaries impacts of carrying out the mission and vision. Stakeholder feedback is gained through three key channels: the How the organization has Country Opinion Survey, civil society feedback, and queries from investor research groups. To determine if a implemented the Report- Global Reporting Initiative (GRI) aspect is material for the World Bank to report on, an assessment is carried ing Principles for Defining out based on the potential impact on the Bank's business and sustainability impacts stemming from its business. Report Content The business case category evaluates potential reputational risks to the organization, the importance to stake- holders (based on the above sources), and the linkages with the Bank's mission and goals. The sustainability impact refers to environmental and social criteria, as outlined by the Natural Step, namely-material extracted from earth's crust; accumulation of persistent or toxic emissions; extractive industry or destructive processes; and the extent to which people's ability to meet their needs are undermined. To ensure representation of sus- tainable development, an additional criterion was added to give preference for impact on the local economy. The Principles for Defining Report Content have been applied to identify, prioritize, and validate the informa- tion to be disclosed, by considering the World Bank's activities, impacts, and the substantive expectations and interests of its stakeholders. Each criterion above is given a point and a threshold is set to prioritize GRI aspects to include in the report. For more information, see: http://crinfo.worldbank.org/wbcrinfo/node/297 7 GRI Index Fiscal 2014 GENERAL STANDARD DISCLOSURES Indicator Description 2014 Response G4-19 All the material Material aspects are listed in the introduction of this index as well as in the 2014 Sustainability Review. aspects identified in the For more information, see: http://crinfo.worldbank.org/wbcrinfo/node/297 process for defining report ~~~~~~~~~~~~~~~~Materialir itdi h itouto fti ne a ela nte21taiaiiyyeiw content Aspect score Boundary Economic 1 Economic Performance 6 Both 2 Market Presence 4 Corporate 3 Indirect Economic Impacts 6 Operational 4 Procurement Practices 4 Corporate Environmental 5 Materials 4 Corporate 6 Energy 4 Corporate 7 Biodiversity 6 Operational 8 Emissions 4 Corporate 9 Effluents and Waste 5 Corporate 10 Supplier Environmental Assessment 4 Corporate 11 Environmental Grievance Mechanisms 5 Operational Social: Labor Practices and Decent Work 12 Employment 4 Corporate 13 Occupational Health and Safety 4 Corporate 14 Training and Education 4 Corporate 15 Diversity and Equal Opportunity 4 Corporate 16 Labor Practices Grievance Mechanisms 4 Corporate Social: Human Rights 17 Investment 4 Operational 18 Non-Discrimination 4 Corporate 19 Child Labor 4 Operational 20 Indigenous Rights 4 Operational 21 Human Rights Grievance Mechanisms 4 Operational Social: Society 22 Local Communities 4 Operational 23 Anti-Corruption 4 Operational 24 Grievance Mechanisms for Impacts On Society 4 Operational Financial Sector Supplement 25 Product Portfolio 6 Operational 26 Audit 5 Operational G4-20 For each material Aspect boundaries are provided in the table in G4-19, and described in detail in the 2014 Sustainability aspect, the Aspect Boundary Review. within the organization For more information, see: http://crinfo.worldbank.org/wbcrinfo/node/297 8 GRI Index Fiscal 2014 GENERAL STANDARD DISCLOSURES Indicator Description 2014 Response G4-21 For each material Aspect boundaries outside of the organization are provided in the table in G4-19, and described in detail in aspect, the Aspect Boundary the 2014 Sustainability Review. outside the organization For more information, see: http://crinfo.worldbank.org/wbcrinfo/node/297 G4-22 The effect of any There are slight changes to our GHG emissions from fiscal 2012, based on improvements undertaken during restatements of information a recent third party assurance. These included updating emission factors to meet current standards and provided in previous reports adjusting to IPCC's Fourth Assessment Report values for global warming potentials of methane (25) and and the reasons for such nitrous oxide (298). restatements G4-23 Significant changes There are no changes from previous reporting periods in the Scope and Aspect Boundaries. from previous reporting periods in the Scope and Aspect Boundaries Indicator Description 2014 Response G4-24 Stakeholder groups As a global citizen and a global employer, the World Bank consults and collaborates with thousands of stake- engaged by the organization holders throughout the world. We group the stakeholders into two main categories: internal and external. Internal stakeholders include the Bank's owners (shareholder governments) and employees (internal staff). External stakeholders include civil society, foundations, citizens impacted by projects, private sector (includ- ing socially responsible investors), partnering agencies, and international, national, and local media. G4-25 The basis for In the context of World Bank-supported activities, stakeholders are considered those who are affected, identification and selection whether positively or negatively, by a proposed intervention. Who the stakeholders are for any given project of stakeholders with whom or issue depends on the situation. Getting the necessary stakeholders involved is essential, but it is not always to engage easy, because our stakeholders range from donor and client governments to the poorest and most marginal- ized communities. For civil society, for instance, the World Bank generally engages networks or associations of civil society orga- nizations (CSOs) to ascertain their views on the Bank's country strategies, programs, and projects. 9 GRI Index Fiscal 2014 GENERAL STANDARD DISCLOSURES Indicator Description 2014 Response G4-26 The organization's For member governments, the approach to engagement is built into the management structures. Each approach to stakeholder autumn and spring, the Boards of Governors of the World Bank Group and International Monetary Fund engagement, including (IMF) hold Annual and Spring Meetings to discuss a range of issues related to poverty reduction, internation- frequency of engagement al economic development, and finance. The Annual Meetings provide a forum for international cooperation by type and by stakeholder and enable the Bank Group and Fund to better serve their member countries. In addition to the meetings group, and an indication of the Boards of Governors, the Development Committee is convened to advise the Boards of Governors on of whether any of the issues of global concern, including the world economic outlook, poverty eradication, economic development, engagement was undertaken and aid effectiveness. specifically as part of the The Development Committee Communique is used as part of the Sustainabiity Report preparation. report preparation process For employees, staff surveys are utilized to engage staff. In November 2013, a World Bank Group Employee Engagement Survey was conducted to measure staff's views on a variety of key areas -from leadership to career development to the work environment. For civil society, engagement ranges from focus groups to community panels and invitation to participate in the Annual Meetings. At the global and regional levels, civil society organizations (CSOs) have been formally consulted on the major policies introduced or updated by World Bank staff in recent years in such areas as access to information, social accountability, and environmental and social safeguards. Consultations have also become standard based on such reports as the annual World Development Report (WDR) and evaluations carried out by the Independent Evaluation Group (EG). At the country level, the World Bank consults with a broad spectrum of CSOs on Country Assistance Strategy (CAS), sector studies, and individual Bank-funded development projects. Often these consultations are multistakeholder and involve CSOs, governments, busi- nesses, and other donor agencies. The Bank also introduced the Citizens Engagement Strategic Framework, which will promote beneficiary feedback on 100 percent of Bank-financed projects, Systematic Country Diagnostics (SCDs), and Country Partnership Frameworks (CPFs). The views of civil society are taken into account in preparing the Sustainability Review. For more information, see: http://worldbank.org/civilsociety Stakeholder consultations are also utilized to engage citizens. Consultation methods and formats vary de- pending on the scope of the Banks proposed engagement (local, national, regional, or global), the purpose of the engagement, the nature of the issues being discussed, and the parties and stakeholders interested in influencing the outcome of the process. For more information, see: http://consutations.worldbank.org Environmental, social, governance (ESG) investor community: formal and informal engagements are utilized to better work with ESG investor community. The views of ESG research firms are taken into account in preparation of the Sustainability Review. Regarding partnering agencies, the World Bank works with other international institutions and donors to im- prove the coordination of aid policies and practices in countries at the regional and global level. Consultation methods and formats vary depending on the scope of the Ban'es proposed engagement. For more informa- tion, see http://www.wor1dbank.org/en/about/partners The World Bank actively engages local, national, and international media. On a daily basis, the Bank ap- proaches media to cover major report launches, corporate priority campaigns, and messages, including events involving the President. We use opportunities, such as the Spring Meetings and the Annual Meetings, to drive messaging about our twin goals. We hold media roundtables with senior management to update and keep jour- nalists informed about the Bank's organizational changes. We approach traditional media outlets (via inter- views and op-eds) and actively use social media to promote issues that need to be addressed to achieve those goals, such as major reports on climate change. We also respond to all media queries and interview requests to help the media better understand the Bank and what it does. In addition, we manage the Banks reputation, by working with reporters to clarify Bank priorities and activities, providing them with our views so they can write a balanced or well-represented article. Press releases, speeches, transcripts, and feature stories from the Bank can be found on the main home page, http://wordbank.org, or on our news site, http://worldbank.org! en/news. The key topics in fiscal 2014 were reiterating the World Banks twin goals-reducing extreme poverty and sharing prosperity-and how we were going to do that, which involved the Banks organizational change and combating specific issues, such as climate change, gender equality, energy, safeguards, and health, among others. 10 GRI Index Fiscal 2014 GENERAL STANDARD DISCLOSURES Indicator Description 2014 Response G4-27 Key topics and Since stakeholder groups raise concerns in various venues and formats, these concerns cannot be summa- concerns that have been rized in this report; however the following links will provide more information: raised through stakeholder 1. For concerns raised in particular projects by citizens, media, and CSOs, please see individual project docu- engagement, and how the ments: http://www.worldbank.org/projects organization has responded 2. For concerns raised during consultations citizens, media, and CSOs, please see http://consultations.world- to those key topics and bank.org concerns, including through 3. For concerns raised by civil society, please see http://worldbank.org/civilsociety its reporting Staff concerns are not disclosed because of confidentiality. Indicator Description 2014 Response G4-28 Reporting period The 2014 Sustainability Review and GRI Index covers fiscal 2014, which extends from July 1, 2013 to June 30, (such as fiscal or calendar 2014. year) for information provided G4-29 Date of most recent The last Sustainability Review was made available in October 2013, see: http://crinfo.worldbank.org/wbcrin- previous report (if any) fo/node/30 G4-30 Reporting cycle The World Bank annually updates its GRI Index. The World Bank is currently reviewing its institutional flag- (such as annual, biennial) ship reports and may make changes to the reporting cycle. G4-31 The contact point For more information, contact the Corporate Responsibility Program via email: crinfo@worldbank.org for questions regarding the report or its contents G4-32 The 'in accordance' This Sustainability Review has been reported in accordance to the GRI guidelines: core option. For details on option the organization has materiality, the complete GRI Index, and External Assurance Report, see http://crinfo.worldbank.org chosen G4-33 The organization's The World Bank has not set a policy on gaining external assurance for its Sustainability Review. In practice, policy and current practice limited assurance is carried out for the Bank's corporate carbon emissions data biennially. The carbon inven- with regard to seeking tory is also assured every year by the IFC Annual Report auditors external assurance for the In fiscal 2013, limited assurance was carried out for the following indicators: G4-EN4, G4-EN5, G4-EN6, report G4-EN8, G4-EN12, G4-EN15, G4-EN16, G4-EN17, G4-EN18, G4-EN19, G4-EN20, G4-EN23, G4-EN31, G4-EN32, and G4-EN34. For more information on the assurance letter, see: http://crinfo.worldbank.org/ wbcrinfo/node/45 11 GRI Index Fiscal 2014 GENERAL STANDARD DISCLOSURES Indicator Description 2014 Response G4-34 The governance The World Bank is a development institution in which its 188 member countries are shareholders. The Bank structure of the works with its members to achieve equitable and sustainable economic growth in their national econo- organization, including mies and find solutions to pressing regional and global problems in economic development and in other committees of the highest important areas, such as environmental sustainability. It pursues its overriding goal to overcome poverty governance body. Any and improve standards of living primarily by providing loans, risk management products, and expertise on committees responsible development-related disciplines and by coordinating responses to regional and global challenges. Mem- for decision making on ber countries govern the World Bank Group through the Boards of Governors and the Board of Executive economic, environmental, Directors (EDs). The Boards of Governors consist of one governor and one alternate governor appointed by and social impacts each member country. The office is usually held by the country's minister of finance, governor of its central bank, or a senior official of similar rank. The governors and alternates serve for terms of five years and can be reappointed. The Boards of Governors and the Board of Executive Directors make all major decisions for the organizations, including policy, financial, or membership issues. In addition to representing their own countries and others they are elected to represent, each ED also serves on one or more of five standing com- mittees: Audit Committee, Budget Committee, Committee on Development Effectiveness (CODE), Human Resources Committee, and Committee on Governance and Executive Directors' Administrative Matters. The committees help the Board execute its oversight responsibilities through in-depth examinations of policies and practices. These committees assist the Board in overseeing and making decisions about the World Bank Groups policies and procedures, financial condition, risk-management and assessment processes, adequacy of governance and controls, and effectiveness of development and poverty reduction activities. In addition, an ethics committee provides guidance on matters covered by the code of conduct for board officials. These committees function independent of all World Bank executive officers. For more information, see: World Bank's Governance structure Indicator Description 2014 Response G4-56 The organization's The World Bank's mission is to fight poverty with passion and professionalism for lasting results. Two goals- values, principles, standards, ending extreme poverty and promoting shared prosperity-guide our mission. In order to achieve the two goals and norms of behavior, such for the welfare of future generations, we look to promote environmental and social sustainability at the country as codes of conduct and and global levels, and to pursue a fiscally responsible development path. We seek to help people help themselves codes of ethics and their environment by providing resources, sharing knowledge, building capacity, and forging partnerships in the public and private sectors. We aim to be an excellent institution able to attract, excite, and nurture diverse and committed staff with exceptional skills who know how to listen and learn. Our core values are the following: personal honesty, integrity, and commitment; working together in teams-with openness and trust; empowering others and respecting differences; encouraging risk-taking and responsibility; and enjoying our work and our families. For more information on World Bank's code of conduct and what we do, see: http://worldbank.org/ethics G4-57 Internal and external The World Bank Group Office of Ethics and Business Conduct (EBC) promotes the development and application mechanisms for seeking of high ethical standards by staff members in the performance of their duties. It ensures that staff members under- advice on ethical and lawful stand their ethical obligations to the World Bank as embodied in its Core Values and the various rules, policies, behavior, and matters related and guidelines under which they operate. The office is accessible to all staff members, their families, and World to organizational integrity, Bank Group clients and vendors. It can be contacted anonymously through the Ethics Helpline (ethics_helpline@ such as helplines or advice worldbank.org), anytime, anywhere. In addition, the Integrity Vice Presidency also proactively advises operational lines staff on preventing fraud and corruption in operations. Within the department, prevention and forensic account- ing specialists advise task teams on how to mitigate operational vulnerabilities to fraud and corruption, in both the design and implementation phases of projects. Stakeholders can report fraud and corruption in Bank-financed projects via the INT hotline (investigations_hotline@worldbank.org or 1-800-831-0463). For more about addressing staff concerns, see: Office of Ethics and Business Conduct [http://worldbank.org/ ethics] 12 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - CATEGORY: ECONOMIC Management Approach The World Bank is a vital source of financial and technical assistance to developing countries around the world. The World Bank's lending is aimed at different groups of countries: IBRD strives to reduce poverty in middle-income and creditworthy poorer countries through loans, guarantees, risk management products, and analytical and advisory services. Its sister organization, IDA, offers below-market-rate financing to the world's poorest countries, primarily through credits and grants. IBRD funds itself through high-quality World Bank bonds offered in the international capital markets. IDAs funding is predominantly from contributions by donor countries, including OECD countries and, increas- ingly, middle-income nations. The World Bank's Corporate Scorecard is designed to provide a snapshot of the Bank's overall performance, in the context of development results. It facilitates strategic dialogue between management and the Board on progress made and areas that need attention. Aspects of financial strength are measured under the Score- card's Tier III, which reviews the overall success of Bank activities in achieving their development goals and examines the effectiveness of Bank operations, including the performance of its lending portfolio. Level of External Indicator Description 2014 Response Disclosure Assurance G4-ECI Direct economic World Bank loans are made to borrowing member countries and are typically Full value generated and accompanied by non-lending services to ensure more-effective use of funds. In distributed fiscal 2014, total revenue for IBRD equaled $2.951 billion and for IDA equaled $3.165 billion. Total expenses were $3.929 billion for IBRD and $4.777 for IDA. To better understand the business models of each entity, please see Man- agement Discussion and Analysis [www.worldbank.org/annualreport2014] G4-EC2 Financial Under the leadership of President Jim Yong Kim, the World Bank has placed Full implications and other risks climate change at the center of its work. The Bank is scaling up mitigation, and opportunities for the adaptation, and disaster risk management work; we will look at all aspects of organizations activities due to our business through a climate lens. These efforts build on the 2008 Strategic climate change Framework on Development and Climate Change, increasing demands for support by clients to enable climate-resilient and low-carbon development, and a full recognition that the World Bank Group's twin goals of eradicating poverty and ensuring shared prosperity by 2030 cannot be met if climate chal- lenge is not addressed effectively. The World Bank Group Climate Vice Presidency, established in January 2014, is working to leverage both public and private sources of climate finance to support climate-smart policies and investments, and to help countries and businesses adapt to a changing climate. The report, "Turn Down the Heat: Why a 4oC Warmer World Must Be Avoid- ed," was prepared for the World Bank by the Potsdam Institute for Climate Impact Research in 2012. It says that the world is on a path to a 4oC (7.20F) warming by the end of this century and provides a clear picture of the devas- tating impacts on agriculture, water resources, ecosystems, and human health. It concludes that while every region will be affected, those least able to adapt- the poor and most vulnerable-will be hit hardest. A follow-up report in 2013, which focused on impacts of climate change on Sub-Saharan Africa, South Asia, and Southeast Asia, shows that if the world warms by 2oC (3.60F)- warming that may be reached in 20 to 30 years-there will be widespread food shortages, unprecedented heat waves, and more intense storms. The 2014 report, "Climate Smart Development: Adding up the Benefits of Ac- tions that Help Build Prosperity, End Poverty, and Combat Climate Change:' which the World Bank produced in collaboration with the ClimateWorks Foundation, showed the opportunities created by climate mitigation action: climate-smart policies in key sectors aimed at keeping the world under the 2oC threshold could contribute to increasing global gross domestic product (GDP) by $1.8 trillion to $2.6 trillion by 2030. 13 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - CATEGORY: ECONOMIC Level of External Indicator Description 2014 Response Disclosure Assurance The World Bank study, "Economics of Adaptation to Climate Change," found in 2010 that to adapt to a 20C warmer world, developing countries will need between $75 to $100 billion per year over the next 40 years to build resilience to these changes, and mitigation costs are expected to be in the range of $140 to $175 billion per year by 2030. Analysis from the Climate Policy Initiative found that global climate finance flows plateaued at $359 billion in 2012, with developing countries receiving about $182 billion. The Bank is looking at its business through a climate lens. Systems have been developed to track climate co-benefits linked to financing across the Bank's portfolio. On July 1, 2013, the Bank began conducting greenhouse gas (GHG) accounting for all energy and forestry investment lending projects that have agreed methodologies and accounting tools. Roll out will begin in the agriculture and transport sectors in fiscal 2015, and in other sectors by fiscal 2016. The Bank's approach to GHG accounting is aligned with other multilateral development banks, as formalized in the "Inter- national Financial Institution Framework for a Harmonized Approach to Greenhouse Gas Accounting.' As of July 1, 2014, climate and disaster-risk screening tools have been rolled out for IDA17 operations. The tools support early-stage screening for climate and disaster risks. In fiscal 2013, the World Bank continued supporting integration of climate and disaster risk into development plans and investments for a total of 18 countries, of which 17 are IDA countries. The Bank supports its climate change-related efforts on the basis of a combination of annual core budgets, IBRD/IDA investments, and dedicated trust funds financed by a combination of donor countries. The tracking of climate cobenefits within the World Bank's portfolio (IBRD/ IDA) showed for fiscal 2013 a total of $4.1 billion in lending with mitigation cobenefits, and $2.9 billion in adaptation benefits. Overall, World Bank lending has contracted since fiscal 2010, and the share of climate-related commitments is decreasing from its fiscal 2012 record. Funding for adapta- tion cobenefits accounts for 9 percent of fiscal 2013 lending commitments (13 percent in fiscal 2012) and 13 percent for mitigation cobenefits (20 percent in fiscal 2012). Funding for mitigation from external resources grew $23 million to $974 million in fiscal 2013, while funding for adaptation from external resources dropped $48 million to $221 million. The World Bank Treasury is the world's largest issuer of Green Bonds, which include support for such climate-related investments as improved energy ef- ficiency and renewable energy. In total, Green Bond issues to date are about $6.3 billion in 17 currencies. For additional information about the Bank's work on climate change, as well as the Strategic Framework for Development and Climate Change (SFDCC) completion report see: http://worldbank.org/climatechange. The Bank's response to the Carbon Disclosure Project (CDP), can be found at: http://cdp.net. 14 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - CATEGORY: ECONOMIC Level of External Indicator Description 2014 Response Disclosure Assurance G4-EC3 Coverage of the As of June 30, 2014, the value of accrued pension liabilities for IBRD/IDA Full organization's defined benefit was $15.8 billion, supported by assets held in trust of $14.9 billion. Plan assets plan obligations are measured at fair value and apportioned between participating employers. Liabilities have been calculated in accordance with the relevant U.S. accounting standard (ASC 715). The funded ratio (asset over liabilities) was 94 percent as of June 30, 2014. Assets are evaluated at their fair value and liabilities are measured as the Projected Benefit Obligation, discounted with high quality corporate bonds rates. The two amounts are estimated in full compliance with the U.S ac- counting standard (ASC 715). The World Bank offers its staff defined benefit plans. The Bank has established a Retirement Trust. As per the terms of the Staff Retirement Plan, all contribu- tions, assets, property, funds, and income of the Staff Retirement Plan shall be transferred to the Retirement Trust and shall be held, administered, and main- tained separately from the Bank other property and assets, solely to provide the benefits and pay the expenses of the Staff Retirement Plan. Participants of the gross plan (closed plan) contribute 7 percent of the pensionable gross salary. Participants of the net plan (open to new entrants) contribute 5 percent of their net salary to the mandatory cash balance com- ponent. Furthermore, the participant may choose to contribute an additional 15 percent of net salary to the voluntary savings component, subject to certain limitations. The employer contribution is based on a specified funding meth- odology and varies from year to year in response to changes in plan financial position. Participation in the pension plan is mandatory. The only optional component is the voluntary savings component of the net plan, in which approximately 20 percent of eligible members participate. G4-EC4 Financial assistance World Bank member countries, or shareholders, are represented by a Board Full received from government of Governors, who are the ultimate policy makers at the World Bank. Gener- ally, the Governors are member countries' ministers of finance or ministers of development. They meet once a year at the Annual Meetings of the Boards of Governors of the World Bank Group and the International Monetary Fund. The Governors delegate specific duties to 25 Executive Directors, who work onsite at the Bank. The five largest shareholders appoint an Executive Director, while other member countries are represented by elected Executive Directors. Member contributions: IBRD has a diversified shareholder base that supports IBRD's financial strength through both paid-in and callable capital. Callable capital can only be used in order to satisfy debt holder claims. Members are responsible for the full amount of their callable capital subscriptions, regard- less of others' ability to fulfill their obligations. Trust funds: Accounted for separately from the Bank's own resources, trust funds are financial and administrative arrangements with an external do- nor that lead to grant funding of high priority development needs, such as technical assistance, advisory services, debt relief, post-conflict transition, and cofinancing. Taxes: As an organization established by international treaty, the World Bank receives tax exempt status from its member countries. Capital contributed by country can be found in the IBRD Statement of Sub- scriptions to Capital Stock and Voting Power Statement and IDA Statement of Voting Power and Subscriptions and Contributions. For more information, see: http://go.worldbank.org/VKVDQDUC10 15 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - CATEGORY: ECONOMIC Management Approach The World Bank is a vital source of financial and technical assistance to developing countries around the world. We are not a bank in the ordinary sense but a unique partnership to reduce poverty and support development. We support a wide array of investments in such areas as education, health, public administra- tion, infrastructure, financial and private sector development, agriculture, and environmental and natural resource management. The Bank has established ambitious, but achievable goals to galvanize international and national efforts. The goals are to be achieved by 2030: * End extreme poverty by decreasing the percentage of people living on less than $1.25 a day to no more than 3 percent * Promote shared prosperity by fostering the income growth of the bottom 40 percent for every country The World Bank Group Corporate Scorecard measures the progress on these goals. The Scorecard's Results tier reports on the key sectoral and multisectoral results achieved by our clients with our support. Level of External Indicator Description 2014 Response Disclosure Assurance G4-EC7 Development and The World Bank's largest business line is helping countries meet infrastructure Full impact of infrastructure needs in transportation, water, energy, and information and communications investments and services technology, which at $19 billion, comprised 47 percent of the total assistance supported to client countries in fiscal 2014. For further information about the portfolio of infrastructure projects financed by the World Bank, see: http://worldbank.org/infrastructure G4-EC8 Significant indirect The World Bank works with its borrowing member countries to achieve equi- Full economic impacts, including table and sustainable economic growth in their national economies and to find the extent of impacts solutions to pressing regional and global problems in economic development and in other important areas, such as environmental sustainability. The Bank pursues its principal goals of overcoming poverty and improving standards of living primarily by providing loans, risk management products, and expertise on development-related disciplines and by coordinating responses to regional and global challenges. Our financial resources are significant, but they are finite. Our knowledge is also a valuable commodity. The more this knowledge is shared, and the more new ideas germinate, the greater the potential for delivering solutions to the challenging and intractable development problems, leading to greater im- provement. The Bank's scale, range, and diversity lie at the core of its specialized role as a key contributor to global development knowledge. The interaction of the Bank's broad knowledge base with lending operations is unique. For a quick summary of the World Bank Group's impacts, see Pg. 6 of the Annual Report. For breakdown of the Bank's fiscal 2014 portfolio by theme, sector, and region, see "The Roles of IBRD and IDA" in the Annual Report pp.54-59 www.worldbank.org/annualreport20l4 With the 2015 deadline for the Millennium Development Goals (MDGs) looming, the World Bank in fiscal 2014 continued accelerating efforts to help countries achieve the goals. Simultaneously, the World Bank is working closely with the member states of the UN to support the formulation of the Sustain- able Development Goals, the next generation of MDGs. 16 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - CATEGORY: ENVIRONMENTAL Management Approach Countries rely on healthy ecosystems and biodiversity to survive, grow enough food, and make a living. But the world is experiencing a dramatic loss of biodiversity, negatively affecting livelihoods, clean water supply, food security, and resilience to environmental disasters. This situation particularly affects the 75 percent of the world's poor who live in rural areas and often rely on ecosystems to make a living. The World Bank works with countries around the world to conserve and sustainably use biodiversity. With a portfolio of 245 projects worth $1.058 billion in the 10 years from fiscal 2004 to 2013, the World Bank is one of the largest internation- al financiers of biodiversity conservation and sustainable use. The World Bank helps countries to put policies in place so that biodiversity is valued as a key driver of sustainable development. The Bank works with clients to improve their administration to better conserve and sustainably use their biodiversity. We invest in those aspects of biodiversity services-such as watershed management and protected areas-that help countries achieve their development goals. We also help coun- tries find ways to generate revenues from biodiversity-such as tourism income. And we assist countries with fighting wildlife crime. Our biodiversity projects range from establishing and strengthening terrestrial, freshwater, and marine protected areas, to eradicating invasive alien species to improving biodiversity man- agement planning in the production landscape. The World Bank does not support projects that involve the significant conversion or degradation of critical natural habitats. Wherever feasible, Bank-financed projects are sited on already converted lands. The Bank does not support projects involving the significant conversion of natural habitats unless there are no feasible alternatives for the project and its siting, and comprehensive analysis demonstrates that overall benefits from the project substantially outweigh the environmental costs. If the environmental assessment indicates that a project would significantly convert or degrade natural habitats, the project includes mitigation measures, including minimizing habitat loss and establishing and maintaining an ecologically similar protected area. In deciding whether to support a project with potential adverse impacts on a natural habitat, the Bank takes into account the borrower's ability to implement the appropriate conservation and mitigation measures. A 2010 review of the Bank's safeguard policies regime by the Independent Evaluation Group found that 11 percent of projects triggered Operational Policy 4.04 on Natural Habitats. Among these, the policy was satisfactory in 72 percent of cases. Level of External Indicator Description 2014 Response Disclosure Assurance G4-EN13 Habitats protected The World Bank supports the protection, maintenance, and rehabilitation of Full or restored natural habitats and their functions in its economic and sector work, project financing, and policy dialogue. The overall Bank biodiversity portfolio of 245 projects in the 10 years from fiscal 2004 to 2013 included direct biodiversity commitments worth more than $1.06 billion. Of this, 27 percent came from Global Environment Facility (GEF) funds, while 69 percent came from IBRD/IDA. These projects have taken place in 74 countries in all six of the Bank's regions. Most projects were in the Africa and Latin America and Caribbean regions, which between them accounted for more than two thirds of biodiversity projects. In fiscal 2014, the Bank approved 18 new operations in 17 countries and four regional projects with a combined commitment amount for biodiversity of more than $120 million. Bank projects with natural habitat components include appropriate environ- mental expertise for project preparation, appraisal, and supervision arrange- ments to ensure adequate design and implementation of mitigation measures. Global and regional partnerships play an important role in promoting biodi- versity conservation. Some of the key partnerships are as follows: 17 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - CATEGORY: ENVIRONMENTAL Level of External Indicator Description 2014 Response Disclosure Assurance The Critical Ecosystems Partnership Fund (CEPF) has brought together the governments of France and Japan with the MacArthur Foundation, the European Commission, and Conservation International, and awarded grants to more than 1,600 civil society organizations to reduce threats to 21 critically endangered hotspots. The Global Tiger Initiative launched in 2008 has helped strengthen political ownership by the 13 tiger countries of their endangered tiger populations. * The Save our Species (SOS) Program seeks to leverage private sector engagement and funding for threatened species and has provided support to 75 species across 34 countries to date. * The International Consortium on Combating Wildlife Crime is a collabo- rative effort of five intergovernmental organizations to bring coordinated support to national wildlife law enforcement agencies and subregional networks. For more information on the status of the 245 projects, see: http://www.world- bank.org/en/results/201 3/04/09/biodiversity-sector-results-profile All figures are based on internal systems that track official lending and grant amounts. Management Approach The World Bank's mission is sustainable poverty reduction. Poverty, as the Bank recognizes it, encompasses lack of opportunities (including capabilities), lack of voice and representation, and vulnerability to shocks. The Bank significantly promotes human rights through its projects, for example, improving poor people's access to health services, education, food, and water. Moreover, the Bank promotes the participation of In- digenous Peoples in decision making, helps strengthen the accountability and transparency of governments to their citizens, and supports justice reform and fighting corruption. Although development projects are intended to bring about positive change, their implementation involves risks and people or the environment can be harmed. The Bank has policies to help avoid such outcomes, but some problems may remain unrec- ognized or unaddressed. In such circumstances, one way for concerns to receive attention is for the citizens themselves to speak out. Grievance redress mechanisms (GRMs) are crucial for managing risk in the Bank's portfolio. GRMs create opportunities to resolve disputes before they escalate by offering a channel for citizens to express concerns, comments, and complaints. Beyond their benefits to citizens, GRMs can help the Bank and client improve project outcomes, prioritize supervision, identify systemic issues, and promote accountability. Environmen- tal and social standards now lead the Bank's corporate work on grievance redress, with the goal of imple- menting a consistent and systematic approach to grievance redress, handling of complaints, and conflict resolution across all IBRD/IDA operations. The Bank deals with grievance redress on a voluntary, demand-driven basis; the work supports a number of the Bank's major initiatives, in particular, work on risk, results, and beneficiary feedback. The "Global Review of Grievance Redress Mechanisms" found that half of all Bank projects feature a grievance redress mechanism (GRM) in project design documents. However new research shows imple- mentation challenges. A major focus for the Bank in the future will be to further integrate grievance redress in all projects, increase support for implementation, and enhance collection and monitoring of grievances received and resolved across the project's portfolio. 18 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - CATEGORY: ENVIRONMENTAL Level of External Indicator Description 2014 Response Disclosure Assurance G4-EN34 Number In fiscal 2013, 75 percent of registered grievances were resolved. This is a new Partial of grievances about indicator in the World Bank Corporate Scorecard: it indicates percentage of environmental impacts filed, grievances related to delivery of project benefits that were registered and that addressed, and resolved were actually resolved. The baseline is calculated from a survey of projects through formal grievance approved in fiscal 2012 that committed to having a grievance redress mecha- mechanisms nism in either the Project Appraisal Document (PAD), Resettlement Action Plan (RAP)/Resettlement Policy Framework (RPF), or Indigenous Peoples Plan (IPP), excluding Development Policy Operation, Financial Intermediary Financing, and trust funds of less than $5 million. The baseline data are based on data from 77 percent of applicable operations that responded to the survey. OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: HUMAN RIGHTS Management Approach Although the World Bank policies, programs, and projects generally do not expressly incorporate human rights, the Bank significantly promotes human rights in a range of areas: from improving poor people's access to health services, education, food, and water, to promoting the participation of Indigenous Peoples in decision making to strengthening the accountability and transparency of governments to their citizens, and to supporting justice reform and fighting corruption. Thus, the Banks role is facilitative, helping its members realize their human rights obligations. For all projects that are proposed for Bank financing, the Bank screens each one to determine the appropriate extent and type of environmental and social analysis to be undertaken during project preparation and whether the project may involve the use or application of other safeguard policies. Policies that may be triggered include the following: OP/BP 4.01, Environmental Assessment; OP/BP 4.04, Natural Habitats; OP 4.09, Pest Manage- ment; OP/BP 4.10, Indigenous Peoples; OP/BP 4.11, Physical Cultural Resources; OP/BP 4.12, Involuntary Resettlement; OP 4.36, Forests; and OP/BP 4.37, Safety of Dams. In addition, the Bank recognizes that gender issues are important dimensions of its poverty reduction, economic growth, human well-being, and develop- ment effectiveness agenda. OP/BP 4.20 establishes a country-level, strategic approach to mainstreaming gender issues in Bank work. For more information on gender issues, see: http://www.worldbank.org/en/topic/gender The Bank classifies the proposed project into one of four categories (A, B, C, and FI) depending on the type, location, sensitivity, and scale of the project and the nature and magnitude of its potential environmental impacts. The borrower is responsible for any assessment required by the safeguard policies, with Bank staff providing general advice. Depending on the type of project and its safeguard policy category, the Bank project design incorporates into project development such issues as public consultation, environmental and social assessment social action plans, Indigenous Peoples' action plans, and resettlement frameworks and action plans. The compliance forms part of the legal agreements for grants and loans. Regarding monitoring and evaluation, the World Bank launched a two-year process in October 2012 to review and update its current environmental and social safeguard policies. The safeguard policies contribute to sustainability and development effectiveness in Bank projects and programs by helping to avoid or mitigate harm to people and the environment. This review and update will better align the policies with the changing needs and aspirations of borrowers, the external context, and the business of the Bank. The review is current- ly in its second phase. Updates are available online: http://consultations.worldbank.org/consultation/review- and-update-world-bank-safeguard-policies 19 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: HUMAN RIGHTS Level of External Indicator Description 2014 Response Disclosure Assurance G4-HR1 Total number and All proposed projects (100 percent of them) were appraised in accordance to Partial percentage of significant requirements enshrined in its policies to protect humans and the environment investment agreements potentially affected by Bank-supported projects. and contracts that include The Bank screens each proposed project to determine the appropriate extent human rights clauses or that and type of environmental and social analysis to be undertaken during project underwent human rights preparation and whether the project may involve the use or application of screening other safeguard policies. G4-HR2 Total hours of World Bank environmental and social safeguard policies are a cornerstone of Full employee training on human our support to sustainable development and poverty reduction. The objective rights policies or procedures of these policies is to prevent and mitigate undue harm to people and their en- concerning aspects of human vironment in the development process. In fiscal 2014, 180 hours (30 sessions) rights that are relevant to were delivered on Bank safeguard policies to 10 percent of Bank staff (750 staff operations, including the members) in Washington, DC. In fiscal 2013, 156 hours (26 sessions) of train- percentage of employees ings were delivered to 632 staff. In addition, various regional offices hosted trained training workshops (which are not included in the total). In addition, the World Bank launched in 2009 a knowledge and learning program for World Bank Staff-the Nordic Trust Fund-on human rights with the objective to help staff better understand how human rights relate to the Bankes core work and mission. The Nordic Trust Fund, a multiyear and mul- tidonor trust fund, supports knowledge and learning activities. The program offers Bank staff learning events that share knowledge about how human rights relate to the Banles analytical and operational work. It also features an internal grant program in which Bank teams receive technical and financial support to explore the role of human rights in their particular project or task. Currently there are 27 grant teams working on aspects related to rights in different parts of the organization. Operation for the program was extended until 2019. In 2013, the Nordic Trust Fund conducted a staff survey, according to which there is a growing interest in the role of rights in development. The Nordic Trust Fund-A Knowledge and Learning Program for World Bank Staff on Human Rights Management Approach Central to the Bank's mission of reducing poverty and promoting sustainable development is ensuring that the development process fully respects the dignity, human rights, economies, and cultures of Indigenous Peoples. The Bank recognizes that the identities and cultures of Indigenous Peoples are inextricably linked to the lands on which they live and the natural resources on which they depend. These distinct circumstanc- es expose Indigenous Peoples to different types of risks and levels of impacts from development projects, including loss of identity, culture, and customary livelihoods, as well as exposure to disease. Gender and in- tergenerational issues among Indigenous Peoples also are complex. As social groups with identities that are often distinct from dominant groups in their national societies, Indigenous Peoples are frequently among the most marginalized and vulnerable segments of the population. As a result, their economic, social, and legal status often limits their capacity to defend their interests in and rights to lands, territories, and other productive resources, or restricts their ability to participate in and benefit from development. At the same time, the Bank recognizes that Indigenous Peoples play a vital role in sustainable development and that their rights are increasingly being addressed under both domestic and international law. 20 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: HUMAN RIGHTS For all projects that are proposed for Bank financing and that affect Indigenous Peoples, the Bank requires the borrower to engage in a process of free, prior, and informed consultation. The Bank provides project financing only where free, prior, and informed consultation results in broad community support to the proj- ect by the affected Indigenous Peoples. The World Bank policy on Indigenous Peoples, OP/BP 4.10, Indigenous Peoples, underscores the need for borrowers and Bank staff to identify Indigenous Peoples, consult with them, ensure that they participate in, and benefit from Bank-funded operations in a culturally appropriate way. It also emphasizes that adverse impacts on them are avoided or, where not feasible, minimized or mitigated. The Bank cannot proceed on projects unless Indigenous Peoples have given their "broad community support." As stated in OP 4.01, "This policy contributes to the Bank's mission of poverty reduction and sustainable de- velopment by ensuring that the development process fully respects the dignity, human rights, economies, and cultures of Indigenous Peoples. For all projects that are proposed for Bank financing and affect Indigenous Peoples, the Bank requires the borrower to engage in a process of free, prior, and informed consultation." For more information on OP/BP 4.10, see: http://www.worldbank.org/en/topic/indigenouspeoples Level of External Indicator Description 2014 Response Disclosure Assurance G4-HR8 Total number In fiscal 2014, one project triggered the policy on Indigenous Peoples, OP/BP Full of incidents of violations 4.10 and was brought to the Inspection Panel - Nepal: Power Development involving rights of indigenous Project. peoples and actions taken For more information, see case update on Inspection Panel website: http:// www.worldbank.org/inspectionpanel Management Approach The World Bank recognizes that child labor is one of the most devastating consequences of persistent poverty. All standard World Bank bidding documents contain a prohibition of using child or forced labor in contracts financed under any World Bank projects. Bank-supported operations are required to assess relevant social is- sues (such as child labor) through the project's environmental and social assessments to inform the mitigation against such risks within the project. Level of External Indicator Description 2014 Response Disclosure Assurance G4-HR5 Operations and Concerns have been raised about the practice in Uzbekistan of using forced Full suppliers identified as having child and adult labor for cotton harvesting. significant risk for incidents All projects that could potentially relate to cotton production in Uzbekistan in- of child labor, and measures clude measures to prevent and eliminate the occurrence of child or forced labor taken to contribute to the ef- within the Bank-supported projects, and further seek to contribute to achieving fective abolition of child labor this beyond the project boundaries. These include the following: requirements that the government complies with national legislation that prohibit the use of child or forced labor; implementation of a third-party monitoring and feedback mechanism that focuses on child or forced labor issues in connection with the project activities or within the project area; a requirement that local authorities fully collaborate with the third-party monitoring and that actions to ensure compliance will be taken promptly; a clear land use strategy that eliminates incentives for using child or forced labor in the entire project area; training, awareness raising, and outreach activities on labor legislation and the regula- tions on child or forced labor; and contractual penalties and cancellation and repayment of loans for projects involving direct financial support to farmers. Such measures are also reflected in binding project covenants in the financing agreements. Independently of this, the Bank retains the right to exercise reme- dies in case of borrower noncompliance with the financing agreement. For more information, see: http://www.worldbank.org/en/news/ speech/2014/06/10/q-a-with-saroj-kumar-jha-regional-director-for-central- asia-on-the-world-banks-agriculture-sector-policy-in-uzbekistan-in-the-con- text-of-child-and-forced-labor-concerns 21 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: HUMAN RIGHTS Management Approach The World Bank's mission is sustainable poverty reduction. Poverty encompasses lack of opportunities (including capabilities), lack of voice and representation, and vulnerability to shocks. The Bank signifi- cantly promotes human rights through its projects, for example, improving poor people's access to health services, education, food, and water. Moreover, the Bank promotes the participation of Indigenous Peoples in decision making, helps strengthen the accountability and transparency of governments to their citizens, and supports justice reform and fighting corruption. Although development projects are intended to bring about positive change, their implementation involves risks, and people or the environment can be harmed. The Bank has policies to help avoid such outcomes, but some problems may remain unrecognized or unad- dressed. In such circumstances, one way for concerns to receive attention is for the citizens themselves to speak out. Grievance redress mechanisms (GRMs) are crucial for managing risk in the Bank's portfolio. GRMs create opportunities to resolve disputes before they escalate by offering a channel for citizens to express concerns, comments, and complaints. Beyond their benefits to citizens, GRMs can help the Bank and client improve project outcomes, prioritize supervision, identify systemic issues, and promote accountability. Environmen- tal and social standards now lead the Bank's corporate work on grievance redress, with the goal of imple- menting a consistent and systematic approach to grievance redress, handling of complaints, and conflict resolution across all IBRD/IDA operations. The Bank deals with grievance redress on a voluntary, demand-driven basis; the work supports a number of the Bank's major initiatives, in particular, work on risk, results, and beneficiary feedback. The "Global Review of Grievance Redress Mechanisms" found that half of all Bank projects feature a griev- ance redress mechanism (GRM) in project design documents. However new research shows implementa- tion challenges. A major focus for the Bank in the future will be to further integrate grievance redress in all projects, to increase support for implementation, and to enhance collection and monitoring of grievances received and resolved across the project's portfolio. Level of External Indicator Description 2014 Response Disclosure Assurance G4-HR12 Number of In fiscal 2013, 75 percent of registered grievances were resolved. This is a new Partial grievances about human indicator in the World Bank Corporate Scorecard: it indicates percentage of rights impacts filed, grievances related to delivery of project benefits that were registered and that addressed, and resolved were actually resolved. The baseline is calculated from a survey of projects through formal grievance approved in fiscal 2012 that committed to having a grievance redress mecha- mechanisms nism in either the Project Appraisal Document (PAD), Resettlement Action Plan (RAP)/Resettlement Policy Framework (RPF), or Indigenous Peoples Plan (IPP), excluding Development Policy Operation, Financial Intermediary Financing, and trust funds of less than $5 million. The baseline data are based on data from 77 percent of applicable operations that responded to the survey. 22 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: SOCIETY Management Approach The very nature of the World Bank's mission is to positively impact communities through investments in ed- ucation, health, public administration, infrastructure, financial and private-sector development, agriculture, and environmental and natural resource management. Our stakeholders are consulted at different points throughout our projects and policy development. In recent years, the World Bank has increasingly focused on lending to community-driven development (CDD) programs in order to let communities lead their own development. This process lets communities identify their own development priorities, hire contractors, manage project funds, and, on completion of construction, manage and sustain the project. CDD approaches have been used to support a range of local development and service delivery needs identified by communities themselves, including water supply and sewerage rehabilitation, school and health facilities construction, nutrition programs for mothers and infants, rural access roads, and support for livelihoods and microenterprises. A growing body of CDD program impact evaluations generally finds positive evidence of poverty reduction, targeting of the poor, and increased access to services. Evidence is limited or mixed on these programs' effect on governance, social capital spillovers (such as local collective action or trust among members), and conflict impact. More long-term evaluations are needed in these areas. Level of External Indicator Description 2014 Response Disclosure Assurance G4-SO1 Percentage of Community-driven development (CDD) programs operate on the principles Full operations with implemented of local empowerment, participatory governance, demand-responsiveness, local community engagement, administrative autonomy, greater downward accountability, and enhanced impact assessments, and local capacity. Experience has shown that when given clear explanations of the development programs process, access to information and appropriate capacity, and financial support, poor men and women can effectively organize to identify community priori- ties and address local problems by working in partnership with local govern- ments and other supportive institutions. The World Bank recognizes that CDD approaches and actions are important elements of an effective poverty reduction and sustainable development strategy. Over the last decade, the Bank has increasingly focused on lending to CDD pro- grams to reach local communities directly. The Bank has used the CDD approach across a range of countries to support a variety of urgent needs, including water supply and sewer rehabilitation, school and health post construction, nutrition programs for mothers and infants, building of rural access roads, and support for microenterprises. In fiscal 2013, the most recent data available, the total amount of financing going to communities and local governments as grants or loans through this program equaled around $3.9 billion, a slight decrease from fiscal 2012, with $4.6 billion. Figures for fiscal 2014 were not available at the time for printing but will be updated on the Sustainability Review Website (crinfo.worldbank.org). 23 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: SOCIETY Level of External Indicator Description 2014 Response Disclosure Assurance G4-S02 Operations with The World Bank undertakes screening of each proposed project to determine Full significant actual and the appropriate extent and type of environmental and social analysis, including potential negative impacts on the use of environmental assessment, to be undertaken during project prepa- local communities ration and whether the project may involve the application of other safeguard policies. The Bank classifies the proposed project into one of four categories (A, B, C, and FI) depending on the type, location, sensitivity, and scale of the project and the nature and magnitude of its potential environmental impacts. The borrowing-country government is responsible for any assessments required by the safeguard policies; World Bank staff members provide general advice. The World Bank's Legal Department monitors compliance with policies that in- volve international law, such as those for international waterways and disputed areas. The Quality Assurance and Compliance Unit monitors all other safeguard policies. In fiscal 2014, a total of 392 projects were screened, 45 were classified as Category A, 214 as Category B, 67 as Category C, and 6 as category FT. A new category was added for Program-for-Results (P4R) projects, under which one project was assessed. In addition, 59 projects were Development Policy Loans and thus not eligible for the safeguard categorization. In fiscal 2013, 32 were classified as Category A, 226 as Category B, 12 as Category C, and 11 as category FT. For more information on Bank project cycle, see: http://www.worldbank.org/ projects Management Approach Critical to the World Bank's mission is a well-functioning public sector that delivers quality public services consistent with citizen preferences and fosters private, market-led growth, while managing its fiscal resources in a prudent manner. Bank operations across sectors systematically incorporate governance and anti-cor- ruption measures into project design. The objective is to better manage corruption and fiduciary risks and to ensure that development funds are used for their intended purposes. The World Bank's Integrity Vice Presi- dency (INT) plays an important role in this respect. INT investigates allegations of fraud and corruption in Bank-financed activities (external investigations), as well as allegations of significant fraud and corruption in- volving Bank staff (internal investigations). INT also pursues sanctions against firms and individuals that have engaged in fraudulent, corrupt, collusive, coercive, or obstructive practices. The resulting debarments prevent these parties from participating in future Bank-financed projects and serve as a deterrent to other potential wrongdoers. Moreover, by combining investigations with an enhanced focus on compliance, detection of red flags, and building preventive measures in projects, INT promotes a proactive approach to managing fraud and corruption risks. It is vital to manage these risks in an efficient and effective manner as they can impact development resources, particularly in fragile contexts and high-risk sectors. For more information, see: worldbank.org/integrity. Level of External Indicator Description 2014 Response Disclosure Assurance G4-SO3 Total number and In fiscal 2014, INT received 335 complaints about possible fraud and cor- Full percentage of operations ruption in World Bank-financed projects leading to 40 new investigations. assessed for risks related to The investigations substantiated in fiscal 2014 involved 46 projects and 508 corruption and the significant contracts worth about $807 million. Approximately 69 percent of the cases risks identified involved contracts in excess of $2 million. Approximately $25 million spread across 15 contracts was not awarded to companies because the wrongdoing was detected prior to contract award, in most cases as a result of PIU or Bank due diligence. A further eight contracts valued at $20.3 million were awarded but later revoked or funded with non-Bank funds after the wrongdoing was uncovered. 24 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: SOCIETY Level of External Indicator Description 2014 Response Disclosure Assurance G4-SO4 Communication and In fiscal 2014, the Integrity Unit's advisory engagements assisted operational Full training on anti-corruption teams in building precautions against fraud and corruption into 49 projects. policies and procedures (This is about half the number of engagements compared to the prior fiscal year because of staffing constraints.) Some of the advisory engagements are complemented by capacity-building training activities for project implementa- tion units in the field. Ninety-five government officials who are members of the International Cor- ruption Hunters Network (ICHA) participated in four webinars. Training was provided to Bank staff, including lessons learned from investi- gative work and early detection of red flags in projects. In fiscal 2014, about 1,100 staff attended training programs covering integrity issues. These train- ings are provided primarily in Washington, DC. Management Approach The World Bank's mission is sustainable poverty reduction. Poverty, as the Bank recognizes it, encompasses lack of opportunities (including capabilities), lack of voice and representation, and vulnerability to shocks. The Bank significantly promotes human rights through its projects, for example, improving poor people's access to health services, education, food, and water. Moreover, the Bank promotes the participation of In- digenous Peoples in decision making, helps strengthen the accountability and transparency of governments to their citizens, and supports justice reform and fighting corruption. Although development projects are intended to bring about positive change, their implementation involves risks and people or the environment can be harmed. The Bank has policies to help avoid such outcomes, but some problems may remain unrec- ognized or unaddressed. In such circumstances, one way for concerns to receive attention is for the citizens themselves to speak out. Grievance redress mechanisms (GRMs) are crucial for managing risk in the Bank's portfolio. GRMs create opportunities to resolve disputes before they escalate by offering a channel for citizens to express concerns, comments, and complaints. Beyond their benefits to citizens, GRMs can help the Bank and client improve project outcomes, prioritize supervision, identify systemic issues, and promote accountability. Environmen- tal and social standards now lead the Bank's corporate work on grievance redress, with the goal of imple- menting a consistent and systematic approach to grievance redress, handling of complaints, and conflict resolution across all IBRD/IDA operations. The Bank deals with grievance redress on a voluntary, demand-driven basis; the work supports a number of the Bank's major initiatives, in particular, work on risk, results, and beneficiary feedback. The "Global Review of Grievance Redress Mechanisms" found that half of all Bank projects feature a griev- ance redress mechanism (GRM) in project design documents. However new research shows implementa- tion challenges. A major focus for the Bank in the future will be to further integrate grievance redress in all projects, to increase support for implementation, and to enhance collection and monitoring of grievances received and resolved across the project's portfolio. Level of External Indicator Description 2014 Response Disclosure Assurance G4-SO1 1 Number of In fiscal 2013, 75 percent of registered grievances were resolved. This is a new Partial grievances about impacts indicator in the World Bank Corporate Scorecard: it indicates percentage of on society filed, addressed, grievances related to delivery of project benefits that were registered and that and resolved through formal were actually resolved. The baseline is calculated from a survey of projects grievance mechanisms approved in fiscal 2012 that committed to having a grievance redress mecha- nism in either the Project Appraisal Document (PAD), Resettlement Action Plan (RAP)/Resettlement Policy Framework (RPF), or Indigenous Peoples Plan (IPP), excluding Development Policy Operation, Financial Intermediary Financing, and trust funds of less than $5 million. The baseline data are based on data from 77 percent of applicable operations that responded to the survey. 25 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: SOCIETY Management Approach The World Bank is a vital source of financial and technical assistance to developing countries around the world. The Bank is not a bank in the ordinary sense but a unique partnership to reduce poverty and support development. We support a wide array of investments in such areas as education, health, public administra- tion, infrastructure, financial and private sector development, agriculture, and environmental and natural resource management. Bank stakeholders look to the institution, as a lending facility, to have policies and procedures in place that assess and screen environmental and social risks in its lending portfolio. In 2013, the World Bank adopted a new World Bank Group Strategy focused on aligning all of the institu- tions' work with the twin goals of eliminating extreme poverty and boosting shared prosperity in a sustain- able manner. Implementation is monitored by a newly developed World Bank Group Corporate Scorecard [see http://worldbank.org/corporatescorecard] that aggregates the contributions of the World Bank Group institutions. On a day-to-day basis, working closely with country government counterparts and their stake- holders, Bank staff members shape the role, financial products, and technical and advisory services to the unique development needs and capacities of each country client. Thus, interactions with clients, investees, and business partners regarding environmental and social risks and opportunities form the foundation of the Bank's advisory and loan services. A cornerstone of the Bank's financial support, technical and advisory services, and applied aim to prevent and mitigate impacts and risks to people and their environment in the development process, are the Bank's environmental and social safeguard policies. There are 10 safeguard policies: environmental assessment, natural habitats, forests, pest management, physical cultural resourc- es, dam safety, Indigenous Peoples, involuntary resettlement, international waterways, and disputed areas. Without these safeguard policies, the positive effects of the development work can be severely diminished. These policies provide mandatory guidelines for Bank and borrower staffs in the identification, preparation, and implementation of investment programs and projects. To strengthen the effectiveness of the safeguard policies, the Bank has initiated a process to review and update its environmental and social safeguards for investment projects. This review is currently in its second phase. For more information, see: http://consulta- tions.worldbank.org/consultation/review-and-update-world-bank-safeguard-policies Level of External Indicator Description 2014 Response Disclosure Assurance FS 1 Policies with specific The World Bank's environmental and social safeguard policies are a corner- Full environmental and social stone of the institution's support to sustainable development and poverty components applied to reduction. There are 10 safeguard policies: environmental assessment, natural business lines habitats, forests, pest management, physical cultural resources, dam safety, Indigenous Peoples, involuntary resettlement, international waterways, and disputed areas. These policies aim to prevent and mitigate impacts and risks to people and their environment in the development process. These policies provide manda- tory guidelines for Bank and borrower staffs in the identification, preparation, and implementation of investment programs and projects. The effectiveness and development impact of projects and programs support- ed by the Bank has substantially increased as a result of attention to these policies. Safeguard policies have often provided a platform for the participa- tion of stakeholders in project design, and have been an important instrument for building ownership among local populations. All safeguard policies are approved by the Board of Directors. For more information on key risks, opportunities, and impacts that the indi- vidual policies address, see: Bank Safeguard Policies at http://worldbank.org/ safeguard 26 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: SOCIETY Level of External Indicator Description 2014 Response Disclosure Assurance FS2 Procedures for assessing The Bank undertakes screening of each proposed project to determine the appropri- Full and screening environmental ate extent and type of environmental and social analysis, including the use of envi- and social risks in business ronmental assessment, to be undertaken during project preparation and whether the lines project may involve the use or application of other safeguard policies. The Bank clas- sifies the proposed project into one of four categories (A, B, C, and FI) depending on the type, location, sensitivity, and scale of the project and the nature and magnitude of its potential environmental impacts. The borrower is responsible for any assess- ment required by the safeguard policies, with general advice provided by Bank staff. In general, a World Bank environmental and social specialist is assigned to each project with the potential to have environmental and social impact or risk in its design and planning stage. A sector manager who is responsible for a collection of projects, most often in sector and regional associations, manages this process. As the project moves through design, the Bank works with the clients to under- stand the technical features of each project and in partnership with borrowers, works to develop approaches for addressing these impacts as risks as required in the suite of World Bank safeguard policies. For category A and B projects, there is also involvement by the Regional Safeguard Advisor and his or her team or unit. Higher risk projects must submit a series of safeguard documents to identify and explain how the borrower will undertake safeguards requirements. Several quality control and review committees meet to agree on processes, such as the Regional Operational Committee (ROC). Finally the Board of Executive Directors must approve all projects, and those approvals also require submission or summaries of any environmental assessment and social safeguard documents. Information is shared amongst all decision makers and with stakeholders. These thresholds are based on environmental and social impact and risk defined in the safeguard policies and the Environmental Health and Safety Guidelines. For more information on procedures for assessing and screening environmental and social risks, see: Bank Safeguard Policies at http://worldbank.org/safeguard FS3 Processes for monitoring The Bank uses its Implementation Status and Supervision Reports to track safe- Full clients' implementation guard implementation. of and compliance with Monitoring of clients' compliance with implementing the environmental and social environmental and social requirements included in the loan agreement of a specific project is part of regular requirements included in project supervision. Supervision missions of projects are carried out twice a year agreements or transactions and include staff with appropriate environmental and social expertise. For more complex projects, staff members from the regional safeguard units are included. The Bank's Operations Risk Management Department (OPSOR), housed within the Operations Policy and Country Services (OPCS) Vice Presidency, supports the regions and ensures that the Bank's safeguard policies are applied in a uniform manner across regions. Environmental and social management frameworks include provisions for grievance mechanisms by which stakeholders can bring concerns forward and settle arising disputes. In addition, stakeholders can bring concerns to the independent Inspection Panel, a permanent body reporting to the Board of Executive Directors, to ensure accountability of the World Bank and investigate complaints about harm stemming from policy violations. Most often, Bankenvironmental and social specialists workwith the project Task Team and borrowers to identify noncompliance issues and provide suggestions and proce- dures for bringing projects into compliance. Remedies are also available, if necessary. During project supervision, both environmental and social specialists undertake project site visits and consult with numerous stakeholders. When safeguard issues of concern are encountered, the Bank engages in discussions with the borrower to arrive at mutually agreed courses of action that are time bound and identify responsible parties. These actions are documented in the Aide Memoire and regularly in technical, back to office reports. 27 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: SOCIETY Level of External Indicator Description 2014 Response Disclosure Assurance FS4 Processes for improving The World Bank is carrying out a range of regular programs as well as tailored Full staff competency to imple- trainings for staff and borrowers on the application of its safeguard policies, best ment the environmental and practices, case studies, and lessons learned. The safeguard team offers weekly social policies and proce- workshops on applying safeguard policies and each regional vice presidency dures as applied to business offers trainings on safeguard policies. In addition, an accreditation course has lines been established for environment specialists advising teams on environmental safeguards during project preparation and supervision. The purpose of ac- creditation is to ensure that the Bankes environmental safeguard policies are consistently applied during project preparation and supervision, and to confirm broader environmental expertise by the accredited staff. A similar accreditation course has been established for social safeguard staff. In addition, Safeguard Training Modules introduce the basic concepts of safe- guard policies and also contain specific case studies and operational examples to provide richer understanding of how safeguard policies are applied. A unique safeguards E-learning module is provided for all Task Team Leaders. Each regional safeguard unit also conducts a series of demand driven safeguard pol- icies training across various themes and for different staff audiences. These include "just in time" clinics, brown bag seminars, and face-to-face safeguard clinics on top- ics such as the use of frameworks, voluntary land donation, developing environmen- tal contract clauses for EMPs, and resettlement workshops. These training sessions are provided both in a central regional location for multiple attendees or in specific countries for country staff and CMUs. Newer delivery tools have also included webinars. Special manager's safeguard trainings have also been completed. Several regions also conduct safeguards trainings and share experiences across other international financial institution partners, such as AusAID, DFID, and IDB. All staff who take the Bank Core Curriculum Course are required to take the Safeguard Training Modules. Additional mentoring and partnerships across Bank safeguard staff is available as needed. 28 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: SOCIETY Level of External Indicator Description 2014 Response Disclosure Assurance FS5 Interactions with clients, The World Bank is a development institution, providing low- or no-interest Full investees, or business partners loans (credits) and grants to low-income countries, middle-income countries, regarding environmental and and small and fragile states. Working closely with country government coun- social risks and opportunities terparts and their stakeholders, Bank staff members shape its role, financial products, and technical and advisory services to the unique development needs and capacities of each country client. Thus, interactions with clients, investees, and business partners regarding environmental and social risks and opportunities form the foundation of the Bank's advisory and loan services. All regional safeguard units conduct various client safeguard capacity building processes. Many projects use the project "kick off" meeting to review the agreements and provisions for safeguard policies with formal and informal trainings. In many countries, the government project implementation unit attends special safeguard trainings organized by the Bank safeguard staff. Both the safeguard anchor and the regional safeguard advisors track the status of safeguard applications across their respective portfolios. When particular safeguard policy issues of concern appear common, there can be a "special" safeguards review, an assessment of desk review. In certain cases, one or sev- eral environmental and social safeguard specialists undertake a country visit and conduct site visits with safeguard trainings to help improve safeguards implementation or correct past shortcomings. When needed there are formal face-to-face workshops, project implementation safeguard trainings in the field with project stakeholders, consultations by lead safeguard specialists, and rapid response project visits to deal with high risk issues of concern. Borrower safeguard implementation reports: The World Bank requires that su- pervision reports summarizing borrower progress be submitted on an annual, biannual, or quarterly basis depending on project safeguard risk. Submission of Environmental Social Impact Assessment and ESMP reports are required during project implementation for Bank review and clearance. 29 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: SOCIETY Level of External Indicator Description 2014 Response Disclosure Assurance FS6 Percentage of the New lending commitments by IBRD were $18.6 billion in fiscal 2014 for 95 Full portfolio for business lines by operations. This volume was higher than the precrisis historical average ($13.5 specific region, size, and by billion a year in fiscal 2005-08) and the $15.2 billion in fiscal 2013. Europe sector and Central Asia ($4.7 billion) and Latin America and the Caribbean ($4.6 billion) received the largest shares of new lending, followed by East Asia and Pacific ($4.2 billion). Commitments to the Middle East and North Africa ($2.6 billion), South Asia ($2.1 billion), and Africa ($420 million) followed. Public Administration, Law, and Justice received the largest sector commitments ($4.8 billion), followed by Transportation ($4.0 billion), Energy and Mining ($2.4 billion), and Health and Other Social Services ($1.6 billion). Financial and Private Sector Development received the largest share of commitments (27 percent) for themes, followed by Public Sector Governance (18 percent) and Urban Development (11 percent). IDA commitments amounted to $22.2 billion in fiscal 2014, including $18.5 billion in credits, $2.8 billion in grants, and $937 million in guarantees. The largest share of resources was committed to Africa, which received $10.2 billion. South Asia ($8.5 billion) and East Asia and Pacific ($2.1 billion) also received large shares of committed funding, followed by Europe and Central Asia ($798 million), Latin America and the Caribbean ($460 million), and the Middle East and North Africa ($199 million). India ($3.1 billion) and Pakistan ($2.1 billion) were the largest country recipients. Commitments for infrastructure-including the sectors Energy and Mining; Transportation; Water, Sanitation, and Flood Protection; and Information and Communications-reached $10.4 billion. Significant support was also com- mitted to the sectors of Public Administration, Law, and Justice ($4.0 billion); Education ($2.3 billion); and Agriculture, Fishing, and Forestry ($2.3 billion). The themes receiving the highest share of commitments were Rural Devel- opment ($4.6 billion), Human Development ($3.4 billion), and Financial and Private Sector Development ($2.9 billion). For details of regional commitments broken down by sector and theme, see www.worldbank.org/annualreport20l4 FS7 Monetary value of World Bank lending can have both social and environmental benefit and is not Full products and services divided into these categories. Lending by theme and sector are available in the designed to deliver a specific 2014 Annual Report, p. 59 "World Bank Lending by Theme and Sector": social benefit for each www.worldbank.org/annualreport20l4 business line broken down by purpose FS8 Monetary value of World Bank lending can have both social and environmental benefit and is not Full products and services divided into these categories. Lending by theme and sector are available in the designed to deliver a specific 2014 Annual Report, p. 59 "World Bank Lending by Theme and Sector": environmental benefit for www.worldbank.org/annualreport2014 each business line broken down by purpose 30 GRI Index Fiscal 2014 OPERATIONAL PERFORMANCE INDICATORS - SOCIAL: SOCIETY Management Approach An independent evaluation is an essential building block for effective development programs. It creates an objective basis for assessing results, providing accountability, and helping development practitioners to learn from experience. The Independent Evaluation Group (IEG) is charged with evaluating the activities of IBRD and IDA. The IEG evaluates the Bank Group's work at the project level. These products are the evidence base for larger evaluations. For the World Bank, they include independent, field-based Project Performance Audit Reports (PPARs), which assess project achievements, rate projects for accountability purposes, and clarify lessons from experience. In addition to PPARs, IEG does validations of completion reports, which are evaluations that project teams write at the end of each project's life-cycle. IEG now discloses Implementation Completion and Results (ICR) Reviews and their ratings." A recent evaluation examined how safeguards and sustainability policies helped to mitigate or avoid large- scale social and environmental risks in the World Bank's projects. The evaluation highlighted the need for the Bank to consolidate its safeguard and sustainability policies and to improve the coverage of its policies' social effects. Since IEG completed its report, the Bank committed to a 24-month consultative process that will lead to the ongoing update of its safeguard policy framework. Level of External Indicator Description 2014 Response Disclosure Assurance FS9 Coverage and IEG reviews 100 percent of all the Country Assistance Strategy Completion Full frequency of audits to Reports (CASCRs) and Implementation Completion and Results (ICRs) assess implementation of Reports that are submitted to the World Bank's Board. Project reviews are environmental and social conducted as they are completed. policies and risk assessment procedures 31 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - CATEGORY: ECONOMIC Management Approach The World Bank values the diversity, health, safety, and security of its 12,000+ staff and consultants who work in Washington, DC, and in more than 130 countries worldwide. The institution's diverse workforce brings a wide range of perspectives to bear on poverty reduction issues and emerging development challeng- es. It is critical to the effectiveness of the Bank's core operational and knowledge services. Staff diversity is a strategic business asset that directly contributes to achievement of our two goals: reducing extreme poverty and promoting shared prosperity. To that end it is important that the Bank employs the right people in the right place with the right skills at the right time. To deliver on that commitment, the Human Resources Strategy has four areas of focus: * Building a culture of performance and accountability * Developing inspiring leaders * Shaping a diverse and inclusive workforce * Creating career opportunities for staff As the Bank retools to increase its delivery and responsiveness to its clients, Human Resources has played a pivotal role in the transition of staff from the earlier structure to the new Global Practices. Looking forward, we will continue making aligning staffing and skills to the World Bank Group Strategy a priority. Level of External Indicator Description 2014 Response Disclosure Assurance G4-EC5 Ratios of standard To recruit and retain highly qualified staff, the World Bank has developed a Partial entry level wage by gender compensation and benefits system designed to be internationally competitive, compared to local minimum to reward performance, and to take into account the special needs of a multi- wage at significant locations national and largely expatriate staff. The Executive Directors annually review of operation the staff salary structure and, if warranted, the salary structure is adjusted on the basis of a comparison with salaries paid by private financial and industri- al firms and by representative public sector agencies in the U.S. market. The salary structure is reported according to job position for Washington, DC staff, which comprises more than 60 percent of staff. Salary structure is not disclosed according to gender. Remuneration of executive management, Exec- utive Directors, and staff are disclosed in the annual report. For more information, see: www.worldbank.org/annualreport20l4 G4-EC6 Proportion of Nationals of developing countries account for 41 percent of management Full senior management hired positions. Sub-Saharan African and Caribbean nationals represent 12 percent from the local community of management positions. Since 1998, nationality, gender, and race have been at significant locations of the dimensions of diversity for which we have set and monitored quantitative operation targets for the Bank. Nationality has been measured in the aggregate by Part 1/11 contributing member status, while Sub-Saharan African and Caribbean (SSA/CR) nationality has served as the proxy for race. 32 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - CATEGORY: ECONOMIC £SViL]W~I U 4ASICT PROU RFAll~ NT~ PRACTWWIC kSJ WKS~A~ Management Approach As a service-based organization, the World Bank procures services and goods, such as office supplies and electronics for day-to-day operations. On a corporate level, we strive to understand and control the environ- mental and social impacts in procuring these goods and services. Through investor questionnaires, stakeholders have identified corporate procurement practices as an im- portant aspect to be tracked and disclosed. Additionally, corporate procurement practices have significant sustainability impacts, including the potential to undermine people's ability to meet their needs and greatly impact the local economy. The World Bank Corporate Procurement Unit is responsible for coordinating and overseeing the sourcing strategy, selection, and contract execution for more than 130 Bank offices around the globe. In-country vendors are preferred, where possible. Level of External Indicator Description 2014 Response Disclosure Assurance G4-EC9 Proportion of The proportion of spending on local suppliers for goods and services pur- Partial spending on local suppliers chased on a corporate level is not available, because it is not currently tracked at significant locations of within the vendor information system. operation The World Bank defines "local" as raw materials extracted or products manu- factured within 250 miles of a World Bank office. Significant locations of operation include major World Bank offices located in Washington, DC, as well as field operations with occupancy of more than 100 employees. ASPECT: MATERIALS Management Approach As a service-based organization, material use is an important impact of our day-to-day business. It is also closely related to the Bank's recent efforts to reduce our expense to business revenue ratio. Through investor questionnaires, external stakeholders have identified purchasing as a material aspect. Moreover, purchasing is a material aspect given that purchasing decisions can contribute to the accumulation of persistent toxic emissions as well as materials extracted from the earth's crust. Different groups purchase major material categories throughout the Bank. For example, the General Services Department Printing and Multimedia group controls the purchase of paper, one of the largest classes of materials used by the Bank. This group ensures that environmental criteria, including specifying that recycled content material, is included in purchasing decisions for paper. Similarly, the Mail and Shipping Group works to ensure that environmen- tally preferable office supplies are prominently featured on the online ordering form, while the Corporate Responsibility Program works with key purchasers to encourage the purchase of products with high levels of recycled content and renewable resources. Tracking total purchases and percentages of environmentally preferable products purchased helps to evaluate the effectiveness of the management approach. In fiscal 2014, the Bank made progress on reducing the amount of office supplies purchased, continued to reduce the amount of paper used, and increased the recycled content of materials used. 33 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - CATEGORY: ENVIRONMENTAL Level of External Indicator Description 2014 Response Disclosure Assurance (Aspect: Materials) As a service-based organization, the World Bank does not produce or man- Partial The data G4-EN1 Materials used by ufacture any products. The materials used regularly include office supplies for fiscal weight or volume and electronics. The Bank has worked to reduce the amount of waste sent to 2013 were landfills through a combination of source reduction, reuse, and recycling. See externally the discussion about sustainable facilities for details. assured, see The World Bank's use of nonrenewable materials is as follows: http://crinfo. The World Bank tracks office electronic purchases for any device that qualifies worldbank. for the U.S. Environmental Protection Agency's (EPA) Energy Star Program, org as well as any battery purchases. In fiscal 2014, the Bank purchased 106.65 tons of such electronics and batteries, compared with 136 tons in fiscal 2013 and 88 tons in fiscal 2012. In addition, the Bank tracks purchases from its office supplier. In fiscal 2014, the Bank purchased 149 metric tons of these products, compared with 141 metric tons in fiscal 2013. In addition, the Bank tracks paper purchases, and the use of disposables in its cafeterias. These figures are not yet available for fiscal 2014 but will be updated on the Sustain- abiltiy Review website (crinfo.worldbank.org). Additionally, the World Bank purchases diesel fuel and natural gas for use in powering our buildings. These materials are reported on in ENO3. For more information about Bank's facilities [http://crinfo.worldbank.org/ wbcrinfo/node/24] (Aspect: Materials) The World Bank is committed to using resources that are made from recycled Full The data G4-EN2 Percentage of or rapidly renewable materials for its internal operations. The largest material for fiscal materials used that are purchases include paper, office supplies, office furniture, cafeteria napkins, and 2013 were recycled input materials electronics. externally World Bank standard copier and printer paper is 100 percent post-consumer assured, see waste recycled content and FSC-certified. The Bank tracks the percentage of http://crinfo. all paper used at the World Bank that was made of recycled content as well as worldbank. the the percentage of paper used that is 100 percent recycled content, but this org information is not yet available for fiscal 2014. This will be updated on the Banls Sustainability Review (crinfo.worldbank.org) when available. The Bank also tracks the percent by weight of all items purchased from our office supply vendor that contain at least 10 percent post-consumer recycled content. In fiscal 2014, 28 percent of all purchases from the office supply ven- dor contained at least 10 percent post-consumer recycled content, compared to 26.1 percent in fiscal 2013. More than 40 percent of our office furniture contains a minimum of 10 per- cent post-consumer recycled content, and the majority of furniture in use at the World Bank has been refurbished or reupholstered. In our food services, all cafeteria napkins are made from 100 percent post-consumer recycled paper and by a 100 percent bleach-free process. We also include sustainability criteria within our information technology purchases that ensure components of our computers, laptops, and monitors are made of recycled input materials. For more information about Bank's facilities [http://crinfo.worldbank.org/ wbcrinfo/node/24] 34 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - CATEGORY: ENVIRONMENTAL (Aspect: Energy) Energy is a key input in our business operations. Our stakeholders through investor questionnaires have Management Approach identified energy as an important aspect. Our purchase and use of energy can have various impacts because of the extraction of materials from the earth's crust and the production of persistent toxic emissions from the combustion of fuels. Combustion of fossil fuels can have severe health impacts on people. Moreover, the purchase and use of energy affects our expense to business revenue ratio. The World Bank manages its energy use carefully by tracking use in each owned facility on a monthly basis. General Services Department tracks quarterly progress on energy use, which is reported as a part of the progress toward goals for the head of corporate real estate. Energy use is evaluated both as an absolute figure, as well as on an intensity basis to determine progress. Level of External Indicator Description 2014 Response Disclosure Assurance (Aspect: Energy) The World Bank purchases natural gas, propane, and diesel fuel for combustion Full The data G4-EN3 Energy consumption onsite. In fiscal 2013, total global fuel use was 90,135 GJ. for fiscal within the organization The portion of this fuel consumption from renewable resources is not tracked 2013 were because data from fuel providers are not appropriately detailed. externally Of the total global energy use of 548,172 GJ in fiscal 2013 from nonrenewable assured, see fuel sources, 425,382 GJ is from electricity consumption, 7,149 GJ is from http://crinfo. steam consumption, 48 GJ is from cooling consumption, and 25,167 GJ is from worldbank. heating consumption including natural gas and propane. The remainder is from org diesel and other fuel consumption for energy generation. The World Bank does not sell any electricity, heating, cooling, or steam. Of the total of 548,172 total global energy use in fiscal 2013, offices located in and near Washington, DC, used 344,988 GJ, compared with 404,480 GJ in fiscal 2012, 400,834 in fiscal 2011, and 352,372 GJ in fiscal 2010. Unofficial figures for fiscal 2014 United States energy use is 322,671 GJ, which would be a decrease from fiscal 2013 totals. In fiscal 2013, the Bank's 130 regional offices consumed a total of 203,184 GJ of energy, an increase from 179,124 GJ in fiscal 2012, 150,203 GJ in fiscal 2011, and 137,327 GJ of energy in fiscal 2010. Data from country offices lag by one year. For more information on the methodology and conversion factors utilized in the Inventory Management Plan, see: https://crinfo.worldbank.org/wbcrinfo/ sites/wbcrinfo/files/FY%2013%20WBG%20Inventory%2OManagement%20 Pla,n_FINAL.pdf (Aspect: Energy) Energy consumption outside the organization includes fuel used in contrac- Full The data G4-EN4 Energy consumption tor-owned vehicles as well as commercial airliners used for employee business for fiscal outside of the organization travel. In fiscal 2013, 14,636 Gj of energy were in contractor vehicles, compared 2013 were with 16,295 Gj in fiscal 2012. Data for fuel use in commercial airliners are not externally available. assured, see Information on the methodology and conversion factors utilized can be found http://crinfo. in the Inventory Management Plan: https://crinfo.worldbank.org/wbcrinfo/ worldbank. sites/wbcrinfo/files/FY%20 13%20WBG%201nventory%2OManagement%20 org Plan_FINAL.pdf 35 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - CATEGORY: ENVIRONMENTAL Level of External Indicator Description 2014 Response Disclosure Assurance G4-EN5 Energy intensity In fiscal 2013, the World Bank used 0.95 GJ of energy per square meter, which Full The data is an increase from 0.93 GJ per square meter in fiscal 2012. Energy intensity in for fiscal fiscal 2011 was 0.88 GJ/square meter in fiscal 2011 and 0.81 GJ per square meter 2013 were in fiscal 2010. This is based on 548,795 total square meters in fiscal 2013. This externally ratio includes all energy (onsite combustion fuel, electricity, heating, cooling, assured,see and steam), except for energy consumption outside of the organization. http://crinfo. worldbank. org G4-EN6 Reduction of energy In fiscal 2013, the following conservation initiatives were undertaken to re- Full The data consumption duce energy from electricity. Reduction reporting is based on major initiatives for fiscal taken in fiscal 2013 as related to achieving reductions from the fiscal 2010 base 2013 were year. externally In one Bank headquarter building, the legacy central chiller plant was re- assured, see placed, removing five inefficient chillers and replacing them with four modern http://crinfo. chillers while optimizing the cooling plant as well, resulting in a modeled worldbank. reduction of energy consumption of 10,800 GJ per year. org In Dhaka, we replaced all exterior and some portion of interior lighting with LED fixtures, resulting in a savings of 238 GJ per year based on the specific energy consumption of each lumFiere over the replaced fixture. Methodologies and assumptions for calculating reductions are specific to each initiative and are sourced from engineering proposals. ASPECT. EMISSIONS Management Approach Climate change threatens to erode development gains around the world-and its effect will be greatest on the poorest and most vulnerable countries, which are our clients. Thus, addressing this challenge is part of the World Bank's core mandate of helping countries alleviate poverty and move toward economic prosperity. As a demonstration of its corporate commitment to addressing climate change, the World Bank continues to deepen its efforts to measure, reduce, offset, and report its greenhouse gas (GHG) emissions associated with its global internal operations, including its facilities, key meetings, and corporate air travel The Bank has measured the GHG emissions from its facilities in Washington, DC, since 2005 and globally since 2007. Emissions data are collected and emissions are calculated in accordance with the World Resources Institute and World Business Council for Sustainable Development's GHG Protocol, with additional information on proxies, emissions factors, and our complete boundary available in the annually updated Inventory Manage- ment Plan. A third party regularly verifies the Inventory Management Plan and the GHG inventory to ensure they meet international best practices. 36 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - CATEGORY: ENVIRONMENTAL Level of External Indicator Description 2014 Response Disclosure Assurance G4-EN15 Direct greenhouse The World Bank measures direct GHG emissions for its internal operations Full The data gas (GHG) emissions (Scope 1) based on site-specific data for facilities. Estimates are made for those facilities for fiscal with missing data. For World Bank's U.S. facilities, Scope 1 GHG emissions 2013 were were 1,174 mtCO2e in fiscal 2014, compared with base year (fiscal 2010) emis- externally sions of 1,615 mtCO2e. Scope 1 GHG emissions from country office facilities assured,see and vehicles were estimated to be 10,546 mtCO2e in fiscal 2013, compared http://crinfo. with base year emissions of 4,228 mtCO2e in fiscal 2010. Data from country worldbank. offices lag by one year. org for more information on base year selection found in the sustainability review, see: http://crinfo.worldbank.org/wbcrinfo/node/23#ReducingGHG Gases included in the calculation are CO2, CH4, 20, HFCs, and PFCs. There are no known emissions of SF6 or NF, as detailed in the inventory manage- ment plan, and no biogenic CO2 emissions. For more information on meth- odology, emissions factors, GWP rates, and consolidation approach found in the inventory management plan, see: https://crinfo.worldbank.org/wbcrinfo/ sites/wbcrinfo/files/FY%2013%20WBG%20Inventory%2OManagement%20 Plan_FINAL.pdf G4-EN16 Energy indirect The World Bank measures indirect GHG emissions for its internal operations Full The data greenhouse gas emissions based on site-specific data for facilities. Estimates are made for those facilities for fiscal (Scope 2) with missing data. In fiscal 2014, Scope 2 emissions from our Washington, 2013 were DC, facilities totaled 41,043 MtCO2 e, compared with base year emissions of externally 46,756 MtCO2 e in fiscal 2010. Scope 2 emissions from our country offices assured, see include emissions from purchased steam and chilled water in addition to http://crinfo. purchased electricity. In fiscal 2013, these emissions totaled 14,417 MtCO2 e, worldbank. compared with base year emissions of 13,790 in fiscal 2010. org Data from country offices lag by one year. Information on base year selection can be found in the sustainability review: http://crinfo.worldbank.org/wbcrinfo/node/23#ReducingGHG Gases included in the calculation are CO2, CHe4m , f 20 , HFCs, and PFCs. There are no known emissions of SF 6 or NF 3 as detailed in the inventory manage- ment plan, and no biogenic CO2 emissions. For more information on the methodology, emissions factors, GWP rates, and consolidation approach found in the inventory management plan, see: https:/crinfo.worldbank.org/ wbcrinfo/sites/wbcrinfo/files/FY%2013%20WBG%20Inventory%2OManage- ment%20Plan_FINAL.pdf G4-EN17 Other indirect The World Bank measures indirect GHG emissions from air travel taken by Full The data greenhouse gas emissions World Bank employees, as well as delegate air travel and other indirect emis- for fiscal (Scope 3) sions associated with major meetings that we organize. In fiscal 2012, the Bank 2013 were began measuring GHG emissions from contractor-owned vehicles. In fiscal externally 2013, these emissions totaled around 117,932 mtCO2e, compared with base assured, see year emissions of 115,545 mtCO2e in fiscal 2010. http://crinfo. Information on base year selection can be found in the sustainability review: worldbank. http://crinfo.worldbank.org/wbcrinfo/node/23#ReducingGHG org Gases included in the calculation are CO2, CH4, 20, HFCs, and PFCs. There are no known emissions of SF, or NF3 as detailed in the inventory manage- ment plan, and no biogenic CO2 emissions. For more information on meth- odology, emissions factors, GWP rates, and consolidation approach found in the inventory management plan, see: https://crinfo.worldbank.org/wbcrinfo/ sites/wbcrinfo/files/FY%2013%20WBG%20Inventory%2OManagement%20 Plan_FINAL.pdf 37 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - CATEGORY: ENVIRONMENTAL Level of External Indicator Description 2014 Response Disclosure Assurance G4-EN18 Greenhouse gas The World Bank measures GHG emissions intensity in two distinct catego- Full The data emissions intensity ries. Scope 1 and Scope 2 emissions are normalized per square meter, while for fiscal Scope 3 emissions, mostly pertaining to employee air travel, are normalized 2013 were per full-time employee (FTE). In fiscal 2013, global Scope 1 and 2 emissions externally per square meter were 0.116, compared with base year emissions of 0.107 assured,see mtCO2e/sqm in fiscal 2010. Scope 3 emissions per FTE were 9.5 in fiscal 2013, http://crinfo. compared with base year emissions intensity of 9.9 mtCO2e/FTE in fiscal 2010. worldbank. Gases included in the calculation are CO2, CH4, 20, HFCs, and PFCs. There org are no known emissions of SF6 or NF3 as detailed in the inventory manage- ment plan. For more information on methodology, emissions factors, GWP rates, and consolidation approach found in the sustainability review, see: http://crinfo.worldbank.org/wbcrinfo/node/23 G4-EN19 Reduction of In fiscal 2013, the following conservation initiatives were undertaken to Full The data greenhouse gas emissions reduce GO2, CH,, and N 20 emissions from Scope 2 emissions. Reduction re- for fiscal porting is based on major initiatives taken in fiscal 2013 as related to achieving 2013 were reductions from the fiscal 2010 base year. externally In one headquarter building, the legacy central chiller plant was replaced, assured, see removing five inefficient chillers and replacing them with four modern chillers http://crinfo. while optimizing the cooling plant as well, resulting in a modeled reduction of worldbank. emissions of 1,370 MtC i2se per year. org In Dhaka, we replaced all exterior and some portion of interior lighting with LED fixtures, resulting in a savings of 39 MtC 2e per year based on the specif- ic energy consumption of each lumiere. Methodologies and assumptions for calculating reductions are based on initia- tive proposals for each reduction project. G4-EN20 Emissions of The World Bank does not produce, import, or export any ozone-depleting Full ozone-depleting substances substances. ASPECT: EFFLUENTS AND WASTE Management Approach The World Bank views reducing effluent and waste production as a material aspect because of the poten- tial negative environmental impacts, which include the release of persistent toxic chemicals through waste degrading in landfills or by being incinerated. Our stakeholders also see reducing our effluent and waste production as important. The Bank has worked to reduce the amount of waste sent to landfills through a combination of source re- duction, reuse, and recycling. Minimizing the amount of material brought into our facilities is the first way we manage the amount of waste created. Avoiding unnecessary packaging for purchased items, including encouraging minimum purchase thresholds for office supplies, is one way in which we accomplish this. Another way we do this is by mandating large purchases from vendors, such as our latest computer monitor purchase, be sent in bulk instead of individually packaged. In fiscal 2014, we took a closer look at our waste management system, seeking to identify and correct areas where we were not properly diverting recyclable waste from the landfill. This included mapping out the way that waste moves into and out of our facilities, identifying responsibil- ities and roles, and beginning to set targets. A waste audit was carried out and a new waste management system will be installed in fiscal 2015. 38 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - CATEGORY: ENVIRONMENTAL Level of External Indicator Description 2014 Response Disclosure Assurance G4-EN23 Total weight of The Bank has worked to reduce the amount of waste sent to landfills through Full The data waste by type and disposal a combination of source reduction, reuse, and recycling. See the discussion for fiscal method about sustainable facilities for details. No hazardous waste is generated by the 2013 were World Bank. Total nonhazardous waste produced by the Bank's Washington, externally DC, offices in fiscal 2014 was 1,839 metric tons, a slight increase from 1,766 assured,see metric tons in fiscal 2013. In fiscal 2014, 822 tons of waste were sent to a land- http://crinfo. fill, while 1,017 tons of waste were recycled, which includes paper, bottles and worldbank. cans, cardboard, toner cartridges, carpet tiles, and electronics. Additionally, org 148 tons of food waste were composted in fiscal 2014. The information is provided by the waste disposal contractor and our elec- tronic waste recycler subcontracted through our PC provider. Weights from roll-off compactors used for landfilled waste and recycling are exact weights to the closest one tenth of a ton. Proxies for estimating composting weight from trash cans are not available but will be included in future reports. ASPECT: SUPPLIER ENVIRONMENTAL ASSESSMENT Management Approach The World Bank works to reduce the environmental footprint of our facilities by procuring goods and ser- vices that have reduced environmental impacts. The World Bank Corporate Procurement Unit is responsible for coordinating and overseeing the sourcing strategy, selection, and contract execution for more than 122 Bank offices around the globe, including adherence to the Bank's policies on socially and environmentally responsible corporate procurement. Major corporate purchases (including paper, computers, furniture, and other key materials) are purchased with environmental life-cycle assessments in mind, and many incorpo- rate mandatory environmental specifications. Levelof External Indicator Description 2014 Response Disclosure Assurance G4-EN32 Percentage of new While environmental criteria are used both as mandatory and evaluation Partial suppliers that were screened specifications of many large institutional purchases, the percentage of new using environmental criteria suppliers screened using environmental criteria is not available. The data were not available because they are not tracked within the vendor information da- tabase. For details on the environmental criteria applied to specific purchases, see the "Sustainable Procurement" section on http://crinfo.worldbank.org 39 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - SOCIAL: LABOR PRACTICES AND DECENT WORK Management Approach In Human Resources, focus is about getting the right people in the right place at the right time, and respond- ing with the best possible assistance in an environment that is rapidly evolving. Our goal, in support of the Bank's goals, is to put in place the elements that will make this the best place to work in development. To accomplish that, we will need a clear "social contract" between the institution and its employees-setting expectations that each party must honor. The World Bank is continually in search of the brightest, most talented individuals from around the globe. We are proud to employ a dedicated and committed workforce that reflects our diverse membership, bringing a wide range of perspectives to bear on our poverty reduction work. Our staff members include economists, educators, environmental scientists, financial analysts, and managers, as well as foresters, agronomists, engineers, informa- tion technology specialists, and social scientists, to name a few. Human Resources staff members support the Bank in employing the right people in the right place with the right skills at the right time. As the Bank retools to increase its delivery and responsiveness to its clients, Human Resources has played a pivotal role in the transition of staff from the earlier structure to the new Global Practices. Looking forward, aligning staffing and skills to the World Bank Group Strategy will be a priority. Level of External Indicator Description 2014 Response Disclosure Assurance G4-LA1 Total number and In fiscal 2014, 1,770 staff were hired, 13 percent less than last year. Of those Full rates of new employee hires hired, 37 percent were hired in country offices, and 51 percent were female. In and employee turnover by age fiscal 2014, 1,563 staff left the Bank-2 percent more than last year. Thirty-six group, gender, and region percent of employees that left the Bank were located in country offices, and 53 percent were female. Fiscal 2014 Fiscal 2013 Fiscal 2012 Hired staff Number % of Number % of Number % of total total total Female 572 32% 673 33% 539 32% Male 535 30% 590 29% 453 27% Female 332 19% 407 20% 340 20% Male 331 19% 361 18% 361 21% Female 904 51% 1080 53% 879 52% Male 866 49% 951 47% 814 48% 40 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - SOCIAL: LABOR PRACTICES AND DECENT WORK Level of External Indicator Description 2014 Response Disclosure Assurance Fiscal 2014 Fiscal 2013 Fiscal 2012 Staff Number % of Number % of Number % of terminated total total total Female 545 35% 522 34% 533 32% Male 457 29% 459 30% 519 31% Female 287 18% 265 17% 300 18% Male 274 18% 283 19% 314 19% Female 832 53% 787 51% 833 50% Male 731 41% 742 37% 833 49% G4-LA2 Benefits provided to The Bank's benefits package includes medical insurance, life and disability Full full-time employees that are insurance, leave policies, pension programs, and relocation and resettlement not provided to temporary policies. These benefits vary with appointment type (whether open-ended or or part-time employees, term staff or consultants) or whether based in headquarters or country offices. by significant locations of The Bank's compensation and benefits policy is to balance between providing operation rates to attract and retain diverse and highly talented staff and responding to the external market situation and our shareholders. Salaries are set based on market reference points in other public and private organizations, and salary increases of individual staff are determined by his or her performance and contributions to the Bank's objectives. Overall performance evaluation that affects individual staff salary increases is conducted annually, and assesses staff's competence, commitment, contribution, and team work, with input from peers. All these policies are specified in the internal Staff Manual, which is available for all staff. The Human Resources Committee of the Board meets every year to review compensation and determines the overall Bankwide pay increase ratio. In addition to health insurance coverage, staff receive between 26 and 30 days of paid annual leave and 15 days of annual sick leave, as well as paid leave for various specific circumstances such as adoption and paternity and maternity leave. There are also services to support staff and their families, such as the Work-Life Services and the World Bank Family Network (WBFN), which provide assistance to staff, spouses, and domestic partners. Short-term consultants and short-term temporaries are paid on a daily or hourly rate and are not eligible for leave, medical, life insurance, or pension benefits. For more information on Bank staff benefits, see: Corporate Responsibility Website-Staff Benefits and Salaries [http://crinfo.worldbank.org/wbcrinfo/ node/ 19#Staffsalaries] 41 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - SOCIAL: LABOR PRACTICES AND DECENT WORK Management Approach The World Bank values the diversity, health, safety, and security of its 12,000+ staff and consultants who work in Washington, DC, and in more than 130 countries worldwide. Many employees travel throughout the world, thus the World Bank views proper and convenient health care as an important service. The Health Services Department (HSD) serves the staff and management by promoting good health and contributing to a healthy work environment. A Health and Safety Working Group acts as an advisory group to senior management with the aim of providing recommendations to address health and safety issues. A new Occupational Health and Safety Committee reporting to the Senior Management Team will be tasked with developing, implementing, and monitoring an occupational health and safety policy that will apply to our employees worldwide. The committee will help guide a global occupational health and safety manage- ment system to enhance the efficiency and sustainability of the Bank's workforce and optimize our capacity to accomplish our goals. Level of External Indicator Description 2014 Response Disclosure Assurance G4-LA5 Percentage of total The World Bank's Health and Safety Working Group meets quarterly to dis- Partial workforce represented in cuss health and safety issues related to staff. The group includes occupational formal joint management- health specialists, environmental consultants, and representatives from the worker health and safety Facilities Management, Security, Fire and Safety, Legal, Procurement, Human committees that help monitor Resources, Staff Association, and other departments from both the Bank and advise on occupational Group and the IMF. In addition, the Bank's Staff Association has a dedicated health and safety programs working group to address staff health issues. Most of the workforce is repre- sented in the WBG's Health and Safety Working Group and Staff Association. For more information about the Bank Health Services, see Corporate Respon- sibility Website-Staff Health and Safety discussion G4-LA6 Type of injury and Third-party partner programs (REED Group) monitor the effectiveness of re- Partial rates of injury, occupational turn-to-work programs and minimize absenteeism through active participation diseases, lost days, and in return-to-work management for staff. Data analysis and interpretation are absenteeism, and total limited to ad hoc reports at present but will contribute to a future annual report number of work-related of major health and cost indicators for the Bank. According to worker's com- fatalities, by region and by pensation claims for fiscal 2012, the most recent year for which data are avail- gender able, the rate of work-related injuries and work-related fatalities remained at 0.4 of population (based on all staff, including extended-term consultants), with 55 incidences reported, down slightly from fiscal 2010's incidence rate of 0.5, when 77 incidences were reported. In fiscal 2012, fractures (18 percent), sprains and strains (14 percent), and musculoskeletal issues (11 percent) accounted for 43 percent of all cases reported. The total cost of worker's compensation in fiscal 2012 equaled $133,000, considerably lower than in fiscal 2011, which totaled $400,000, itself about half the amount claimed in fiscal 2010 (more than $800,000). Overall, the main location of claims was in Washington, DC. Fiscal 2014 figures were not available at the time of printing but will be up- dated on the Sustainability Review Website. For more information, see: Staff Health and Safety discussion: http://crinfo.worldbank.org 42 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - SOCIAL: LABOR PRACTICES AND DECENT WORK Management Approach The World Bank values the diversity, health, safety, and security of its 12,000+ staff and consultants who work in Washington, DC, and in more than 130 countries worldwide. The aim of the Bank's investment in staff learning is to ensure that learning is a strategic tool for the organization, so that staff members have the cutting-edge knowledge and skills to carry out the Bank's mission. Bank Senior Management endorsed the Staff Learning Strategy in April 2010, which outlines three complementary and mu- tually reinforcing pillars: Corporate Core Curriculum (includes on-boarding of new staff, operational learning, and management and leadership development), Professional and Technical Learning, and Unit and Individual Learning (such as languages for business purposes, mentoring, and behavioral skills). Crosscutting principles underpinning the Learning Strategy are ensuring geographically neutral access to learning, more on-the-job learning and less formal classroom learning, common quality assurance processes, and linkage with competen- cies. The Bank offers a broad range of learning resources via online and face-to-face sessions through its internal learning program. Funding support for external training or education is made possible based on annual discus- sions between staff and managers on individual yearly learning plans. Level of External Indicator Description 2014 Response Disclosure Assurance G4-LA9 Average hours In the 12-month period ending fourth quarter fiscal 2014, 82 percent of the sal- Full of training per year per aried workforce attended at least one learning event, not including the corporate employee by gender, and by mandatory programs: 77 percent based in country offices and 85 percent based employee category in headquarters (Washington, DC). These individuals attended the equivalent of 47,183 days of training; averaging 3.8 days (30.4 hours) per staff member, with 3.6 days (28.2 hours) taken by CO-based staff and 4.0 days (32 hours) taken by HQ-based staff. Investment in staff learning dropped 15 percent from fiscal 2013 levels and dropped 13 percent from fiscal 2012 levels. Through the end of fourth quarter fiscal 2014, the World Bank invested $65.9 million in staff learning, of which 48 percent was spent on developing and delivering learning activities, and 52 percent was spent to cover direct and indirect expenses for staff members to participate in learning (provided internally or from external providers), includ- ing staff time and other costs. Average hours of training participated in fiscal 2014 by 1. Support Staff= 25.6 hrs 2. Analyst grade = 21.6 hrs 3. Specialist and Senior Specialist grade = 36.8 hrs 4. Lead grade = 20.8 hrs This data is not tracked by gender. 43 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - SOCIAL: LABOR PRACTICES AND DECENT WORK Level of External Indicator Description 2014 Response Disclosure Assurance G4-LA1 1 Percentage of At least once in a 12 month period, the manager or designated supervisor Full employees receiving regular performs a review of the World Bank staff member (excludes short-term ap- performance and career pointees). The evaluation covers the staff member's performance, achievements, development reviews, by strengths, areas for improvement, and future development needs. It is encour- gender and by employee aged that there be ongoing feedback, which takes place throughout the per- category formance year about the staff member's work program. The conversation also touches upon plans for the upcoming performance cycle and training needs. The Performance Management Process is outlined in the Staff Manual 5.03. In fiscal 2013, Performance Evaluations completed (percent of confirmed staff) = 94 percent female / 95 percent male; Simultaneously, fiscal 2014 career development conversation completed (percent of active staff with completed career development conversations-respondents only) = 74 percent female / 71 percent male. ASPECT: DIVERSITY AND EQUAL OPPORTUNITY Management Approach World Bank staff are located in offices in more than 130 countries, working in core finance, administra- tive, legal, economics, and technical specializations in more than 20 sectors. They bring to the Bank and its mission an impressive breadth and depth of professional expertise, academic background, industry, and international experience. Consistently in staff surveys, a large majority of staff agree that they work in a climate in which diverse perspectives are valued, where we treat each other with respect, and where we feel encouraged to find new and better ways of doing things. Staff are drawn to and energized by the Bank Group's vibrant and dynamic multicultural environment, making diversity and inclusion a key element of our employment value proposition. The World Bank recognizes that meeting the demands and needs of our diverse client base more effectively means we must bring to bear a range of ideas and perspectives to finding the best solution to the devel- opment challenge at hand. Achieving shared prosperity in a sustainable way is, by definition, about equal opportunity, empowerment, and economic and social inclusion. The Articles of Agreement for IBRD and IDA emphasize the need to "pay due regard to the importance of recruiting personnel on as wide a geographical basis as possible" when appointing Bank officers and staff, "subject to the paramount importance of securing the highest standards of efficiency and of technical com- petence.' This directive was reiterated in the 1983 Principles of Staff Employment approved by the Executive Directors to set forth the broad policies according to which the President shall manage staff. In addition, the Principles direct the Bank to "encourage diversity in staffing consistent with the nature and objectives of the organizations." In addition to reflecting our global nature, the importance of staff diversity in enhancing the effectiveness and credibility of our institutions has been underscored by ongoing reforms to increase the voice and participation of emerging markets and developing countries in the Bank. Indeed, it is incumbent upon us to consider how we organize and manage ourselves internally as we ask the world, for example, to embrace inclusion as a principle that is core to poverty alleviation and development, or to "Think Equal for Women and Girls." We describe in our mission statement the work environment we strive to maintain: "an excellent institution able to attract, excite, and nurture diverse and committed staff with exceptional skills, who know how to listen and learn," underpinned by the core values of working together in teams, with openness and trust, empowering others and respecting differences. 44 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - SOCIAL: LABOR PRACTICES AND DECENT WORK APCTIVRST A D I QUlOPOTNT Level of External Indicator Description 2014 Response Disclosure Assurance G4-LA12 Composition World Bank Boards of Governors and Directors: Representatives to the World Full of governance bodies and Bank Boards are determined by member countries. Of the 22 Executive Board breakdown of employees per members (3 chairs are currently vacant), two were women, one less than the employee category according year before. For more information about the Boards of Directors, see: http:// to gender, age group, minority worldbank.org/about group membership, and other 2014 % 2013 % 2012 % indicators of diversity Females 2 9.09% 3 13.64% 6 24.00% Males 20 90.91% 19 86.36% 19 76.00% Total EDs 22 22 25 Women currently account for 52 percent of all staff and 38 percent of management positions. Nationals of developing countries account for 61 percent of all staff and 41 percent of management positions. Sub-Saharan African and Caribbean nation- als represent 15 percent of all staff and 12 percent of management positions. Since 1998, nationality, gender, and race have been the dimensions of diversity for which we have set and monitored quantitative targets for the Bank Group. Nationality has been measured in the aggregate by Part I/II contributing member status, while Sub-Saharan African and Caribbean (SSA/CR) national- ity has served as the proxy for race. ASPECT: LABOR PRATICES GRIVANCE MECHANISMS Management Approach The Bank considers the diversity of its staff a strategic business asset. We work to build and retain a globally representative workforce that has a voice with and is valued by the organization. The World Bank Group's Internal Justice Services (IJS) provides staff a forum to resolve conflicts as early, as informally, and as constructively as possible. The usage statistics bear this out, as the majority of staff mem- bers seek advice and redress through the informal systems (Ombuds Office, Respectful Workplace Advisors, and Mediation Services). The World Bank also has an independent judicial forum of last resort for the res- olution of cases submitted by Bank staff members alleging nonobservance of their contracts of employment or terms of appointment. The Administrative Tribunal is composed of seven judges, none of whom is a Bank staff member. The judges are appointed by the Executive Directors for fixed terms. The tribunal's decisions are final and binding. Level of External Indicator Description 2014 Response Disclosure Assurance G4-LA16 Number of In fiscal 2014, there was a significant increase in staff that used internal justice Full grievances about labor services. There has also been an increase in staff filing cases with Peer Review. practices filed, addressed, The number of cases going to the Administrative Tribunal has also increased. and resolved through formal A concerted outreach effort to staff in country offices has resulted in more grievance mechanisms field-based staff using the IJS services. Exact numbers for fiscal 2014 are not available at the time of publication. In fiscal 2013, Respectful Workplace Advisors saw 535 visitors; Ombuds Services saw 552 visitors; Mediation Services opened 129 cases; Peer Review Services re- viewed 58 cases; and 17 cases were filed in World Bank Administrative Tribunal. Mediation Services: 57 cases were resolved through mediation; 40 were referred to other services; 22 either did not go forward or were withdrawn; 4 were settled before mediation; and 6 are still pending. Peer Review Services: 41 cases closed, of which 23 were adjudicated, 13 were withdrawn, and five were dismissed for lack of jurisdiction. World Bank Administrative Tribunal: 13 cases were adjudicated, of which 10 were brought forward from fiscal 2012, and three were new cases filed. 45 GRI Index Fiscal 2014 CORPORATE PERFORMANCE INDICATORS - SOCIAL: HUMAN RIGHTS Management Approach The World Bank considers the diversity of its staff a strategic business asset. The World Bank Group's Code of Conduct defines discrimination as "the unjustifiable differentiation between individuals or groups within staff. Discrimination can be based on characteristics such as race, color, gender, language, physical ability, religion, political or other opinion, national or social origin, or sexual orientation." It stipulates that each individual has a role to play in preventing discrimination in the workplace. The World Bank Group Office of Ethics and Business Conduct (EBC) promotes the development and appli- cation of high ethical standards by staff members in the performance of their duties. It ensures staff mem- bers understand their ethical obligations to the World Bank as embodied in its core values and the various rules, policies, and guidelines under which they operate. The office is accessible to all staff members, their families, and World Bank Group clients and vendors. It can be contacted anonymously through the Ethics Helpline (ethics_helpline@worldbank.org), anytime, anywhere. In addition, the Integrity Vice Presidency advises operational staff on preventing fraud and corruption in operations. Within the department, preven- tion and forensic accounting specialists advise task teams on how to mitigate operational vulnerabilities to fraud and corruption, in both the design and implementation phases of projects. Stakeholders can report fraud and corruption in Bank-financed projects via the INT hotline (investigations_hotline@worldbank.org or 1-800-831-0463). For more information, see: Code of Conduct [http://www.worldbank.org/ethics] Level of External Indicator Description 2014 Response Disclosure Assurance G4-HR3 Total number of The Office of Ethics and Business Conduct (EBC) handled four allegations of Full incidents of discrimination discrimination, which includes all alleged cases, whether the allegation was and corrective actions taken found to be substantiated or not. The allegations received by the EBC include workplace grievances as well as duty of care matters, such as noncompliance with personal legal obligations, and issues involving fraud (such as benefits or travel fraud). A specific breakdown by category can be found in EBC's annual report, which is publicly accessible on the Bank's website. The allegations of discrimination were not substantiated; thus, no actions were required. 46