1. ORIGIN 2009 Annual Meeting Brussels, Belgium Country Office D&I Engagement Pilot The World Bank Group Thursday June 9, 2009

2. 2 Country Office D&I Engagement Pilot CO D&I Engagement Pilot: Rationale To support the FY07-10 D&I Compacts and the FY07 Staff Survey Goals and Action Plans agreed by VPU management teams. To align the D&I strategy and work program agenda with the institutional move toward a more globalized WBG – the emphasis is global inclusion. To broaden the D&I agenda for more active focus on people management issues playing out in Country Offices across the WBG. To allow the Office of Diversity Programs to collaborate meaningfully with Country Office Directors, Managers and staff on D&I issues specific to the Country Office environment.

3. The institutional context Driving imperatives for the global inclusion agenda are the following organizational and change management challenges: A drop in favorable results in most of the five behavioral and people management questions in the 2007 Staff Survey (D&I Index) as compared with the 2005 Survey. Soft/anecdotal but reliable and consistent data gathered from cross-institutional sources: Country Office D&I Engagement Pilot The Conflict Resolution system (CRS), specifically the Offices of the Ombudsman and Mediation Services. The Staff Association. Feedback from other broad consultations conducted with representative COs on the design and implementation of a comprehensive Corporate Career Development Framework.

4. The approach and the instrument (The Tool) Conversations with CD/CMs (and CO Staff) take place during: The D&I component held at the CD/CM orientation and related learning sessions. D&I visits conducted by the CDO to specific Country Offices With the support of the D&I Leadership Engagement Tool which is tailored specifically to each COs context, CDs and CMs are provided with: Country Office D&I Engagement Pilot D&I Compact Targets and Action Plans committed to by the Region (or Department in the case of IFC). Background information on culture that is specific to the country of operation (i.e. challenges they may face in terms of IRS/LRS, language and religion differences, ethnicity issues etc.). The opportunity to provide feedback to the D&I Office on the specific actions CD/CMs will take to resolve those differences in pursuit of a more inclusive culture, and to indicate the assistance they might need to achieve success.

5. Engagement and Follow up During the CD/CMs Learning Sessions at HQ: Participants are encouraged to identify and share immediate, relevant examples of D&I issues and how they have tried to resolve them. The dialogue is concrete and specific to individual circumstances. An important focus is put on sharing knowledge and learning with one another, reinforcing the fact that others are facing similar issues. CDs/CMs are given the opportunity to build a network to learn from one another. CDs/CMs are encouraged to provide feedback to the D&I Office and ask guidance and advice on good practices in building an inclusive environment. Country Office D&I Engagement Pilot

6. Measure of success: Metrics/ Key Performance Indicators (KPIs) The success of the CO D&I Engagement Pilot will be measured by: Positive feedback received from stakeholders and partners (CD/CM management, CO staff, HRS colleagues, the CRS, the Staff Association). The Office of Diversity Programs as a Center of Expertise is viewed as a trusted advisor on all D&I matters. Positive results on the following Key Performance Indicators (KPIs): Country Office D&I Engagement Pilot TargetMetric 1. Progressively improve staff perceptions and levels of satisfaction of inclusive behaviors in the unit/workplace An increase of 3-5% in the failing Staff Survey D&I indices for CO staff in the results of the next Staff Survey 2. Include specific modules in current CD/CM training programs that focus on promoting inclusion in COs An increase in the number of formal D&I training modules at HQ and in informal conversations between CDs/CMs and the Office of Diversity Programs