1. September 2011 Program & Budget Committee Strategic Realignment Program Progress Report

2. 2 Strategic Realignment Program Background JIU recommended a desk-to-desk assessment of human and financial resources needs in 2005 (document JIU/REP/2005/1) Desk-to-desk assessment undertaken by PwC in 2007. Key recommendation to conduct an integrated 3-5 year program for Organizational Improvement (WO/GA/34/12) GA decision (WO/GA/34/16) of 2007 to approve the recommendation of the Audit Committee for: a comprehensive integrated program for Organizational Improvement a road map to be prepared by the Secretariat A periodic review of the program by the Audit Committee

3. 3 Strategic Realignment Program PwC Desk-to-desk recommendations addressed by WIPO and the SRP 1.1 Management assessment14. Implement Performance Mgt. & Staff Dev. System 1.2 Management development 14. Implement Performance Mgt. & Staff Dev. System 17. Establish comprehensive ethics system 2.1 Performance management 13. Strengthen Results based management 14. Implement Performance Mgt. & Staff Dev. System 2.2 Career and staff development14. Implement Performance Mgt. & Staff Dev. System 2.3 HR process redesign 5. Implement ERP 12. Develop Organization Design 2.4 HRMD restructuring Restructuring in 2009 7. Revise enabling regulatory framework for HR mgt. 12. Develop Organization Design 3.1 Process improvement 1. Improve customer interface and experience 5. Implement ERP 6. Improve ICT framework 15. Strengthen internal control system 16. Strengthen the management of financial resources 3.2 ERP and other technology 5. Implement ERP 6. Improve ICT framework 3.3 Organization design Restructuring in 2009 12. Develop Organization Design 3.4 Job description / classification12. Develop Organization Design 3.5 Redundancy / severance policyVoluntary Separation Program (completed in 2010)

4. 4 4 Strategic Realignment Program Time line

5. 5 Strategic Realignment Program Overview The Strategic Realignment Program is the comprehensive integrated program for Organizational Improvement approved by Member States; Updated roadmap released in 2011, available in all UN official languages for Assemblies; The Secretariat reports SRP progress to the Independent Advisory Oversight Committee regularly; SRP is in implementation phase since January 2011 and schedule for completion in December 2012; Risk Management undertaken at Value Group level.

6. 6 Strategic Realignment Program 4 Core Values

7. 7 Mission Initiatives The promotion of innovation and creativity for the economic, social and cultural development of all countries through a balanced and effective international IP system Values SRP Objective WIPO is a responsive, efficient organization equipped to achieve its Strategic Goals and to provide global leadership on IP issues Service Orientation We increase our responsiveness to global stakeholders and our customers are satisfied with our service Working as One We work as an integrated, responsive and efficient entity that is fit for purpose and delivers value for money Accountability for Results We take ownership for our performance and achieve results Environmental, Social and Governance responsibility We perform in an ethical manner and care about our staff, community and the environment 1.Customer interface and experience 2.External communications and branding 3.Marketing and business development 4.Business continuity 5.Implement ERP 6.ICT framework 7.Regulatory framework for HR 8.Internal communications 9.External offices 10.Strengthen Culture 11.MTSP 12.Org. Design 13.RBM 14.PMSDS 15.Internal control system 16.Mgmt of financial resources 17.Ethics and integrity 18.Reduce impact on the environment 19.Improve accessibility to WIPO campus and services Strategic Realignment Program 19 Initiatives 7

8. 8 Strategic Realignment Program Measurement and Reporting A dedicated Program Management Office monitors progress and provides coordination between initiatives; A staff survey is undertaken each year by external consultants to measure progress and garner feedback; Program update provided by Secretariat to Member States in May 2011; SRP results framework measures progress annually towards each Value, linking to other WIPO measurement systems.

9. 9 To strengthen Service Orientation A centralized customer service team has been established for all external queries; Core publications availability in required UN languages increased from 62.6% in December 2010 to 63.8% in June 2011; Better understanding of our opportunities to increase revenue on fee-based services after external study; A business impact assessment (BIA) is 95% complete, allowing improved planning for vital business services. Strategic Realignment Program Achievements

10. 10 To strengthen Working as One ERP visioning exercise underway to ensure that best possible ERP system is implemented; ICT Strategy endorsed by ICT Board which focuses on strategic business needs driving ICT investment; Better understanding of internal communications needs after group consultations with over 130 Staff. Strategic Realignment Program Achievements

11. 11 To strengthen Accountability for Results The MTSP and Member States comments have guided the preparation of the proposed P&B for 2012/13; The proposed P&B for 2012/13 contains an improved results framework with clear links to the MTSP; Staff development system (PMSDS) has been implemented; Finalizing selection of external partner by competitive bid process to implement a comprehensive risk management and internal control system; Capital planning and management framework has been developed and policies developed to strengthen financial resource management. Strategic Realignment Program Achievements

12. 12 To strengthen Environmental, Social and Governance Responsibility A whistle-blowing protection policy has been developed and a draft of code of ethics has been widely circulated for consultation and comment; A mobility awareness campaign was undertaken and June 2011 was designated a bike month. Assemblies Affairs and Conference Services now opt-in for printed materials; Initial internal study of accessibility undertaken and terms of reference drafted for expert architectural study to improve accessibility. Strategic Realignment Program Achievements

13. 13 No active risk manage- ment Active risk management Formal risk management Coordinated, formal risk management Full Enterprise Risk Management ERM time Risk management maturity Strategic Realignment Program Spotlight on initiative 15: Strengthen Internal Control system Where is WIPO now?

14. 14 No active risk manage- ment Active risk management Formal risk management Coordinated, formal risk management Full Enterprise Risk Management ERM time Risk management maturity Strategic Realignment Program Spotlight on initiative 15: Strengthen Internal Control system What is the right level of risk management for WIPO?

15. 15 Strategic Realignment Program Spotlight on initiative 15: Strengthen Internal Control system Risk management is owned at the SMT level; Risk management is undertaken across most sectors, however not always documented consistently; Some financial and operational internal controls are in place (policies, FRR, etc); IAOD undertakes routine risk activities; Risk registers in some org. units; Risk assessment of Information Security. Risk management is owned at the SMT level and understood throughout the organization; Coordinated, formal risk management across the Organization; Comprehensive financial and operational internal controls are in place for A&M Sector. Links with ERP where appropriate; IAOD is an integral element of the organizations risk management activities; Risk management in all org. units; financial exposure report; High-level risk assessment of all sectors. Current State Goal SRP Initiative 15: Strengthen internal controls

16. 16 7 shortlisted bidders will submit proposals to strengthen internal controls and risk management as part of SRP The selected company will spend 6-12 months helping to strengthen risk management following the five steps based on INTOSAI and COSO. 1. Control Environment Planning Checkpoint review Final review 2. High level assessment of risk management 3. Risk assessment (A&M sector pilot only) 4. Control activities (A&M sector pilot only) 5. Information and communication, monitoring Strategic Realignment Program Spotlight on initiative 15: Strengthen Internal Control system

17. 17 Strategic Realignment Program Spotlight on initiative 12: Organizational Design PhaseDescription 1 10/2008 - 12/2009 Fundamental restructuring of WIPO: Consolidation to 7 sectors; VSP instigated. 2 10/2009 - 10/2011 Refining of Organizational units: Appointment of key roles, such as CIO; Restructuring of Organizational units. 3 10/2011 - 12/2012 Job design /classification; Human Resources Planning.

18. 18 Initiative has two elements: 1.The job design /classification functions encompass determination of the content of jobs; the roles of the incumbents of those jobs and the relationships which exist between the job holders and others in the organization; 2.The Human Resources Planning element involves the systematic assessment of present and future staffing requirements in terms of numbers and levels of skills and competencies and the formulation and implementation of plans to meet those requirements; Strategic Realignment Program Spotlight on initiative 12: Organizational Design

19. 19 Strategic Realignment Program Critical risks RiskMitigation Suspension of consultative group for the Staff Regulations and Rules hampers progress of initiatives 5, 7 and 14. Proposal to General Assembly to adopt the chapter of the SRR dealing with contractual reform. By the end of 2012, Staff identification with WIPOs Core Values is less than anticipated. Continue to organize staff engagement events and promote the 4 values. Delayed projects (such as Strengthen Internal Controls/Risk Management) lose funding allocated for current biennium and are not allocated funding for 2012/13. Consider options for funding delayed critical SRP initiatives for next biennium.

20. 20 Select winning bidder for internal controls and risk management initiative; Develop proposal for next phase of Organizational Design initiative; If approved by General Assembly, integrate contract reform into ERP and PMSDS system; launch tender process for architectural audit of accessibility at WIPO; update internet sites for all language sites. Strategic Realignment Program Next steps include: