GRI Index FY12

The response to the GRI Indicators provides a brief introduction to the World Bank's complex suite of activities.The World Bank (WB) consists of the International Bank of Reconstruction and Development (IBRD) and theInternational Development Association (IDA).

Materiality: Sustainability reporting priorities are determined annually based on the corporate priorities of thegiven year (see Annual Report) and queries by stakeholders, including the sustainable investor community.Materiality is determined through an assessment carried out based on GRI guidance. The assessmentevaluates the risks to the organization, the importance to stakeholders, and the contribution to theorganization’s mission.

Boundary: The annual GRI update encompasses global World Bank operations . The World Bank consist oftwo agencies: IBRD and IDA. Except for the eligibility of support and terms of lending to member countries, theagencies are tightly integrated and work as a single unit. The World Bank responds to the GRI with reference toits entire portfolio of activities, but does not include the performance of individual investments in its portfolio.Descriptions of individual investments can be found on the projects website. Furthermore, World Bankmanages and reports on the buildings that house staff that work on IBRD, IDA, MIGA, and GEF secretariat. GRIindicators for environment, apply primarily to performance of Washington, D.C. facilities (which house 60% ofWorld Bank staff) with country office data noted, when relevant.

Completeness: The response attempts to be comprehensive, and provide links to further information in theAnnual Report and throughout the Bank's website, where up to date information may be found. Some GRIindicators are not applicable to our operations and have been noted as such.

Reporting period: The World Bank reports on a fiscal year basis which extends from June 1 through July 31st.This report covers FY 2012 (July 1, 2011 - June 30, 2012).

Questions or comments about the GRI Index should be addressed to envhelpdesk [at] worldbank.org

Strategy and Analysis

1.1 Statement fromsenior management

The President of the World Bank and the Bank's Board of Directorsdiscuss the progress we have made and the work ahead of us in thisyear's Annual Report. Annual Report

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1.2 Description ofkey impacts, risks,opportunities

The key impacts of global developments this year plus risks andopportunities are reviewed in the Annual Report. Priority areas for theWB are also set forth by the WBG Development Committee—the mostrecent Development Committee Communique can be found throughthe link provided below. World Bank Annual Report Development Committee Communique 2012 Annual Meetings

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1.2 Description ofkey impacts, risks,opportunities

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Organization Profile

2.1 Name of theorganization

The World Bank (WB) consists of the International Bank ofReconstruction and Development (IBRD) and the InternationalDevelopment Association (IDA). The World Bank -- About Us

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2.2 Summary of ourmission, functions,and responsibilities(e.g., services andregulations)

The IBRD is a global development institution owned by 188 countries.It works with members to achieve equitable and sustainableeconomic growth in their national economies and to find solutions tothe pressing regional and global problems in economic developmentas well as other important issues, such as environmentalsustainability. It pursues its central goal—to overcome poverty andimprove standards of living—primarily by providing loans, riskmanagement products, and expertise on development-relateddisciplines and by coordinating responses to regional and globalchallenges. World Bank Annual Report About us: What we do

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2.3 Operationalstructure of theorganization, includingmain division

The IBRD and the IDA together make up the World Bank. The largerWorld Bank Group consists of five agencies: IBRD, IDA, theInternational Finance Corporation (IFC), the Multilateral InvestmentGuarantee Agency (MIGA), and the International Centre for theSettlement of Investment Disputes (ICSID). More about WB organization

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2.4 Location oforganiztion'sheadquarters

The World Bank is a global organization with more than 129 countryoffices. Its headquarters is located in Washington, D.C., in the UnitedStates. Satellite offices are also located in Paris, Brussels, Berlin,Geneva, London, Rome, and Tokyo. A complete list of locations isprovided below. World Bank Locations

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2.5 Number ofcountries where theorganization operates

The World Bank is a global institution, owned by 188 countrymembers. For details on the Bank’s work by sector, region, orcountry, see the link below. WB member countries

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2.6 Nature ofownership and legalform

The World Bank Group is not a bank in the traditional sense; it is anindependent specialized UN agency governed by 188 membercountries. The legal framework includes the Articles of Agreement signed by allcountry members; the By-laws, issued by the Board of Governors;and the Rules of Procedures for Meetings, issued by executivedirectors.

Articles of Agreement

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2.7 Nature of marketsserved (includinggeographicbreakdown, sectorsserved, and types ofbeneficiaries)

The World Bank works with developing countries around the world toachieve equitable and sustainable economic growth in their nationaleconomies and to find solutions to the pressing regional and globalproblems in economic development. For details on the Bank’s workby sector, region, or country, see the link below. More information on WB projects

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2.8 Scale of thereporting organization

The World Bank has more than 10,000 World Bank staff andconsultants working in Washington, D.C., and in over 129 countryoffices worldwide. New lending commitments by IBRD reached $20.6billion, including 93 operations, in fiscal year (FY) 2012—significantlyhigher than the historical average ($13.5 billion in fiscal 2005–08),but less than the record $44.2 billion in FY2010 when the crisispeaked, and less than the $26.7 billion in FY2011. Details can befound in the Annual Report. World Bank Annual Report

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2.9 Significantchanges fromprevious reportregarding size,structure, andownership

During the reporting period of FY2012, South Sudan became amember of IBRD, IDA, IFC, MIGA, and ICSID. South Sudan FAQs

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2.10 Awards Received No awards were received in FY2012. FullyReported

Report Parameters

3.1 Reporting Period The World Bank reports on a fiscal year basis that extends fromJuly 1 through June 31. This report covers FY2012 (July 1,2011–June 30, 2012), unless otherwise noted.

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3.2 Date of most recentprevious report

A comprehensive GRI index, with responses to specific indicators,is updated annually. The indices for FY2008–11, in addition toprevious reports (2004, 2005–06), are available on the CorporateResponsibility website. Corporate Responsibility Website - Previous Reports

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3.3 Reporting Cycle A comprehensive GRI index is updated annually. GRI index

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3.4 Contact information For more information, contact the Corporate ResponsibilityProgram via e-mail: crinfo@worldbank.org

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3.5 Process for definingreport

Sustainability reporting priorities are determined annually basedon the corporate priorities of the given year (see Annual Report)and queries by stakeholders, including the sustainable investorcommunity. Materiality is determined through an assessmentcarried out based on GRI guidance. The assessment evaluatesthe risks to the organization, the importance to stakeholders, andthe contribution to the organization’s mission.

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3.6 Boundary of thereport

This GRI index reviews global World Bank operations, for both itscountry member lending as well as internal operations, unlessspecified. The World Bank encompasses two agencies: IBRD andIDA. Except for the terms of lending to member countries, theagencies are tightly integrated and work as a single unit.

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3.7 Limitations on thescope or boundary of thereport

In this GRI index, the performance of individual investments in theBank's portfolio is not reported. Descriptions of individualinvestments can be found on the projects website. GRI indicators for environment apply primarily to performance ofWashington, D.C., facilities (which house 60 percent of WorldBank staff) with country office data noted when relevant. Inaddition, buildings managed by the World Bank house staffworking on IBRD, IDA, MIGA, and GEF projects.

World Bank projects

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3.8 Basis for reporting onother entities thatsignificantly affectcomparability

This review covers IBRD and IDA operations and does not reporton other entities, thus periods are comparable. For the WBG at large, please note that annual reports for theInternational Finance Corporation (IFC), the MultilateralInvestment Guarantee Agency (MIGA), and the InternationalCentre for Settlement of Investment Disputes (ICSID) arepublished separately.

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3.9 Data measurementtechniques and thebases of calculations

If relevant, measurement techniques are stated in each indicatorresponse.

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3.10 Explanation of theeffect of anre-statements ofinformation provided inearlier reports

There were several restatements from previous reports: Information related to scope 3 emissions including business travelwere restated to reflect more accurate data.

Direct Energy Consumption (EN03) was restated to reflectinclusion of fuel use in vehicles that was not previously includedand to reflect more accurate conversion from fuel volume toenergy content.

Indirect Energy Consumption (EN04) was restated to reflect theinclusion of the Bank's new Building.

"Staff" numbers are restated to include full-time staff, includingthose on conditional appointments.

Rate of injury, illness (LA7) was restated based on methodologychanges.

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3.11 Significant changesfrom previous reportingperiods in the scope,boundary, ormeasurement methodsapplied in the report

There were some changes from previous reporting periods in theboundary and measurement methods. For example, the World Bank's new building was included for thisreporting period, and data from the building was added to theprevious reporting period (FY2011). As stated in indicator 3.10,measurement methods for business travel data were changed tobe more complete, staff illnesses (LA7) are measured using anupdated methodology, and staff are defined as full time staff,including those on conditional appointments.

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3.12 Table identifyingthe location of theStandard Disclosures inthe report

The latest GRI Index can be found on the CorporateResponsibility website (see link below). GRI Index

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3.13 Assurance The World Bank Annual Report, which includes much of theinformation relevant to GRI reporting, is audited annually; see linkbelow. In addition, the World Bank's FY2011 GHG Inventory wasaudited by WSP Environment and Energy. The audit provided alimited level of assurance that the WB GHG Inventory wasmaterially correct, is a fair representation of greenhouse gas dataand information, and was prepared in accordance with theGreenhouse Gas Protocol. FY 2012 World Bank Annual Report

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Governance, Commitment and Engagement

4.1 Governancestructure of theorganization, includingcommittees under thehighest governancebody responsible forspecific tasks, such assetting strategy ororganizationaloversight

The World Bank is owned by its member countries. The shareholdersare represented by a Board of Governors, the ultimate policy makersat the World Bank. Generally, the governors are ministers of financeor ministers of development. They meet once a year at the AnnualMeetings of the Boards of Governors of the World Bank Group andthe International Monetary Fund. Because the governors only meet annually, they delegate specificduties to 25 executive directors (EDs), who make up the Board ofExecutive Directors of the World Bank and work on site at the Bank.As provided in the Articles of Agreement, 5 of the 25 EDs areappointed by single countries having the largest number of shares.The rest are elected by the other member countries, which formconstituencies in an election process conducted every two years.The resident Board of Executive Directors represents the evolvingperspectives of member countries on the global role of the Bank aswell as clients’ experience with the Bank’s operations on the ground.

All EDs are members of the Steering Committee, which produces theBoard's work program. Each ED also serves on one or more of fivestanding committees: the Audit Committee, Budget Committee,Committee on Development Effectiveness (CODE), HumanResources Committee, and Committee on Governance andExecutive Directors' Administrative Matters. The committees help theBoard discharge its oversight responsibilities through in-depthexaminations of policies and practices. In addition, the DevelopmentCommittee was established in 1974 is composed of 25 members.This committee facilitates intergovernmental consensus building ondevelopment issues and advises the Boards of Governors of both theBank and the Fund on critical topics. The World Bank operates dayto day under the leadership and direction of the president;management and senior staff; and the vice presidents in charge ofregions, sectors, networks, and functions. This complex governancesystem shapes everything that the Bank does.

More about WB's operational structure

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4.2 Indicate whetherthe Chair of thehighest governancebody is also anexecutive officer

The Board of Governors is the highest governance body at the WorldBank, consisting of member countries' ministers of finance, ministersof development, or central bank governors. They meet once a year atthe Annual Meetings. Their meetings are chaired by a membercountry governor, selected at the previous Annual Meetings (perIBRD By-laws). Mr. Hubert Ingraham chaired the 2011 Board ofGovernors meeting and Lebanon will chair the meeting in 2012. Thechair of the Board of Governors is not a Bank executive officer. ThePresident of the World Bank, Jim Yong Kim, is the chair of the Boardof Directors and is responsible for overall management of the Bank.He is a non-voting member of the Board of Executive Directors. More about WB Governance structure

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4.3 Number ofmembers of the boardthat are independentand/or non-executivemembers

The World Bank has two Boards: the Board of Governors and theBoard of Executive Directors. The Board of Governors comprises 188non-executive governors representing the 188 shareholder countries;each governor serves a five-year term. The Board of Executive Directors consists of 25 executive directors(EDs). As provided in the Articles of Agreement, 5 of the 25 EDs areappointed by single countries having the largest number of shares.The rest are elected by the other member countries, which formconstituencies in an election process conducted every two years.The EDs have the dual responsibility of (a) representing the interestsand concerns of their country and the countries they represent to theBoards and the Bank management and (b) representing the interestsand concerns of the Bank to the country or group of countries thatappointed or elected them.

WB's Governance Structure The Articles of Agreement that define the management of IBRD

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4.4 Mechanisms forshareholders andemployees to contactthe board

The World Bank's shareholders (188 member countries) providerecommendations and direction to the organization through theirgovernment's representatives on the two World Bank governingbodies, the Board of Governors and the Board of Executive Directors.Employees are periodically invited to the Board of ExecutiveDirectors meetings to present and provide input on relevant Bankbusiness. Employees can also provide input to their home countryrepresentative on the Board and provide recommendations throughthe Staff Association. Link to Board Documents

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4.5 Linkage bewtweencompensation formembers of thehighest governancebody, seniormanagers, andexecutives, and theorganization'sperformance

There is no linkage between compensation for Board members andorganizational performance. The salary increase budget for executives and staff is based onoverall market movement for the year and the amount needed toalign average salaries with these new levels. Individual salaryincreases of executives, however, are performance based. They aredetermined based on the achievement of both the individual andunit/organizational objectives.

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performanceThe salary levels of executive directors and alternate executivedirectors are reported in the Annual Report of the World Bank Group.The WBG does not provide any other compensation scheme(whether variable or fixed) to its executive directors.

World Bank Annual Report

4.6 Processes in placefor the highestgovernance body toensure conflicts ofinterest are avoided

The WB's Articles of Agreement lays out processes and standards ofbehavior to avoid conflicts of interest. The WB Board of ExecutiveDirectors also has to comply by the Code of Conduct for Boardofficials, which highlights that “neither the Organizations nor theirofficers interfere in the political affairs of member countries and, withrespect to the Bank, the Corporation, and the Association, that theybe influenced in their decisions by economic considerations only, aswell as the requirement that all member countries of theOrganizations respect the international character of the duty of thePresident, officers, and staff of the Organizations.” The completeCode of Conduct can be found through the link below. In addition, Board officials are required to submit yearly financialdisclosure statements to ensure that financial conflicts of interest areavoided.

The Articles of Agreement Code of Conduct for WB Executive Board WB Code of Conduct

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4.7 Process fordetermining thequalifications andexpertise of themembers of thehighest governancebody for guiding theorganization's strategyon economic,environmental, andsocial topics

The World Bank is owned by its member countries. The shareholdersare represented by a Board of Governors, the ultimate policy makerat the World Bank. Generally, the governors are ministers of financeor ministers of development. They meet once a year at the AnnualMeetings of the Boards of Governors of the World Bank Group andthe International Monetary Fund. Because the governors only meet annually, they delegate specificduties to 25 executive directors (EDs), who make up the Board ofExecutive Directors of the World Bank and work on site at the Bank.As provided in the Articles of Agreement, 5 of the 25 EDs areappointed by single countries having the largest number of shares.The rest are elected by the other member countries, which formconstituencies in an election process conducted every two years.The resident Board of Executive Directors represents the evolvingperspectives of member countries on the global role of the Bank aswell as clients’ experience with the Bank’s operations on the ground.

The EDs do not require any specific prior experience orqualifications. The EDs and their staff undergo an “on-boarding”program upon joining and are provided ad hoc training upon requeston issues that are of interest to them and might help them performtheir duties (particularly, their fiduciary role).

More about the World Bank's Board of Governors Executive Directors websites

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4.8 Internallydeveloped statementsof mission or values,codes of conduct, andprinciples relevant tosustainabledevelopment

The World Bank's mission is to fight poverty with passion andprofessionalism for lasting results. To help people help themselvesand their environment by providing resources, sharing knowledge,building capacity, and forging partnerships in the public and privatesectors. To be an excellent institution able to attract, excite, andnurture diverse and committed staff with exceptional skills who knowhow to listen and learn. The Bank's Core Values are personal honesty, integrity, commitment;working together in teams—with openness and trust; empoweringothers and respecting differences; encouraging risk-taking andresponsibility; and enjoying our work and our families.

The Bank's Code of Conduct, entitled Living Our Values, providesguidance on how to exercise good judgment and apply the BankGroup’s core values in practice. It overarches the principles of staffemployment, staff rules, and policies by articulating in one documentthe responsibilities and commitments that staff have to each other, tothe institution, and to other key stakeholders. All staff are required totake a course on ethics and the Code of Conduct.

Six strategic themes drive our efforts. By focusing on these strategicthemes, the Bank delivers technical, financial, and other assistanceto those most in need and where it can have the greatest impact andpromote growth: to the poorest countries, fragile states, and the Arabworld; to middle-income countries; to solving global public goodsissues; and to delivering knowledge and learning services.

WB Code of Conduct About Us - Our Work

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4.9 Procedures of thehighest governancebody for overseeingthe organization'sidentification andmanagement ofeconomic,environmental, andsocial performance

The World Bank's shareholders (188 member countries) providerecommendations and direction to the organization through theirgovernment's representatives on the World Bank governing bodies,the Board of Governors and the Board of Executive Directors. TheBoard of Governors meets twice a year at the Annual and SpringMeetings of the Boards of Governors of the World Bank Group andthe International Monetary Fund. The Board of Executive Directorsmeets at least twice a week to oversee the Bank's business,including approval of loans and guarantees, new policies, theadministrative budget, country assistance strategies, and borrowingand financial decisions. Each project documentation package that is reviewed by the Boardfor approval includes a summary of the environmental assessment ofprojects and the negotiated environmental-related loanconditionalities. These documents have to be disclosed in the projectcountry in the appropriate manner [See WB Operational Policy 4.01and the disclosure policy].

The Board also reviews the work done by the Inspection Panel andother internal functions, including the Office of Ethics and BusinessConduct, in charge of human rights and business ethics issues.

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4.10 Process forevaluating the board’sown performance

Each governor and each alternate serves for five years, subject to themember country appointing him/her, and may be reappointed.Executive directors (EDs) are either appointed (one by each of thefive members having the largest number of shares) or elected by allthe governors other than those appointed by the five membersreferred to above. Upon joining the Board, the EDs and their staff attend an orientationtailored for the EDs and are provided with relevant knowledge aboutthe Bank’s Board, including its policies and procedures.

There is no current mechanism for an evaluation of the Board ofGovernors. However, the Board of Executive Directors has justintroduced a biennial self-evaluation process.

Code of Conduct for Executive Directors

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4.11 Explanation ofwhether and how theprecautionaryapproach or principleis addressed by theorganization

The World Bank applies the precautionary approach through itssafeguard policies. The World Bank's environmental and socialsafeguard policies are a cornerstone of its support to sustainablepoverty reduction. The objective of these policies is to prevent andmitigate undue harm to people and their environment in thedevelopment process. These policies provide guidelines for bank andborrower staffs in the identification, preparation, and implementationof programs and projects. The effectiveness and development impact of projects and programssupported by the Bank has substantially increased as a result ofattention to these policies.

Safeguard policies have often provided a platform for theparticipation of stakeholders in project design, and have been animportant instrument for building ownership among local populations.

Safeguards

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4.12 External charters,principles, initiatives

The World Bank is committed to achieving the MillenniumDevelopment Goals that call for the elimination of poverty andsustained development. The goals provide us with targets andyardsticks for measuring results. As a UN specialized agency, the World Bank also supports themission of the United Nations and the multilateral agreements forwhich the WB acts as an implementing agency, including the GlobalEnvironment Facility (GEF), the Multilateral Fund for the MontrealProtocol, and the Convention to Combat Desertification. Thesefacilities have enabled the institution to become the largest funder ofprojects in support of the Biodiversity Convention and the StockholmConvention on Persistent Organic Pollutants (POPs).

MDG website Review of Country Results on MDG within 2012 Annual Report

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4.13 Memberships inassociations

The World Bank is not a member of industry or businessassociations or national/international advocacy organizations but isworking with a wide range of partners across a broad spectrum ofglobal issues, including financial inclusion, education, health, andclimate change, in order to operate more effectively. A few of WB's Economic and Social partners

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4.14 List ofstakeholder groupsengaged by theorganization

As a global citizen and a global employer, the World Bank consultsand collaborates with thousands of stakeholders throughout theworld. We group the stakeholders into two main categories: internaland external. Internal stakeholders include our owners (shareholder governments)and Bank employees (internal staff). Civil society, private sector(especially socially responsible investors), academics, donoragencies, and media are considered external stakeholders. Thesecategories of stakeholders were identified through internal analysisand discussion during the early phases of developing oursustainability programs.

Learn more about how we engage with stakeholders

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4.15 Basis foridentification andselection ofstakeholders withwhom to engage

In the context of World Bank–supported activities, stakeholders areconsidered those who are affected, whether positively or negatively,by a proposed intervention. Who the stakeholders are for any givenproject or issue depends on the situation. Getting the necessarystakeholders involved is essential, but it is not always easy, since ourstakeholders range from donor and client governments to the poorestand most marginalized communities. Defining Civil Society

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4.16 Approaches tostakeholderengagement, includingfrequency ofengagement by typeand by stakeholdergroup

Stakeholders are considered those who are affected, whetherpositively or negatively, by a proposed activity. Who the stakeholdersare for any given project or issue depends on the situation. Gettingthe necessary stakeholders involved is essential, but it is not alwayseasy, because our stakeholders range from donors and clientgovernments to the poorest and most marginalized communities.Approaches to engaging these stakeholders therefore differ and aretailor-made to both the issues and the stakeholder group to ensureeffective engagement. At the global and regional levels, civil society organizations (CSOs)have been formally consulted on the major policies introduced orupdated by World Bank staff in recent years in such areas as forestmanagement, information disclosure, indigenous peoples, andresettlement. Poverty reduction strategies (PRSPs) and theexpansion of the debt relief program (HIPC) have also benefited fromextensive consultation with civil society. Consultations have alsobecome common around reports such as the annual WorldDevelopment Report (WDR) and evaluations carried out by theindependent Operations and Evaluation Department (OED).

At the country level, the World Bank is consulting with a broad

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spectrum of CSOs on Country Assistance Strategy (CAS), sectorstudies, and individual Bank-funded development projects. Oftenthese consultations are multi-stakeholder and involve CSOs,governments, businesses, and other donor agencies. With theadvent of the PRSPs, governments are being encouraged to thetake the lead in convening consultations on macro-economic andpoverty-reduction policies. The breadth and scope of theseconsultations vary depending on the nature of the project, expressedinterest on the part of civil society, and the openness of the localgovernment.

Details on the Bank's engagement with stakeholders can be found onthe Civil Society website and the Corporate Responsibility website.

Civil Society webpage More about the WB stakeholders

4.17 Key topics andconcerns that havebeen raised throughstakeholderengagement, and howthe organiztion hasresponded to thosekey topics andconcerns

Most recent outcomes from stakeholder engagements can be foundon the Civil Society website. There are a number of consultationstaking place this year, including the review of several policies:investment lending, procurement policies, and safeguards policy. Civil Society webpage More about safeguard policy review Procurement Policy Consultations

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Economic Disclosure

EC1 Direct economicvalue generated anddistributed, includingrevenues, operatingcosts, employeecompensation, donationsand other communityinvestments, retainedearnings, and paymentsto capital providers andgovernments (Core)

For information about economic value generated and distributedby the operations of the World Bank, please see the most recentAnnual Report and Financial Statements. In addition, WB works to strengthen its host communities throughfunding efforts, employee volunteerism, and communitycollaborations. In FY12, Community Outreach grants totaled$546,785; the Community Connections Campaign raised morethan $3.2 million; and the total value of donated goods andservices to nonprofits in the DC metropolitan region was morethan $250,000.

World Bank Annual Report Building Community Relations

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EC2 Financialimplications and otherrisks and opportunities forthe organization'sactivities due to climatechange (Core)

The WBG articulated its three-year climate change strategy in2008 as part of the Strategic Framework on Development andClimate Change (SFDCC). The SFDCC completion reporthighlights the significant progress made in mainstreaming climatechange in the WBG portfolio. For example, the WBG is working in130 countries supporting climate adaptation and mitigation, and inFY2011, 100 percent of the new Country Assistance Strategies(CASs) or Country Partnership Strategies (CPSs) prioritized

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(CASs) or Country Partnership Strategies (CPSs) prioritizedclimate change (compared to 32 percent in FY2007, 63 percent inFY2009, and 88 percent in FY2010). Furthermore, climateinvestment funds are up and running in 46 countries through 39country and regional pilots that support transformations in cleantechnology, sustainable management of forests, increased energyaccess through renewable energy, and climate-resilientdevelopment. Additional information about the history of the World Bank's workon climate change as well as the SFDCC completion report (soonto be published) can be found through the links below. The Bankalso responds to the Carbon Disclosure Project (CDP); for details,visit the CDP website.

Climate Change website Climate Investment Funds website

EC3 Coverage of theorganization's definedbenefit plan obligations(Core)

The World Bank offers its staff defined benefits plans,substantially met through pension assets that are held in aseparate trust and maintained separately from the resources ofthe organization. Certain additional benefits are paid directly. Participants of the gross plan (closed plan) contribute 7 percent ofthe pensionable gross salary. Participants of the net plan (open tonew entrants) contribute 5 percent of their net salary to themandatory cash balance component. Furthermore, the participantmay choose to contribute an additional 15 percent of net salary tothe voluntary savings component, subject to certain limitations.The employer contribution is based on a specified fundingmethodology and varies from year to year in response to changesin plan financial position.

Participation in the pension plan is mandatory. The only optionalcomponent is the voluntary savings component of the net plan, inwhich approximately 20 percent of eligible members participate.

As at June 30, 2012, the value of accrued pension liabilities forIBRD/IDA was $14,014 million, supported by assets held in trustof $12,591 million. Plan assets are measured at fair value andapportioned between participating employers. Liabilities havebeen calculated in accordance with the relevant U.S. accountingstandard (ASC 715).

WB Financial Data Read about working at the Bank

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EC4 Significant financialassistance received fromgovernment (Core)

The World Bank receives contributions from governments in fourforms: 1) Paid-in-capital and callable capital from each of ourmember countries forms the basis of our AAA status, allowing usto raise money on the capital markets for IBRD. 2) IDAreplenishment. Donor country contributions finance IDA lending. Itis the single largest source of donor funds for basic social servicesin the poorest countries. 3) Trust funds. Accounted for separatelyfrom the Bank's own resources, these are financial andadministrative arrangements with an external donor that leads togrant funding of high-priority development needs, such as

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technical assistance, advisory services, debt relief, postconflicttransition, and co-financing. 4) Tax-exempt status. As anorganization established by international treaty, the World Bankreceives tax exempt status from its member countries. Details are provided in the Annual Report's Statement ofSubscriptions to Capital Stock and Voting Power.

World Bank Annual Report WB Financial Data

EC5 Range of ratios ofstandard entry level wagecompared to localminimum wage atsignificant locations ofoperation

The World Bank Group's job-grading system covers all staffworldwide (consultants and temporary staff are covered underseparate but parallel systems). It is designed to ensure equal payfor equal work and grading consistency across the organization aswell as consistency in job posting, selection/recruitment,promotion, and career development. See the Annual Report forstaff salary scale. Pay ranges are based on the relative hierarchy of jobs in theorganization and the market reference points align the pay scaleswith the relative value of these jobs in the local market.

World Bank Annual Report

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EC6 Policy, practices,and proportion ofspending on locally-basedsuppliers at significantlocations of operation.(Core)

Procurement is implemented in accordance to the borrowingcountry's laws, and emphasizes local sourcing, while also meetingWorld Bank procurement standards. While in practice the specificprocurement rules and procedures to be followed in theimplementation of a project depend on the circumstances of theparticular case, four considerations generally guide the Bank'sprocurement activities: (1) the need for economy and efficiency inthe implementation of the project, including the procurement ofthe goods and works involved; (2) giving all eligible bidders fromdeveloped and developing countries the same information andequal opportunity to compete in providing goods and worksfinanced by the Bank; (3) encouraging the development ofdomestic contracting and manufacturing industries in theborrowing country; and (4) the importance of transparency in theprocurement process. Procurement procedures, including specifying what procurementactions are carried out based on national shopping of or nationalcompetitive bidding versus procured internationally are set out inthe project’s procurement plan.

Helping improve public procurement in borrower countries

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EC7 Procedures for localhiring and proportion ofsenior management hiredfrom the local communityat significant locations ofoperation. (Core)

A true global community, the World Bank’s staff comprises morethan 10,000 people from 170 countries. As of end FY2012, 82percent of IBRD staff based in the field were locally recruited.Nationals of developing countries now account for 62 percent ofall staff and hold 42 percent of managerial positions. In FY2011,83 percent of WBG staff based in the field were locally recruitedwhile nationals of developing countries accounted for 61 percent

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of all staff and held 42 percent of managerial positions. Senior managers are not typically assigned to work in their owncountry because of the unique client relationship we have withour member nations.

World Bank Annual Report

EC8 Development andimpact of infrastructureinvestments and servicesprovided primarily forpublic benefit throughcommercial, in-kind, orpro bono engagement(Core)

Improving infrastructure in developing countries is key to reducingpoverty, increasing economic growth, and achieving theMillennium Development Goals. Total demand for infrastructure investment and maintenance fromdeveloping countries is estimated at $1.1 trillion a year, with thegreatest needs in Africa and Asia. To address the infrastructuredeficit, a new strategy, Transformation through Infrastructure, willguide the Bank’s engagement in infrastructure through 2015. TheBank will maintain support of infrastructure to meet basic needs. Italso will enhance its focus on transformational projects, andmobilize further private sector financing. Such support, whichaccounted for almost 40 percent of total Bank lending, included$4.5 billion for Transportation, $5.2 billion for Energy and Mining,$3.9 billion for Water, Sanitation, and Flood Protection, and $0.2billion for Information and Communications in FY2012.

Further information about the portfolio of projects financed by theWorld Bank is available in the Annual Report, CorporateScorecard (also found in the Annual Report), and in theinfrastructure website.

Our work in infrastructure World Bank Annual Report

FullyReported

EC9 Understanding anddescribing significantindirect economicimpacts, including theextent of impacts

At the heart of the World Bank’s approach to delivering programsand policy advice is a strong focus on results that assesses whatdid and did not work (and why) in the projects it supports.Assessing direct and indirect impacts are also an integral part ofthe project development, supervision, and evaluation. The World Bank's Corporate Scorecard provides information onthe Bank's overall performance and results achieved by its clientsand is published as part of the 2012 Annual Report.

In addition, the IEG “Annual Report 2011: Results andPerformance of the World Bank Group” presents the WorldBank's development effectiveness.

The Results website provides an overview of results that can bemapped.

WB project cycle World Bank Annual Report Mapping for Results IEG Annual Reviews

FullyReported

Environmental

EN1 Materials used by weight orvolume (Core)

As a service-based organization, the WorldBank does not produce or manufacture anyproducts. The materials we use regularlyinclude office supplies and electronics. TheWorld Bank tracks office electronic purchasesfor any device that qualifies for the USEnvironmental Protection Agency's (EPA)Energy Star Program, as well as any batterypurchases. In Fiscal Year (FY) 2012, the WBpurchased over 88 metric tons of suchelectronics and batteries, compared with 24.5metric tons in FY 11. In addition, the WorldBank tracks purchases from its office supplier.In FY 12, the World Bank purchased 201.7tons of office supplies, compared with 209 tonsof office supplies in FY 11. Also in FY 12, theWorld Bank purchased 549 metric tons ofpaper, compared with 632 metric tons in FY 11and 767 tons in FY 10. Additionally, the WorldBank purchases diesel fuel and natural gas foruse in powering our buildings. These materialsare reported on in EN03. More information about WB's facilities

PartiallyReported

EN2 Percentage of materials used thatare recycled input materials (Core)

The World Bank is committed to usingresources that are made from recycled orrapidly renewable materials for its internaloperations. All World Bank standard copierand printer paper is 100% post-consumerwaste recycled content and FSC certified.Overall, in FY 12, 76% of all paper used at theWorld Bank was made of recycled content, areduction from 84% in FY 11. In FY 12, 100%recycled content paper accounted for 76% ofall paper used at the World Bank'sWashington, DC offices, a reduction from 83%in FY 11 - mostly due to a decrease in Boarddocuments, which used 100% recycled contentpaper. In our food services, all cafeterianapkins are made from 100 percentpostconsumer recycled paper and by a 100percent bleach-free process. In FY 12, 21% ofall items purchased from our office supplyvendor contained at least 30% postconsumerrecycled content. Over 40% of our officefurniture contains a minimum of 10%postconsumer recycled content, and themajority of furntiture in use at the World Bankhas been refurbished or reupholstered. Wealso include sustainability criteria within our ITpurchases that ensures components of ourcomputers, laptops and monitors are made of

PartiallyReported

recycled input materials. More information about WB's facilities

EN3 Direct energy consumption byprimary energy source including coal,natural gas, distilled fuel, biofuels,ethanol, hydrogen (Core). The indicatorcovers scope 1 of the WRI/WBCSDGHG Protocol. Report total directenergy consumption in joules ormultiples by renewable/ non-renewableprimary source.

The World Bank purchases natural gas,propane and diesel fuel for combustion on site.In Fiscal Year (FY) 12 (July 2011- June 2012),our Washington DC offices used 30,957 GJ ofdirect energy. In FY 11, the WB used 38,767GJ in FY 11 in our DC offices, and in FY 10,the WB used 29,622 GJ of direct energy intheir buildings. The slight increase in FY 11was mostly due to the increased use of naturalgas for heating in the winter of 2010/2011. InFY 2011, World Bank's 120+ country officespurchased a total of 83,938 GJ of natural gas,propane, gasoline and diesel fuel forcombustion on site, and 60,453 GJ of thesame fuels in FY 10. Data from country officeslag by one year. The significant increase wasdue to more complete data from our countryoffices, showing that our method for collectingannual data from our offices is working toimprove our overall data quality. More on WB's Corporate Climate Commitment

Fully Reported

EN4 Indirect energy consumption byprimary source (Core). It covers Scope2 of the GHG protocol. Identify the amtof intermediate energy purchased andconsumed from sources external to thereporting organization in joules ormultiples, including: Electricity, Heatingand Cooling, Steam, Nuclear energy,solar, wind, geothermal, hydro energy,biomass, hydrogen-based.

In FY2012 (July 2011–June 2012), the WorldBank Washington, DC, offices used 373,063GJ of purchased electricity, steam, and chilledwater; 342,640 GJ in FY 11, 322,629 GJ in FY10, 337,970 GJ in FY 09. World Bank's 120+ country offices consumed atotal of 99,167 GJ in FY 11 of purchasedelectricity, steam, and chilled water, 103,144GJ in FY 10, and 90,616 GJ in FY 09. Datafrom country offices lag by one year.

More on WB's Corporate Climate Commitment

Fully Reported

EN5 Energy saved due to conservationand efficiency improvements

In FY 11, overall energy consumptionincreased nearly 10% as compared to FY 10 -from 511,000 GJ in FY 10 to 560,000 GJ inFY 11 - mostly due to better data collectionmethods for stationary fuel combustion, theinclusion of a new building in our propertyportfolio, and continued increase of electricityused at our business continuity ceter where wesee an increase in server use for ourcomputing needs. The increases seen inimproved data completeness and theincreases of energy use at our businesscontinuity facility mask decreases of nearly

PartiallyReported

10% from our core buildings in Washington,DC. More on WB's Corporate Climate Commitment

EN6 Initiatives to provideenergy-efficient or renewable energybased products and services, andreductions in energy requirements as aresult of these initiatives

As documented in the Strategic Framework forClimate Change and Development completionreport, the share of low-carbon projects in theWBG portfolio increased from $6.76 billion (42percent) in FY2006–08 to $14.9 billion (51percent) in FY2009–11. The WBG's renewableenergy portfolio increased from $2.9 billion (18percent of total lending) in FY2006–08 to $6.6billion (22 percent) in FY2009–11. In the sametime period, the energy efficiency portfolioincreased from $3 billion (19 percent) to $5billion (17 percent). For information regardingthe World Bank's focus on green energy,including renewable energy and energyefficiency, visit the WBG Energy website. More on the World Bank Groups commitmentto Energy Efficiency and Renewable Energy

Fully Reported

EN7 Initiatives to reduce indirectenergy consumption and reductionsachieved

In FY 12 energy efficiency initiatives in ourWashington, DC offices included the continuedupgrading of lights such as the replacement ofhalogen accent lighting with LED lights, andfine tuning the operations of all of our facilitiesincluding the Main Complex building. In our 5core Washington, DC facilities, electricity usewas reduced by over 1 million kWh from FY 11to FY 12. Currently, the replacement ofenergy-hog chillers in our main complex withinthe next few years, is being evaluated. More on WB's Corporate Climate Commitment

PartiallyReported

EN8 Total water withdrawal by source(Core). Report in cubic meters anddifferentiate by source.

Water used in the WB Washington DC offices,for drinking, sanitation and other purposes issupplied by the DC Water and Sewer Authorityand comes from the Potomac RiverWatershed. In FY 12, the World Bankconsumed 140,389 cubic meters of water, adecrease of 25% from FY 11 when the WorldBank consumed 164,679 cubic meters ofwater, mostly due to vacating one of ourbuildings in Washington, DC, as well as thecontinued installation of more water-efficientfixtures during restroom renovations. Bycomparison, in FY 10 the World Bankconsumed 151,929 cubic meters of water,184,299 cubic meters in FY09, 202,751 cubicmeters in FY 08, and 295,133 cubic meters in

Fully Reported

meters in FY 08, and 295,133 cubic meters inFY 07. Data is currently being collected forwater use in our owned and managed countryoffices. More information about WB's facilities

EN9 Water sources significantlyaffected by withdrawal of water

This indicator is not material to our business.Since the World Bank is a service industry,water use is not a significant part of ourbusiness. Our water comes from the PotomacRiver watershed, and primarily from theMcMillan Reservoir, in northwest Washington,D.C.

Not Applicableto reportingorganization'soperations

EN10 Percentage and total volume ofwater recycled and reused

This indicator is not material to our business.As a service industry, waste water use fromour facilities does not have a large impact andthus this indicator is not material to ourbusiness. The World Bank does not recycle orreuse water.

Not Applicableto reportingorganization'soperations

EN11 Location and size of land owned,leased, managed in, or adjacent to,protected areas and areas of highbiodiversity value outside protectedareas (Core)

No operational sites are owned, leased,managed in, adjacent to, or contain protectedareas or areas of high biodiversity. Alloperational sites are located in urban areas.

Fully Reported

EN12 Description of significant impactsof activities, products, and services onbiodiversity in protected areas andareas of high biodiversity value outsideprotected areas (Core) Report thenature of significant direct and indirectimpacts on biodiversity with referenceto one or more of the following: -Construction or use of manufacturingplants, mines, and transportinfrastructure; - Pollution (introductionof substances that do not naturallyoccur in the habitat from point andnon-point sources); - Introduction ofinvasive species, pests, andpathogens; - Reduction of species; -Habitat conversion; and - Changes inecological processes outside thenatural range of variation (e.g., salinityor changes in groundwater level).Report significant direct and indirect

Through lending and grant support to clientcountries, the World Bank Group is one of thelargest international funding sources forbiodiversity worldwide. World Bank support inthe area of biodiversity involves, but is notlimited to, the establishment and strengtheningof terrestrial, freshwater, and marine protectedareas (including activities in buffer zones); thesustainable management and use ofbiodiversity outside protected areas; theeradication of invasive alien species; andimproved biodiversity management planning inthe production landscape. As of mid-FY2012, the active portfolio inbiodiversity projects equaled $345 million,approximately 2 percent of the Environment &Natural Resource Management portfolio. InFY2011, the active portfolio in biodiversityprojects was $367 million; in FY2010, $462million; and in FY2009, $487 million—almostdouble that of FY2008.

Fully Reported

positive and negative impacts withreference to the following: - Speciesaffected; - Extent of areas impacted(this may not be limited to areas thatare formally protected and shouldinclude consideration of impacts onbuffer zones as well as formallydesignated areas of special importanceor sensitivity); - Duration of impacts;and - Reversibility or irreversibility ofthe impacts.

The WBG has now developed core indicatorsthat will quantitatively assess the impact ofbiodiversity operations on protected areas andkey biodiversity habitats outside protectedareas.

Each WBG operation is subject to review for itsimpacts on nature and natural habitats underOP 4.04 (Natural Habitats) for World Bankoperations and under Performance Standard 6for IFC operations.

Biodiversity at the World Bank More about Operational Policy 4.04: More about Performance Standard 6

EN13 Habitats protected or restored The WBG supports several partnerships thatinvest in habitat protection and/or restoration,including the Critical Ecosystem PartnershipFund and the Forest Investment Program. Inaddition, the WBG is supporting the REDD+agenda (Reducing Emissions fromDeforestation and Degradation) through,among other initiatives, the Forest CarbonPartnership Facility and the Bio-Carbon Fund,both of which support the protection andrestoration of natural and managed habitatsimportant for biodiversity. On Forestry at the World Bank Critical Ecosystem Partnership Fund Carbon finance at the World Bank Global Partnership for Oceans

Fully Reported

EN14 Strategies, current actions, andfuture plans for managing impacts onbiodiversity

Biodiversity and ecosystem services are anengine of inclusive green growth, and theycontribute to environmental sustainability, aMillennium Development Goal. As such, theyare a central pillar of World Bank Groupassistance. Over the last 20 years, the WBGhas built up a rich portfolio of biodiversityprojects, a large amount co-financed by theGlobal Environmental Facility, making theWBG one of the largest sources forbiodiversity worldwide. A substantial amount ofthat investment has been dedicated toprotected areas, but there is an increasingfocus on improving natural resourcemanagement and mainstreaming biodiversityinto other sectors, including forestry, coastalzone management, and agriculture. The Bank’s new Environment Strategy makesgreen a central tenet of its approach, focusingon the need to secure natural resourceintegrity to grow economies and reduce the

Fully Reported

integrity to grow economies and reduce thevulnerability of local communities to externalshocks (for example, from food price instabilityor climate change).

In addition, there are a number ofpartnerships, including the Global TigerInitiative and Save our Species Program, andpublications such as "Biodiversity, ClimateChange, and Adaptation,” that provide vehiclesfor the WBG to use its financial resources,convening authority, and intellectual leadershipto enhance biodiversity outcomes globally.

The Bank has also launched the GlobalPartnership for Oceans to accelerate thesustainable management of the ocean,including for the benefit of marine biodiversity.

2010 Environment Strategy AnalyticalBackground Paper: The Role of Biodiversityand Ecosystems in Sustainable Development Environment Matters Web Portal "Biodiversity, Climate Change, and Adaptation" Global Tiger Initiative Save Our Species

EN15 Number of IUCN Red Listspecies and national conservation listspecies with habitats in areas affectedby operations, by level of extinction risk

The World Bank Group does not assess itsimpact on individual species but ratheroperates on the level of habitat. Some supportto individual species is given throughoperations that identify a clear and present riskof extinction to a species based on itsoperation as assessed through implementationof our safeguard policies (for example, theKihansi spray toad, Nectophrynoidesasperginis), or through partnerships thatprovide convening services or grants tooptimize species outcomes (for example, theSave Our Species Program and the GlobalTiger Initiative). Biodiversity at the World Bank Global Tiger Initiative Save Our Species

Fully Reported

EN16 Total direct and indirectgreenhouse gas emissions by weight(Core)

The World Bank measures direct and indirectgreenhouse gas emissions for its internaloperations based on site-specific data forfacilites and using the GHG Protocol.Estimates are made for those facilities withmissing data. For World Bank's Washington,DC facilities, GHG emissions were about48,426 metric tons CO2e in FY 12; 46,752mtCO2e in FY 11; 49,001 metric tons CO2eq

Fully Reported

in FY 10; and 51,350 mtCO2e in FY 09. Scope1 and 2 GHG emissions from country officefacilities and vehicles were estimated to be20,741 mtCO2e in FY 11, 15,765 mtCO2e inFY 10, and 15,459 mtCO2e in FY 09. Datafrom country offices lag by one year. As stated in EN 03 and EN 04, increases canbe attributed to improved data completenessfrom our country offices and the addition of alarge building to our Washington, DC portfolio.

More on WB's Corporate Climate Commitment Report on GHG Analysis at the WB

EN17 Other relevant indirectgreenhouse gas emissions by weight(Core)

GHG emissions considered optional forreporting purposes but key to our internaloperations include business travel and ourmajor meetings. GHG emissions from staff based in ourcountry offices were 39,686 mtCO2e in FY 12,34,542 mtCO2e in FY 11, 39,110 mtCO2e inFY 10, and 36,712 mtCO2e in FY 09.

For staff based in our DC offices, theseemissions totaled 63,482 in FY 12, 60,928mtCO2e in FY 11, 76,435 mtCO2e in FY 10,73,261 mtCO2e in FY 09. These figures reflectboth the decentralization efforts of the Bank,moving staff closer to clients but increasingcountry-office-based travel, as well as theincreased needs to respond to our clientsdemands in a time of global economic crisis.

More on WB's Corporate Climate Commitment

Fully Reported

EN18 Initiatives to reduce greenhousegas emissions and reductions achieved

Aligned with our mission of sustainabledevelopment, which includes a commitment tointensify our energy efficiency and alternativeenergy lending, and to reduce the GHGemissions associated with our internaloperations, the World Bank is investing inenergy efficiency initiatives in our own facilities.The Bank is in the process of establishing anEmissions Reduction Strategy. Buildingengineers in the Corporate Real Estate andFacilities group go above and beyond eachday to ensure Bank facilities operate asefficiently as possible. In our Washington, DCoffices, energy use (electricity and gas)increased in FY 12 mostly due to the additionof a new building to our portfolio. This will beoffset once we fully vacate our oldest building.We also continue to investigate emergingtechnologies in making our buildings more

Fully Reported

energy efficienct, including the expectedreplacement of inefficient chillers in our maincomplex in FY 14. More on WB's Corporate Climate Commitment

EN19 Emissions of ozone-depletingsubstances by weight (Core)

The World Bank currently usesozone-depleting substances (ODS) in a few ofits older chillers. These chillers are scheduledfor replacement in the next few years, and therelated ODS will be captured and destroyedproperly. In FY2007, FY2008, FY2010, andFY2012, the WB emitted 300 pounds ofchlorofluorocarbons (CFCs) from the regularuse of chillers in its buildings in Washington,D.C. There were no emissions of ODS inFY2009 or FY2011. In addition, the WB hashad a strong partnership with the MultilateralFund (MLF) for the Implementation of theMontreal Protocol since its establishment in1987. The WB continues to assist the MLF topreserve human health and the environmentby protecting the Earth's stratospheric ozonelayer and recently celebrated the 25thanniversary of the Montreal Protocol. Montreal Protocol website

Fully Reported

EN20 NOx, SOx, and other significantair emissions by type and weight (Core)

In WB internal operations, NOx emissionsassociated with combustion are minute. More on WB's Corporate Climate Commitment

Not Applicableto reportingorganization'soperations

EN21 Total water discharge by qualityand destination (Core)

Water discharged for WB facilities is notmeasured, as water intake is estimated to beroughly equal to the amount discharged (note:this is conservative estimate as obviouslysome water will be used for watering ofplanting around facilities and infiltrate, etc.).See indicator EN8. Most of WB officesdischarge water to public treatment plants. More about managing our water

Fully Reported

EN22 Total weight of waste by typeand disposal method (Core)

Total waste produced by the World Bank'sWashington, DC offices in FY 12 was 3,272metric tons of total waste, a reduction of nearly7% from 2011, when waste totalled 3,517metric tons. In FY 12, the WB diverted nearly58% of its waste from landfills, which includesthe recycling of cardboard, paper, comingled

Fully Reported

bottles and cans, carpet tiles, electronics; aswell as the composting of food waste. This is aslight decrease from 2011, when just over 58%of waste was diverted from the landfill. In FY2012, 344 metric tons of paper, 18 metric tonsof bottles and cans, 668 metric tons ofcardboard, 6 metric tons of toner cartidges, 39metric tons of carpet tiles, and 138 metric tonsof electronics were recycled. Additionally,nearly metric 700 tons of compostable foodwaste was diverted from the landfill in FY 12.The World Bank also has an extensive officesupplies donation program; nearly 1000 itemswere donated to local charities in FY 12,including printers, conference tables, deskchairs, sofas and other office materials. More about WB's waste management

EN23 Total number and volume ofsignificant spills (Core)

There were no significant spills at WB-ownedor -operated corporate facilities in FY06–12.

Fully Reported

EN24 Weight of transported, imported,exported, or treated waste deemedhazardous under the terms of theBasel Convention Annex I, II, III, andVIII, and percentage of transportedwaste shipped internationally

The World Bank is a service industry, thus thisindicator is not material to our business.

Not Applicableto reportingorganization'soperations

EN25 Identity, size, protected status,and biodiversity value of water bodiesand related habitats significantlyaffected by the reporting organization'sdischarges of water and runoff

As a service industry, the Bank's offices do notsignificantly affect any water bodies and relatedhabitats by the discharge of water and runoff. More about managing our water

Not Applicableto reportingorganization'soperations

EN26 Initiatives to mitigateenvironmental impacts of products andservices, and extent of impactmitigation (Core)

The World Bank is a development agencyproviding low- or no-interest loans (credits) andgrants to country governments. During theProject Identification phase, the Bank requiresenvironmental assessment (EA) of all projectswith potential adverse environmental andsocial impacts proposed for Bank financing tosupport decision making and supportsustainable development. EA takes intoaccount the natural environment (air, water,and land); human health and safety; socialaspects (including involuntary resettlement andIndigenous Peoples; and transboundary andglobal environmental aspects. EA evaluates a

Fully Reported

project's potential environmental and socialimpacts and risks in its area of influence;examines project alternatives; identifies waysof improving project selection, siting, planning,design, and implementation by preventing,minimizing, mitigating, or compensating foradverse environmental and social impacts andenhancing positive impacts; and includes theprocess of mitigating and managing adverseenvironmental impacts throughout projectimplementation. The Bank favors preventivemeasures over mitigatory or compensatorymeasures, whenever feasible. The completesafeguard policies as well as guidebooks andguidance notes applied to projects may befound on the Safeguards website. Safeguard website

EN27 Percentage of products sold andtheir packaging materials that arereclaimed by category (Core)

The World Bank is a service-based,international development organization, thusthis indicator is not material to our business.

Not Applicableto reportingorganization'soperations

EN28 Monetary value of significantfines and total number of non-monetarysanctions for non-compliance withenvironmental laws and regulations(Core)

The World Bank’s operational policies andprocedures stipulate staff work and projecttake into account, as appropriate, local lawsand regulations. Taking enforcement action toaddress noncompliance with environmentallaw is the responsibility of the nationalgovernment. Where there is noncompliance with Bankenvironmental policy, the Bank has remediesavailable, and, in addition, has an independentaccountability mechanism to which parties whoclaim to have been adversely affected by aproject can seek recourse.

However, as a multilateral developmentinstitution, the Bank is provided certainimmunities, which are outlined in the Articles ofAgreement and host country agreements.

Not Applicableto reportingorganization'soperations

EN29 Significant environmentalimpacts of transporting products andother goods and materials used for theorganization's operations, andtransporting members of the workforce

Air travel by World Bank staff is the primaryform of business transport with significantimpacts. In FY 12, WB Washington, DC -based staff traveled more than 292 millionmiles, emitting 56,010 metric tons of CO2equivalent (mtCO2e). In FY 11, D.C.-basedemployees traveled over 279 million miles,emitting 53,456 mtCO2e. In FY 10, DC-basedemployees travelled over 317 million miles,

PartiallyReported

employees travelled over 317 million miles,emitting 62,636 mtCO2e. By comparison, WBcountry office-based staff travelled nearly 210million miles in FY 12, resulting in 39,686mtCO2e. In FY 11, WB country office-basedstaff travelled nearly 183 million miles, emitting34,541 mtCO2e. In FY 10, countryoffice-based staff travelled over 201 millionmiles, emitting 39,100 mtCO2e. In addition,the World Bank contracts for the use of twoshuttles to transport employees betweenbuildings in Washington, DC. In FY 12, over3000 gallons of 20% biodiesel was used inthese vehicles, resulting in emissions ofaround 26 mtCO2e. In FY 11, nearly the sameamount of biodiesel was used (over 3000gallons), resulting in emissions of 26 mtCO2e.In FY 10, when the World Bank owned andoperated only one employee shuttle whichmade fewer trips, the shuttle used over 400gallons of gasoline resulting in emissions ofjust over 4 mtCO2e. More on WB's Corporate EnvironmentalResponsibility

EN30 Total environmental protectionexpenditures and investments by type

In FY 12 the active portfolio of World Bankprojects with client members, that includeenvironmental and natural resourcemanagement components amounted toapproximately $3.9 billion—representing about11% percent of the total active Bank portfolio.The Bank is also developing new tools toaccount for and assess the value of the carbonfootprint of projects. Details can be found inthe Annual Report and the Climate Changewebsite. The World Bank's internal operations aremanaged by the General Services Department(GSD) which provides a wide range ofintegrated services to make the Bank's internaloperations efficient, comfortable, andenvironmentally sound. The businessmanagers of the Global Real Estate, Travel,Food Services, Printing and Multimedia, andother units are responsible for incorporatingenvironmental concerns into the managementof their offices. The Corporate Responsibility(CR) Program supports Bank-wide efforts tointegrate environmental and social concernsinto the management of day-to-day activities,and communicates with staff, clients, andpartners regarding these concerns. Efficienciesgained by implementing select Initiatives arehighlighted in the Corporate Responsibilitywebsite.

PartiallyReported

In addition, the Bank offsets its emissions intwo different ways. Emissions associated withScope two emissions (electricity) are offsetthrough the use of Renewable EnergyCertificates (RECs) which are associated withnew wind generated electricity. We offset otheremissions (Scope 1 and Scope 3) through thepurchase of Verified Emission Reductions(VERs). In FY 12, the Bank maintained carbonneutrality by the purchase of VerifiedEmissions Reductions from a run-of-the-riverhydropower project in Chile. Totalexpenditures related to our carbon neutralcommitment were nearly $1 million in FY 12.

World Bank Annual Report WB Corporate Responsibility Climate Change website

Human Rights

HR1 Percentage ofinvestmentagreements thatinclude human rightsclauses (Core)

Although its policies, programs, and projects generally do notexpressly incorporate human rights, the World Bank significantlypromotes human rights in a range of important areas: for example,improving poor people's access to health, education, food, and water;promoting the participation of Indigenous Peoples in decision making,strengthening the accountability and transparency of governments totheir citizens; supporting justice reform, and fighting corruption. Thus,the WB’s role is a facilitative one, helping its members realize theirhuman rights obligations. As part of WB project design and depending on the type of projectand its safeguards category, issues such as public consultation,environmental and social assessment social action plans, IndigenousPeoples action plans, and resettlement frameworks and action plansare incorporated into project development, and their compliance formspart of the legal agreements for grants and loans.

FAQs on Human Rights at the World Bank

PartiallyReported

HR2 Suppliers andcontractors that haveundergone humanrights screening(Core)

The World Bank works to ensure that procurement in Bank-financedprojects and programs is conducted in accordance with its Articles ofAgreement, which require that loan proceeds are used only for thepurposes for which the loan, grant, or credit was granted. Borrowers must comply with the Core Labor Standard (CLS) clausesfor major civil works financed by the Bank, which are included in theStandard Bidding Documents (SBDs) General Conditions of Contract(GCC). These include prohibition of forced labor, prohibition ofharmful child labor, right to worker’s organizations, andnondiscrimination and equal opportunity. The Bank’s SBD for smallerworks are also used across the board under national competitivebidding (NCB), hence use of CLS goes well beyond large contracts. Inaddition, the harmonized GCCs were negotiated with FIDIC and aretherefore used worldwide. These provisions have been harmonized

FullyReported

therefore used worldwide. These provisions have been harmonizedwith SBDs from other multilateral development banks and are alsoused by bilateral donors since the Bank authorized FIDIC to licensethe harmonized GCCs to bilateral donors.

Operational Procurement Corporate Procurement

HR3 Employeetraining on humanrightspolicies/procedures

The World Bank contributes to the realization of human rights indifferent areas, e.g., improving poor people's access to health,education, food and water; promoting the participation of indigenouspeoples in decision-making and the accountability of governments totheir citizens; supporting justice reforms, fighting corruption andincreasing transparency of governments. A program was launched in 2009 to develop a more informed viewamong Bank staff on how human rights relates to the Bank's corework and mission of promoting economic growth and povertyreduction, and is being supported by a $17.5 million multi-year andmulti donor Nordic Trust Fund.

This program supports internal learning events that disseminatesknowledge about how human rights relate to the Bank's analytical andoperational work, as well as an internal grant program where Bankteams receive technical and financial support to explore the role ofhuman rights in their particular project or task. Since inception some1,000 Bank staff has participated directly in about 70 learning eventsoffered and 28 teams across the World Bank Group have receivedgrants and benefitted from learning about human rights on-the-job.

In addition, WB environmental and social safeguard policies are acornerstone of its support to sustainable poverty reduction. Theobjective of these policies is to prevent and mitigate undue harm topeople and their environment in the development process. InFY2012, the Operations Policy and Country Services (OPCS)safeguards unit delivered 31 sessions on WB safeguard policies to650 Bank staff. In addition, trainings were hosted by the variousregional units that are not accounted for.

PartiallyReported

HR4 Number ofincidents ofdiscrimination (Core)

Two cases of discrimination were brought to the attention ofmanagement at the World Bank in FY12.

FullyReported

HR5 Operationsidentified wherefreedom ofassociation may be atrisk (Core)

The right of staff to associate is expressly recognized in Principle 10of the World Bank Group Principles of Staff Employment, which applyto all staff at all locations. Also, the Constitution of the World Bank Group Staff Associationprovides: “the purposes of the Staff Association shall be to: . . .promote and safeguard the rights, interests, working conditions andwelfare of all members of the World Bank Group staff, atheadquarters and in country offices. . . “

Staff Manual

FullyReported

HR6 Child laborincidents andmeasures to eliminatechild labor (Core)

The World Bank recognizes that child labor is one of the mostdevastating consequences of persistent poverty and has adopted aclear position to help reduce harmful child labor through its ongoingpoverty reduction efforts and new initiatives. The Social Protectionand Labor unit, in the Human Development Vice Presidency, as wellas the WBG’s Doing Business project integrate this issue in their workwith client countries. Thus, the World Bank’s role is a facilitative one,helping its members realize their human rights obligations. In addition, the Bank’s corporate procurement practices endeavor tointegrate socially responsible suppliers into the Bank’s supply chain.To this end, WBG procurement policies mandate fair labor standardsand safeguards for children in workplaces in their terms andconditions (see also HR02).

Read our terms and conditions More on labor markets

FullyReported

HR7 Forced laborincidents andmeasures to eliminateforced labor (Core)

At the World Bank, project-related procurement is implemented inaccordance to the borrowing country's laws, while also meeting WorldBank procurement standards. Borrowers are required to use StandardBidding Documents (SBDs) issued by the Bank with minimalchanges, acceptable to the Bank, as necessary to addressproject-specific conditions. Borrowers must comply with the CoreLabor Standard (CLS) clauses for major civil works financed by theBank, which are included in the SBD’s General Conditions of Contract(GCC). These include prohibition of forced labor, prohibition ofharmful child labor, right to worker’s organizations, andnondiscrimination and equal opportunity. The Bank’s SBD for smallerworks are also used across the board under national competitivebidding (NCB); hence, the use of CLS goes well beyond largecontracts. In addition, the harmonized GCCs were negotiated withFIDIC and are therefore used worldwide. These provisions have beenharmonized with SBDs from other multilateral development banks andare also used by bilateral donors since the Bank authorized FIDIC tolicense the harmonized GCCs to bilateral donors (see HR02). The Bank’s corporate procurement practices endeavors to integratesocially responsible suppliers into the Bank’s supply chain. To thisend, WBG procurement policies mandate fair labor standards andsafeguards for children in workplaces in their terms and conditions.

Read our terms and conditions

FullyReported

HR8 Securitypersonnel trained tounderstand humanrights

The WB guard force in Washington, DC, is offered trainings thatinclude civil treatment, preventing discrimination and harassment,ethics and conduct, and preventing workplace violence. Thesetrainings touch on knowledge and skills that equip the guards with theability to conduct ethical, humane responses as they perform theirwork. Global security staff receive UN SSAFE (Safe and SecureApproaches in Field Environments) training in their home countriesand are former military law enforcement officers who have been

FullyReported

and are former military law enforcement officers who have beentrained on human rights approaches to security management.

HR9 Violations ofindigenous peoplesrights and response

The World Bank policy on Indigenous Peoples, OP/BP 4.10,Indigenous Peoples, underscores the need for borrowers and WBstaff to identify Indigenous Peoples, consult with them, ensure thatthey participate in, and benefit from Bank-funded operations in aculturally appropriate way—and that adverse impacts on them areavoided or, where not feasible, minimized or mitigated. The Bankcannot proceed on projects unless Indigenous Peoples have giventheir “broad community support.” As stated in OP 4.01, “This policy contributes to the Bank's mission ofpoverty reduction and sustainable development by ensuring that thedevelopment process fully respects the dignity, human rights,economies, and cultures of Indigenous Peoples. For all projects thatare proposed for Bank financing and affect Indigenous Peoples, theBank requires the borrower to engage in a process of free, prior, andinformed consultation.”

In FY2012, four cases were brought to the Inspection Panel (IP), ofwhich one case (Improving Rural Livelihoods through CarbonSequestration Project in India) triggered OP/BP 4.10 IndigenousPeoples policy. In FY2011, five cases were brought to the IP, butnone triggered the safeguard policy, while in FY2010, two projects(Chile: Quilleco Hydropower Project and Papua New Guinea:Smallholder Agriculture Development Project) in relation to OP/BP4.10 were submitted to the IP for consideration.

Details are available on the Inspection Panel site below.

Indigenous Peoples and World Bank Safeguard Policies Inspection Panel

FullyReported

Labor Practices

LA1 Total workforce byemployment type, region(Core)

A true global community, the World Bank’s staff comprises morethan 10,000 people from 170 countries (beginning in FY2011,World Bank staffing figures include full-time staff on conditionalappointments). About 39 percent of the Bank’s total staff work inthe Bank’s 129 country offices. The increased presence in thefield helps the Bank better understand, work more closely with,and provide faster service to its partners in client countries. The World Bank continues to make progress on its five-yearDiversity and Inclusion Strategy, adopted in 2007. Nationals ofdeveloping countries now account for 62 percent of all staff andhold 42 percent of managerial positions. Women account for 51percent of all staff and hold 37 percent of managerial positions.Sub-Saharan African and Caribbean nationals represent 16percent of all staff and hold 12 percent of managerial positions.Among the Bank’s 30 senior managers, 12 are women and 1 is aSub-Saharan African national.

World Bank Annual Report

PartiallyReported

Corporate Responsibility Website - Meet the staff

LA2 Employee turnover(Core)

Over the course of FY2012, 8.5 percent of total IBRD staffexited. The exit rate has slightly increased compared to last yearand captures staff exits for all exit reasons, including retirementand end of contract. World Bank Annual Report

PartiallyReported

LA3 Benefits to full timeemployees

The Bank's benefits package includes medical insurance,life/disability insurance, leave policies, pension programs, andrelocation/resettlement policies. These benefits vary withappointment type—for example, whether based in headquarter orcountry office, or whether open-ended or term staff or termconsultants. Compensation and benefits policy is to balance betweenproviding rates to attract and retain diverse and highly talentedstaff and responding to the external market situation and ourshareholders.

Salary is set compatibly at market reference points consisting ofother public and private organizations, and salary increase ofindividual staff is determined by his or her performance andcontributions to the Bank's objectives.

Overall performance evaluation that affects individual staff'ssalary increase is annually conducted, and assesses staff'scompetence, commitment, work ethic, and team work. All thesepolicies are specified in the internal Staff Manual and availablefor all staff. The Human Resource Committee of the Board meetsevery year to review compensation and determines the overallBank-wide pay increase ratio.

In addition to health insurance coverage, staff receive between26 and 30 days of paid annual leave and 15 days of sick leaveper year as well as paid leave for various specific circumstancessuch as adoption and paternity/maternity leave. There are alsoservices to support staff and their families, such as the Work-LifeServices and the World Bank Family Network (WBFN), whichprovides assistance to staff, spouses, and domestic partners.Short-term consultants and short-term temporaries are paid on adaily/hourly rate and are not eligible for medical or life insurance.

WB Staff Benefits Corporate Responsibility Website - Staff Benefits and Salaries

FullyReported

LA4 Percentage ofemployees covered bycollective bargainingagreements (Core)

All (that is, 100 percent) of staff are represented by the StaffAssociation in its efforts; while more than 8,700 (70 percent)World Bank staff are members of the Staff Association, and some80 country offices have established Country Office StaffAssociations, or COSAs. Founded in 1972, the World BankGroup Staff Association (SA) is a member-supportedorganization that works with Human Resources, senior

FullyReported

management, line management, and the Board to represent andprotect the rights and interests of all staff. The SA is not a unionand does not engage in collective bargaining. It does, however,serve a critical role by representing the rights of all WBG staff, asprovided in World Bank Group Staff Rule 10.01. Corporate Responsibility Website - Staff Representation

LA5 Minimum noticeregarding operationalchanges (Core)

WBG Staff Rule 10 requires that management consult withrepresentative members of the staff when considering materialchanges in personnel policies or conditions of employment. Staff Manual

PartiallyReported

LA6 Percentage of totalworkforce represented informal jointmanagement-workerhealth and safetycommittees that helpmonitor and advise onoccupational health andsafety programs

The WB Health and Safety Committee meets quarterly to discusshealth and safety issues related to WB staff. The group includesoccupational health specialists, environmental consultants, andrepresentatives from the General Services, Security, Fire, Legal,Procurement, Human Resources, and other departments fromboth WBG and IMF. In addition, the WB's Staff Association has a dedicated workinggroup to address staff health issues.

The World Bank Health Services Department (HSD) alsoadvocates the health and safety needs of IMF staff throughrepresentation within the IMF Health and Safety, Environmental(HSE) Committee. The group includes occupational healthspecialists, environmental consultants, and representatives fromthe Technical Services, Security, Fire, Legal, Procurement, andHuman Resources Departments.

More information about the WB Health Services Corporate Responsibility Website - Staff Health and Safetydiscussion

FullyReported

LA7 Rates of injury,work-related fatalities(Core)

The World Bank Health Services Department (HSD) utilizes anintegrated medical database system to evaluate trends inmedical and pharmacy insurance costs with comparison todisease profiles. Third-party partner programs (REED Group)monitor the effectiveness of return-to-work programs andminimize absenteeism through active participation inreturn-to-work management for staff. Data analysis andinterpretation is limited to ad hoc reports at present and willcontinue to formulate a format for an annualized report of majorhealth and cost indicators in the future. According to the workerscompensation claims, the rate of work related injuries and workrelated fatalities was 0.4 of population (based on All staff,including extended term consultants) in FY11 - slightly belowFY10 incidence rate of 0.5. In FY11, injury and poisoning was the top diagnostic category,making up 21% of the top 5 diagnostic categories (slips and fallsand food poisoning, musculoskeletal, digestive system,respiratory system, infectious disease) which account for 51% ofall diagnostic categories.

FullyReported

all diagnostic categories.

The total cost of workers comp cases in FY2011 was over$400,00, over half the amount claimed in FY2010 (over$800,00). In both years, the primary location of claims was inWashington, DC.

More information about the WB Health Services

LA8 Education, training,counseling, preventionrisk-control programs inplace to assist workforceregarding seriousdiseases (Core)

The World Bank has its own Health Services Department (HSD),which provides medical services to staff and consultants in theworkplace to maintain health and prevent illness while travelingand in the office. Many Bank employees travel throughout theworld and the WB views proper and convenient health care as animportant service. Service in HQ therefore includes access tovaccination prior to travel. The HSD also has regional health advisors who advise and assistcountry office locations with health, safety, and medical needs.Currently this program is prioritized to high-risk locations wheremedical infrastructure and a national health and safety initiativemay be resource limited.

Details on health-related programs and classes can be found onthe HSD website.

More information about the WB Health Services Corporate Responsibility Website - Staff Health and Safetydiscussion

FullyReported

LA9 Health and safetytopics in formalagreements

Sections 6.07, 6.22, and 2.02 of the WB Staff Manual outline thepolicies surrounding staff eligibility, compensation, andconfidentiality with regards to health and safety. Full-time staff,regardless of their country of origin or country in which they work,have the same rights and are protected by the same internalpolicies and institutions guaranteeing equity; nondiscrimination;health and safety; management transparency; right of appeal;due process; opportunity for training, growth, and promotion; andso forth. In addition, the WB's Staff Association has a dedicated workinggroup to address staff health issues. In recent years, the Bank'smanagement has worked in close collaboration with the SA on anumber of environmental issues, including indoor air qualityconcerns, smoke-free workplace, deep vein thrombosis intravelers, road safety, and ergonomic issues.

More information about the WB Health Services

FullyReported

LA10 Average hours oftraining per year peremployee (Core)

In FY2012, WB staff averaged about 4.3 participant training daysper employee (IBRD total staff includes staff and others onconditional appointments but excludes consultants). This figure excludes mandatory training programs that all staffare required to take, such as courses on the WBG's Code ofConduct, Security, and Access to Information policy.

FullyReported

Corporate Responsibility Website - Staff Learning

LA11 Programs for skillsmanagement and lifelonglearning

The aim of the Bank's investment in staff learning is to ensurethat learning is a strategic tool for the organization, so that staffhave the cutting-edge knowledge and skills to carry out theBank's mission. Bank Senior Management endorsed the StaffLearning Strategy in April 2010, which outlines threecomplementary and mutually reinforcing pillars: Corporate CoreCurriculum (includes on-boarding of new staff, operationallearning, and management and leadership development),Professional and Technical Learning, and Unit and IndividualLearning (such as languages for business purposes, mentoring,behavioral skills, etc). Cross-cutting principles underpinning theLearning Strategy are: ensuring geographically neutral access tolearning, more on-the-job learning and less formal classroomlearning, common quality assurance processes, and linkage withcompetencies. The Bank offers a broad range of learningresources via on-line and face-to-face sessions through itsinternal learning program. Funding support for external training oreducation is possible based on the annual discussions betweenstaff and manager on their yearly learning plan.

FullyReported

LA12 Percentage ofemployees receivingregular performancereviews

All staff with open and term appointments are provided a writtenevaluation at least once a year. A discussion and summary ofongoing feedback (which takes place throughout theperformance year about the staff member's work program),progress toward meeting agreed objectives, developmentactions, as well as an assessment on behavior occurs at the endof the business year. The conversation also touches upon plansfor the upcoming performance cycle and training needs. ThePerformance Management Process is outlined in the StaffManual 5.03.

FullyReported

LA13 Board/managementbreakdown by gender,age, minority groupmember (other diversity)(Core)

The composition of the World Bank's Board and managementcan be found in the links below. WB Board composition WB senior management Corporate Responsibility Website - An International Family

FullyReported

LA14 Ratio of salary ofmen:women (Core)

This information is currently not publicly reported. However, thisstatistic can be gauged by the salaries disclosed of seniormanagement and executive directors. World Bank Annual Report

PartiallyReported

Product Responsibility

PR1 Life cycle stages inwhich health and safetyimpacts of products andservices are assessed forimprovement, andpercentage of significantproducts and servicescategories subject to suchprocedures (Core)

The World Bank is a development agency providing low-or no-interest loans (credits) and grants to countrygovernments. During the Project Identification phase, the Bankrequires environmental assessment (EA) of all projectswith potential adverse impacts proposed for Bankfinancing to help ensure that they are environmentallysound and sustainable, and thus to improve decisionmaking. EA takes into account the natural environment(air, water, and land); human health and safety; socialaspects (involuntary resettlement, Indigenous Peoples,and physical cultural resources); and transboundary andglobal environmental aspects.

EA evaluates a project's potential environmental risksand impacts in its area of influence; examines projectalternatives; identifies ways of improving projectselection, siting, planning, design, and implementation bypreventing, minimizing, mitigating, or compensating foradverse environmental impacts and enhancing positiveimpacts; and includes the process of mitigating andmanaging adverse environmental impacts throughoutproject implementation. The Bank favors preventivemeasures over mitigatory or compensatory measures,whenever feasible.

The complete safeguard policies as well as guidebooksand tools kits applied to projects (for example,Environmental, Health, and Safety Guidelines or theEnvironmental Sourcebook and Updates) may be foundon the Safeguards website.

Safeguard website Project Lifecycle

Fully Reported

PR2 Total number ofincidents of non-compliancewith regulations andvoluntary codes concerninghealth and safety impacts ofproducts and servicesduring their life cycle, bytype of outcomes

The Inspection Panel (IP) was established by identicalResolutions of the Boards of Executive Directors of theInternational Bank for Reconstruction and Development(IBRD) and the International Development Association(IDA) in 1993. The IP is an independent, "bottom-up"accountability and recourse mechanism that investigatesIBRD/IDA-financed projects at the request of potentiallyaffected communities to determine whether the Bank hascomplied with its operational policies and procedures.These investigations provide a mechanism foraddressing Bank compliance with social andenvironmental safeguards and health and safety, and toaddress related issues of harm. Information on current and completed cases involvingthe Inspection Panel can be found on its website.

Inspection Panel

Fully Reported

PR3 Type of product andservice information requiredby procedures, andpercentage of significantproducts and servicessubject to such informationrequirements (Core)

This indicator is directed toward detailing impacts ofcommercial commodities produced. The World Bank is amultilateral development bank providing low- orno-interest loans (credits) and grants to countrygovernments. This indicator is therefore not applicable.

Not Applicableto reportingorganization'soperations

PR4 Total number ofincidents of non-compliancewith regulations andvoluntary codes concerningproduct and serviceinformation and labeling, bytype of outcomes

The World Bank’s operational policies and proceduresstipulate staff work and project take into account, asappropriate, local laws and regulations. In addition,stakeholders can approach the Inspection Panel toinvestigate IBRD/IDA-financed projects to determinewhether the Bank has complied with its own operationalpolicies and procedures (including social andenvironmental safeguards), and to address relatedissues of harm. However, as a multilateral development institution, theBank is provided certain immunities, which are outlinedin the Articles of Agreement and host countryagreements.

WB Policies Inspection Panel WB Articles of Agreement

Not Applicableto reportingorganization'soperations

PR5 Practices related tocustomer satisfaction,including results of surveysmeasuring customersatisfaction

The World Bank is a development institution, providinglow- or no-interest loans (credits) and grants tolow-income countries, middle-income countries, andsmall and fragile states. Working closely with our countrygovernment counterparts and their stakeholders, weshape our role, our financial products, and our technicaland advisory services to the unique development needsand capacities of each country client. Thus, CountryAssistant Strategies (CAS) or Country PartnershipStrategies (CPS) form the foundation of our advisory andloan services. In addition, ad hoc country based clientsurveys carried out periodically. Country Strategies

Fully Reported

PR6 Programs foradherence to laws,standards, and voluntarycodes related to marketingcommunications, includingadvertising, promotion, andsponsorship (Core)

The World Bank's operations as a developmentinstitution, providing low- or no-interest loans (credits)and grants to member countries, do not include activitiesfor which this indicator would be material.

Not Applicableto reportingorganization'soperations

PR7 Total number ofincidents of non-compliancewith regulations andvoluntary codes concerningmarketing communications,including advertising,promotion, and sponsorshipby type of outcomes

The World Bank's operations as a developmentinstitution, providing low- or no-interest loans (credits)and grants to member countries, do not include activitiesfor which this indicator would be material.

Not Applicableto reportingorganization'soperations

PR8 Total number ofsubstantiated complaintsregarding breaches ofcustomer privacy andlosses of customer data

The World Bank has not had any breaches of customerdata.

Fully Reported

PR9 Monetary value ofsignificant fines fornon-compliance with lawsand regulations concerningthe provision and use ofproducts and services(Core)

The World Bank’s operational policies and proceduresstipulate staff work and project take into account, asappropriate, local laws and regulations. In addition,stakeholders can approach the Inspection Panel toinvestigate IBRD/IDA-financed projects to determinewhether the Bank has complied with its own operationalpolicies and procedures (including social andenvironmental safeguards), and to address relatedissues of harm. However, as a multilateral development institution, theBank is provided certain immunities, which are outlinedin the Articles of Agreement and host countryagreements.

Operational Policies Articles of Agreement

Fully Reported

Society

SO1Programs/practices thatimpact communities(Core)

The very nature of the World Bank's mission is to impactcommunities positively, particularly the poor in developingcountries, through investments in education, health, publicadministration, infrastructure, financial and private sectordevelopment, agriculture, and environmental and naturalresource management. In addition, the Bank finances many Community DrivenDevelopment (CDD) programs. CDD is an approach todevelopment that supports participatory decision making,local capacity building, and community control of resources.Many CDD programs directly finance small communitymanaged projects and allow poor people to become activelyinvolved in the development of their communities. This

Fully Reported

allows communities to identify their own developmentpriorities, hire contractors, manage project funds, and oncompletion of construction manage and sustain the project.In FY2011, the total amount of financing going tocommunities/local governments as grants/loans equaled$2.62 billion, a decrease from FY2010, which was $5.1billion. The number of new projects with CDD elements fell to54, which was partly due to bigger projects now and alsobecause in the FY2011 update the Bank used a stricterdefinition for CDD in the database, which, for instance,moved out the develoopment policy lendings (DPLs).

Public consultation, social assessment (questionnaires, sitevisits), social action plans, Indigenous Peoples action plans,and displaced peoples action plans are also incorporated intothe legal agreements for grants and loans as part of projectdesign. Lastly, the World Bank Group strives to be aresponsible citizen in the communities where it operates andhas offices. The WBG encourages involvement of individualstaff in the communities where they live and has an officialcommunity outreach program that encourages charitablegiving and staff volunteerism. Staff members donate boththeir time and their money to local and internationalorganizations in Washington, DC, and abroad. Updates onstaff and institutional giving can be found on the CorporateResponsibility website.

Social Development at the World Bank Community Driven Development Corporate Responsibility website - Civil Society

SO2 Percentage andtotal number of unitsanalyzed for corruption

This fiscal year, the Integrity Vice Presidency (INT)completed 83 investigations and debarred 35 individuals andcompanies from doing business in any of its projects andcross-debarred entities under the terms of theCross-Debarment Agreement. The five signatory multilateraldevelopment banks have jointly recognized 102 debarments,compared to 37 in FY2011. Department of Institutional Integrity

PartiallyReported

SO3 Percentage ofemployees trained inanti-corruptionpolicies/procedures(Core)

All Bank staff are required to undergo mandatory onlinetraining on the Bank's Code of Conduct. In FY2012, 180 additional staff took the e-learning moduleon Fundamentals of Operations Procurement, which includesa full section on fraud and corruption policies and proceduresin Bank-funded investment lending operations. In addition,700 staff participated in the Fiduciary Forum 2012, whichdelivered about 20 different sessions, among which thefollowing have a more direct link to anticorruption policies andprocedures: (a) The Bank's Approach to Governance &Anticorruption: Strategic Directions; (b) Emerging GoodPractices, and Operational Priorities Managing FiduciaryRisks in CDD Projects; (c) How to Improve Governance andReduce Corruption in Your Project: Sharing of Experiences

Fully Reported

and Practical Examples; and (d) Tips to Identify Fraud &Corruption in Procurement Transactions.

SO4 Actions inresponse to corruption(Core)

As a public institution, the World Bank needs to ensure thatdevelopment resources reach their intended beneficiariesand that risks of fraud and corruption to its projects areprevented, deterred, and investigated. Working with otherBank units, governments, the private sector, civil society, andother international institutions, the Integrity Vice Presidency(INT) contributes to the Bank’s governance andanticorruption efforts to promote a stronger developmentimpact. Established in 2001, INT is the independent arm of the Bankresponsible for investigating allegations of fraud andcorruption in Bank-financed projects as well as allegations ofserious fraud and corruption involving staff. By combininginvestigation with an enhanced focus on prevention and theearly detection of red flags in projects, INT promotes aproactive approach to managing fraud and corruption risksacross the Bank’s operations.

INT has highly specialized international investigatorsassigned to each of the six Bank regions. In addition, INT‘spreventive services unit and a forensic accounting unit aredesigned to support projects and to offer advice on how tomitigate a project’s vulnerability to fraud and corruption. Theunits also provide training to project teams; implementingentities and other national institutions; and representatives ofthe private sector, including contractors and consultants.

In September 2010, as part of its sanctions reform, the Bankadopted debarment with conditional release as its defaultsanction. As a result, INT established the Office of IntegrityCompliance and posted the Bank’s new Integrity ComplianceGuidelines. The guidelines incorporate internationallyrecognized integrity standards and principles and set abenchmark that all debarred firms need to reach before theymay recommence work on Bank-financed projects.

Details are available on the INT website.

Debarred Firms and Individuals

PartiallyReported

SO5 Public policypositions andparticipation in publicpolicy development andlobbying (Core)

The World Bank promotes principles of sustainabledevelopment in the countries where it operates. The WBArticles of Agreement require that neither the organizationsnor their officers interfere in the political affairs of membercountries and that they be influenced in their decisions byeconomic considerations only. WB Board of Executive Director's Code of Conduct (pg. 2,para 2 (b))

Fully Reported

SO6 Total value offinancial and in-kindcontributions to politicalparties, politicians, andrelated institutions bycountry

The World Bank does not contribute to political parties,politicians, or related institutions. The WB Articles ofAgreement require that neither the organizations nor theirofficers interfere in the political affairs of member countriesand that they be influenced in their decisions by economicconsiderations only. WB Board of Executive Director's Code of Conduct (pg. 2,para 2 (b))

Not Applicableto reportingorganization'soperations

SO7 Total number oflegal actions foranti-competitivebehavior, anti-trust, andmonopoly practices andtheir outcomes

The World Bank's operations as a development institution,providing low- or no-interest loans (credits) and grants tomember countries, do not include activities for which thisindicator would be material.

Not Applicableto reportingorganization'soperations

SO8 Monetary value ofsignificant fines andtotal number ofnon-monetary sanctionsfor non-compliance withlaws and regulations(Core)

The World Bank’s operational policies and proceduresstipulate staff work and project take into account, asappropriate, local laws and regulations. In addition,stakeholders can approach the Inspection Panel toinvestigate IBRD/IDA-financed projects to determine whetherthe Bank has complied with its own operational policies andprocedures (including social and environmental safeguards),and to address related issues of harm. However, as a multilateral development institution, the Bankis provided certain immunities, which are outlined in theArticles of Agreement and host country agreements.

Operational Policies WB Articles of Agreement

Not Applicableto reportingorganization'soperations

Public Agency

PA1 Describe the relationship toother governments or publicauthorities and the position of theagency within its immediategovernmental structures

The World Bank is a development institution in whichits 188 member countries are shareholders. The WB works with its members to achieve equitableand sustainable economic growth in their nationaleconomies and to find solutions to pressing regionaland global problems in economic development and inother important areas such as environmentalsustainability. It pursues its overriding goal—toovercome poverty and improve standards ofliving—primarily by providing loans, risk managementproducts, and expertise on development relateddisciplines and by coordinating responses to regionaland global challenges.

Member countries govern the World Bank Groupthrough the Board of Governors and the Board ofExecutive Directors. The Board of Governors consists

FullyReported

Executive Directors. The Board of Governors consistsof one governor and one alternate governor appointedby each member country. The office is usually held bythe country's minister of finance, governor of its centralbank, or a senior official of similar rank. The governorsand alternates serve for terms of five years and can bereappointed. The Board of Governors and the Board ofExecutive Directors make all major decisions for theorganizations, including policy, financial, ormembership issues.

Details can be found on the links below.

About Us

PA2 State the definition ofsustainable development used by thepublic agency, and identify anystatements or principles adopted toguide sustainable developmentpolices

The World Bank works to ensure that actions takentoday to promote development and reduce poverty donot result in environmental degradation or socialexclusion tomorrow. To promote this goal, the Bankhas adopted a suite of sector strategies on energy,environment, agriculture, rural development, forestservices, water resources, and social development.The strategies all have a common denominator: theyare anchored in the three dimensions ofdevelopment—economy, society and theenvironment—because economic growth must berooted in social balance and environmentalsustainability. The Bank’s focus on achieving theMillennium Development Goals that call for theelimination of poverty and sustained developmentprovide it with targets and yardsticks for measuringresults. About Us - Our Work

FullyReported

PA3 Identify the aspects for whichthe organization has establishedsustainable development policies

Much of the World Bank’s work in sustainabledevelopment is directed through the SustainableDevelopment Network, handling issues related toagriculture, rural development, climate change, waterresources, infrastructure, energy, transport, forestry,and biodiversity. In addition, the World Bank’s environmental and socialsafeguard policies are a cornerstone of its support ofsustainable poverty reduction. These policies seek toprevent and mitigate undue harm done to people andtheir environments as part of the developmentprocess.

WB's Sustainable Development Network

FullyReported

PA4 Identify the specific goals of theorganization for each aspect listed inPA4

Strategic priorities in each sector, and plans forimplementing the strategies through regional andcountry assistance strategies and work programs, areavailable through the link below. Sustainable Development - Sector Strategies

FullyReported

PA5 Describe the process by whichthe aspects and goals in both PA3and PA4 were set

Due to the diversity of the WB development activities,details on the broad-based consultations withgovernments, international agencies, civil society, andother stakeholders are outlined in the individual sectorstrategies. See the strategies page for furtherinformation. WB Sustainable Development Sector Strategies

FullyReported

PA6 For each goal, provide thefollowing information: Implementationmeasures; Results of relevantassessments of the effectiveness ofthose measures before they areimplemented; State targets and keyindicators used to monitor progress,with a focus on outcomes;Description of progress with respectto goals and targets in the reportingperiods, including results of keyindicators; Actions to ensurecontinuous improvement towardsreaching the public agency’s goalsand targets; and Post-implementationassessment and targets for next timeperiod. Describe the role of andengagement with stakeholders withrespect to the items disclosed inPA6.

See specific sector strategies for details on theimplementation steps and the measures ofeffectiveness, including key indicators. The resultsframeworks of the sector strategies aggregateactivities across Bank-financed activities in the sector.Note that individual projects and programs specifyimplementation steps and performance measures inmuch greater granularity. In addition, see theIndependent Evaluation Group (IEG) for theirassessments of the effectiveness of strategies anddevelopment activities. WB Sustainable Development Sector Strategies WB Independent Evaluation Group

FullyReported

PA7 Describe the role of andengagement with stakeholders withrespect to the items disclosed in PA6

Due to the diversity of the Bank development activitiesand interest by a variety of stakeholder groups,approaches to engage stakeholders in the formulationof sector strategies tend to be tailored to the specificstrategies. Stakeholder engagement across sectorstrategies are detailed in the individual sectorstrategies; stakeholder engagement at the countrylevel can be found in the individual country websites;and engagement of the Bank at large with civil societyis described on the Civil Society website. Stakeholderengagement for individual projects is part and parcel ofproject identification, design, and supervision processand is outlined in the project documentation; specificprovisions pertaining to environmental and socialimpacts can be found in the environmental

FullyReported

assessment (EA) and other safeguards–relateddocuments that are part of the project's publicdocuments. WB Sustainable Development Sector Strategies Activities by countries Project Documents Civil Society website

PA8 Gross expenditures brokendown by type of payment

See Information Statements of the most current WBAnnual Report. World Bank Annual Report

FullyReported

PA9 Gross expenditures brokendown by financial classification

See Information Statements of the most current WBAnnual Report. World Bank Annual Report

FullyReported

PA10 Capital expenditures byfinancial classification

See Financial Statements of the most current WBAnnual Report. World Bank Annual Report

FullyReported

PA11 Describe procurement policy ofthe public agency as it relates tosustainable development

While the responsibility for the implementation ofBank-financed projects and programs, and thereforefor the award and administration of contracts under theproject, rests with the borrower, the Bank’sProcurement Policy and Services Group works toensure that procurement is conducted in accordancewith its Articles of Agreement, which require that loanproceeds are used only for the purposes for which theloan, grant, or credit was granted. Each project is governed by a legal agreementbetween the World Bank and the government thatreceives the funds. One of the key obligations in the"Loan Agreement" is that governments abide by therelevant Bank's procurement policies as detailed in theGuidelines: Procurement under IBRD Loans and IDACredits; the Guidelines: Selection and Employment ofConsultants by World Bank Borrowers; and theGuidelines: Procurement of Goods, Works, andNon-Consulting Services under IBRD Loans and IDACredits & Grants.

Guidelines: Procurement under IBRD Loans and IDACredits

FullyReported

PA12 Describe economic,environmental, and social criteria thatapply to expenditures and financialcommitments

All operations of the World Bank are guided by acomprehensive set of policies and procedures, dealingwith the Bank's core development objectives andgoals, the instruments for pursuing them, and specificrequirements for Bank-financed operations. Thesepolicies and procedures can be found in the WorldBank Operational Manual (link provided below). Withinthe overall set of Operational Policies, there are tenkey policies that are critical to ensuring that potentiallyadverse environmental and social consequences areidentified, minimized, and mitigated. These safeguardpolicies receive particular attention during the projectpreparation and approval process. The safeguardpolicies deal with environmental and socialassessments, natural habitats, pest management,cultural property, involuntary resettlement, IndigenousPeoples, forests, dam safety, international waterways,disputed areas, uses of country systems, and finally adetailed disclosure policy to assure publictransparency and review of operations. Amultidisciplinary unit monitors the application ofsafeguards throughout the Bank, along with regionalsafeguard units. Fiduciary policies include rules governing financialmanagement, procurement, and disbursement. Thereare also detailed guidelines for the selection ofconsultants and the procurement of goods and worksin projects financed by the World Bank.

Management policies cover such areas as projectmonitoring and evaluation.

Operational Policies

FullyReported

PA13 Describe linkages between thepublic agency’s procurementpractices and its public policypriorities

Most procurement within Bank-financed activitiesoccurs in connection to specific development projects.Bank-financed projects give importance to enhancingthe management and reform of public procurementsystems in borrower countries alongside with carryingout the primary objectives of the specific loan/grant.Increasing the efficiency, fairness, and transparency ofthe expenditure of public resources is critical tosustainable development and the reduction of poverty.More information on public procurement is availableon the World Bank Procurement website. Procurement Policies and Procedures

FullyReported

PA14 Percentage of the total valueof goods purchased that wereregistered with voluntaryenvironmental or social labels and/orcertification programmes, brokendown by type.

In FY12, 88% of the paper used by the World Bank in2011 in its offices was FSC certified. The percentageof electronics purchased that were Energy Starcertified was 92% in FY 12, compared with 93% in FY11. GreenSeal certified products account for 90% ofcleaning product purchased in the Washington, DC

PartiallyReported

offices, with another 6% considered environmentallypreferrable products in both FY 11 and FY 12. Corporate Environmental Responsibility

Financial Services

FS1 Policies with specificenvironmental and socialcomponents applied tobusiness lines.

The World Bank's environmental and socialsafeguard policies are a cornerstone of its support tosustainable development and poverty reduction.There are ten safeguard policies: EnvironmentalAssessment, Natural Habitats, Forests, PestManagement, Physical Cultural Resources, DamSafety, Indigenous Peoples, InvoluntaryResettlement, International Waterways, and DisputedAreas. The objective of these policies is to preventand mitigate harm to people and their environment inthe development process. These policies provideguidelines for bank and borrower staffs in theidentification, preparation, and implementation ofinvestment programs and projects. WB Safeguard Policies

Fully Reported

FS2 Procedures for assessingand screening environmentaland social risks in businesslines.

The Bank undertakes screening of each proposedproject to determine the appropriate extent and typeof environmental and social analysis, including theuse of EA, to be undertaken during projectpreparation and whether or not the project mayinvolve the use of application of other safeguardpolicies. The Bank classifies the proposed projectinto one of four categories (A, B, C, and FI)depending on the type, location, sensitivity, and scaleof the project and the nature and magnitude of itspotential environmental impacts. The borrower isresponsible for any assessment required by thesafeguard policies, with general advice provided byBank staff. Diagram of safeguard input into decisionmaking andproject cycle

Fully Reported

FS3 Processes for monitoringclients’ implementation of andcompliance with environmentaland social requirementsincluded in agreements ortransactions.

Monitoring of clients’ compliance with implementingthe environmental and social requirements includedin the loan agreement of a specific project is part ofregular project supervision. Supervision missions ofprojects are carried out twice a year and include staffwith appropriate environmental and social expertise,for more complex projects there are staff membersfrom the regional safeguards units. The QualityAssurance and Compliance Unit (QACU), housedwithin the Operations Policy and Country Services(OPCS) Vice Presidency, supports the regions and

Fully Reported

(OPCS) Vice Presidency, supports the regions andassures that the Bank’s safeguards are applied in auniform manner across regions. Environmental and social management frameworksinclude provisions for grievance mechanisms bywhich stakeholders can bring concerns forward andsettle arising disputes. In addition, stakeholders canbring concerns to the Inspection Panel, a permanentbody reporting to the Board of Executive Directors, toensure accountability of the World Bank andinvestigate complaints against violations of itspolicies.

WB Safeguard Policies

FS4 Process(es) for improvingstaff competency to implementthe environmental and socialpolicies and procedures asapplied to business lines.

The World Bank is carrying out a range of regularprograms as well as tailored trainings for staff andborrowers on the application of its safeguardspolicies, best practices, case studies, and lessonslearned. Workshops on applying safeguard policiesare offered weekly by the safeguards team and eachregional vice presidency offers trainings on safeguardpolicies. In addition, an accreditation course was recentlyinstated for environment specialists advising teamson environmental safeguards during projectpreparation and supervision. The purpose ofaccreditation is to ensure that the Bank'senvironmental safeguard policies are consistentlyapplied during project preparation and supervision,and to confirm broader environmental expertise bythe accredited staff. A similar accreditation course isbeing offered for social safeguard applicability.

Fully Reported

FS5 Interactions withclients/investees/businesspartners regardingenvironmental and social risksand opportunities.

The World Bank is a development institution,providing low- or no-interest loans (credits) andgrants to low-income countries, middle-incomecountries, and small and fragile states. Workingclosely with country government counterparts andtheir stakeholders, Bank staff shape their role,financial products, and technical and advisoryservices to the unique development needs andcapacities of each country client. Thus, interactionswith clients/investees/business partners regardingenvironmental and social risks and opportunities formthe foundation of the Bank’s advisory and loanservices.

Fully Reported

FS6 Percentage of the portfoliofor business lines by specificregion, size (e.g.micro/SME/large) and by sector.

In FY2012, IBRD and IDA committed $35.3 billion inloans, grants, equity investments, and guarantees toits members and to private businesses. IBRDcommitments totaled $20.6 billion, compared with$26.7 billion in 2011. IDA, the Bank’s fund for thepoorest countries, made commitments of $14.8billion, compared with $16.3 billion in 2011. Overall, Africa had the largest share of lending fromboth IBRD and IDA, with 21 percent; Latin Americaand the Caribbean, East Asia and the Pacific, andEurope and Central Asia each received 19 percent ofthe share of lending.

See the Annual Report for the complete breakdown.

World Bank Annual Report

Fully Reported

FS7 Monetary value of productsand services designed to delivera specific social benefit for eachbusiness line broken down bypurpose.

The World Bank works with its 188 country membersto achieve equitable and sustainable economicgrowth in their national economies and to findsolutions to pressing regional and global problems ineconomic development and in other important areassuch as environmental sustainability. It pursues itsprincipal goal—to overcome poverty and improvestandards of living—primarily by providing loans, riskmanagement products, and expertise ondevelopment-related disciplines and by coordinatingresponses to regional and global challenges. For a complete breakdown of the Bank's portfolio bysocial benefit, see the most recent Annual Reportand Financial Statements.

World Bank Annual Report

Fully Reported

FS8 Monetary value of productsand services designed to delivera specific environmental benefitfor each business line brokendown by purpose.

The World Bank works with its 188 country membersto achieve equitable and sustainable economicgrowth in their national economies and to findsolutions to pressing regional and global problems ineconomic development and in other important areassuch as environmental sustainability. It pursues itsprincipal goal—to overcome poverty and improvestandards of living—primarily by providing loans, riskmanagement products, and expertise ondevelopment-related disciplines and by coordinatingresponses to regional and global challenges. For a complete breakdown of the Bank's portfolio bytheme and sector (including environmental andnatural resource management) please see the mostrecent Annual Report and Financial Statements.

World Bank Annual Report

Fully Reported

FS9 Coverage and frequency ofaudits to assessimplementation ofenvironmental and socialpolicies and risk assessmentprocedures.

All Bank projects rely on monitoring and resultsframeworks to assess the projects underimplementation and make midcourse corrections asneeded, to measure project impacts, and informlessons learned as the projects progress and arefinalized. Mandatory twice-yearly supervisionmissions of Bank projects include the supervision ofenvironmental and social issues and theimplementation of measures agreed in the projectdocumentation, such as the environmental and socialmanagement frameworks, resettlement frameworksand action plans, and so forth. WB project cycle

Fully Reported

FS10 Percentage and numberof companies held in theinstitution’s portfolio with whichthe reporting organization hasinteracted on environmental orsocial issues.

This indicator is not material to the Bank’s business.The World Bank is a multilateral development bankproviding low- or no-interest loans (credits) andgrants to country governments. See FS 5 for detailson its interactions with client countries onenvironment and social issues.

Not Applicableto reportingorganization'soperations

FS11 Percentage of assetssubject to positive and negativeenvironmental or socialscreening.

This indicator is not material to the Bank’s business.The World Bank is a multilateral development bankproviding low- or no-interest loans (credits) andgrants to country governments. The Bank does notmanage pools of capital on behalf of third parties.

Not Applicableto reportingorganization'soperations

FS12 Voting polic(ies) appliedto environmental or socialissues for shares over whichthe reporting organization holdsthe right to vote shares oradvises on voting.

This indicator is not material to the Bank’s business.The World Bank is a multilateral development bank,owned by its member countries. Member countryvoting powers are listed in the link provided. WB Executive Board voting powers

Not Applicableto reportingorganization'soperations