GRI Index FY11

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GRI Index FY11 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 the International Development Association (IDA). Materiality: Sustainability reporting priorities are determined annually based on the corporate priorities of the given 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 assessment evaluates the risks to the organization, the importance to stakeholders, and the contribution to the organization’s mission. Boundary: The annual GRI update encompasses global World Bank operations . The World Bank consist of two agencies: IBRD and IDA. Except for the eligibility of support and terms of lending to member countries, the agencies are tightly integrated and work as a single unit. The World Bank responds to the GRI with reference to its 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 Bank manages and reports on the buildings that house staff that work on IBRD, IDA, MIGA, and GEF secretariat. GRI indicators for environment, apply primarily to performance of Washington, D.C. facilities (which house 60% of World Bank staff) with country office data noted, when relevant. Completeness: The response attempts to be comprehensive, and provide links to further information in the Annual Report and throughout the Bank's website, where up to date information may be found. Some GRI indicators 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 2011 (July 1, 2010 - June 30, 2011). Questions or comments about the GRI Index should be addressed to envhelpdesk [at] worldbank.org Strategy and Analysis 1.1 Statement from senior management The President of the World Bank and the Bank's Board of Directors discuss the progress we have made and the work ahead of us in this year's Annual Report. Annual Report Fully Reported 1.2 Description of key impacts, risks, opportunities The key impacts of global developments this year , risks and opportunities are reviewed in the Annual Report. Further information is outlined in President Zoellick's speech at the Annual Meeting and the WB Development Committee Communique. Annual Report Development Committee Communique 2010 Annual Meetings Opening Plenary Fully Reported Organization Profile Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized

Transcript of GRI Index FY11

Page 1: GRI Index FY11

GRI Index FY11

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 2011 (July 1, 2010 - June 30, 2011).

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 , risks andopportunities are reviewed in the Annual Report. Further informationis outlined in President Zoellick's speech at the Annual Meeting andthe WB Development Committee Communique. Annual Report Development Committee Communique 2010 Annual Meetings Opening Plenary

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Organization Profile

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2.1 Name of theorganization

The World Bank (WB) consists of the International Bank ofReconstruction and Development (IBRD) and the InternationalDevelopment Association (IDA). 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 187 countries.It works with members to achieve equitable and sustainable economicgrowth in their national economies and to find solutions to thepressing regional and global problems in economic development, andother important issues, such as environmental sustainability. Itpursues its overriding goal—to overcome poverty and improvestandards of living—primarily by providing loans, risk managementproducts, and expertise on development-related disciplines and bycoordinating responses to regional and global challenges. Annual Report About Us

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2.3 Operationalstructure of theorganization,including main division

The International Bank for Reconstruction and Development (IBRD)and the International Development Association (IDA) together makeup the World Bank. The larger World Bank Group consists of fiveagencies: IBRD, IDA, the International Finance Corporation (IFC), theMultilateral Investment Guarantee Agency (MIGA), and theInternational Centre for the Settlement of Investment Disputes(ICSID). Annual Report More about WB governance

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2.4 Location oforganiztion'sheadquarters

The World Bank is a global organization with more than 124 countryoffices. Its headquarters is located in the District of Columbia (DC) inthe USA. Satellite offices are also located in Paris, Brussels,Frankfurt, Geneva, London, Rome, and Tokyo. A complete list oflocations is provided below. World Bank locations

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2.5 Number ofcountries where theorganization operates

The World Bank is a global institution, owned by 187 countrymembers. For details on the Bank’s work by sector, region, orcountry, see the link below. WB activities by countries WB Annual Report More about WB governance

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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 187 membercountries. The legal framework includes the Articles of Agreementsigned by all country members; the By-laws, issued by the Board ofGovernors; and the Rules of Procedures for Meetings, issued byExecutive Directors. 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. WB Annual Report More information our project focus by sector, region, and country

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2.8 Scale of thereporting organization

The World Bank has over 10,000 World Bank staff and consultantsworking in Washington, DC, and in over 124 country officesworldwide. New lending commitments by IBRD reached $26.7 billion,including 132 operations, in FY 2011— significantly more than thehistorical average ($13.5 billion in FY 2005–08). Details can be foundin the Annual Report. WB Annual Report

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2.9 Significantchanges fromprevious reportregarding size,structure, andownership

The Development Committee endorsed a package of voice andparticipation reforms in April 2010. In accordance with the first phase,countries in Africa are now represented by three Executive Directors,elected last fall when a third chair was added. The second phase ofvoice reforms, approved by the Board of Governors in March 2011,increased the voting power of developing countries and transitioneconomies in IBRD by 3.1 percentage points (a total shift of 4.6percentage points since 2008) to a total of 47.2 percent. Under thenew reforms, the Bank is required to review its shareholding every fiveyears, starting in 2015. WB Annual Report (pg. 28) More about WB Reforms

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2.10 Awards Received The Bank’s efforts to improve its own governance won it internationalrecognition this fiscal year. In October 2010, Publish What You Fund,a U.K.–based coalition of civil society organizations working ongovernance, aid effectiveness, and access to information, rated theBank the highest-performing institution among 30 major donors. Panel Discussion on Publish What You Fund’s 2010 Assessment

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Report Parameters

3.1 Reporting Period The World Bank reports on a fiscal year (FY) basis which extendsfrom July 1 through June31st. This report covers FY 2011 (July 1,2010 - June 30, 2011).

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3.2 Date of most recentprevious report

A comprehensive GRI index, with responses to specific indicatorsis updated annually. The indices for FY2008-2010, in addition toprevious reports (2004, 2005-6) 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. FullyReported

3.4 Contact information For more information, contact the Corporate ResponsibilityProgram via e-mail: envhelpdesk (at) 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

The annual GRI update encompasses World Bank internal andcountry based operations globally. The World Bank encompassestwo agencies: IBRD and IDA. Except for the terms of lending tomember countries, the agencies are tightly integrated and work asa single unit.

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3.7 Limitations on thescope or boundary of thereport

World Bank does not report to GRI on the performance ofindividual investments in its portfolio. Descriptions of individualinvestments can be found on the projects website. Furthermore, World Bank manages the buildings that house staffthat work on IBRD, IDA, MIGA, and GEF projects. GRI indicatorsfor environment, apply primarily to performance of Washington,D.C. facilities (which house 60% of World Bank staff) with countryoffice data noted, when relevant.

World Bank projects

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3.8 Basis for reportingon other entities thatsignificantly affectcomparability

This review covers IBRD and IDA operations and does not reporton other entities thus periods are comparable. In terms ofreporting internal, corporate operations and WB facilities the ratioof leased to non-leased space has roughly remained equalcompared to previous years. For the WBG at large, please notethat annual reports for the International Finance Corporation (IFC),the Multilateral Investment Guarantee Agency (MIGA), and theInternational Centre for Settlement of Investment Disputes (ICSID)are published 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

No restatements FullyReported

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

No significant changes FullyReported

3.12 Table identifyingthe location of theStandard Disclosures inthe report

The latest GRI Index can be found on the Corporate Responsibilitywebsite (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 - seelink below. FY2011 Financial Statements and Auditor Statement

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Governance, Commitment and Engagement

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4.1 Governancestructure of theorganization,includingcommittees underthe highestgovernance bodyresponsible forspecific tasks, suchas setting strategyor organizationaloversight

The World Bank is owned by its member countries. The shareholdersare represented by a Board of Governors, the ultimate policy makers atthe World Bank. Generally, the governors are Ministers of Finance orMinisters of Development. They meet once a year at the AnnualMeetings of the Boards of Governors of the World Bank Group and theInternational Monetary Fund. Because the governors only meetannually, they delegate specific duties to 25 Executive Directors (EDs),who make up the Board of Directors of the World Bank and workon-site at the Bank. As provided in the Articles of Agreement, 5 of the25 Executive Directors are appointed by single countries having thelargest number of shares. The rest are elected by the other membercountries, which form constituencies in an election process conductedevery two years. The resident Board of Executive Directors representsthe evolving perspectives of member countries on the global role of theBank as well as clients’ experience with the Bank’s operations on theground. 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), PersonnelCommittee, and Committee on Governance and Executive Directors'Administrative Matters. The committees help the Board discharge itsoversight responsibilities through in-depth examinations of policies andpractices. In addition, the Development Committee was established in1974 is composed of 25 members. This committee facilitatesintergovernmental consensus-building on development issues andadvises the Boards of Governors of both the Bank and the Fund oncritical topics. The World Bank operates day-to-day under theleadership and direction of the president, management and senior staff,and the vice presidents in charge of regions, sectors, networks andfunctions. This complex governance system shapes everything that theBank does.

World Bank Annual Report More about WB governance 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, Ministers ofDevelopment or Central Bank Governors. They meet once a year at theAnnual Meetings. Their meetings are chaired by a member countrygovernor, selected at the previous Annual Meetings (per IBRDBy-laws). Mr. Olusegun Aganga, Minister for Finance of Nigeria,chaired the 2010 Board of Governors meeting and Mr. Hubert Ingrahamwill chair the 2011 Board of Governors meeting. The chair of the Boardof Governors is not a Bank executive officer. The President of theWorld Bank, Robert B. Zoellick, is the chair of the Board of Directorsand is responsible for overall management of the Bank. He is anon-voting member of the Board of Executive Directors. More about WB governance structure

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4.3 Number ofmembers of theboard that areindependent and/ornon-executivemembers

The World Bank has two Boards - the Board of Governors and theExecutive Board. The Board of Governors comprises 187 non-executiveGovernors representing the 187 shareholder countries. The Board ofExecutive Directors consists of 25 Executive Directors. As provided inthe Articles of Agreement, 5 of the 25 Executive Directors areappointed by single countries having the largest number of shares. Therest are elected by the other member countries, which formconstituencies in an election process conducted every two years. TheExecutive Directors have a dual responsibility of (i) representing theinterests and concerns of their country and the countries they representto the Boards and the Bank management, and (ii) representing theinterests and concerns of the Bank to the country or group of countriesthat appointed or elected them. More about WB governance structure The Articles of Agreement that define the management of IBRD

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4.4 Mechanisms forshareholders andemployees tocontact the board

The World Bank's shareholders (the 187 member countries) providerecommendations and direction to the organization through theirgovernment's representatives on the World Bank governing bodies,Board of Governors and Board of Directors. Employees are periodicallyinvited to the Board of Directors meetings to present and provide inputon relevant Bank business. Employees can also provide input to theirhome country representative on the Board and providerecommendations through the Staff Association. Link to Board Documents

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4.5 Linkagebewtweencompensation 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 executivesand staff is based on overall market movement for the year and theamount needed to align average salaries with these new levels.Individual salary increases of executives, however, areperformance-based. They are determined based on the achievement ofboth the individual and unit/organizational objectives. World Bank Annual Report

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4.6 Processes inplace for 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. WB Board of Executive Directorsalso have to comply by the Code of Conduct for Board Officials, whichhighlights that “neither the Organizations nor their officers interfere inthe political affairs of member countries and, with respect to the Bank,the Corporation, and the Association, that they be influenced in theirdecisions by economic considerations only, as well as the requirementthat all member countries of the Organizations respect the internationalcharacter of the duty of the President, officers, and staff of theOrganizations.” The complete Code of Conduct can be found throughthe link below. In addition, Board Officials are required to submit yearly financialdisclosure statements to ensure that financial conflicts of interest are

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avoided.

Articles of Agreement Code of Conduct for Board Officials WB Code of Conduct Public Financial Disclosure

4.7 Process fordetermining thequalifications andexpertise of themembers of thehighest governancebody for guiding theorganization'sstrategy oneconomic,environmental, andsocial topics

The World Bank is owned by its member countries. The shareholdersare represented by a Board of Governors, the ultimate policy makers atthe World Bank. Generally, the governors are Ministers of Finance orMinisters of Development. They meet once a year at the AnnualMeetings of the Boards of Governors of the World Bank Group and theInternational Monetary Fund. Because the governors only meetannually, they delegate specific duties to 25 Executive Directors (EDs),who make up the Board of Directors of the World Bank and workon-site at the Bank. As provided in the Articles of Agreement, 5 of the25 Executive Directors are appointed by single countries having thelargest number of shares. The rest are elected by the other membercountries, which form constituencies in an election process conductedevery two years. The resident Board of Executive Directors representsthe evolving perspectives of member countries on the global role of theBank as well as clients’ experience with the Bank’s operations on theground. The World Bank does not require EDs have any specific priorexperience or qualifications, as they are appointed by their countrygovernments. Furthermore, the EDs are provided ad hoc training uponrequest on issues that are of interest to them and might help themperform their duties (particularly, their fiduciary role). More about the World Bank's Board of Governors Executive Board member websites

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4.8 Internallydevelopedstatements ofmission or values,codes of conduct,and principlesrelevant tosustainabledevelopment

The World Bank's mission is to fight poverty with passion andprofessionalism for lasting results. To help people help themselves andtheir environment by providing resources, sharing knowledge, buildingcapacity and forging partnerships in the public and private sectors. Tobe an excellent institution able to attract, excite and nurture diverse andcommitted staff with exceptional skills who know how to listen andlearn. The Bank's Core Values are: Personal honesty, integrity,commitment; Working together in teams — with openness and trust;Empowering others and respecting differences; Encouraging risk-takingand responsibility; and Enjoying our work and our families. The WorldBank Group’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 the Ethics and Living our Values. Six strategic themesdrive our efforts. By focusing on these strategic themes, the Bankdelivers technical, financial and other assistance to those most in needand where it can have the greatest impact and promote growth: to thepoorest countries, fragile states and the Arab world; to middle-incomecountries; to solving global public goods issues; and to deliveringknowledge and learning services. About Us - The Challenge

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About Us - The Challenge WB Code of Conduct WB’s six strategic themes

4.9 Procedures ofthe highestgovernance body foroverseeing theorganization'sidentification andmanagement ofeconomic,environmental, andsocial performance

The World Bank's shareholders (the 187 member countries) providerecommendations and direction to the organization through theirgovernment's representatives on the World Bank governing bodies,Board of Governors and Board of Directors. The Board of Governorsmeet once a year at the Annual Meetings of the Boards of Governors ofthe World Bank Group and the International Monetary Fund. The Boardof Executive Directors meet at least twice a week to oversee the Bank'sbusiness, including approval of loans and guarantees, new policies, theadministrative budget, country assistance strategies and borrowing andfinancial decisions. The Bank undertakes environmental screening of each proposedproject to determine the appropriate extent and type of EnvironmentalAssessment (EA) and classifies the proposed project into one of fourcategories, depending on the type, location, sensitivity, and scale of theproject and the nature and magnitude of its potential environmentalimpacts.

The Safeguards documents, which include a summary of the EA ofprojects and the negotiatied environmental-related loan conditionalities,are part of the project documentation package that is reviewed by theBoard for approval. These documents have to be disclosed in theproject country in appropriate manner [See WB Operational Policy 4.01and the disclosure policy]

WB Annual Report Read the outcomes from the Annual and Spring Meetings

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4.10 Process forevaluating theboard’s ownperformance

Each governor and each alternate serves for five years, subject to themember country appointing him/her, and may be reappointed.Executive Directors are either appointed (one by each of the fivemembers having the largest number of shares) or elected by all theGovernors other than those appointed by the five members referred toabove. There is no current mechanism for the Board of Governors evaluation.However, the Board of Directors has just introduced a biennial selfevaluation process.

Code of Conduct for Board Officials

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4.11 Explanation ofwhether and howthe precautionaryapproach orprinciple isaddressed 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 implementation ofprograms and projects. The effectiveness and development impact of projects and programs

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supported by the Bank has substantially increased as a result ofattention to these policies.

Safeguard policies have often provided a platform for the participationof stakeholders in project design, and have been an importantinstrument for building ownership among local populations.

World Bank Annual Report World Bank Safeguard Policies

4.12 Externalcharters, principles,initiatives

The World Bank is committed to achieving the Millennium DevelopmentGoals that call for the elimination of poverty and sustaineddevelopment. The goals provide us with targets and yardsticks formeasuring results. As a UN specialized agency, the World Bank also supports the missionof the United Nations and the multilateral agreements for which the WBacts as an implementing agency, including the Global EnvironmentFacility (GEF), the Multilateral Fund for the Montreal Protocol, and theConvention to Combat Desertification. These facilities have enabled theinstitution to become the largest funder of projects in support of theBiodiversity Convention and the Stockholm Convention on PersistentOrganic Pollutants (POPs).

Millennium Development Goals (MDG) website

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4.13 Membershipsin associations

The World Bank is not a member of industry or business associationsor national/international advocacy organizations but is working with awide range of partners across a broad spectrum of global issues,including financial inclusion, education, health, and climate change, inorder 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 consults andcollaborates with thousands of stakeholders throughout the world. Wegroup the stakeholders into two main categories: internal and external. Internal stakeholders include our owners (shareholder governments)and Bank employees (internal staff). Civil society, private sector(especially socially responsible investors), academics, donor agencies,and media are considered external stakeholders. These categories ofstakeholders were identified through internal analysis and discussionduring the early phases of developing our sustainability programs.

List of WB 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, bya proposed intervention. Who the stakeholders are for any given projector issue depends on the situation. Getting the necessary stakeholdersinvolved is essential, but it is not always easy, since our stakeholdersrange from donor and client governments to the poorest and most

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marginalized communities. Defining Civil Society

4.16 Approaches tostakeholderengagement,including frequencyof engagement bytype and bystakeholder group

Stakeholders are considered those who are affected, whether positivelyor negatively, by a proposed activity. Who the stakeholders are for anygiven project or issue depends on the situation. Getting the necessarystakeholders involved is essential, but it is not always easy, becauseour stakeholders range from donors and client governments to thepoorest and most marginalized communities. Approaches to engagingthese stakeholders therefore differ and are tailor made both to theissues and the stakeholder group to ensure effective engagement.Details on the Bank's engagement with stakeholders can be found onthe Civil Society and the Corporate Responsibility websites. Civil Society Webpage More about WB stakeholders

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4.17 Key topics andconcerns that havebeen raised throughstakeholderengagement, andhow the organiztionhas responded tothose key topics andconcerns

Most recent outcomes from stakeholder engagements can be found onthe Civil Society webpage and the DevForum links below. In addition,there are a number of consultations taking place this year, including theEnvironment strategy, social protection strategy, and safeguards policyreview. For more information, follow the links below. Civil Society Webpage WB Environment Strategy 2011 WB Social Protection & Labor Strategy WB Safeguards policies

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Economic Disclosure

EC1 Direct economicvalue generated anddistributed, includingrevenues, operatingcosts, employeecompensation,donations and othercommunityinvestments, retainedearnings, andpayments to capitalproviders andgovernments (Core)

For information about economic value generated and distributed bythe operations of the World Bank, please see the most recentAnnual Report and Financial Statements. World Bank Annual Report

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EC2 Financialimplications and otherrisks and opportunitiesfor the organization'sactivities due to climatechange (Core)

Climate change impacts directly on the World Bank's mission ofpoverty reduction, and has the potential to hamper the achievementof many of the United Nations Millennium Development Goals,including those on poverty eradication, child mortality, combatingmalaria and other dieases, and environmental sustainability. Climatechange is clearly not just an environmental issue but one withsevere socio-economic implications, particularly in developingcountries. The WBG Strategic Framework on Development andClimate Change (SFDCC) takes a demand-based approach toidentifying and tapping new business opportunities for developingcountries and helping them cope with new risks. The Bank advisescountry clients on regulatory or biophysical risks they face (or maybe reasonably expected to face in the future). Such discussions arecarried out through our country dialogues, and are captured inCountry Assistance Strategies, Strategic Environmental Analyses,and other analytical and advisory work performed at the request ofthe country. Further information about the history of World Bank'swork on Climate Change and the Strategic Framework can be foundthrough the links below. In addition, the Bank responds to theCarbon Disclosure Project – for details visit the CDP website. Visit the CDP website to access our response Climate Change website

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

The World Bank offers its staff defined benefits plans, substantiallymet through pension assets that are held in a separate trust andmaintained separately from the resources of the organization.Certain additional benefits are paid directly. Participants of the grossplan (closed plan) contribute 7% of the pensionable gross salary.Participants of the net plan (open to new entrants) contribute 5% oftheir net salary to the mandatory cash balance component.Furthermore, the participant may choose to contribute an additional15% of net salary to the voluntary savings component subject tocertain limitations. The employer contribution is based on a specifiedfunding methodology and varies from year to year in response tochanges in Plan financial position. The participation in the pensionplan is mandatory. The only optional component is the voluntarysavings component of the net plan where approximately 20% ofeligible members participate. As at June 30, 2011 the value ofaccrued pension liabilities for IBRD/IDA was $12,044 million,supported by assets held in trust of $12,372 million. Plan assets aremeasured at fair value and apportioned between participatingemployers. Liabilities have been calculated in accordance with therelevant US accounting standard (ASC 715). Read about working at the World Bank More about Staff Salaries and Benefits

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EC4 Significantfinancial assistancereceived 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 us toraise money on the capital markets for IBRD. 2) IDA replenishment -Donor country contributions finance IDA lending. It is the singlelargest source of donor funds for basic social services in the poorestcountries. 3) Trust Funds - accounted for separately from the Bank's

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countries. 3) Trust Funds - accounted for separately from the Bank'sown resources, are financial and administrative arrangements withan external donor that leads to grant funding of high-prioritydevelopment needs, such as technical assistance, advisoryservices, debt relief, postconflict transition, and cofinancing. 4) Taxexempt status - As an organization established by internationaltreaty, the World Bank receives tax exempt status from its membercountries. Details are provided in the Annual Report. World Bank Annual Report The World Bank's budget : trends and recommendations for FY11

EC5 Range of ratios ofstandard entry levelwage compared tolocal minimum wage atsignificant locations ofoperation

The World Bank Group's job grading system covers all staffworld-wide (consultants and temporary staff are covered underseparate but parallel systems). It is designed to ensure equal pay forequal work, grading consistency across the organization, as well asconsistency in job posting, selection/ recruitment, promotion andcareer development. See the Annual Report for staff 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 onlocally-based suppliersat significant locationsof 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: (a) the need for economy and efficiency inthe implementation of the project, including the procurement of thegoods and works involved; (b) giving all eligible bidders fromdeveloped and developing countries the same information and equalopportunity to compete in providing goods and works financed bythe Bank; (c) encouraging the development of domestic contractingand manufacturing industries in the borrowing country; and (d) theimportance of transparency in the procurement process. Procurement procedures, including specifying what procurementactions are carried out based on national shopping of or nationalcompetitive bidding versus procured internationally are set out in theproject’s procurement plan.

Helping improve public procurement in borrower countries More about the Bank’s bidding documents

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EC7 Procedures forlocal hiring andproportion of seniormanagement hiredfrom the localcommunity atsignificant locations of

A true global community, the World Bank’s staff comprises morethan 10,000 people from 168 countries . As of end FY11: 83 percentof WBG staff based in the field were locally recruited. Nationals ofdeveloping countries now account for 61 percent of all staff and hold42 percent of managerial positions. Senior managers are nottypically assigned to work in their own country because of theunique client relationship we have with our member nations.

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operation. (Core) World Bank Annual Report

EC8 Development andimpact of infrastructureinvestments andservices providedprimarily for publicbenefit throughcommercial, in-kind, orpro bono engagement(Core)

Improving infrastructure in developing countries is key to reducingpoverty, increasing economic growth, and achieving the MDGs. TheWorld Bank finances all scales of public infrastructure -- specificallyin water, transport, energy and information and communicationstechnology. World Bank financing for infrastructure reached $19.7billion in FY 2011. At this level, infrastructure remained the corebusiness of the Bank, accounting for 46 percent of total Bankassistance, and maintained the Bank as the largest multilateraldevelopment financier in infrastructure in both low and middleincome countries. Support included $8.6 billion for transportation,$5.8 billion for energy, $4.6 billion for water, and $640 million forinformation and communication technologies. South Asia was thelargest recipient (30 percent), followed by East Asia and Pacific (24percent), Latin America and the Caribbean (15 percent), and Africa(14 percent). The Bank also produced more than 159 analytical andadvisory products, including an urban transport climate changestrategy for China, an energy-efficiency strategy for Egypt, and anenergy sector policy analysis for Nigeria. Further information about the portfolio of projects by sector financedby the World Bank is available through the Annual Report (pg. 13)and links below.

World Bank Annual Report Our work in infrstructure

FullyReported

EC9 Understandingand describingsignificant indirecteconomic impacts,including the extent ofimpacts

At the heart of the World Bank’s approach to delivering programsand policy advice is a strong focus on results that assesses what didand did not work (and why) in the projects it supports. Visit theResults website for details. Assessing direct and indirect impacts arealso an integral part of the project development, supervision, andevaluation. In addition, the Annual Review of DevelopmentEffectiveness 2009 presents the World Bank's record ofperformance in achieving outcomes from its projects and countryprograms and focuses on the Bank's contributions in supportingenvironmental sustainability. World Bank project cycle World Bank Results website More information about the Annual Review of DevelopmentEffectiveness

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 US

PartiallyReported

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Environmental Protection Agency's (EPA)Energy Star Program, as well as any batterypurchases. In FY 11, the WB purchased over24.5 metric tons of such electronics andbatteries. In addition, the World Bank trackspurchases from its office supplier. In FY 11,the World Bank purchased 209 tons of officesupplies. Also in FY 11, the World Bankpurchased 632 metric tons of paper. This is adecrease of 18% from FY 10, where paperuse totalled 767 tons. Additionally, the WorldBank purchases diesel fuel and natural gas foruse in powering our buildings. These materialsare reported on in EN03.

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 copy and printerpaper is 100% post-consumer waste recycledcontent and FSC certified. Overall, 84.3% ofall paper used at the World Bank was made ofrecycled content, and 100% recycled contentpaper accounted for 83% of all paper use atthe World Bank. In our food services, allcafeteria napkins are made from 100 percentpostconsumer recycled paper and by a 100percent bleach-free process. In FY11, 18.8%of all 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. For moreinformation, please visit the WB corporateresponsbility website, EnvironmentalResponsibility section, Sustainable Facilitieschapter. More on Sustainable Facilities

PartiallyReported

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) 2006 (July 2005- June2006), our Washington DC offices used 26,798GJ of total direct energy. In FY 2007 (July2006- June 2007) it was 29,782 GJ, in FY2008 (July 2007 to June 2008), 21,690 GJ, andin FY 2009 (July 2008-June 2009) 24,366 GJof direct energy. In FY 10, the WB used28,821 GJ of direct energy in their buildings,and in FY11 38,406 GJ of direct energy wasused in the US offices. In FY 2008, WorldBank's 122 country offices purchased a total of100,119 GJ of natural gas, propane, gasoline

Fully Reported

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and diesel fuel for combustion on site, and104,299 GJ of the same fuels in FY 2009. InFY 10, only 20,703 GJ of fuel use wasreported for WB country offices. The significantdecrease was due to the incomplete data fromour country offices. We are working to fix thisdata gap in the coming years with a way toestimate fuel use if no data is provided. More on WB's Corporate EnvironmentalResponsibility

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 Fiscal Year (FY) 2006 (July 2005-June2006), World Bank Washington DC officesused 342,035 GJ of electricity, 346,771 GJ inFY2007, 346,926 GJ in FY2008 and 337,969GJ in FY2009, 322,629 GJ in FY2010, and326,824 GJ in FY2011. In FY2008, WorldBank's 122 country offices consumed a total of91,380 GJ of electricity, and 128,222 GJ in FY09 and 98,9129 GJ in FY10. Data fromcountry offices lag by one year. More on WB's Corporate EnvironmentalResponsibility

Fully Reported

EN5 Energy saved due to conservationand efficiency improvements

In FY11, the World Bank continued to seeenergy savings in its main office facilities inWashington, DC, reducing electricity use byalmost 200 GJ in its offices. The World Bankalso achieved its 5 year goal of reducing GHGemissions from our Washington offices by 7%in FY11. There was a slight increase inelectricity consumption in our businesscontinuity center as we see an increase inserver use for our computing needs. TheGeneral Services Department is workingtogether with the Information Management andTechnology Group to address this increasedresource use. By comparison, between FY2009 (July 2008-June 2000) and FY 2010(July 2009-June 2010), the World Bank saved15,340 GJ of energy, due to energy efficiencyimprovements at its headquarters. Thisinformation is not yet available for World Bankcountry offices, as most offices are leased. More on WB's Corporate EnvironmentalResponsibility

PartiallyReported

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

In its Strategic Framework for Climate Changeand Development the WB committed toincrease its financing for renewable energyand energy efficiency by 30% per annum. Forinformation regarding the World Bank's focuson green energy, including renewable energyand energy efficiency, please visit the WorldBank group Energy website. More on the WBG's commitment to EnergyEfficiency and Renewable Energy World Bank Climate Change website

Fully Reported

EN7 Initiatives to reduce indirect energyconsumption and reductions achieved

In FY 2010 energy efficiency initiativesincluded the replacement of inefficient chillersin one of the Bank's Washington DC buildingswith new frictionless energy and water efficientchillers. Other efforts included a completereplacement of garage lighting in one of ourbuildings with efficient and long-lasting LEDs,and the procurement of computer monitorswith increased energy-efficiency. In FY11, wecontinued to concentrate on energy efficiencyupgrades with the procurement of energyefficient monitors and laptops, the installationof high-efficiency lighting in our buildings andupgrading our lighting automation system toturn more lights off when the building is notfully occupied. More on WB's Corporate EnvironmentalResponsibility

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 purposesin issupplied by the DC Water and Sewer Authorityand comes from the Potomac RiverWatershed. In FY 11, the World Bankconsumed 164,679 cubic meters of water. Thiswas a slight increase from FY 10 when theWorld Bank consumed 151,929 cubic metersof water. By comparison, in FY 2009 (July2008-June 2009), the world bank consumed184,299 cubic meters, 202,751 cubic meters inFY 08 (July 2007-June 2008), and 295,133cubic meters in FY 07 (July 2006-June 2007).** Please note that these figures have beenupdated from FY 10 when incorrect data wassupplied. More on WB's Corporate EnvironmentalResponsibility

Fully Reported

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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 NW Washington DC.

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, and pathogens;- Reduction of species; - Habitatconversion; and - Changes inecological processes outside thenatural range of variation (e.g., salinityor changes in groundwater level).Report significant direct and indirectpositive 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;

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 andstrengthening of terrestrial, freshwater andmarine protected areas (including activities inbuffer zones); the sustainable managementand use of biodiversity outside protectedareas; the eradication of invasive alienspecies; and improved biodiversitymanagement planning in the productionlandscape. At the end of FY2011 (July 2010-June 2011),the active portfolio in biodiversity projects was$367 million, approximately 2% of theEnvironment & Natural Resource Managementportfolio. In FY2010, the active portfolio inbiodiversity projects was $462 million and inFY2009, $487 million, almost double that ofFY2008.

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

Each WBG operation is subject to review forits impacts on natural habitats under OP 4.04

Fully Reported

Page 19: GRI Index FY11

and - Reversibility or irreversibility ofthe impacts.

(Natural Habitats). Between 1999 to 2008, thissafeguard policy was triggered in 14% of the2,056 investment projects in the World Bankportfolio.

Biodiversity at the World Bank IEG’s Evaluation for the WBG’s Safeguardsand Sustainability Policies

EN13 Habitats protected or restored The WBG supports several partnerships thatinvest in habitat protection and/or restoration,including the Critical Ecosystem PartnershipFund, the Earth Fund and the ForestInvestment Program. In addition, WBG issupporting the Forest Carbon PartnershipFacility and Bio-Carbon Fund, both of whichsupport the protection and restoration ofnatural and managed habitats important forbiodiversity. Biodiversity at the World Bank Critical Ecosystem Partnership Fund

Fully Reported

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

Biodiversity and ecosystem services contributeto environmental sustainability, a MillenniumDevelopment Goal, and is a central pillar ofWorld Bank Group assistance. Over the last20 years, the WBG has built up a rich portfolioof biodiversity projects, a large amountco-financed by the Global EnvironmentalFacility (GEF) , making the WBG one of thelargest sources for biodiversity worldwide. Asubstantial amount of that investment hasbeen dedicated to protected areas, but there isan increasing focus on improving naturalresource management and mainstreamingbiodiversity into other sectors, includingforestry, coastal zone management, andagriculture. The analytical paper prepared for theEnvironmental Strategy currently underdevelopment, provides a review of the Bank’srole in biodiversity, and is available via the linkbelow. The Environment Strategy uses thisreview to re-commit to greening the Bank’soperations by enhancing outcomes forbiodiversity and national natural capitalthroughout its portfolio.

In addition, the 2010 version of EnvironmentMatters, a publication by the Bank'sEnvironment Department, focused onBiodiversity and the importance of biodiversityconservation in sustaining livelihoods andreducing poverty.

Fully Reported

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In addition, there are a number ofpartnerships, including the Global TigerInitiative and Save our Species Program, andpublications such as "Biodiversity, ClimateChange, and Adaptation”, that providevehicles for the WBG to use its financialresources, convening authority and intellectualleadership to enhance biodiversity outcomesglobally.

2010 Environment Strategy AnalyticalBackground Paper Environment Matters Web Portal "Biodiversity, Climate Change, andAdaptation" Global Tiger Initiative Save our Species Program

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

The WBG does not assess its impact onindividual species but rather operates on thelevel of habitat. Some support to individualspecies is given through operations thatidentify and clear and present risk of extinctionto a species based on its operation (e.g. theKihansi spray toad, Nectophrynoidesasperginis), or through partnerships thatprovide convening services or grants tooptimize species outcomes (e.g. the Save OurSpecies Program and the Global TigerInitiative). Biodiversity at the World Bank Global Tiger Initiative Save our Species Program

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 GHG Protocol and EPAClimate Leaders methodologies. Estimatesare made for those facilities with missing data.For World Bank's Washington DC facilities,GHG emissions were about 48,883 metric tonsCO2eq in FY 2006 (July 2005-June 2006);49,717mt CO2eq in FY 2007, 46,390 mtCO2eq in FY 2008, 51,996 mt CO2eq in FY2009 ,49,001 metric tons CO2eq in FY 2010and in FY 11 49,413 ,mt of CO2eq. In FY2008, GHG emissions from country officefacilities were estimated to be 13,790 tons ofCO2eq, in FY 2009, 13,317 metric tons ofCO2eq and in FY 10 15,765 mt CO2eq More on WB's Corporate EnvironmentalResponsibility

Fully Reported

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EN17 Other relevant indirectgreenhouse gas emissions by weight(Core)

For other emissions considered optional forreporting purposes but key to our internaloperations, such as business travel, GHGemissions were about 72,761 metric tons ofCO2eq in FY 2010 (July 2009-June 2010)compared to 53,696 metric tons of CO2eq inFY 2009, 64,334 in FY 2008, 63,442 in FY 07and 59,191 in FY 2006. This data is fromtravel booked through our travel agent in theWorld Bank's Washington DC offices. In FY2010, emissions from business traveloriginiating in WB country offices wereestimated to be 25,786 mt CO2eq, comparedto 27,247 metric tons of CO2eq in FY 2009and 24,588 metric tons of CO2eq in FY 2008.Besides lowering emissions from its buildings,the World Bank is also developing methodsand tools to measure greenhouse gasemissions from its energy, transport andforestry projects around the world. More on WB's Corporate EnvironmentalResponsibility

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 ownfacilities. The General Services Department atthe World Bank champions the emissionsreduction strategy. Our building engineers inthe Corporate Real Estate and Facilities groupgo above and beyond each day to ensure ourfacilities are operated as efficiently as possible.In our Washington, DC offices, energy use(electricity and gas) has decreased over 10%since FY 2007 thanks to efficiency upgradesaimed at our lighting and HVAC systems. More on WB's Corporate EnvironmentalResponsibility

Fully Reported

EN19 Emissions of ozone-depletingsubstances by weight (Core)

In its facilities and internal operations, theWorld Bank currently uses ozone depletingsubstances in a few of its older chillers. Thesechillers are scheduled for replacement in thenext few years. In FY 2007, FY 2008 and FY2010, the World Bank emitted 300 lbs of CFCsfrom the regular use of chillers in its buildings

Fully Reported

Page 22: GRI Index FY11

from the regular use of chillers in its buildingsin Washington, DC. There were no emissionsof ODS in FY 2009 or FY 2011. In addition,the World Bank has a strong partnership withthe Multilateral Fund (MLF) for theImplementation of the Montreal Protocol sinceits establishment in 1990. The Bank continuesto assist the MLF to preserve human healthand the environment by protecting the earth'sstratospheric ozone layer Montreal Protocol website

EN19 Emissions of ozone-depletingsubstances by weight (Core)

In its facilities and internal operations, theWorld Bank currently uses ozone depletingsubstances in a few of its older chillers. Thesechillers are scheduled for replacement in thenext few years. In FY 2007, FY 2008 and FY2010, the World Bank emitted 300 lbs of CFCsfrom the regular use of chillers in its buildingsin Washington, DC. There were no emissionsof ODS in FY 2009 or FY 2011. In addition, the World Bank has a strongpartnership with the Multilateral Fund (MLF)for the Implementation of the MontrealProtocol since its establishment in 1990. TheBank continues to assist the MLF to preservehuman health and the environment byprotecting the earth's stratospheric ozone layer

Fully Reported

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

In WB internal operations, NOx emissionsassociated with combustion are minute.

Not Applicableto reportingorganization'soperations

EN21 Total water discharge by qualityand destination (Core)

In iterms of its own facilities, water dischargedis not measured, as water intake is estimatedto be roughly equal to the amount discharged(note: this is conservative estimate asobviously some water will be used for wateringof planting around facilities and infiltrate, etc.).See indicator EN8. Most of our officesdischarge water to public treatment plants. More on WB's Corporate EnvironmentalResponsibility

Fully Reported

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

Total waste produced by the World Bank'sWashington, DC offices in FY 2011 was 2077metric tons of total waste, a reduction of nearly6% from 2010. In FY 2010, 2,201.4 tons ofwaste were produced. In FY 2011, the WBrecycled nearly 40% of its waste, whichincludes cardboard, paper and comingledbottles and cans. This is a slight increase from2010, when the recycling rate was around 42percent. In FY 2011, 297 tons of paper, 30tons of bottles and cans and 499 tons ofcardboard recycled in FY 2010. Additionallythe World Bank recycled 18 tons of carpettiles in FY 2011, compared to 19 tons in FY2010. The World Bank also recycled nearly5.5 tons of toner cartridges in FY 2011through a take-back program. The World Bankalso recycled nearly 90 tons of electronics inFY 2011 through a take-back program withtheir computer vendor, Lenovo. The WorldBank also has an extensive office suppliesdonation program; nearly 1000 items weredonated to local charities in FY 2011, includingprinters, conference tables, desk chairs, sofasand other office materials. Our compositingprogram diverted nearly 125 tons of foodwaste from the landfill in FY 2011. Moreinformation available on the WB'sEnvironmental Responsibility website. More on WB's Corporate EnvironmentalResponsibility

Fully Reported

EN23 Total number and volume ofsignificant spills (Core)

There were no significant spills at WB ownedor operated corporate facilities in time periodFY06-FY11.

Fully Reported

EN24 Weight of transported, imported,exported, or treated waste deemedhazardous under the terms of the BaselConvention Annex I, II, III, and VIII, andpercentage of transported wasteshipped internationally

The World Bank is a service-based, 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 affected any water bodies andrelated habitats by the discharge of water andrunoff. More on WB's Corporate EnvironmentalResponsibility

Not Applicableto reportingorganization'soperations

Page 24: GRI Index FY11

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)and grants to country governments. During theProject Identification phase, the Bank requiresenvironmental assessment (EA) of all projectswith potential adverse impacts proposed forBank financing to help ensure that they areenvironmentally sound and sustainable, andthus to improve decision making. EA takes intoaccount the natural environment (air, water,and land); human health and safety; socialaspects (including involuntary resettlementand Indigenous Peoples; and transboundaryand global environmental aspects. EAevaluates a project's potential environmentalrisks and impacts 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 impacts and enhancingpositive impacts; and includes the process ofmitigating 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. World Bank Safeguard Policies

Fully Reported

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)

No fines were levied for internal operations ofthe WB.

Fully Reported

Page 25: GRI Index FY11

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 2010, WB Washington, DC-based staff travelled over 370 million miles,emitting emitting 72,671 metric tons of CO2eq.In FY 2009 WB Washington, DC-basedemployees travelled over 274 million miles,emitting 53,696 metric tons of CO2 equivalent.By comparison, in FY 2006, trackable air travelwas about 302 million miles with a GHGemissions liability of 59,000 mt CO2eq; in FY2007, air travel was about 323 million miles(63,000 mt CO2eq); and in FY 2008, air travelwas about 328 million miles (64,000 mtCO2eq). For World Bank Country offices, it'sestimated that staff flew over 130 million milesand produced 25,786 mt CO2eq in FY 2010.FY2009 country office flights totalled overnearly 109 million miles, and produced over26,000 metric tons of CO2eq. Country officeflights totalled 127 million miles in FY 2008,resulting in 25,000 metric tons of CO2eq. More on WB's Corporate EnvironmentalResponsibility

PartiallyReported

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 2010, WB Washington, DC-based staff travelled over 370 million miles,emitting emitting 72,671 metric tons of CO2eq.In FY 2009 WB Washington, DC-basedemployees travelled over 274 million miles,emitting 53,696 metric tons of CO2 equivalent.By comparison, in FY 2006, trackable air travelwas about 302 million miles with a GHGemissions liability of 59,000 mt CO2eq; in FY2007, air travel was about 323 million miles(63,000 mt CO2eq); and in FY 2008, air travelwas about 328 million miles (64,000 mtCO2eq). For World Bank Country offices, it'sestimated that staff flew over 130 million milesand produced 25,786 mt CO2eq in FY 2010.FY2009 country office flights totalled overnearly 109 million miles, and produced over26,000 metric tons of CO2eq. Country officeflights totalled 127 million miles in FY 2008,resulting in 25,000 metric tons of CO2eq.

PartiallyReported

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EN30 Total environmental protectionexpenditures and investments by type

By the end of FY 2011 the active portfolio ofWorld Bank projects with client members, thatinclude environmental and natural resourcemanagement components amounted toapproximately $18 billion—representing about11 percent of the total Bank portfolio that year.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 Graphics, 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.

Efficiencies gained by implementing selectInitiatives in the past four years are quantifiedon Pg. 13 of the Furthering World BankGroup’s Corporate EnvironmentalSustainability Analytical Paper (see link below)

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 year 2011, the Bank maintainedcarbon neutrality for its global operations withthe purchase of carbon credits from acomposting project in Pakistan.

World Bank Annual Report WB Environment Strategy Background papers World Bank Climate Change website

PartiallyReported

Human Rights

Page 27: GRI Index FY11

HR1 Percentage ofinvestmentagreements thatinclude human rightsclauses (Core)

Although its policies, programs and projects generally do notexpressly incorporate human rights , the Bank significantlypromotes human rights in a range of important areas, e.g.,improving poor people's access to health, education, food andwater; promoting the participation of Indigenous Peoples indecision-making, strengthening the accountability and transparencyof governments to their citizens; supporting justice reform, andfighting corruption. Thus, the World Bank’s role is a facilitative one,in helping our members realize their human rights obligations. Aspart of WB project design and depending on the type of project andits safeguards category, issues such as public consultation,environmental and social assessment social action plans,indigenous peoples action plans, and resettlement frameworks andaction plans are incorporated into project development and theircompliance forms part of the legal agreements for grants and loans.

FAQs on Human Rights at the World Bank

FullyReported

HR2 Suppliers andcontractors that haveundergone humanrights screening(Core)

The World Bank works to ensure that procurement inBank-financed projects and programs is conducted in accordancewith its Articles of Agreement, which require that loan proceeds areused only for the purposes for which the loan, grant, or credit wasgranted. The Procurement Policy and Services Group of the WorldBank is charged with providing the Policy and Guidance necessaryto carry out this mandate for the Bank’s operational clients. Theprinciples, rules, and procedures outlined in the Procurement ofGoods, Works, and Non-Consulting Services under IBRD Loansand IDA Credits & Grants Guidelines apply to all contracts forgoods, works, and non-consulting services financed in whole or inpart from Bank loans. Borrowers are required to use Standard Bidding Documents (SBDs)issued by the Bank with minimal changes, acceptable to the Bank,as necessary to address project-specific conditions. Borrowers mustcomply with the Core Labor Standard clauses for major civil worksfinanced by the Bank, which are included in the SBD’s GeneralConditions of Contract (GCC). These include prohibition of forcedlabor, prohibition of harmful child labor, right to worker’sorganizations, and non-discrimination and equal opportunity. TheBank’s SBD for smaller works are also used across the board undernational competitive bidding (NCB), hence use of CLS goes wellbeyond large contracts. In addition, the harmonized GCCs werenegotiated with FIDIC and are therefore used worldwide. Theseprovisions have been harmonized with SBDs from other MDBs andare also used by bilateral donors since the Bank authorized FIDICto license the harmonized GCCs to bilateral donors.

Operational Procurement Corporate Procurement

PartiallyReported

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HR3 Employeetraining on humanrightspolicies/procedures

The Staff Learning Program aims to make the World Bank Group aworld-class learning organization where learning is closely linked toachieving better business results. The World Bank Group has aChief Learning Officer (CLO) and a Learning Board whose mandateis to strengthen staff learning and transform the Bank into acontinuous learning organization, based on the Learning Strategy.To this end, the World Bank Group provides both internal andexternal training/learning opportunities to staff. In FY11, the Operations Policy and Country Services (OPCS) unithosted 30 sessions on WB safeguards, which was attended by 750WB staff.

Training was also provided for staff on the “Red Flag LearningTool”, which was designed to help operational staff identify possiblered flags of fraud and corruption in projects. This training was firstlaunched as a pilot with over 40 staff for a period of 3 months. Thetool was then incorporated in the Fundamentals of Procurementlearning module, which was delivered last year to 250 staff.Procurement clinics on anti-corruption in projects were alsodelivered, where case studies were reviewed and discussed. Weheld one session last year.

FullyReported

HR4 Number ofincidents ofdiscrimination (Core)

The data will be updated shortly. World Bank Staff manual

Detaileddata notcollectedor not yetavailablein thisreport

HR5 Operationsidentified wherefreedom ofassociation may be atrisk (Core)

The right of staff to associate is expressly recognized in Principle10 of the World Bank Group Principles of Staff Employment, whichapply to all staff at all locations. Also, the Constitution of the WorldBank Group Staff Association provides: “the purposes of the StaffAssociation shall be to: . . . promote and safeguard the rights,interests, working conditions and welfare of all members of theWorld Bank Group staff, at headquarters and in country offices. . . “ World Bank Staff manual

Detaileddata notcollectedor not yetavailablein thisreport

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, aswell as the Bank Group's Doing Business project integrate thisissue in their work with client countries. Thus, the World Bank’s roleis a facilitative one, in helping our members realize their humanrights obligations. In addition, the Bank’s corporate procurement practices, endeavorsto integrate socially responsible suppliers into its supply chain. To

FullyReported

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this end, World Bank Group procurement policies mandate fairlabor standards and safeguards for children in workplaces in theirterms and conditions (see also HR02).

Read our terms and conditions More on Labor Markets WBG's Doing Business project

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 meetingWorld Bank procurement standards. Borrowers are required to useStandard Bidding Documents (SBDs) issued by the Bank withminimal changes, acceptable to the Bank, as necessary to addressproject-specific conditions. Borrowers must comply with the CoreLabor Standard clauses for major civil works financed by the Bank,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, andnon-discrimination and equal opportunity. The Bank’s SBD forsmaller works are also used across the board under nationalcompetitive bidding (NCB), hence use of CLS goes well beyondlarge contracts. In addition, the harmonized GCCs were negotiatedwith FIDIC and are therefore used worldwide. These provisionshave been harmonized with SBDs from other MDBs and are alsoused by bilateral donors since the Bank authorized FIDIC to licensethe harmonized GCCs to bilateral donors (see HR02). The Bank’s corporate procurement practices, endeavors tointegrate socially responsible suppliers into its supply chain. To thisend, World Bank Group procurement policies mandate fair laborstandards and safeguards for children in workplaces in their termsand conditions.

Read our terms and conditions Social Protection website Human Rights and Climate Change: A Review of InternationalLegal Dimensions

FullyReported

HR8 Securitypersonnel trained tounderstand humanrights

Information is currently not available for this indicator. Detaileddata notcollectedor not yetavailablein thisreport

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 WB-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 given

FullyReported

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cannot proceed on projects unless indigenous peoples have giventheir “broad community support.” In FY2011, five cases werebrought to the Inspection Panel, but none of the cases triggeredOP/BP 4.10 Indigenous Peoples policy. 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 WB Inspection Panel for consideration. Details available on the Inspection Panel site below.

Indigenous Peoples and World Bank Safeguard Policies

Labor Practices

LA1 Total workforce byemployment type, region(Core)

A true global community, the World Bank’s staff comprises morethan 10,000 people from 168 countries (beginning in fiscal 2011World Bank staffing figures include full-time staff on conditionalappointments). More than 38 percent of the Bank’s total staff workin the Bank’s 124 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 61 percent of all staff andhold 42 percent of managerial positions. Women account for 51percent of all staff and hold 36 percent of managerial positions.Sub-Saharan African and Caribbean nationals represent 16percent of all staff and hold 11 percent of managerial positions.Among the Bank’s 33 senior managers, 13 are women and 2 areSub-Saharan African nationals.

World Bank Annual Report Corporate Social Responsibility

PartiallyReported

LA2 Employee turnover(Core)

Over the 2011 fiscal year, 7.8% of Total IBRD Staff have exited.The exit rate has not changed compared to last year and capturesstaff exits for all exit reasons, including Retirement and End ofContract.

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, e.g., based in headquarter or country office, oropen-ended or term staff or term consultants. Compensation andbenefits policy is to balance between providing rates to attract andretain diverse and highly talented staff and also responding to theexternal market situation and our shareholders. Salary is setcompatibly at market reference points consisting of other publicand private organizations, and salary increase of individual staff isdetermined by his or her performance and contributions to theBank's objectives. Overall performance evaluation that affects

FullyReported

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individual staff's salary increase is annually conducted, andassesses staff's competence, commitment, work ethic, and teamwork. All these policies are specified in internal Staff Manual andavailable for all staff. Human Resource Committee of the Boardmeets every year to review compensation and determines theoverall Bank-wide pay increase ratio. In addition to healthinsurance coverage, staff receive between 24 and 30 days of paidannual leave and 15 days of sick leave per year as well as paidleave for various specific circumstances such as adoption andpaternity/maternity leave. There are also services to support staffand their families, such as the Work-Life Services and the WorldBank Family Network (WBFN), which provides assistance to staff,spouses and domestic partners. Short term consultants andShort-term temporaries are paid on a daily/hourly rate and are noteligible for medical or life insurance. WB Staff Benefits

LA4 Percentage ofemployees covered bycollective bargainingagreements (Core)

All (i.e. 100%) of staff are represented by the Staff Association inits efforts; while more than 8,300 (70%) World Bank staff aremembers of the Staff Association, and some 80 Country Officeshave established Country Office Staff Associations, or COSAs.Founded in 1972, the World Bank Group Staff Association (SA) isa member-supported organization that works with HumanResources, senior management, line management and the Boardto represent and protect the rights and interests of all staff. The SAis not a union, and does not engage in collective bargaining. Itdoes, however, serve a critical role by representing the rights of allWorld Bank Group staff, as provided in World Bank Group StaffRule 10.01. Corporate Social Responsibility

FullyReported

LA5 Minimum noticeregarding operationalchanges (Core)

The WBG’s Staff Rule 10 requires that management consult withrepresentative members of the staff when considering materialchanges in personnel policies or conditions of employment. World Bank Staff manual

FullyReported

LA6 Percentage of totalworkforce representedin formal 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. In recent years, the Bank'smanagement has worked in close collaboration with the StaffAssociation on a number of environmental issues, includingindoor air quality concerns. smokefree workplace, deep veinthrombosis in travelers (DVTs), road safety and ergonomic issues.

More information about the WB Health Services Corporate Social Responsibility

FullyReported

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

The World Bank Health Services Department (HSD), utilizes anintegrated medical database system to evaluate trends in medical,pharmacy insurance costs with comparison to disease profiles.Through 3rd party partner programs (REED Group) monitors theeffectiveness of return to work programs and minimizesabsenteeism through active participation in return to workmanagement for staff. Data analysis and interpretation is limited toad-hoc reports at present and will continue to formulate a formatfor an annualized report of major health and cost indicators in thefuture. According to the workers compensation claims, the rate ofinjury at the Bank is less than 0.1% More information about the WB Health Services

FullyReported

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 of our 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. Details can be found on the HSDwebsite. More information about the WB Health Services

FullyReported

LA9 Health and safetytopics in formalagreements

The World Bank Staff Manual, sections 6.07, 6.22, and 2.02,outline the policies 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, non-discrimination,health and safety, management transparency, right of appeal, dueprocess, opportunity for training, growth, and promotion, etc. 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 StaffAssociation on a number of environmental issues, includingindoor air quality concerns, smokefree workplace, deep veinthrombosis in travelers (DVTs), road safety and ergonomic issues.

World Bank Staff manual

FullyReported

LA9 Health and safetytopics in formalagreements

The World Bank Staff Manual, sections 6.07, 6.22, and 2.02,outline the policies 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, non-discrimination,health and safety, management transparency, right of appeal, dueprocess, opportunity for training, growth, and promotion, etc.

FullyReported

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process, opportunity for training, growth, and promotion, etc. 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 StaffAssociation on a number of environmental issues, includingindoor air quality concerns, smokefree workplace, deep veinthrombosis in travelers (DVTs), road safety and ergonomic issues.

LA10 Average hours oftraining per year peremployee (Core)

In FY2011, WB staff averaged about 3 training days per employee(IBRD net unit staff exclude consultants). More about WB Staff Learning

FullyReported

LA11 Programs for skillsmanagement andlifelong learning

The aim of the Bank’s investment in staff learning is to ensurelearning is a strategic tool for the organization to achieve itsbusiness objectives so that staff have the cutting-edge knowledgeand skills to carry out the Bank’s mission. Bank SeniorManagement endorsed the Staff Learning Strategy in April 2010,which outlines three complementary and mutually reinforcingpillars: Corporate Core Curriculum (includes on-boarding of newstaff, operational learning, and management and leadershipdevelopment), Professional and Technical Learning, and Unit andIndividual Learning (such as languages for business purposes,mentoring, behavioral skills, etc). Cross-cutting principlesunderpinning the Learning Strategy are: ensuring geographicallyneutral access to learning, more on-the-job learning and lessformal classroom learning, common quality assurance processes,and linkage with competencies. The Bank offers a broad range oflearning resources via on-line and face-to-face sessions throughits internal learning program. Funding support for external trainingor education 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 the performanceyear about the staff member's work program, progress towardmeeting agreed objectives, development actions as well as anassessment on behavior occurs at the end of the business year.The conversation also touches upon plans for the upcomingperformance cycle and training needs. The PerformanceManagement Process is outlined in the Staff Manual 5.03. ThePerformance Evaluation process was revised in the FY 2011,based on staff feedback.

FullyReported

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LA13Board/managementbreakdown by gender,age, minority groupmember (other diversity)(Core)

The composition of the World Bank's board and management isavailable in the Annual Report. World Bank Annual Report

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

Detaileddata notcollectedor not yetavailablein thisreport

Product Responsibility

PR1 Life cycle stagesin which health andsafety impacts ofproducts and servicesare assessed forimprovement, andpercentage ofsignificant productsand servicescategories subject tosuch procedures(Core)

The World Bank is a development agency providing low- orno-interest loans (credits) and grants to country governments.During the Project Identification phase, the Bank2 requiresenvironmental assessment (EA) of all projects with potentialadverse impacts proposed for Bank financing to help ensurethat they are environmentally sound and sustainable, and thusto improve decision making. EA takes into account the naturalenvironment (air, water, and land); human health and safety;social aspects (involuntary resettlement, indigenous peoples,and physical cultural resources); and transboundary and globalenvironmental aspects. EA evaluates a project's potentialenvironmental risks and impacts in its area of influence;examines project alternatives; identifies ways of improvingproject selection, siting, planning, design, and implementationby preventing, minimizing, mitigating, or compensating foradverse environmental impacts and enhancing positiveimpacts; and includes the process of mitigating and managingadverse environmental impacts throughout projectimplementation. The Bank favors preventive measures overmitigatory or compensatory measures, whenever feasible. Thecomplete safeguard policies, as well as guidebooks and toolskits applied to projects (for example, Environmental, Health,and Safety Guidelines or the Environmental Sourcebook andUpdates) may be found on the Safeguards website. World Bank Safeguard Policies

Fully Reported

PR2 Total number ofincidents ofnon-compliance withregulations andvoluntary codesconcerning health and

The Inspection Panel was established by identical Resolutionsof the Boards of Executive Directors of the International Bankfor Reconstruction and Development (IBRD) and theInternational Development Association (IDA) in 1993. Inresponse to complaints from project-affected communities, theInspection Panel is an independent, "bottom-up" accountability

Fully Reported

Page 35: GRI Index FY11

safety impacts ofproducts and servicesduring their life cycle,by type of outcomes

and recourse mechanism that investigates IBRD/IDA financedprojects to determine whether the Bank has complied with itsoperational policies and procedures (including social andenvironmental safeguards such as those concerning healthand safety), and to address related issues of harm. Casesunder review by the Inspection Panel can be found on theirwebsite. Inspection Panel

PR3 Type of productand service informationrequired byprocedures, andpercentage ofsignificant productsand services subject tosuch informationrequirements (Core)

This indicator is directed towards detailing impacts ofcommercial commodities produced. The World Bank is aMultilateral Development Bank providing low- or no-interestloans (credits) and grants to country governments. Thisindicator is therefore not applicable.

Not Applicableto reportingorganization'soperations

PR4 Total number ofincidents ofnon-compliance withregulations andvoluntary codesconcerning productand service informationand labeling, by type ofoutcomes

The World Bank’s operational policies and proceduresstipulate staff work and project are taking into account asappropriate, local laws and regulations. In addition,stakeholders can approach the Inspection Panel to investigateIBRD/IDA financed projects to determine whether the Bankhas complied with its own operational policies and procedures(including social and environmental safeguards), and toaddress related issues of harm. However, as a multilateraldevelopment institution, the Bank is provided certainimmunities, which are outlined in the Articles of Agreementand host country agreements. World Bank policies WB Articles of Agreement Inspection Panel

Not Applicableto reportingorganization'soperations

PR5 Practices relatedto customersatisfaction, includingresults of surveysmeasuring customersatisfaction

The World Bank is a development institution, providing low- orno-interest loans (credits) and grants to low-income countries,middle-income countries, and small and fragile states. Workingclosely with our country government counterparts and theirstakeholders, we shape our role, our financial products, andour technical and advisory services to the unique developmentneeds and capacities of each country client. All documentsrelated to Client satisfaction, thus, forms the foundation of ouradvisory and loan services.

Fully Reported

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PR6 Programs foradherence to laws,standards, andvoluntary codes relatedto marketingcommunications,including advertising,promotion, andsponsorship (Core)

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

PR7 Total number ofincidents ofnon-compliance withregulations andvoluntary codesconcerning marketingcommunications,including advertising,promotion, andsponsorship by type ofoutcomes

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

PR8 Total number ofsubstantiatedcomplaints regardingbreaches of customerprivacy and losses ofcustomer data

We have not had any breaches of customer data. Fully Reported

PR9 Monetary value ofsignificant fines fornon-compliance withlaws and regulationsconcerning theprovision and use ofproducts and services(Core)

The World Bank’s operational policies and proceduresstipulate staff work and project are taking into account asappropriate, local laws and regulations. In addition,stakeholders can approach the Inspection Panel to investigateIBRD/IDA financed projects to determine whether the Bankhas complied with its own operational policies and procedures(including social and environmental safeguards), and toaddress related issues of harm. However, as a multilateraldevelopment institution, the Bank is provided certainimmunities, which are outlined in the Articles of Agreementand host country agreements. World Bank Operational Policies WB Articles of Agreement

Fully Reported

Society

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SO1Programs/practicesthat impactcommunities (Core)

The very nature of the World Bank's mission is to impactcommunities, particularly the poor in developing countries,through investments in education, health, public administration,infrastructure, financial and private sector development,agriculture and environmental and natural resourcemanagement. In the face of continuing challenges, includinghigh food prices and unemployment, in FY2011 the HumanDevelopment Network mobilized $7.4 billion in IBRD and IDAassistance for client countries and their development partners towork toward the transformational human and economic promisesof the MDGs within the next four years. Details are provided inthe Annual Report. In addition, WB finances many CommunityDriven Development (CDD) programs. CDD is an approach todevelopment that supports participatory decision making, localcapacity building, and community control of resources. ManyCDD programs directly finance small community managedprojects and allow poor people to become actively involved inthe development of their communities. This allows communitiesto identify their own development priorities, hire contractors,manage project funds, and on completion of constructionmanage and sustain the project. As a percentage of overall Banklending (which increased substantially over the last 2 years) theCDD share has estimated to remain between 5-10% overall overthe past 10 years In FY2010, total amount of financing going tocommunities/local governments as grants/loans equaled $5.1billion. Public consultation, social assessment (questionnaires,site visits), 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 a responsiblecitizen in the communities where it operates and has offices.The World Bank Group encourages involvement of individualstaff in the communities where we live and has an officialcommunity outreach program that encourages charitable givingand staff volunteerism. Staff members donate both their time andtheir money to local and international organizations inWashington, DC and abroad. Updates on staff and institutionalgiving can be found on the Corporate Responsibility website. Social Development at the World Bank Community Driven Development

Fully Reported

SO2 Percentage andtotal number of unitsanalyzed forcorruption

See the 2011 Annual Report (pg. 31) World Bank Annual Report World Bank Department of Institutional Integrity Sanctions and Compliance INT's annual report

PartiallyReported

Page 38: GRI Index FY11

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

Operations Policy and Country Services unit provided training forstaff on the Red Flag Learning Tool, which was designed to helpfield staff identify possible red flags of fraud and corruption inprojects. A pilot was launched with over 40 staff for a period of 3months. The tool was then incorporated in the Bank'sFundamentals of Procurement learning module, which wedelivered last year to 250 staff. In collaboration with the IntegrityUnit, Procurement clinics were delivered on anti-corruption inprojects, where case studies were reviewed and discussed. Onesession was held last year.

Fully Reported

SO4 Actions inresponse tocorruption (Core)

See the 2011 Annual Report (pg. 31) World Bank Annual Report

PartiallyReported

SO5 Public policypositions andparticipation in publicpolicy developmentand lobbying (Core)

World Bank promotes principles of sustainable development inthe countries where it operates. WB Articles of Agreementrequires that neither the Organizations nor their officers interferein the political affairs of member countries and that they beinfluenced in their decisions by economic considerations only. World Bank Board of Executive Director's Code of Conduct (pg.2, para 2, b)

Not Applicableto reportingorganization'soperations

SO6 Total value offinancial and in-kindcontributions topolitical parties,politicians, andrelated institutions bycountry

The World Bank does not contribute to political parties,politicians, or related institutions. WB Articles of Agreementrequires that neither the Organizations nor their officers interferein the political affairs of member countries and that they beinfluenced in their decisions by economic considerations only. World Bank Articles of Agreement

Not Applicableto reportingorganization'soperations

SO7 Total number oflegal actions foranti-competitivebehavior, anti-trust,and monopolypractices and theiroutcomes

World Bank's operations as a development institution, providinglow- or no-interest loans (credits) and grants to membercountries, do not include activities for which this indicator wouldbe material.

Not Applicableto reportingorganization'soperations

SO8 Monetary valueof significant finesand total number ofnon-monetarysanctions fornon-compliance with

The World Bank’s operational policies and procedures stipulatestaff work and project take into account, as appropriate, locallaws and regulations. In addition, stakeholders can approach theInspection Panel to investigate IBRD/IDA financed projects todetermine whether the Bank has complied with its ownoperational policies and procedures (including social and

Not Applicableto reportingorganization'soperations

Page 39: GRI Index FY11

laws and regulations(Core)

environmental safeguards), and to address related issues ofharm. However, as a multilateral development institution, theBank is provided certain immunities, which are outlined in theArticles of Agreement and host country agreements.

SO8 Monetary valueof significant finesand total number ofnon-monetarysanctions fornon-compliance withlaws and regulations(Core)

The World Bank’s operational policies and procedures stipulatestaff work and project take into account, as appropriate, locallaws and regulations. In addition, stakeholders can approach theInspection Panel to investigate IBRD/IDA financed projects todetermine whether the Bank has complied with its ownoperational policies and procedures (including social andenvironmental safeguards), and to address related issues ofharm. However, as a multilateral development institution, theBank is provided certain immunities, which are outlined in theArticles of Agreement and host country agreements. World Bank Operational Policies World Bank Articles of Agreement

Not Applicableto reportingorganization'soperations

Public Agency

PA1 Describe the relationship to othergovernments or public authorities andthe position of the agency within itsimmediate governmental structures

The World Bank is a development institution whereits 187 member countries are shareholders. The World Bank works with its members to achieveequitable and sustainable economic growth in theirnational economies and to find solutions to pressingregional and global problems in economicdevelopment and in other important areas such asenvironmental sustainability. It pursues itsoverriding goal—to overcome poverty and improvestandards of living—primarily by providing loans,risk management products, and expertise ondevelopment related disciplines and by coordinatingresponses to regional and global challenges.

Member countries govern the World Bank Groupthrough the Boards of Governors and the Boards ofExecutive Directors. The Board of Governorsconsists of one Governor and one AlternateGovernor appointed by each member country. Theoffice is usually held by the country's minister offinance, governor of its central bank, or a seniorofficial of similar rank. The Governors andAlternates serve for terms of 5 years and can bereappointed. The Board of Governors and theBoards of Executive Directors make all majordecisions for the organizations, including policy,financial, or membership issues.

Details can be found on the links below.

About Us World Bank Annual Report

FullyReported

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PA2 State the definition of sustainabledevelopment used by the public agency,and identify any statements or principlesadopted to guide sustainabledevelopment polices

The World Bank works to ensure that actions takentoday to promote development and reduce povertydo not result in environmental degradation or socialexclusion tomorrow. To promote this goal, we haveadopted a suite of sector strategies on energy,environment, agriculture, rural development, forestservices, water resources, and social development.The strategies all have a common denominator:they are anchored in the three dimensions ofdevelopment - economy, society and theenvironment - because economic growth must berooted in social balance and environmentalsustainability. Our focus on achieving theMillennium Development Goals (MDGs) that call forthe elimination of poverty and sustaineddevelopment provide us with targets and yardsticksfor measuring results. About Us - The Challenge

FullyReported

PA3 Identify the aspects for which theorganization 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,water resources, infrastructure, energy, transport,forestry and biodiversity. In addition, the World Bank’s environmental andsocial safeguard policies are a cornerstone of itssupport of sustainable poverty reduction. Thesepolicies seek to prevent and mitigate undue harmdone to people and their environments as part ofthe development process.

World Bank 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 programsare available through the link below. Sustainable Development - Sector Strategies

FullyReported

PA5 Describe the process by which theaspects and goals in both PA3 and PA4were set

Due to the diversity of the WB developmentactivities, details on the broad-based consultationswith governments, international agencies, civilsociety, and other stakeholders are outlined in theindividual sector strategies. See the strategies pagefor further information. World Bank Sustainable Development SectorStrategies

FullyReported

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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; Descriptionof progress with respect to goals andtargets in the reporting periods,including results of key indicators;Actions to ensure continuousimprovement towards reaching thepublic agency’s goals and targets; andPost-implementation assessment andtargets for next time period. Describethe role of and engagement withstakeholders with respect to the itemsdisclosed in PA6.

See specific sector strategies for details on theimplementation steps and the measures ofeffectiveness, including key indicators. The resultsframeworks of the sector strategies aggregateactivities across WB financed activities in thesector. Note that individual projects and programsspecify implementation steps and performancemeasures in much greater granularity. In addition,see the Independent Evaluation Group (IEG) fortheir assessments of the effectiveness of strategiesand development activities. World Bank Sustainable Development SectorStrategies World Bank 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 WB developmentactivities and interest by a variety of stakeholdergroups, approaches to engage stakeholders in theformulation of sector strategies tend to be tailoredto the specific strategies. Stakeholder engagementacross sector strategies are detailed in theindividual sector strategies; stakeholderengagement at the country level can be found inthe individual country websites; and engagement ofthe WB at large with civil society is described onthe Civil Society website. Stakeholder engagementfor individual projects is part and parcel of projectidentification, design and supervision process and isoutlined in the project documentation; specificprovision pertaining to environmental and socialimpacts can be found in the EnvironmentalAssessment (EA) and other safeguards relateddocuments part of the project's public documents. World Bank Sustainable Development SectorStrategies Activities by countries Project Documents Civil Society website

FullyReported

PA8 Gross expenditures broken downby type of payment

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

FullyReported

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PA9 Gross expenditures broken downby financial classification

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

FullyReported

PA10 Capital expenditures by financialclassification

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, andtherefore for the award and administration ofcontracts under the project, rests with the Borrower,the Bank’s Procurement Policy and Services Groupworks to ensure that procurement is conducted inaccordance with its Articles of Agreement, whichrequire that loan proceeds are used only for thepurposes for which the loan, grant, or credit wasgranted. Each project is governed by a legalagreement between the World Bank and thegovernment who receives the funds. One of the keyobligations in the "Loan Agreement" is thatgovernments abide by the relevant Bank'sprocurement policies as detailed in the Guidelines:Procurement under IBRD Loans and IDA Credits,the Guidelines: Selection and Employment ofConsultants by World Bank Borrowers and theGuidelines: Procurement of Goods, Works, andNon-Consulting Services under IBRD Loans andIDA Credits & Grants. Guidelines: Procurement under IBRD Loans andIDA Credits

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,dealing with the Bank's core developmentobjectives and goals, the instruments for pursuingthem, and specific requirements for Bank financedoperations. These policies and procedures can befound in the World Bank Operational Manual (linkprovided below). Within the overall set ofOperational Policies, there are ten key policies thatare critical to ensuring that potentially adverseenvironmental and social consequences areidentified, minimized, and mitigated. These"Safeguard Policies" receive particular attentionduring the project preparation and approvalprocess. The safeguard policies deal withenvironmental and social assessments, naturalhabitats, pest management, cultural property,involuntary resettlement, indigenous peoples,

FullyReported

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forests, dam safety, international waterways,disputed areas, uses of country systems, and finallya detailed disclosure policy to assure publictransparency and review of operations. Amulti-disciplinary unit monitors the application ofsafeguards throughout the Bank, along withregional safeguard units. Fiduciary policies, include rules governing financialmanagement, procurement, and disbursement.There are also detailed guidelines for the selectionof consultants and the procurement of goods andworks in projects financed by the World Bank.Management policies cover such areas as projectMonitoring and evaluation.

Operational Policies

PA13 Describe linkages between thepublic agency’s procurement practicesand its public policy priorities

Most procurement within WB financed activitiesoccurs in connection to specific developmentprojects. WB financed projects give importance toenhancing the management and reform of publicprocurement systems in borrower countriesalongside with carrying out the primary objectivesof the specific loan/grant. Increasing the efficiency,fairness, and transparency of the expenditure ofpublic resources is critical to sustainabledevelopment and the reduction of poverty. Moreinformation on public procurement is available onthe World Bank procurement website. Procurement Policies and Procedures Procurement Annual Report

FullyReported

PA14 Percentage of the total value ofgoods purchased that were registeredwith voluntary environmental or sociallabels and/or certification programmes,broken down by type.

83% of the paper used by the World Bank in 2011in its offices was FSC certified. The percentage ofelectronics purchased that were Energy Starcertified was 93% in 2011. GreenSeal certifiedproducts account for 90% of cleaning productpurchased in the Washington, DC offices, withanother 6% considered environmentally preferrableproducts. Corporate Environmental Responsibility

PartiallyReported

Financial Services

FS01 Policies with specificenvironmental and socialcomponents applied to businesslines.

The World Bank's environmental and socialsafeguard policies are a cornerstone of its support tosustainable development and poverty reduction.There are 10 safeguard policies: EnvironmentalAssessment, Natural Habitats, Forests, PestManagement, Physical Cultural Resources, Dam

Fully Reported

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Safety, Indigenous Peoples, InvoluntaryResettlement, International Waterways and DisputedAreas. The objective of these policies is to preventand mitigate harm to people and their environmentin the development process. These policies provideguidelines for bank and borrower staffs in theidentification, preparation, and implementation ofinvestment programs and projects. World Bank Safeguard Policies

FS02 Procedures for assessingand screening environmentaland social risks in businesslines.

The Bank undertakes screening of each proposedproject to determine the appropriate extent and typeof EA to be undertaken during project preparationand whether or not the project may trigger othersafeguard policies. The Bank classifies the proposedproject into one of four categories (A, B, C, and FI)depending on the type, location, sensitivity, andscale of the project and the nature and magnitude ofits potential environmental impacts. The Borrower isresponsible for any assessment required by theSafeguard Policies, with general advice provided byBank staff. Environmental and Social safeguard in the Bank’sproject cycle

Fully Reported

FS03 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 are partof regular project supervision. Supervision missionsof projects are carried out twice a year and includestaff with appropriate environmental and socialexpertise, for more complex projects there are staffmembers from the regional safeguards units. TheQuality Assurance and Compliance Unit (QACU),housed within the Operations Policy and CountryServices (OPCS) Vice Presidency, supports theregions and assures that the Bank’s safeguards areapplied in a uniform 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 Directors, to ensureaccountability of the World Bank and investigatecomplaints against violations of its policies.

World Bank Safeguard Policies

Fully Reported

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FS04 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.

Fully Reported

FS05 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 our country government counterpartsand their stakeholders, we shape our role, ourfinancial products, and our technical and advisoryservices to the unique development needs andcapacities of each country client. Thus, interactionswith clients/ investees/ business partners regardingenvironmental and social risks and opportunitiesform the foundation of our advisory and loanservices.

Fully Reported

FS06 Percentage of the portfoliofor business lines by specificregion, size (e.g.micro/SME/large) and by sector.

New lending commitments by IBRD reached $26.7billion, including 132 operations, in FY2011—significantly more than the historical average($13.5 billion in FY 2005–08). This follows therecord $44.2 billion in FY 2010 when the crisispeaked. IDA commitments reached $16.3 billion inFY 2011, including $13.45 billion in credits and$2.82 billion in grants. Overall, South Asia had the largest share of lendingfrom both IBRD/IDA, with 24%, Latin America andthe Caribbean received 22%, East Asia and thePacific, 19th percent, and Africa 16%.

See the Annual Report for the complete breakdown.

World Bank Annual Report

Fully Reported

FS07 Monetary value ofproducts and services designedto deliver a specific socialbenefit for each business linebroken down by purpose.

The World Bank works with is 187 country membersto achieve equitable and sustainable economicgrowth in their national economies and to fi ndsolutions to pressing regional and global problems ineconomic development and in other important areassuch as environmental sustainability. It pursues itsoverriding 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 complete breakdown of the Bank's portfolio bysocial benefit, please see the most recent AnnualReport and Financial Statements.

Fully Reported

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World Bank Annual Report

FS08 Monetary value ofproducts and services designedto deliver a specificenvironmental benefit for eachbusiness line broken down bypurpose.

The World Bank works with is 187 country membersto achieve equitable and sustainable economicgrowth in their national economies and to fi ndsolutions to pressing regional and global problems ineconomic development and in other important areassuch as environmental sustainability. It pursues itsoverriding 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 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

FS09 Coverage and frequencyof audits 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 all WB projects include the supervisionof environmental and social issues and theimplementation of measures agreed in the projectdocumentation, such as the EIA and environmentaland social management frameworks, resettlementframeworks and action plans, etc. World Bank 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 our business. TheWorld Bank is a Multilateral Development Bankproviding low- or no-interest loans (credits) andgrants to country governments. See FS 5 for detailson our interactions with our 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 our business. TheWorld 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

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FS12 Voting polic(ies) applied toenvironmental or social issuesfor shares over which thereporting organization holds theright to vote shares or adviseson voting.

This indicator is not material to our business. TheWorld Bank is a Multilateral Development Bank,owned by its member countries.

Not Applicableto reportingorganization'soperations