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World BankGmŽis

To fight poverty with passion and professionalism

for lasting results.

To help people help themselves and their

environment by providing resources, sharing

knowledge, building capacity, andforging

partnerships in the public and private sectors.

To be an excellent institution that is able to

attract, excite, and nurture committed staff

with exceptional skills who know how to

listen and learn.

AnJnyAtationsto Share

M - ore than fifty years after the World Bank made its first s

loan, we turn to our partners in development tol help us

create a renewed Bank-one that shares its most

impoltanit resource, its people. _

'The World Bank Group's Staff Exchange Program is essentially a

sharing of staff belweenl the Bank and a partner institutioni, with

particular focus on the private sector. Through it, we lhope to developI. The antswer [to social

long-lasting relationsli ps, foster cultural exchange and enhance the . T

skills of both organizations. 'Together, we can iake a positive tdisequilibriujn] is not just

difference in the global development arena. Ianother series 4f projects,Over the last decade, the development environment for thie Baank's E

ia bit molre money to senidclients has changed dramatically-the private sector has become a

more active, governmcnts lhave become more accountable for their from developed countries to

countries' development, and all the global players increasiTigly rely developing countries .., the

on the capacity to share knowledge and learning more rapidly.Ianswer clearly is knowledge,

Our Staff Exchange Programn is one of the most effective ways of

sharing knowledge across and within our various companies, Ipartnership and opportunity

institutions and sectors, and of fostering cultural change in the brought about by this new

global developmenit communitv. [ a dgaI~~~~~~~~ 1knowledge and digital]

In the end, the almosl 5 billion people wlho live in emerging

economies deserve the benefits that an effective anid competenit global revolution. Knowledge, if it is

development partnershil) can provide. With our collaboration, the properly transfjrred, if it is

Staff Exchanige Program can make this happen. made available to all, gives

the greatest opportunity for41 people to advance themselves

and to progress in the fightJames D. Wolfensoln g

President 1against poverty

World Bank Group

.~~~~

Staff Exchange globaLpartners

ally organizations-private enterprises non-govemnnei tal orga izatio rs, public institutions developmeit agencies from allM regions of tlhe world participate in the staff exchange program. Ouhr list of partners continiues to grow.

Action Aid European Investment Bank (EIB) Suez Lowraaise des EansxAga Klean Fuind for Economic Export-Import Bank of Korea (KEXIM) Sumr itormo Corporation

Development (AKFED) ExxonMobil Swedish TInternational DevelopmenitAgence Francaisc de D6veloppement Federal Emnergenrcy Management Agency Cooperation Agency (SIDA)

(AFD) (FEMA) TAIB BankAguas Argentinas Ficlitiler TractebelAntioquia Presente Foo(d and Xgriculture Organization of the 'Tokyo Electric Po"ea Corumpany (TEPCO)Asea Brown Boveri (ABB) Uniled Nations (F40) United Nations CentLe for RegionalAustrian Development Corporation Tuie Fuji Bank, Itd. De eloprnent (UNCRDIAwtostrade Humtiarn Resources Development Canada United Nali(oics Cihildleres Fund (UNICEF)Aventis; (HBRDC) Urited Nations Development BankBahrain Stock Exchange Inter-Annerican Developrment Bank (IDB) (UNDP)

Bank of England Japan Bank for International Cooperation Unite(d Nations Ecoonoic Commission forBank of Israel (JBIC) Akim a (IJNECA)

Bank of Tokyo-Mitsubishi J.P. Morgan Ulliversitt of ArizoiiaBanqe dle eFrance Kanisai Electric Power Co., Inc. (KEI'CO) 'Vivendi

BP Anioco Keidanren WestvaeoCaisse des D6pots Lalmevei iriternationial \Vorld Conservation Uniion (ItJCN)Canadian International Development Long Term Credit Banik (ITCR) N

2Venzr partners are joini77g the exchangcAgency (CIDA) Macro Interriationial program all the time. This was thefitl! list

Chase Manhattan Bank Marubeiii at the end of Merch 2000.Citibarnk Merck

COMESA Clearing House Mitsui & Co., Ltd.

Corporaci6n tnter-Red Nippon Life Insurance CompanyuCr6dit Agricole Indosuez Nippon Steel Corporation

Daimler-Chrvsler Novartis

Department for [nternational Developiiietit Organisation for Economic Cooperation

(DtEID) and Developnient (OECD)

Deutsrhe Bank-Dresdner Bank Placer Doens. Inc.

Dcutsche Gesellsehaft fur Telhinische Pricewaterhouse Coopers

Zusanmiseisarbeit (GTZ) 2 Rio Tinto

Deutsche Post Saiiisuuiig Corporation

Development Bank of South Africa The Sanwa Barnk Ltd.

(DBSA) Saudi Arabia Monetarv Au[hority (SAM4)Dexia,i Saudi ARAMCO

Dow AgroSciences Scottish Enlerprise

Egyptian Centre for Economic Sitidies Severn Trent Water Authority

(ECES) Shell International

Electricitc de France (Edl') Sienileiis

E nron Societe, Geuoride'I'he Europeaii Baiik lor Reconstruction Stanford L iniversity

anid Devel opment (EBBD) State Ensvirorittenital Protectioii

The Europeani Coiiimission (EC) Administration, China

W.elcnn.eContents

People are our greatest resource close contact through our knowledge- About the staff exchange 4sharing activities and virtual Internet program

T he Staff Fxcliaiage Prograr was insti- coinniunitv.

T ttited in October 1995 as one of [lie TIre skills and expertise exchanged Food for thought 6initiatives for renewal of the World Batik through the program 1no(1 inielucle all sectors

Group. It has a particular focus on effecting and business units in the Batik Gnroup. OnI Share pays dividends 7staff exchanges with private industry. the import side of the program, for example,

The stralegy is to establish partnership there is currently at least one staff exchange Renewed commitment 8agreenrlenlLs arid long-lasting relationiships program participant in eveiy major work

wvith private industry anil other organizations. program agernda or initiaLive. Lessons of disaster 9

bringing their staff into the Bank Group on The prograril has also becorne tnldv

assignmnents and sending Bank Group staff to global. Having drawn only orn th-e Unlited Snail mail wins l 0them. The assignments typically last two States, Europe and Japan for its first two

years. Goirng ori dl assigarrient outside thIe 'years, it has expanded to palticipants and Good e-solutions I IBank is a career development investnrerit for partners in Canadla. Australia. the Middle

Bank Group staff. and the new skills thev East, Asia, Africa arid Latini Amieriia. Protecting nature 12bring back build the mid- and longer-term

skill cnruplenitent of the Bank Group. Moving forward Gender law 13

Thle objectiie is to foster cultural change

arli kimowledge exchanige. ancl a sliariirg of he Bank Groulp continues to build and

people antI talenlt Lo enhliaiice Lhe way we work T sustain long-lasting relationships and Introducing the PCard 14with our clients in the fight against pjeertAy. partrerslhips wsith our partner couipanies

anid organizations. The interest of privatc St

A growing global partnership sector anid other organizations in the pro- Expertise on tap I6granin is growing exptonentiallyE

he first staff exchanges began in We look for these strong partnerships to

June 1996, and aftcr alnrost four continue in the conring months and would Law of nature 18years of operation, we have more tha m s0 especially welcome oppoirtrunities for more

corporate partners in the SEP community. World Bank Group staff to go out on assign- Drop everything 19The numbers continue to grow. As of the ments to our corporate partners.

end of March. 115 professionals had par- Drive for safety 20licipatedl in the pruJgrani, 39 from the /

Willd Batik Group and 76 froml our part- - Dialogue on dams 21ner organizations. Paujlirne B. Ranriprasad

Of these. 74 are on assignments now, Mantager, Stall Exchange Program Rewiring finance 22and 41 are alumni, witlh whom we stay in . World Bank Grouip

End of the mine 23

ink pp~~flOG&L Knowledge exchange 24

China's environment 24

NjE _ ' > s t a j5 Partnership with the IDB 25

Moving on, moving in 26

li TW ¢ /Corporate greetings 26

SEP staffYaprak Gungor, Regina Austria, Marian Lewis, Poh Hoi Herley, Cover illustration by James YangPauline Ramprasad and Ceci Barlow.

Abot heStaf xcang Pogam

ur goal is to reduce poverty and j 4O improve living standards byC )promoting sustainable growthand investments in emerging economies. Over its more than 50-yearWe provide loans, technical assistance,and policy guidance to help our developingcountry members achieve this objective. hi.story, the Bank has become b

Our group of institutions includes:

, The 1nternational Bankfor a global partnership in which,SAnS] Reconstruction and

~""7 Development (IBRD). Foundedin 1944, it is the single largest more than 180 countries haveprovider of development loansto middle-income developingcountries and a major catalyst joined together jbr a commonof similar financing from othersources. The IBRD funds itselfprimarily by borrowing on purpose: to imnprove theinternational capital markes.

The International Development quality of life for peopleAssociation (IDA). Founded inIPDA 2 1960, it assists the poorest t tcountries by providinginter- ihrougl0ou the world.est-free credits with 35-40year maturities. IDA is primar-ily funded by government con- 7tributions.

T The International Finance

S lFC +n Corporation (IFC). Supportsprivate enterprises in the

FlSKCt developing world through the

provision of loan and equityfinancing, and through a rangeof advisory services.

The Multilateral Investment

NIXA Guarantee Agency (IGA).

Offers investors insuranceagainst non-commercial riskand helps governments in Over our more tlharn 50-veaxr history, we nerships. The SEP Manager is the col[actdeveloping countries attract i have becorre a global partershiip iii which for advice and guidance oni the process.foreign investment. more than 180 ctouintries have joined The steps to estallish the partnership

The International Center for together for a com)rmon purpose: Lo irmiprove agreermienTt follow.The ntlenrnatiofInvestmenterfr the quality of life for people throughout the WVe agree with your representative on-{T>. the SetletIvmn i world and meet the challenges of suistain- the nmutual objectives to be gained t1roughDisputes (ICSID). Enco)urages | able development. the staff exchange partnership and oIn thethe flow of foreign investment skills needs and developmental OppOltUni-

to developing countries X Establishing SEP Partners I ties to be gained in each assigonienit. (Note:

through arbitration and con- The SEP Office is ouir focal poiInt for It is niot necessary for boLh parts of theciliation facilities. i establishing anid iaintainiig these part- exchange to take place at the same timen.

I

Eithter process can begin first and the exchange, diversity, and a sharing of Skills and Expertiseexchange completed at a laLer date that is people and talent with our global devel-

convenient for both organizations.) opment partners. AccountingIn all exchanges of staff, the host organ-

ization specifies the job description and /or Achievements Agriculture/Agribusinessterms of reference for the assignment. Since its inception, Llhe Prograiii has suc-

A search is conducted within the spon- ceeded in providing external skills develop- Auditingsoling organization for appropriate candi- | menlt opportunities for more than a hundred Compensation

dates (sponsoring organizations will idenLi- talented professionals with a variety of Corporate Planningfy antd nomninate individuals who have l skills profiles and expertise.

maintained a consistently strong perform- Economicsance record). The World Bank Group and the Education

The sponsoring organizaLion forwards Private Sectorappropriate staff profiles or curricu)la viLae A revolution in economic management is Energy/Power

(CVs) to the host organization for consider- occurring thlroughout the developing world. Environmentation. j There is global consensus that countries must

lndividuals who are nominated will be J foster ani open and stable economic climate External Affairs

asbebsed by the host organization and will that encourages entrepreneurship and com- Finance

be interviewed before a decision is made. petitive private sector activitv. A "mnaiket-

The receiving organization selects an friendly" approach to development is widely General Services

individual to participate ill the Program. |viewed as the basis for economic growth, HealthOur Staff Exchange Prograni Office will technological progress, and job creation.

discuss and agree with your representative 'l'he private sector can help to make Human Resources

on cost-sharing arrangements. economiiies nimble and responsive enough IndustrThe partnership agreement is finalized to compete in today's fast-moving global Y

and signied by both organizations. These markets. Moreover, by relievirig govern- Informaticsagreements contain details of the assign- ments of excessive responsibililies and Information Managementmnent (clear expectations on work program, financial burdeins, the private sector can

terms of reference. perfornance evaluation play an important and complementary role Investmentprocess, inu(iuonLioi, Lraininig, etc.): adminis- in reducing poverty and securing sustain-

trative idifornlnatioll (duration of the assign- able growth. We in the WTorld Bank Group gmerit, leave, relocation. etc.): and financial have been instrumental in: Nutrition

details (which organiization pays for what). * llelping our member countries with Organizational DevelopmentThe participant joiins the host organiza- reforms aimed at opcning up trade, mak-

tion for the start of the assignmenit (thle ing prices realistic, and dismantling and Learning

duration of an assignment is typically up to state imioiopolies which stifle individual Populationtwo years, with an extension of up Lo a thlird enterprise.

year if both organizations agree). * Investirig ii infrastructure transportation, Private Sector Development

The participant returns to the home t telecommunications, anil institutions to Procurement

organization at the end of the assignment facilitate busirness activity.

and applies the new learning. * Assisting attid advising oni over 200 priva- Project Finance and

tizalionr-related operations involving GuaranteesProgram Objectives nearly $25 billion in loans.

* Develop closer partnerships and long- * Providing more than $12 billion in Public Sector Management

lasting relationslhips with other organiza- financing through the International

tions operatinig in the globaL develop- Finance Corporation tIFC) over the last Social Scienceinent arena. 30 years to more than a thousand private Telecommunications

* Elhance the professional and technical companies in the developing world. Transportationskills and expertise of participants (both * 'hrough the Multilateral Investment

ouL staff and those of partner organiza- Guarantee Agency (MIGA), offering Treasury Operationstions) through a variety of learning and j insurance against non-comnmercial risk

skills development, opportunities. g in order to encourage foreign investment Water and Sanitation* Foster cilttiural change. knowledge in the developing countries.

Food fbr thought

Tv wlve nationalitics all in one :[he TIursdav munch is not confined to firm. I canic to America froni therooni? Notillg unosi "al for [lie current participants ii tlie exchaiige pro- Philiippines arnd L'iii workirig on loiniiig

T 'A`X'V\orld Bank. But a senior lnwyer gram. Plenty of aliinini drop hy to keep in restructuring in Poland(l and Rornania."addressing bankers, informatics specialists. touch. The Iilix of old and new at a recent Chris wins that week's global div ersityhirniaii res(oorces people, niiiriig engineers lunch was just business as usual-aniiong prize, bult he had plenity of ioiinpetition.and a dlozei other professions on the intri- the attenduants wcre Moon Banig. who haileacies of world trade negotintions and the arrived from Korea two d.avs earlier to startSeattle protests? Add one more ingredi- his assignmnent at the Bank, and Sclinaent-a tasty 'l'hai vegetable stir-fry-and Shumn, who has vworked at the Bank for 20this can orlv be the Staff Exclhanige Years. anld svas harrying to get ready for lerProgram's bi-weeklv Thursilay knowledge- 2 0 -vyear service preseiitation Iiv Mr.sharing lunch. Wolferisohir that eveniirg. Raj

For about an hour and a half everv other Soopranimanien. the speaker of [he lay, rep-Thursday. this lunch is the exchange pro- resented the middle groind. coiieeding that -Ugr-am in iminliature, represenling our whole he was 'relative]y riew to the Bank-I'veIinissioi(: it brings together people wlho have onily beeni here ten years."all sorts of backgrounds from all over the Diversity of experience is nothiiig%Norld. lets theirl pool and exchange their strange eiLther. The lunchers, wearingrernwrkahile dliversiti of skills arid experi- nlarnetags vitli the Share logo of the Staff -. . - *

cnce. arild exposes everyonie to new idcas- Exchanige P'rogram, introduced themselves - ..

and niew perspectives on old i(leas. Tf there to the gathering at the begirtimmig. anrd Chrisis anywherc y ou can actUdllyv see global Sheldlon's contrilmiil i rai: "'m an*relationships forming, this is the place. Australian working for a Canadian mining

Where global relationships form: the attendance at a recent Thursday lunch. The speaker was Rai Soopramanien, far left, below.

...Sha.re.. p.ays ..di.vi.de.n.ds .. ....

President's awards Retform Tcam. He i. an informatic spe- capacity as adviser to Peter Woicke and

cialist orn staff exchange froom Siemens AG Nemat Shccfik, Tioalcbb as head of task

T he Staff Exchange Program is not only lo Telecommunications and Informaties. forces on advisorx services and on partner-

T of great berncfit to the Bank Group and His assigninents onl the staff exchange pro- ships an(I outreach activities, as tansitioII

its partners. it is also a career investment for gram include advice anid suppolrt for the team leader for the IFC/Bank integration

parlicipacts. These aivards and promotions design and procurement of itilccOrrcation effort. and as secretary of the Guaranteeshow Jusl clhat a good return o(n imivestinent tecchniology components in pciblic manage- Reviec Comlimittee.

the program offers. ment related projects and for goverinieit

initegrated financial management systems.

:R6rnuflr is also a c'oe tean inieriber for thef l instittitorical Iehocrici j project in Bolivia.

ACTIONAIDO Sar$ & llr If y cl mvacit ccecv thIiiiking on partnerships,

Michael U. Klein was recogrized for out- LAHMEYER m who better to icrovide it tliani a staffstanding peiforniatzce iri SUPerkision as part INTERNATIONAL excliange alumnuos? Nigel Twose lias been

of the President's AwM is fror, Excellence for appoicited manager of the Business

1999. In a letter to Michael. Sven Sandstrocim Aucelio Menendez, an alumnus of the staff Partnership and OutreaclI Group set op on

and Shengman Zhang. managing directtors, exc'haccge progranm. received a President'rs the recommendatio n of the task force stidy-

said: "'Your personal contrihntion has beeci Award for Excellence ticr 1999 for his cork inig the Banik Group's efforts and objectives

singled out bh managers and colleagues as on the Railway Cmccccessionicig Groiup. in reaching out to the private sector and set-

having had a ocajor impact. Your acconi- Arelio is a tranispcrt ecuocnociiist. aid his staff ting up partnerships. Nigel, who caine to

plishinent sets an important example tc your exchange was to L.ahmeyer IrlteniatLioial [he Bank in 1i997 on a staff exchange

colleagues throughout the Bank." Michael GmbH in Cermciny, fronrr (Octier 199? [ci assigniienit from Action Aid in the UK, will

aiccl his teacci cieinibers were recognized for August 1999, providing strategic anti techici- carry primccarv responsibility fccr the articu-

their swork Otc ice Mexico lifrastructure cal advice to the dircctors of the transpoit latioci of a straiegic visiOiI hased initially on

Privat izaliocn TA. divisionj, managing key transport projects. the findings oif the task force and will pro-

Michael is a World Bank staft icienibe acid preparincg strategies and documentation vide leadershiip in the developmecct of TWiW

currently on a staff eNchaoge as.sigciccier as fccr pronspLccive business opportunities. models of private sector partnership.

Chief Economist at Royal Dutch Sheh1. He

was recentlY appoinited dilcector of Private

Sectnir Advisory Services ini the Woilcd

Bank/IFC. In his position at Shell. Michael

advises on worldwide ceonaicre develop-

menLs and industiy issues. such as structural

sllifLs irc Lihe gas anid electricity miarkets.

A n alumnus of the staff exchanige pro-

Algram has heen appointed director ofthe Project Finance and GuaranteesDepartnent. Michel Wormser, who joinedthe Bank as a 'Young Professional in 1978,

SIEM ENS tic SLoSici6t6 Genccrale in 1996. spendingthree years as director in its project finanee

Romulo Ledon receimed a Piesident's departliment for power projects. On his

Awarc flior Excel letcce cr ihis ccoiciribc[icic returti Lo the Batik in 1999. Michel held a

tc t(ie Guateniala Fintanicial Management numbher of positions 4f responsibilitx in his

A sense o~f renewedcomtment ___

A whvy adin I here? I come from Briefly, the aim of CDF is to support and)& rIBBiitairi and have always been encourage uiew ways to approach develop- |

iDtereted in the problem of met CDF is a miieans bv which countriesdevelopirg countries. This is partly because I can iiiariage knowledige and resources towas lucky enough to grow up in, or visit as a design and implement cffective straLegieschild, a number of them: Algeria, Djibouti, for economic development and poverLyEritrea, Ethiopia, Jorlan, Kenya, Lebanon, reductioni. Cenitral to Lhe process is this: A Iand Syria. That experience engaged my inter- country prepares a long-termn vision throughest so thoroughlv thlat I studied development a participatory process of naktional consulta- and external assistance agencies. It encour-politics and economics at university. Theni tion, balancing good macroecononiic and ages carefil coordination of efforts so thatI had the great good fortune to ce able to pur- financial nianagemenit with souii(l social, financial flows and services are used cffi-sue my interest thboigh ncIy work. I came to structural, iad human policies. The coun- ciently and coherently anid take advarntagemly staff exchange assignment at the Banik try's vision needs Lo incorporate the dynam- of synergies among developminent panlners.fromi thle British Goverment's Department for ic lirnks within and between these elements Moreover, as the irnterniational communityInternational Development (DVHlD). and must be focused on outcomes related to has increasingly come to recognize, part-

In the mid-1980s, I spernt two years in the international development goals-key nerships and the coordination of efforts canthe office of the UK Executive Director for targets ideiitified in U.S. conferences and improve a govcrnment's capacity to nilllagethe World Bank, so I expected to fit in pretty elsewhere-shown in the box below. foreign development assistance.easily wheri I caame to the World Bank in CDF is n[ot a blueprinit; it is a voluntary Within the CDF' Secretariat, we arc slup-September 1999. Irn fact I suffered several process. Each country mlst determine its porting the efforts by Bank country teanms Loshocks-stlrting with the very private-see- owII priorities and plograms and how to help governments carry these principlestor-oriented nature of the staff exchange. I implement them. To ensure the most effec- fonvard in a pilot group of countries:also found the Bank to be a much more tive use of humiiani and finanicial resources, Bolivia, COte d'lvoire, Domimiicandiverse organization than Dt'ID, with differ- CDF emphasizes partnerships between gov- Republic, Eritrea, Ethiopia, Ghana, Jordan,ent parts of the Bank having more distinctive ernment (at the national, state, and munici- Kyrgyz Republic, Morocco, Romania,*'flavors" than one finds in the rather hiourrog- pal levels), civil society, the private sectoi. LUgauida, Vietnam, West Bank and Gaza. Forenized BriLish government system, which those who want to know more, I reconiueji(iDFID tvpifies. Thiis was a useful reminder to thie following external and internal webmue that the Bank's culture was unique and pages: (http:/www. worldbank.org/cdf)sonmethiing I needed to learn about, rather .. and(http://wblnlO23.worldbank.org/CDF/cthan make assumptions (which is true for all .. overnsf/HomePage/l?OpefiDo(iururient'l.organizations, of coulrse). Ihis has been par- Six months into my seconduiterit, lett metictlarly relevant in my work as a meniber of offer two observationis.the Secretariat for the Comprehienlsive E Like rnany others, bIy the mid 19'9ts IDevelopment Framework, or CDF. felt that the (ievelopmenit process lacked

T'he maiii challenige I faced initially was direction. Jim Wolfensohn has givein theniiobiliziug for thle job. With a target date of . E - Barnk a renewed sense of purpose, with hisSeptember 1, coy family and I ended up with i a - .. recommitment to reducing poverty thioughtwo weeks to pack up anLd let oiur house in 9 the framework of comprehensive develop-London, imiove to Washington, and find nrent. At the same time other agencies,somewhere to live here. Wve managed it i inclding DFID, have been rediscoveringsomehow, hut it inievitably meant we spent i their purpose. This staff exchange is anrnither longer in hotels than we would have .opportunity for me to support those ellortsliked. But we had help-both from the and to help bring the agendas of Lte Bankinvaluable SEP staff and from a colleague I .E a 3 a E and the DF'ID together. It is enornniulslywho introduced me to the Banik's bulletin |i 3 exciting to think LthaL I cali contnriute in aboard. The bulletin board saved our lives bv E small way to this challenge.ttrning up a house to rent and a car to buy. CDF is about partnership, amnong other

Since Jim Wolfensohn, the Bank's pres- lu1i 5U things-about ageiicies workinig together withident, laiunched the Comprehensive - mutual tiust, respect, and understanding. ForDevelopmcient Framework in Januarv 1999, both DFID and the World Bank. hou, bettermany words have been written about it, not - - . to create such trust, respect, arid understandall of them as clear as iiiight be hopcedl. ing than by exciangciig stqf

I

E108 ITMBOX : 129F100 RESPUN : HRSSEF270 STAT : PENDINGD400 MSECT : MX MultisectorD410 SECT : MH HD

il-earDingfronth-esurxivor sofdis

came to the Bank onl a stall' eX1 llallge _

assignment from Human Resource

Development Canada in NovemBer Dare Prokopetz

1999. 1 am a Social Protection Specialist in Depm-t C-an,

the Huimani Development Network, and my . Affi,a sAdviser

time is split betweeni tihe Eirope & Centiral_

Asia region and the Middle East and North -

Africa region. My expertise is pnmarilv in

active employment programs.On1e of the higgest differences orki a

with the World Bank is, the, sense of.

urgency. The Bank's mission statement ;

about striving for a world free of poverty is,

a powerful driver and many people swho

work for the Bank take it to heart. My first

rinssioin diove this house.

Less thani six weeks alter nsy assign-

riment began, my designated mentor, Dave

Fretwell, decided that the best way to learni

was by participating in a mission. Thie rmiis-

sion was a mid-term review of the .

Enmplovment and Training Project with the

Turkish Employinerit Orgaiiza1io5L. Smh a =

mission in itself can be demanding but wc The devastation in earthquake regions in Turkey made me realise how aid workers

had the added task of shifting money from| must feel: so much needs to be done, and you have so few tools with which to help.

one component of th)e loani to a temltorary

commoinity works program fur those aieas Several fireb had recentll swept through been out of school for several months and it

affected by the recent earthquakes. other tent camps, killing some people. She looked as if he would miss the entire year.

We got to Turkey, pui int a loligli week's tolmeshe had sold her last asset-a wash- Feeling that I should try to do something, I

work-then spent the weekenid in the eartlh- j rig imachine-and bad notlhing left. She gave him some money to go out and buy

quake zone. 'We left at 5:45ain Lo try Lo reach asked inle ehaL tlhe World Banik would do to books. He refused to take it. Ile said he was

our first appoinutment aL 8:00 il Bolu. 200 lhelp her. I did miot know how to respomid. isot poor and many people were much worse

kilometers a+wa-y. Our purpose was lo ruleeL I lbave traveled extensively throughout off than him. When I persisted, he took the

the governo(rs, mayors, an1(d einployinerlt Lthe developinlg world and have witnessed nmoney and said he would give it to someone

office staff of the eight provinces mnost affect- considerable pain and suffering but nothing imore iri nieed.

ed by the earthquakes. We wanted to get I like this. Although estimates vary widely. When we g(ot back to our comrlfortLable

their ideas on the temporary community about 3.5,000 people were killed. hotel in Ankara T was bohoi relieved atS1d sad.

works program so that it would not be cum- Each of the eight provinces we visited I know a little bit now about how aid workers

bersome to administer and would get people over the next two days were much the same., nmust feel. There is so mtuch thiut needs to be

back Lo work quickly. with varying degrees of destruction. The cdone and vou have so few tools available to

Bolu was destroyed. Most of the survivors director general of the Employmcnt Service help. Nevertheless I try to focus on the posi-

were living in tents. and government services Iwanted us to experience the plight of the tive: the experience helped us properly

were being delivered from hastily set up people as much as possible so he arranged design the temporary commuiiity works pro-

offices in tents. The first facility we went for us to take some of our meals in the tent gram and will undoubtedly help some people.

througlh was a hospital also housed in a tenit. canips. Wze ate the same nieals as the sur- I feel extremely fortumiate to have this

A mani who was very ill was being brought vivors. Under the circumstances, the tent opportunity ti work at the World Bank. I

inito the hospital and a sick baby was crying. camps were quite orderly. Over a meal of know that the things I have learned will

The hospital was not equipped to treat them, chickpeas and couscous. l sat beside a boy help me improve the way we do things when

As I was walking through a camp, an of about 10 years old. Through an inter- I return to HRDC. Life is rcally just a col-

elderly woman told me that her husbanid had I preter I asked him how he was affected by lection of experienees and the way I look at

been killed and her house destroyed. She the earthquake. He told me that while his it you might as well collect some interesting

was nut able to keeti the tent dry and was house was severely damaged his family sur- ones. Working at the Bank is one such

seared her gas hcater might catch fire. vived. His main concern was that he had experience.

I

The.race is nt lays t±Lewi

eing a postal expert is lot easy. I services arc being offcred by cutting-edgetB Wh cares about snail mail in the postal coirnparlies-such vcaile-added ser-B age of the Internet?" I am asked vices as fulfillment, contract logistics, mail-.'Why support a sunset industry?" Mlost of ' room management, direct marketing ser-us take our heavy use of postal services for vices, one-stop shopping. '-letter shopping,"granted, so lorng as our letters arrive, and and intelrnet-relate(d services.they usually do. Posts mlay appear to be the Opportujnities for supply chain manage Deutsche Post 9forgotten siblings of telecommunicationsl ment solutions-integrating phvsical. infor- Ibut look at [he figures: postal services con- mational. and financial flo;ws-go far j portalionk and delivery networks for"the lastvev niore thail 500 billion pieces of mail a beyond A-to-B postal deliveries. mile." The branch office can also bc uLsedyear and volumes are still growing. More The postal industry is a critical part of for public phone and fax services anc pub-tliani 6 million employees worldwide pushl moderii infi-astructure, essential to econom- lie Internet terminals. Postal sersices are athe envelopes and parcels, and more than ic developmenit and poverty rethiiction. Mail natural springboard for colnectiiig people650,000 postal offices form retail nietworks I ordner, direct marketirg., and other subsec- to the information infrastructure.second to none. Massive postal investmenits tors depend on reliable postal services. Postal services are indispensable to($70 billion to $80 billioniannoalxk) support Without these mail-intensive industries national and interniati(onal infrastructures,entire industries. piovnidirig the platform for communicattionis

Postal business significantly affctts; l and the conditions essential for induistiialeconomic and social development and will development. But postal services oftenino doubl conrtinue to grow, even in the most We like ,i!rtufal shopping; bitt d o'i work smoothly because of poor quahi-advainced economies. We like virtual shop- i of service, low productivity. aiid lack of

ping but the goods we order niust be real the goodis we order are real, customer orientation. In itiarnv countries,and they conie in boxes sorneone has to g lobal postal services lose monev. The clhal-deliver physicallv. E-corrmmerce (e-tailing) and conze itn boxes sormeone lenige is to tLaiisforrni inefficient subsidizedis pushing lit) postal traffic especially tra- public agencies into self-sufficient, mirket-ditional farc el business. chts lo delitVer. oi-iemlteml businesses.

Tlhinfgs have changed rapidly since the l 1 The Bank has several ongoing postallate 1980s. The postal industrn is being 5 i projects amiil many more in preparition.rapidly, mIassively transformned all over the lsupportiirg policy reforn, private s;ectorindustrial world and in parts of the devel- I miiail volunie can't achieve the critical mnass l partie ipation, and operational imiiprove-oping world, with policy reforms, new legal j and economiies of scale needed to sigiii- ii rrierits. The most significant developlmlentand regulatory frameworks, conipichelssieis cantly improve operationis and, in a vicious opportunities include: increasirig the rolemodernization programs. and efforts to circ (le without those operational improve- o f the private sector in postal services,improve market orientation custom4eo uieriis such indlsi ries won't emerge. investing in technology (especially TT),focus, and quality of service. Newv entrart.s, Indfiistries such as banking and insurance l integrating postal anid Lelecoii c omponentssuch as express and courier senvices bave rely heavily on good mriail sen-ices. in comprehensive infrastruectire projects,changed some rules of [he gamnme and offer The postal retail-outlet network reaches and developirng nev inromiels for piublim:-pri-custoniers rnew options. ouit to almost everybody and is the only net- vate interactions.

Mail volumes are still growirig even in xwork available more or less all over the E-conimeiei reqluires reliable delivetvcountries with highi peaetratioi rates in nexs country. anid pick-up services, which only the- posttelecom media, conmputers, and Internet Financial services account for rouglily cail provide ountrywide The post caim alsoconnections. Indeed, it is the "newx U.S. 30 percent of all counter transactions in i oller trust t cnter funttions, paymielit rains-consumrer (accustomed to using high-tech some postal branch offices, which often actions (often a bottleneck for c-cornmmrce),media such as fax and e-mail) who sends offer the only banking services available in sites for public ini[eiriet terminals, and aand receives the most mail. And growth remote areas. vehicle for mailinig protiiotional materials.potential is far greater in the developing I It is not a zero-sum game. 'Telecom ser- Operatiouis [liat help iultegrate postal se-rvic-wrorld( where direct marketing has vet to vices don't just substitute for mail; they push es withi the rest of [lie iniformnatiori and con-(levelop. Htouseholds in OECD countries up mail volumes. Postal services provide munications sector can help reduce pover-receive several hundred letters a year, in access where no telecommunication exists ty strengihen irnfrastructure neededl forrnaiiy (levelommirg countries, they receive and interact with other media in mutual '. industrial growth, and integrate tradiliorialfewer than ten. I support. Hybrid mail brings information i mail and deliveu-w services with [lie ries

Beyomid postal "bread and houtter" husi- electronically close to the customer, prints I Internet economy. Postal projects can helpness (letters. flats. and parcels) rmarii nex t it, and takes advantage of local postal trans- ' bridge the digital divide.

1.-sotutions-in-managn oilrs ___

M any believe the ac'celerated horzoiital integratioi all social ser.v ices pro-Mdevelopmcnt of information and vided in ari enitire couiiLty'i social protection

conirniiiiations technologv system are available in onie place. Horizontal Knut LeiroldSije-ee Busies Servces

(ICT) is increasing thle gap between the integration allows someone in the froiit office BLsInsssmfleve.opmee

world's 'haves" and the -liave-_ots.- But (specially trained for the job) to manage all -Iasger

TCT can also be used to manage social risk. the dif'ferent social (and perhaps othei) ser-

ICT is no lotnger just hardware and soft- vices fojr onie citizen vvith the help of an inte- SIEM ENSware. and e-commerce aiid e-government grated ICT systeili. Ileally, citizens could go Iarc no longer foreign vvords. Nowvadays to one office to look for a newk johls. calculate able electronically in public places.

electronic services and solutions needed Lo their estiniated pension payments, apply for Providing access to lots of differet

control and speed up complex commern ial social assistance. banid in their tax forms. kinls (of information, services. and transac-

and administrative processes cani also he register a new can gel a new passport, andc tioIIs at tihe same place. saves evervone

used to improve piublic interventions that I track down all sorts of public informatioln. tinic and effort: government staff and citi-

are part of social risk rinaiiagenient. Iluge anmouints of iniformtatioii are avail- zens alike. And resonrce sharing among

Using personal computers, ageiii ies cani able onlinc. You can calculate how nmiiih governmental institutions will reduce costs.

enter the personal data of job-seekers as vour pension income will be if you retire aL H owever, qualified. well-trained staff

well as that of contributors to (and henefi- (paid well enough to stav, rather than leave

ciaries of) unemployment benefits or old- 4 for the private sector) and a commitment to

age insitrance, for example. Automated sys- , strong ntlamuagetinent are critical to integrat-

tems can match job providers and job seek- hi on e office vou' 1 be albIe to ed ICT systeiiis. And sharing resources

crs. ICT can automatically retrieve and 1 requires consensus and coordination wvith

archive individual work histories and con- look br a job a Jor social am1 between organizations. Will gmJverii-

tribution records. Multimedia sy stems can niental institutions agree to sharing cosis

facilitate the information-hanldlin"g usefiil aItlSistance. pa t[axes, anid c(pllally or should they be charged based oii

for job counseliilg and vocational trainiiig. the quiaiitity or quality of services?

Cycles for technological iniiovation are so register iour car. The more esseimtial ICT becomes to gov-

short and so inany sophisticated automated ernment-provide(d social serv-ices and the

solutions and systems are available that ICT moore it ncicourages an integrated approach

may inceeasingh, drive the integration of to delivering social services, the greater the

administrative and( operational processes of 62. 65, or 70. for example. YlOu c-an lear i role it will also play in social risk niarage-

social protection inistitutions. ICT encourages how much you have in various aciounmts. i meit. Integrated ICT systems can be used

the re-engineerimg of business processcs, whether you qualify for henefits, what ben- lto providce a range of social sen ices to

including the vertical and horizontal integra- efits are available to Voul. and how Lo fill reducc, mitigate, and cope with social risk

tion of social service deliverv systems and the gaps in your social insurance coverage. through a single interface.

organizational restruetLrisig of social protec- But citizens can access information arid i Moreover, since the ICT-based delivery of

tion institutions. It also operis tlhe dloor to the I social services electronically only if they Iser%ices almrogugl iitegrated channels will also

electronic delivery of some soc(ia] servtices, have access to a device at the user's end. Itend t(o integrate miiarket-based services, such

Traditionally, social protection institu- I Anld iii most of the Bank's client count-ies. I as computer-based rlaininig, financial ser-

tions are structured by function. In a laliol I few people have access to personal comput- vices, and insurance services, IC'f will also

office, for example. there might bc divisions I ers. To reach those at risk. governments must j make the integration of imiarket-based and

for registration, retraining, job placement. diversify channels for (delivering electronic government-based service ileliverv niore

career counseling. and unemployment services. They iiiight, flur examriple, usc self- likelv. And coiumiinity-based activities can

clainis. Moderni hardware. softwarc applica- Iervice kiosk systems, interactive voice be integrated into ICT systemns Lo infoni peo-

tions, databases, and ictweorks facilitate the ! response, inileractive television, or screen ple about and help provide conimunity-based

initegration of functions. By helping change phones. Self-service kiosks imistalled in pub- social risk management programs. The use of

traditionial social-protection organizations lic places woull allow real-tiunie access to ICT could facilitate the integrated lelivery of'

into process-oricnted organizations. an infonuialioii throughi the Internet or other net-, an adequate mix Of services across the whole

integrated ICT system allows one in5titution I works. SmarL cards- with personal identifi- ispectrum of social risk irianiagemeiit.

to offer all its social sc-vices through a sin- I catioil iiumibers or with face or fingei-print Technology chaiiges so quickly that we

gle interface with citizens. 1 recognilion-could eiisure the security of must develop and transfer technology to

ICT vertically integrates an organiza- personal irifioruiaLion amid Lradisactiomis. Call . poor countries if we want to keep Llem fronm

tion's services when all that organizations j ce ters with Loll-free imnibers and lnternct falling further and fuLrther behindl the

services are available in one place. Wlith cafes coiilml alsos riake social services avail- advanced economies.

I

PRtectidngnature in partnership

c e utic'le this inaugural issue ithe advancement of' international environ-of the Staff Exchange Piogram Imental agreements and conventions. We

V V magazine. whose aimz is to fos- share with UNESCO, responsibilitY forter institutional partnerships. One such part- implemeniting [lie Wiorld Heritage systeiri;nership. that between the Wot-ld Bank and iUltCN is responsible for natural Worldthe World Conrservationi Unioni. has flour- Heritage siles. Together wilh the TRAFFTCished since its beginning in the 1490s. iNetwork (a WWF-IUiCN wildlife tradc-

The World Conservation Union was the monitoring partniership) we provide soundwvorld's first internlational environmental scientific advi(e to the parties to CITES * Knowleodge managemtiernt and capacityinstitution. It was founded in 1948 by a small ([he Conventionr on Interniational 'Irade irl buihlling.groulp of farsighted thinlkers, govefiiienits, Endangered Species). * Laa% and policy.and nionigovernmentaLl organizations. IUCN has 42 offices worldwide, with a * Staff exchanlges and executive training.Originially called the Inrternational lInion for staf' of about 1,000, onlv 100 of whomthe Protection of Nature, it was later renamed wvork at our headquarters in Gland, Much is happeninig ini all four areas.the International t niion for the Conservation t Switrerland, because of the drive to For our purposes, I'll focus here on raxee-of Nature and Natural Resources (IUCN.i decentralize that began in 1994. ujtive traiiitig and staff exchanges.'To(lay. it is officially called thle World F'or several years. IUCN staff mllelltoersConservation TUnion. hbtl is often referted to 4( have been invited to participate in theby its old acronym. Its vision is a jiust world Bank's Exeeutive Development Prog,ram.that values and conserves nature. Our partnership wtih the In 1999 alone, fouir ILCN managers hienc-

In a unique world partnership, IlCX fited from the program.brings together states, government agencies Batik links public inistitulwins Recent participants in staff exchanges(for example, minlistries of ensvironmenit, and cross-appointments immclude Hatis E.Iorestriy agriculture, foreigni affairs, and the and cuivi society to the Berggren, Humiian Resources Adviser. HRinterior), development assistance organiza- Vice Presidency, the World Bank, wa.> for-tioris, anid maniy kinds of ioiogovernniental i benefit of the enrironnient. necrlv IUCN Director of Humrlarnorganizations. Our 957 instituitiornal miemllm- Resources; Charles Di l.eva. diiector ofbers inclfale 78 state mriernbers, 101 gov- i UC TIJCN's Envirotimlental Laaw Center inernmeniL agemcies. 732 NGOs. and 36 aflil- Bonin, was formerly senior counsel ilL theiates. In addiliorn to its instituitional meim-n Thle etironnimetital aild dievelopmneut Batik's E viro-itmmental aiid Interriatmonilhership (its "governimenit pillars" aiid objectives, emibhraced by both the Banik L Law Uii: Rachel Ky le. senior specialist"NC() pillars"). ILUJN has six technw ic and lUCN, ])rovide the hasis for a produc-I to tLie IFC/MIGA Compliance Adviser!voluntary commissions, to which 10,000 tive partnership arild joint advancement of Onibudsman, was previously a policyoutstanding individual members belong. best practices and knowledge. In March expert with IT CN; and Felix Haibach. aThese members include scientists, environ- 1 199.a IUCN signed an aide-memnoire with German Governlment-financed young pro-menital lawyers, and other experts from the Bank that has led to significant joint J fessional, spent part of his assignmetit atrinore tlhani 180 iountries (inel aditng staff i policy-, program. and project activities as lthe Bank and part of it under our parltier-f'rormi the World Bank anid the Global well as grass-roots consultation. Based oi i ship agreement with IUCN iii Gland. 'ThllisEtixironmrntal Facility). Our netwvork fos- this positive experience, in June 1999, experiment was so successful that tlieters the advancemmient of knowleike in the thie two institutions re-affirmed and German govermiment has indicated itsfields of biology. conscrvation, law, co- strengthencd their relationship by signing readiness to support further such sharednoinies, and the siocial sciences. ,a omemoranidum of understandiiig. I young professional arrangeients.

fUCN's network is field together bv a The sigrnatoir for IUCN was its direc- I The ItCN-World Banik partners;hipstronig sense of purpose and a belief that tor general. MIaritta Rogalla von brings together two institutions that arekniowledge and science are essential to our Bieberstein Kocb-Weser, who tvpifies the I similar in some of their environmental andenviionmnental mission. Through our net- 1! kinid of lasting global partnership the social objectives bit distinctly iliffererut inwork. we lhave developed a classification Bank seeks. Maritta joined the Rank in j ternms of stakeholders, governawce,system for protected areas anid lave pro- 1980 and worked here for almost twenty e expertise, and ouitreach. It is a partner-duced guidelinies for their effective man- years. The memorandum shc signed with ship that bridges the worlds of publicagemcnt. We enc(ourage the dissemination, James Wolfensolh highlights the follow- I institutions anid those in civil societv, toof lessons learnied in governance, policy- uing areas of collaboration: the benefit of global cnvironimenital wAork.miiaking. anid itistitutional approaches. We * Forums, stakeholder consultations, and It is an exaniple we encourage othet s toprloonote systeniiie improvemiienits, such as . mediation., explore and follow.

I

_.e[n1erJainfrrXeaLworll

T_ he World Bank's Millennium 1 mines the extent to which the beneficiariesProgiam illuminates the niajor of a certain law take advantage of it. So.

* challeniges of global poverty. here we are faced with a situation with Leslye OrMi.aUni--roy ofAr-o.-

Nowhere is this realitv iore acute thain in dionors l aboring in tandemn with govern- Assona Professor of Law

Africa where a majority of women live ments and NGOs to stimulate the passage PH F

below the poverty line. In the wake of i or amendment of gender friendly laws. The I UNIVERSITY OFefforts to contain the massive challenges of needs are daunting, but they keep at it and ARIZONAglobal poverty. much emphasis is being z actually register some success. which they

placed oni tle transformiative potentials of coiipleimeiit willt IE. outreaclies to woileii womien gave substance to the resoundingthe legal sector. The Gender and Law that strike some as apathetic amd hopeless- suggestion that poverly is the worst culplritProgram was established in response to a ly culture-bound. ini gender violence. Ilow then do wefinding of the Special Program on Africa Picture a dilapidated market square in address this issue. What is the minimumthat gender-sensitive legal and regulators the outskirts of Kampala where women Vet of conditions necessary to enhance thereformn was imperative for efficient and sus- brave excruciating circunistances Lo eke > responsiveness of geniler aiid law initia-taminable developmeint. (Ht a living. The development conuouoiity tives to the needs of woment? It is in shift-

Uponi undertaking this assinnment in lihas come to the realization that domestic ing from an episodic to a systematicthe fall of 1999, it dawned on inc that the approach that the beauty of the humanonly way to begin to understand what was;; development orientation comes to light. Ainvolved. let alone do justice to the terms of radia al strategy for eradicating gender vio-reference, was to travel to the respective ViMeeting the ma2urket wvomien lenice would incorporate an agenida that.countries and conduct a iieeds assessment while providing legal aid for immediatesurvey. As a Nigerian. I was painfully aware of Kampala suggests that crises and IEC for socialization, givesthat governments could be a major source of equal salieucie lo educalion, health andinertia and inefficiency. Herice, I went inito )0orerl X s tlie worst (ctipril iln incoime genieration.the field rather skeptical ovf the competence The circumstanecs of an average legaland commitment of the national gender gei4(lcr r1'oie('n(c. aid client offer some clues on how extantmachineries. I was pleasantly surprised not 1 legal intervention strategies can be madejust by the caliber of leadErship that I found niiore effective. When many women cannotthere, but also by the sincerity of other sec- afford the luxury of formal legal recourse,tors about the challenges of gender pro- violence is a crisis that threatens the verv the most viable avenue for legal empower-gramming and their enthusiasm to explore foundation of the enterprise. So. they fund nient implirates oither sectors. At Firstprormising options. It was also veriy eiconr- noire NGOs t(o spearhead an awaireniess glahiiie, the prerequisites for preetnpting theagiiig to find that nian dorno rs were already c Catipaign andf Lthese work liar( to eoriiie til) viihleraubilily of wonien and( tempering thepulling their weight anil that there wasr(rl mu with some culturally-appropriate posters fetishization of abstractions appear extra-siderable work going on in the gender for the campaign. They invite the market legal. Lpon further examination, hovever,arena. The downside of this observation was ywomen to attend some training session and they reflect a coherent definition of law thatthat the process seemed somewhat discor- are appalled by the poor attendance ratc. e states human rights principles.dant and fragmented. Worse. the preoccupied trainees are not W What would a coherent and integrated

Along these lines, T observed that many i sufficientlv engaged and the NGOs cven- X legal outreaclh tiiodel look like? Ratherof the activities that targeted the legal see- tually receive disheartening reports that than approaching law formalistically as if ittor were aimed at sensitization. advocacy. their posters have been converted to were a brooding omnipresence in the sky, itpolicy negotiations and legislative review ground-nut wraps by the trainee-vendors. would deal with law as part of an (lutLconre-and reform. No doubt all these are noble It is easy to dismiss the trainees' response deteriiniiative coiluexIt by speaking to theactivities. Ilowever. when one moved froma as apathy. But. perhaps a more productive social ecoiionlic, cultural. civil. aild polit-the level of the abstract to take account of approach would be to dissect the respoune mial rights of tlhe beiieficiaries as articulat-the record of enforcement, it was obvious xto lessons al)out bow to niiaxiirnize the liben- Ied Iy tle humriani rights dgenda. For thethat there was a gaping hole. Trying to make efits of such well-nieaning atid wivolesouire Batik. the advantage of hindsight fromsense of all these findings gave me a better interventions. miore thiail half a crenturv of being in theappreciation of human resource develop- One advantage of being a late-conier so vainguard sf tle struggle against poverty isment as an organizing structure for gender the gamie is that uoie has the distarice to fiiiallvu bringing home the business expedi-and law programming. This is because my; analyze prior experiences an(l frustrati(ins ense or intersecting efficiency. equity, anti-analysis located the bulk of the missing link for directional iiisiglits. Proijihig lhow to lipoverty rationales for pursuing these val-in the legal culture, which is what deter- enhlance the responisiveniess of tlhe iiiarket lies itn tandem.

TIhexvatueitdfrLeCar&__ ____

T ihe Purchasing Card (PCard) pro- I ly across industries and organizations. Thegrarn offers an alternative for the bhasis of this methodology irncludes the recog-

T purchase and pay ineit of sm.all dol- nition bv senior level managers of the imipor-lar ex-pense itemii transaclions for ihich the I tanec of total1 process cost (TPC) in the lifeexisting processes may he protracted or too cycle of the product or service; the coin-costly. Not to be used] for personal charges. inent to a multi-functional teami approachthe i'Card is a credit card thaL empowers the that ackniowledges the experlise and neds of do b ilernd user (Cardlholder) to purchase low value the various aieas alfected: and the under-goods and services for authorized Bank use. standing of the extended ernterprise or entire futuLe (to be) cost niodel as well as sourcing

On my staff exchange assignment, I have supply chaini. strategv is developed and iie suipplier con-worked as programr nmertor on the PCard with The anticipated benefits of SSP to the tract agreement is stnlCLtiired to reflect a col-a dedicateul team - program manager Sui B bank are similar to thosc in other industries laborative anarrgemnent_ A key element in theClier Nali, program administrator lily uld organizations: streandliiiing of the inter- process is the hypothesis-driven approach toPascual, anrd program assistant Sbhiron Peui nal and external processes, alignment with focus quickly on critical areas or wherw theThe PCard is central bill ientral pay. It, the supply niarket, implementation of slorter cost drivers are identified and addressed.strearnlines the traditional procurement I Where applicable, the team leverages suppli-process by reduciiig [he nmlnber of requisi- 4a 4 er's capabilities through iinovative relation-tions, purchase orders, receivers, invoices . ships/agreements, establishinig uLii(tire v.l-and checks for hiariirlirig miseellaneous low The goal is to obta/lle the best ues, defining the critical processes for acdingdollar transactions. This henefits the Bank bv 1 value and setting up the fiameewoik so thatcuttirng roerhead and improving efficiency. total va/ie fivr the Batik, w*hile the relationship) can lhevelop and evolve.

The PCard does not replace Ithe Ban k's Within t lie SSP the multi-functional leaniCorporate Travel Card anid should iiuol be maintaining tranislprencly methodically structures an optimal supplyused interchangeably. base after considering industry capabilities

PCards are issued at the udiscretion of the co l0 pettlionl, (l( andfilWness. anid tIe clients needs and expectatioiis. I'heInstitutional ProcuenieliiLt init to qualified Idesired result is to move toward the develop-and trained Wiorld Bank Croup employees i rnent of potential partners lor specificonly. To qualify a potential Cardholder must r requjirements; from the transactional iniode tobe a World Bank Group employee who has term savings via quick hits, meaningf ul met- the strategic/partnering moide.attended PUail Training and agreed to abide I rics ton measure performance, capture global Tlere are three strategic objectives inbvthe i >policy and procedures of the PCand scale, elimintate or automate transactional forming partneriiig relationships. These areprograum. The potential Cardholder's managerf activities and conitinuous improvement. to learn and acquire technology, to obtaini thewill determine eligibility of employees, In addition, SSP develops ari optimal rnix best value for [the miioney aLd for supply posi-review and authorize applications ail( for- of supply relationshlips includinig the partner- tioiiing, and to ensure availability.ward applications to the P(ard Program ing continuum relationship). Crafting this Parlnering relationships include sexeralAdministrator ill thie Institumtional relationship requires aniii -depth knowlcdge core elemeiits such as cooperative attitude,Procurement Unit for processing. of the supply industry compled with a clear longer termii agreemnents that define collabora-

Each PCard has a per-trinsaction limit i view of the internal client's needs and expec- tive approach, anid sharing of informalion,and mnonthly dollar limit predetermnined by tations and what creates vahle. Using SSP goals anid risks. A partnering relationship isthe Cardholder's mraknager and the methodology., the enitire supply chlaiir iiot arn adversarial climate; it is iiot slhort terInstitutional Procurement U nit. A cardholder t (extended ernterprise) is investigated and aiia- l arid iL is not a weapon to use against suLppli-may not exceed the credit limits. Limits can I lvzed to foririulate the rirost optimal process. ers to gain concessions.be revised with the Cardholder's manager anj SSP also provides a stmrcture to utilize global Many users, especially miew ursers of thisPCard Prograrii Administrator's approval. best practices. such as the use of multi-louic- approach, have identified conipetitiveness as

The Worlrl Bank Strategic Sourcing tiornal teams and fact based decisioni-umraking. a rnajor concern, as niost are still lfcused onProcess (SSP) is an enhanced methodologv Discipline and consistency arc embedded inl tile acquisitioln price rather thani oil (lie totalfor sourcing strategy. The goal is to obtain and i the process, which guarantees an outcome process costs. These users expressed concesustain the best total value for thIc Bank I based on added vaLue to the Bank. over tIre potential for supplier complacency.whiLe maimltaininig the guiding prirmciples of Tlihe SSP methodlology stails with a seg- with fallinig service quality and higher prices.transpareircy, conutpetiLionu and fairness mentationi analysis to prioritize the effort fol- To avoid hiis, the contract agreements nmust

The conrceplu has been tested successfully lowed bv a 4-step process whereby the scope I stipulate perforniance stanidards and iretr ics.and shown to have broad applicability The of coverage is analyzed iii detail, the current In additiou., periodlic benchmnarkimug t stsproce5s incorporates "best pnuctices" global- (as is) cost mnldel i, documuiiented (basc), the would valhilate the competitiveness.

I

r~~~~~~~~~ r n_ ___

WORLD SANK

'>5 a,a_, ,',§ ,

oming boirne Lo Scotland after 20 GOu exports, which now account for less I

years of living abroial, I wonidered if than 1 percent of world Lrade, go mostly to I

_ lthe "New Scotland", with its new England. a market of onlx 50 million people. 4 Gerry Rice

parliament devolvedf from London. would |For America. llfastest-growing narketsare i Ot(rce-of M nagiog

produce astrongereeconromy. mitre social jus- in developing countiries. Why should Manager, Policy and

I ice. ald better govermilent and civil society? Scotland not meet the growing demaiid for i

I was prold Scotland had more say in its owni kIiowledge-related services-inmluding Scottish Enterprise

affairs hut got tio sense of where the counitry finanrcial skills. distance learning, telenieli- I

was heading. People Acre discussing the next cinie, it-han regeneration. and oil and gas lthe iniiportance of lifelonig lear ning for

parliamentary election ainId debating arith- development? Scotland's workforce. But the debate about

nietic (thc relative costs of levolution orinde- Our growth rate of' 2 percent is in line education is discouraging. More than ever,

peidenie). But what was Scotland's lornger- witlh the rest of the UFK but well behind the key to sustainrable growth adl poverty

term agen(la? Wlhere would jobs and growth Ireland, which is growing roughly 8 percent a reduction is investments ini basic human

come froni, how was Scotland positioned in year. We rieed to do betteL resources. We should be teaching otir yoiiiig

the world, where did it w'ant to he, and what Globalization presenlis both opportunities I people comiLoiunications, technology, aund cre-

must it do to get there? ' and dangers. Glottal economic change has ativity. Ihistead we are debating arithmetic

'Iwo trends give Scotland an opptrtunity Ihult Scottish livelihoods in sottie areas and I again: teachers' pay anii luitioni fees. Some of

ii tranisfomi itself. First, the e-revolution is inhternational competition is intensifying. NeC our cducation methodologies are outdated

shrinkinig the globe. Scotland's products arid iriust he alert to global changes and catlci I and so is our managetuent-versiis-unions

services can now go virtuallv anywhere. By new business 'waxes" early. as the Danes did approach to refonim. Other countries hold a

2001. an estimnated thirl of global trade with wind energy and lhe t'ins with nobile regularEdilitation Summittoensure thatlthey

(about $500 billion) will be coilducled elee- phones (Nokia). Are we nearly lor rapid I keep pace with change. Why don't we? Wic

Lroiiicallx. With a PC and a modemri. Scottish| change? In financial services. 70 per entl of must get our educatiotii right.

firms can do business with Cdansk almost as ' Scotland's leading banks and in0,titutions M Seotlaind has anI opportunity to reposition

easilx as witli Glasgow. Size and, incr'easin,g- ihave no liiternct strategy. itself, to become inore i prospemous, arid to

IV, location don't matter in the new global | Thle human case for change is exert iore address urgent quality-of-life issues. But this

ecoriomy Quality, uniqueness, speed, flexi- compelling. Lp to a thirl of Scottish house- will require bolder leadership. In the okl

huilil, andl a coherent strategy do, which giw es holds are poor. 'I'hc social divide is wideni- I Scotland, we could all sit back antd wail fir

smiall C OLmries an edge over large countries. ing-iri education, in health, and in opportu- go'ermient to act: in the new Scotland, we

The 1 0 richest countries (in per capita (tDP) nities. The poor are excluded from new jobs rieed hroader ownership of the issues and

have populations helow 10 million. Seven of | that coohil ( fhaige iheir lives. 1 shared respornsibtility for action. This is a

the 10 countries witll the iiiost lnteniet activ- Sctotlanld's government has given social 1 unique nionieiit of global opportunity. It is op

itv have poptilations lIelow 15 million. It is inc'lusion a Ihigh profile and is emphasizing I to uIs to seize it.

easier to wire small c'ounmtries to the world.

Second, the shift toward knowledge asdie [I e

piiine diiier of trade. prosperity, and well-being pots Scotlanid at an atlxaiitage.

Scotland, with its tradition of innovation anI(i

excellenit education, is well positioned to take

advantiage of the new' deimand for brains over

Scotlanid's "beavy" industrics-ship- -

boili]limig. irtoi. anid ste~el-have been largely

replacedi by "weiglhtless" services. Financial, I

business, edoCJalion, health, tourism, and

communications setr ices represent about 70

perement of ori GDP. Scotland mayv be in

denial about being a service-based economy,

bowever. Beiiig good at making things will

remain important blt the fastest growth in

global trade is in services. We mnay iiiiss the

boat if we don't scale ip our services sectorby investinig in knowletlge arid technologi. I The traditional Scotland of scenic lochs and glens faces a very modern challenge.

World Bank t~~aps private -s-ectrxprtise

M y iay started a little bit earlier WhIeni I came to the Bank in 1998, 19than usual. Tt W£1 3am. Outside, of the 26 countries in West and CenitralM * arouIi( me in the dark, was Africa Mere in the process of developing

Niamev. capital of Niger. What woke mrie private sector participation, or had askedwis carnels in the street. protestin, dernent- the Banik lor tie] p to do so. Some of theedly. Thie camels carrv firewood imtuo the. greatest successes ini private sector par-city, but the daytime traffic disttrbs them. i ticipation in water supply have beeti in E NM-Mi N N-I

so they work at niight. West Africa.I have beeri travelling in West Africa loir The typical problenis in water supply I Nianiey. The chosen method was a form of

over tweLtyvyears, but Nianrey was [lie fuir- in developing countries are lack of fund- lease contract with international piitatethlest iiorth that I have traveled inito the operators bidding for a 10-year contract toSahel. The Republic of Niger is one of the 4imanage water supply. The airn is ain arnbi-poorest countries in Africa, hut poor people itiOiS improvement in (luality and anneed w-ater like anyone else. I'm a water I al72 more convinced tha7n extension of access Lo a further 36 percentengineer ori an exchange with tlhe Worbl-l of the urbian pop lIation.Banik. Thai's why I w-as there. ever that fl career in the Mv owrn experience, first as an :ngi-

At the World Banik, I work within the neering contractor, and then working fir anAFTU2 water and urbani team, based out of a water business is onte ofthe international private utilitv operator, hasWashington, as a water and sanitation special- been of enormous help in ifie work I (to asist, with a particalar interest in privatization most rewarding in the u;orld., an exchange participarit wilh tile Bank.issues. The unrit covers 26 countries in West Apart from the technical aispects of rchabil-and Central Africa, and I am responsible for itation and new constrirction programs, Iprivatizationi of wrter anud sanitation in Niger ' can draw oni examiples of private operatorannd similar prcxjects in neighborinig Nigeria. ing, lack of investment in a decaying infra- arrangements elsewhere. hopel'ully

The increase in private sector participa- structure, low operating efficiency and dif- i enabling our clienlts to avoid some of thetioii in imblic water supply has been ailiar- ficulty in providing an ecournomicallv sus- pitfalls ai(il prohlems other privatizatiorirg. Teni years ago it just wasnit seen as an tainable service. , programs have encountered.Option. But the theory anid expereneci e have Demand niearrwhile soars as popula- 'I'lhe real eye-opening experience fur medevelopred( fast, and now privrte sector tion grows. It is clear iltat complete and lhas resulte fnrrm the Bank's focus on pover-inirlxvecrent is seen as a practic al and eco- effective reform of' the sector is needed. ty alleviation. Tn developed countries. thenomic approach for the pnovision of public Niger is privatizirig the niational water and issue hIas been simple - everyone needswatcr supplics. There is steady pressure for it sanitatiofn utility, the Soci6te Nationale w ater. and as a water specialist lly laisinessall over the worlil. How things have changed. des REaux, which serves 51 towns inrcludling 'has been about gettiiig water to evernone.

The private sector was there ahead ofus: vendors sell water to those whocannot afford a mains connection

I_

__ ______ _________________ eral states of Nigeria. Thie state governmentwas tryirng to refonn its water sector. 1)ut had

I some reservations about the need for an eco-

nomic reform. Tlike governments everywhere,it knew that people don't like increases in the

price of water (or anything else). However the

4 ~~~~~~~~~~~~~~~~correnit water ratcs are so low thiey don't cover

K I ~~~~~~~~~~~~~~the operating costs of the water suipply corn-pany. There was the isual question: "But how-is ~~~~~~~~~~~~~~~ ~~cani the poor pay inure?"

Luc I rkily, as in Niger. they had the resulls

of a study of amounits paid by consumers.d o ] .t with piped water and those (as before, gen-

rH ~ -- -3> )A4,§erally the poorest) whio had to buy from

water vendors. L.o and behold! The same

Fresults. that the poorest fanrlidies were pay-

Ce b -. ,eiiig four to ten times as much. Perlhaps even

rmore extraoirdinary is the fact that people oni

supply in Niger, one of the poorest coon-pm, tw . No one can live without water, and as tries are willing to pay thle eqluivalent of 38

-$' .y ~' ' : ' - ,'. > population rises, demand for a safe j US cents per cubic meter - ter lintes more

water supply will continue to increase. , than the current equivalent in Nigeria,

, which in turn is said to be one of the richest

From this canie another surprise. It couniitries in West Africa.

became evident that tlie conventional water We will have to see whether these sorts

supply system only reached about 60 per- of comparisorns help the Governments in

cent of the urban population in the supply their quest to instill hsore sort of economic

area. Who supplied the rest? It turnied out stability into their water sector. One of the

that private enterprise was there before us. challenges of the World Banlk's job is to

|w_4 iv >¢ $ ,and water vendors were already riot there make the options a little clearer, and pro-

I' ,aa z 111 ,supplying water to households lhy the buck- vide some possible aniswers.

et and barrel-generally selling for"rardi I have always believedI that a career in

. -, > l E s)water they buy from the public systeni. the water business is orie of the most

i After some digging by the World Bank rewarning in the world. My exchanige expe-

ceonomist on our teaim, it became clear that rien(e at Lhe WVorld Bank certainly rein-

I the poorest faniiilies pay much more per for es this opiniionI. No one can live without

month than some of the richest who can water and if tlhe world population increas-

afford a connection to their compound or I es as it is dloinig at present, the demands for

Where resources are limited, however. Lheie house. For small irreguilar supplies by v a wholesome and adequiate water supply

issues are iniore complex. How best to invest I bucket, tlhe poor were paying more thani will certainly continue to increase.

Lthe limited resourecs to maximize their eflect four times what is paid per moTIhL1 for a ConI- Well, back to those camels. As I lis-

on poverty? 'thc conventional water supply tinuous tap supply. tenecd to them, my mind turned from the

business focuses on large communities, From this I can see two ways that a-e are economics of water supply to dynamics of

where there are economics of scale. It invests hielping the poorest. Firstly, by regularizinrg deforestation. Each camel carries a pretty

in towns. However, are she people who are the position of these piiviote verndors, arid I heavy load. and the logs, most ol' thern

already conmected really the pooresL? No, hopefully stabilizing the price, and, second- i large, are obviously from mature trees, aild

tliey are the richest, who can afforu Lthe coiI- ly, in the conventional way by expandiiig the from some distance away. How iriainy logs

neition icharge. So the problem becomes how, i supply zone through new investment. i are burnt in cooking fires in Niamrey every

tirough a combination of tariff and some form The paradox of'the poor paying more then nday? Where do they all conie from - trees

oif 'social coriniection' arrangements. as well tIre rich is not limited to Niger. Last June, are riot Lhat abhuidant in the Sahel, are

as trhe conventional investment required to i having just seeni lhe results of niy colleague's they? Ts it sustainable in the longer term?

expaind tIhe system, we can find ways of analysis, I Look the 12-hour road jormney Help! Still only 4ami. hours before I can get

exparidiiig [lie supply to the poorest. across the edge of the Sahel to one of the fed- imp, but I ann wirle awake.

I

The law in the service oftement

WOR LD BN K:

ot evern day is one given the l rights. We tried Lo pllt in place a legalchance to transfer from one method for enigaging in Intcrnet com-

*N o dream job to another, I am nmerce.1deeply grateful to the staff exchange pro- The Bank and the lUCN wolk joirktlv Igram for giving jme the opportunity to on environmentally related activiLies withexpanid or>y career skills witlh challerngirng and for the following groups. amoig oth-new work. In July 1999, after seven years ers: the World Dams Commissiori, the IU C Nas a senior * counsel in the Banik's Global Water Partnership, theEnvironmnent and International Law Unit, I Fonvironmcntal Law Programri, and the positions-director of the Lnvironierentalwentl on a staff exchange assignment to the staff /employee exchanige. Law Program and gencral counsel-I hiaveWorld Conservation Union. serving both as The Environmental Lajw Program con- I beenl given the chanec to help put irn placegeneral counsel to its director general and sists of thle Il CN ELovironmental Lawv legal programs and institutional svy-terasas director of the Environoriental Law Center ELIt, hased in Bonn) and the that benefit IUCN, the mission ol theProgram. IUCN Comrtissioi oni Fonvironmenital Law -World Bank, and my personal caneer

Commonlv relerrfed to as IU CN from its I (CEL), witr close to 600 crvirornuerlal skills. As director of' the Environmenitalprevious namrie. the Tnternational lnion for law experts in 110 countries serving as Law Prograni, I direct programs and pro-the Conservation of Nature and Natural jecls to build environmenital legislationResources, the world's oldest, largest con- 4 and instititions in developing countries onservation organization is based ill Bonn, j a daily basis.Germany. Founded in 1948. it has a I have been aible to see the j Manv activities I've been associatedunique structure. More than 70 govern- I with parallel Bank efforts to prevexno themients are rnembers and more than 700 Banth in *I neBe light, to better d of natural resources in poorriongoverorniental organizationis. For sever- countries. W"e've beeni trvirig, for examiple.al sears. IfUCN has bad a memorandum of | understand its tremendous to develop a forestry protocol for the virm-uniferstarnding with the World Bank. in ber countries of lie Southern Afi iianwhich the two organizations set out their power to help others. Developieolt Corporation, to find a way togoal to share activities on behalf' or the reduce defoiestation in that regioni. ,eveenvironmeni. Mr. Wolfensohn and Iautta ¢ been helping organize the global effort toKoch-W'eser, director general of IUCN, address the devastating effects of certainlrenewed this agreement in the surrnner of volunteer nienrlhers of' the Commission. "iivasive species," such as the vLater1999. Several CEI. menhibers work at the WNorld hyacinth (which has liarirred thie livelilhood

As l begant thie staff exchange program., Bank. Thle Commission operates vvitli ai I of fishermen in Lake V ictoria). We halveIUCN and tire Bank were negotiating an - elected chair, currently based in Nort}li also been developing a new Biosrfetyextenisiont of their memorandum of unider- America, anid regional vice-chairs hased Protocol and, as IUCN lid for thestandinrg. Having assisted in this process, arouind the wvorld. i Diversity Protocol, wve hope to develop aI undertook to serve as the first general i The Environiiiental Law Cernter. which user's guide to the protocol that can helpeoLnsel to ILCN's director gerieral. serves as secretariat to hoth the the appropriate people (especially inAlthlough IlUCN has more than 1,000 staff Environmcrtal Law Progrim and the developing rlMIruries) address this conipli-members worldwidc, it has apparently Commission. operates vithi an irnternation- cated new issiJe-priIrcipally dealing *vithrnever had a general counsel. al staff of 18. Thle law program's chief genetically niiodified organisms.

With the strong support of IUCNs new activity is to help develol)p environmental In all Lhese activities. I have been aleidirector general. I undertook a numbrer of I law, at the national and internatiorial level, to see the Batik in a new light. to b(itteractivities to strcngthen the operational with an emphasis on provising assistance understanid its tremendous powver andsysterns of this 52-year-old organization. to developing countries. The law center influene., as cvell as its resources andXmong other things, uve tried to system- has been involved ini the preparation, orgarrizatiotral strujeture. One can see hovw

atize the insurance arid liability schemel development, and inipleirrientation of evern at timies. especially in the past, the Bankworldwide; to systeniatize the method of internationial enviroirnmental convention- has been perceived as distant and arro-entering into agreements with other orga- l especially those attentive tb biodiversity, ga, but iL is truly a globally unique orga-nizations, using the World Bank-IUCN I nature conservatiori. and natural niizatiori. One can ldso see how it can wAorkmemoraridunm of' unaderstanding as a I resources. with others, taking advantage of its ronmodel: and to review the legal aspects of Since coining to Borriri in Jtuly, I have strengths Lo help others become niorehiring, of contractual arrangetmenits. arrul of also served as general comansel to thIe effective in their eflrorts to promote mus-agreements about intellectual property director genieral of the TIJCN. In these two taimiable developirrent.

I

director's instructions were lation, and information technology) werei tshorlr and to the point: T was to organized into task forces and began work.M * drop everything and mnanage the The value of the teams experienice wvas J.yme Porto Carreiro

purchase of London Flectricity- (LE). a large evident when infornationi in the data room Ctib baacmag-ic, -dnth.

power distribution tomparry in Englaiwl. I proved incomplete and had to be supple- _ Prcane Sector and

'I'his was to be the first of three swift acqui- j mented quickly. The task of valuing LE'n E-3 E-gy .

sitions. which wattild position ElectricitL de differenit businesses was completed inrFrance International (EDFI) as a major three weeks.player in the UK power market in less than EDFl's bidding strategy was designed to unsuccessful ulsolicited bid for Yorkshirea vear and a half. Duing this intense peri- appeal to Enter,y. MAP madle ain offer to buiv Electricity. But it needed clearance fromod. I was retniided that it is tiot inly Bank IF. with i1o condlitions attached and the the British regulator and its own share-staff, working under pressure, who produce prospect of concluding the deal rapidly. One iti lders. Thai held( it kip.prodigious artitiuits of atlrenc. It also of our first slteps was to address cert;tiit reg- Wheat the deadlinie for the fiaial bidhappens at EDFI. ulatorv constraints and get the clearances I arrived. EDFI was the only bidder in a posi-

EDFI is ant experienced interniationial I EDFI needed. Soon after project initiation, tion to offer Entergy the security of a clean,

operator. It is present in fifteen countries, Denton Ilall, our legal advisers. warned us quick deal. To take advantage of this posi-has 17 million customers and 17.00() MM' tion, we knowingly decided to ignore the

of generation capacity. Nevertheless, buy- 4 bidding instructions. which required offersing LE would be a major challenge. It to be valid lor 40 tlays. Instead. we decide(would be the company's largest project to The lalan got in die zea'i; So I to presenit Entergy with a "take it or leavedate. doubling its assets. it" offer valid for oTily ninie dars. The short

LE's main activities weere the distribu- I (1a1 ut al Iy Bank person fuse inctludeid in our proposal was illtendedtiorl artd supply >of electricity to roughly tIwo I to pressure the seller to opt for EDFI's offerntilliont C(stOrtters itn the LoIdon meltopol i- would hae the by not allowing time for the other bidders totall area, bilt it had other operatiolls. improve their position and their bids.

including the supply of power at Heathrow, legislators to cilat ge it. A After the deal was concluded. the mainGatmrick. and Stansted airports. iiegotiator on Entergy's side remarked that,

Entergy Corporation, the American utili- since the gap betwveen tIle first two bids wastv that owned LE, was in finalneial trouble s|tlall, EDPl's simpler contraut, which woail(

anid wanted to conclude the sale swiftly; its that we were likely to run into difficulties ulmake speedy negotiation possible, hailshare price was down to 1991 levels. with our strategy because the Europeant weighed considerably in our favor.

Morgan Stanley. Entergy's financial j union's legislation required its competitiotlt After we'd negottiated thie purchase ofadvisors. organized a niegotiated auction- coinuissioni to clear the tratisactioun. The I.E. I was asked to mTiattage two other opera-

to sell LE on a verv tight schedule. They comnpetition commission, however, VYoul i tiails ii the lK, wvhich were also developed

required potential buy ers to make d final e\atninle the deal only after we hlad a con- in less thalt vwio months: the merger of the

offer to purchase LE within five weeks. In jtact signied withl Eatergy. All we uotldb offer power sutpply business of South Westernthat short period, ottr task was to assess the Entergy was a bid contingent on EU Board with LE (US$ 1.4 billion) and the

value of LE (roughly US$3.5 hillioni and to approval. Under such conditions. our bid purchase of a latest-generation gas-fired

manage the transactiona. To do this required. I would have becet a non-starter. combined cycle plant from Enron (US$0.7

among other things, understanding the sell- At thin point. ibiy experience as Bank ailliol), the Ameritall power anid gas group.

er's position. understanding the transaction I staff proved invaluable. I ditd whaL any ot L With these three operatiots. EDFT

process. naanaging regulatory issues, antic- I my colleagues would have dotte. l instrumt- btecame a Loa or ptaver in the I W. Its present

ipating our competitors' behavior, managing I ed the lawyers to tell the Europeall strategy is to expand andi secure its place

public relatiolas. developing a bid strategy I Commission to cha[ige its laws. I won't pre- armonlg the five or six large cotipalties that

and structure, and designing the key fea- tend( it was easy. hut we did persuade thle wvill dotutinate tde power market il the 11K.

tures of the share purchase agreenient. And EU to do just that-nuareover, to do it ill It is interesting to note litw the fligherthat was just the basics. less than a month. iltatlagelnlellL of the EDF grotup defines

Wc mobilized a team of about 100 British Energy. ouI iiost dangertaits broad otbjectives antI gives only a general

expeerts. covering all key aspects of the pro- cotllpetitor. could not be ignitaed. WitLl its irndicatiotl of lhow to aehieve thetn. It is the

ject. Within a week, engineers. accounitattts. generation capacity, it could profit from ier- Inallagers responsibility to seizen opportu-

lawyers, bankenr. naedia advisors, political j ticat integration witlh I.Es stipply bosiness. nities as tltey come along. As they say. "II

advisors (lobbyists), and specialists (in ener- Also, it was finantially solid and its acquiis- faiti saiter stor I'opportunite." !We shiould

gy. the envirotunent, finanec, taxation. regu- itive inclinations were evident from its tio the sante.

I

Adrive forgt

WORLD BANK _

¾, IE_xxonMohil has laurnchled ar iiiitia- I lions. The combination of all these factors[_tisa to irnprove the safety and( effi- has made the transportation of petroleumil Iciericv of road transportation of products inefficient. The result has been '=

petroleum fuels in Africa. The corporation low returns to all stakeholders and reduced hopes to promote the safe, elficient, and i tax reveiues to the government.environmentally sustainable road trans- To address some of these iso e M b I Iportation of petrolcum fuiels by establishing ExxoniMobil is developing anl initiative

a framework for providing financial assis- aimed at:tance to transporters of petroleumu fuels so * Rationalizing the numnber, tvpe, atiil region. The purpose of the test program is tothey can purcliase new trucks anid refurhish i capacity of trucks to improve the effi- establish appropriate truck specificationsold ones, bi providirig transporters witli 1 ciency ol their ise. and optimal fleet sizes in the countries con-Lechnical assistance for traininlg truck (dri- * Increasing awareness of the safety, cerned. The test program will also ide ntifyvers and implemiientirng adequate trick main- health, and environmental aspects of suitable prospective transporters. The testternance, and by supporting ExxonMobil's transporting petroleum products, to program is under way in four affiliates. Bestcfforts to promotc safety, health, and cnvi- reduce the number of accidents. practices learnied wilt be rolled out to otherronmental awareness in the transportation I couiitries of the regioni in the comingof petroleum fuels. 4 4 months and years.

ExxonMobil is one of the major oil coin- Second. ExxornMobil is adopting a train-panics involved in the marketing ad (listrib- Exxonilohil hopes to ing prograni for truck drivers. In future,utioni of petroleum produdicts arouind the transporters will be required to use onlvAfrican continent. It operates in more thani 30 promote the safe, ejficient drivers that have suecessfullv completedcountries, witll an average inarket shbare of 10 ,the training program. ExxonMobil is hold-to 15 percent. The produjcts it sells include and env:rontientallv/rzienly ing discussions with several truck manimfac-gasoline, jet fuel, diesel oil, lubricants, and I turers (including Daimler-Clirvsler ofother distillates. The majority of these prod- i road trauisporlalion oJf/]els. Germany, Scania amid Volvo of Swederi. ami(iucts are transported to retail outlets within i Iveco of Italy) to investigate the potentialand outside the major city limits in trucks ¢ for cooperation in implementing both driverwith an average capacity of 3,000 gallons. i and maintenanice training programns. These

Over the years, ExxonMobil has noticed ,* Ipgrading the educatioii and experierice training programs would inchlule drivers'significant increases in the number of road of truck drivers and improving the logis- certificatioii ami(i regular inspection ol iheaccidents-some fatal-during the trans- tics involved in transporting products. trucks for compliance with safety, health,portation of petroleum iproducts. Accidents * Improving the ability of transporters to and environmental regulaations. ExxonMobiland fatalities can have a negative impact on f finance the repla(enient anil mainte- aims to reinforce its commitment to nnoni-the company's financial performance and nance of trucks. toring safety. health, and environmentalthe sectors overall operational efficiency. , performance in cooperation with the coun-Accident levels also highlight major envi- ExxonMobil expects that other stakehold- tries' governments.ronmental and safety issues that need to be ers-including other oil companiies involved 1hird, ExxonMobil will tly Lo idenitil,addressed. in the sale of petroleumn fuels, and the gov- candidate transporters wioi mighlt be williiig

The main causes of accidents include: emments of countries in which they oper- to participate in these initiatives. Successful* Transportcrs using the wrong types and ate-will be likely to support the initiative. i haulers would be awarded contracts. 'I'biis

sizes of trucks, and trucks of poor quali- The initiative will be implemented in would facilitate their ability to get low-costty. e thrce phases. First, ExxonMVlobil has estab- financial assistance for working capital anid

* Inadequate regular maintenance of the . lished a set of safety, health, and environ- the purchase or refurbishmenit of trucks intrucks. mental guidelines, in line with industry line with ExxonMobil's operationial, salety,

* 'I'he truck drivers' limiiited experience. standards, that must in future be adhered to health, and environmental standards. 'lo this* lnefficient transportatiomi logistics, so by transporters carnying ExxonMobil prod- end, ExxonMobil, together with the

that truck travel time is too long. ucts in these countries. These standards, Intemational Finance Corporation and theI developed with the assistance of several Afnican Developmenlt Bank. has developed

Further exacerbating transportation truck manufacturers, are in line with local a tentative financing methodology. Both thesaiety problems in these African countries j legal requirements. To ensure that trucks of IFC and the ADB have expressed an inter-is the poor quality of roads and infrastruc- the correct type and optimal size are used, est in principle in participating in the initia-tore anid the lack of adequately monitoredl ExxonMobil is undertaking an optimization tive. The next step will he to test thesafety, health. and environniental regula- I test program in several key markets in the methodology in a specific rnarket.

I

_leigWao opnn dam _ _ __.

WORLD BANK

T_ he World Commiiission) 111 Danils MiisLer (if Education for Souti Africa, chairs

(WCDi ywas established in 1998 i e ConIuiIsSioui. L nder President NelsonT under the auspices of the World Mandela's administration, Professor Asmal D .Doal O'Leary

I ~~~~~~~~~~~~~~IAfric Region. Enegy Unit,Conservation Union (still know by its old was the Vlinister of WaterAffairs and Forestry, Senir- Powr. En,gfloor

acronym. IlUCN, or Initeniationial LI nion for a task he canied out with remarkable sucen ss.the Coniservation of Nature and Natural He combined the breadth of vision needed toResources) and the World Bianik. ppul ilie witier seclor orn a financialIl sustaini- SIEM ENSRecognizing that to resolve controversies on -able path with the sensitivitv needed to pro-the planning, construction, and management tect the rights of people affected by water pro- part of a team that. working together. willof dams (including hydroelectric projects) i jects. 'T'he Commission is supported by a see- review all of the Commission's reports ofrequires the inmolvensent of all of the princi- retagiat of intemationally recruited staff locat- i interest to the private sector. This team will

pill stakeholders (irliladiug goverriniieiils i ed in Cape Toan. Souith Africa. then prepare a position paper to iniform thecivil society and the private sector), the| To provi(de the knowledge lbase needed it) Comrmissions private sector representativesWCD has agreed to prepare a report (to be prepare the Commission's report. the iabout the issues (frormi thieir perspeclives)published in the second semester of 2000), Secretariat launched a two-pronged work that the full Cormmission needs to resolve.that program. First, a sceies of thematic reviews I As the representative of Siemens AC on* Reviews the development effectiveness of would focus on social, environmental, eco- the WTCD Forum, I will work with the other

clauss aiid assesses altenratives for water n(omic. and financial issues. institutional forum members to advise the Commission onresources and energy dlevelopment. I processes, and the assessment of options. issues needing to be dealt with betore the

* Develops internationally accepted crite- Then there wotuld be a review of the devel- Commission's report is finalized. We will alsoria, guidelines. and standards-where opment effectiveness of seven large dams X advise the Commission on follois-up strate-appropriate-for the planning. design. (located in five continents) and a desk study gien to iniplement the its recormmendations.appraisal, construction. operation, moii-d of another 150 dams. The Commission's fundamental premisetoring, and decomminssioning of dams. i A report will then distill this knowl- is that major public policy issues, such asI lbave beent working as seniior energN edge bane. combined wNith inifornationi the debate on damns, ca be resolved only by

a(dvisor for KWWI . the power geueratio r from extensise consultations anid (lie briniging togetlher all parties to the debategroup of the German firin, Siemriens AG, oni a adk ice and guidanice provided b! panels I froi guveriiuilenit, civil society, anid the pri-stall exchiange assigunment site October aild (lie WCD Forumii. Professor Asnial s %ate sector. Thle Coinnissioui's success1997. Because of ilil experielle 'uworking oni hopes Lltal this repmort will proside beichl- depenids veiy much on including and bal-dam projects for the \Vorld Bantk, Siemenis marks for all parties concemed with the ancing all views. backed lIy a rigorousAG nominated me to support the work of the building -or (losure- of (lains. koiowteflge base. InI tLle finial anialysis. how-World Commnission oin Dams as parit of' my I wa)s onie of the co-uluthors of a themratic ever, the Commission is suciessful becauseresponsibilities in Cermany. My involvement paper entitled "Electricity Supply and it has enabled people, many of whom nleverin the Commission's activities have taught Demand Side Management Optionis." In this spoke civilly to each other before, to conductnie that its work is tniqlue. paper, we explored all the options for provid- a respectful dialogue on the issues in the

Many stakeholders including govern- j ing electricity ser ices (including hy droelee- I dams debate am) to trv to come to anI agree-ments. nongovcrnmental organizations. and I tricity) both for peoplc connectedI to the grid ment about how to work together.the private sector (includinig Siemeins AG)- and off-grid. By involviing authors froni dif-have supported the Commission's work j ferent organizations anid backgroundsthrough financial contributions anid the shar- (including consultinig companries. electricityiug ol knossledge and experiencee. iregulators. equiipmient suppliers. NGOs.

The process of negotiation involved in r-esearch institutes. power utilities. anc ni- .- ,

setting up the Commission (facilitatedl by versities) we tried to place in contextsoncof sn e ,IUCN and the World Bank) brought toge ther the major issues in the damb debate. Anongo,

for the first time a group of representatives otlier thinigs. we discussed the contilluilg .from gov ernmentn. the private sector, I\COs., relev amice of specific techniologies. jintitoi-

affected peoples. aiid the donor communi- tional frameworks lor policvniakitig aild ffor- w E t 'lies. 'this i gr 1)up, kuo s kow as the WCD app roving lies irivestinents, aid hvow to evil-Fiorum, has velv much iniflueniced the orga- uaLe a project;s social aiid euviroinnental

guzationl anid v vork of' the Coniiiiissioni. c('Osts anil benefits.Thie Cogiiiiiissioii inenilbersllipv was care- 'As a menimber of the WCD Industryv

lulls balamiced lo represenit all sides ol [Lie Workinig Grouiit (wsiiclh inclules consui tarts,

dams debate. Professor Kader Astual, colntractors anid eqLuipilet supplieis), I afii Dams: the way forward is dialogue

R,ewirn h inneo ownrjcs

T_ he increasing competition between shield its operation liom such a Problem, SG 1|banks for visibility and leadership judiciously assigns eiiouigli iesonirnes for

T roles in arranging limiited recouise itechniical assistance to its ixtestyinert officerfinancing for strategic and major traisactions ard follow-up ori technical issues. However,has led to the erosiori of pricing, he loNseri rig technical issues ae not always fully under- 1of collateral requirements, the extension of stood by the investmeint officers. Creditmaturities, and lenders' assunptioii of > applicaLioiis are oiften prepared without thegreater credit risk. When technical due dili- input of teclnical specialists, especiallygence on tranisactionis is also poorly coiiduct- wlien thev quiestion the project. plant-all projects that take advaritaj.e ofed anid monitored. Ieldens enId LIp firnaricilig 1 After reviewing the power project loan subsidies or Lax breaks set ll) to promotepuojects with inefficieiit risk allocation and portfolio, I recommended the followinlg niea- I renexxable eiiergy and energy efficiency. Formitigation plans and bear signifieant tech- sures, which are now being implemented: niost of these transactiolls, the investmnientnical risks. This is particularly thue in the * Define how to deal wiLI tecihriology and officers and I carried out due diligence col-clectricity sector where the advent of iewa techiical. Guideliiies currentiv being alaborativelv and werc able to suggest andtechnologies and merchant power-generaLion developed should be the benchmark implement measures to improve the proseIsplarils 2ras treated new types of technical rstructure anil bankability.risks, wvhich are poorly understood. " 4 i[irie iinoriths of working with one of the

As part of the SG Global Project Finance j preeminent arrangers of project financing inTeam, the Power and Industry group. based To replicate minimum Wb0ld the Euarope, Middle East and Africa regioII. Iin Paris and London, is in charge of advising leartmed three important lessons.on. and arranging for, limited recourse Bank standards would htate Oiie, to replicate minimum World lBankfinancing for power and industry projects in technical and operational standards ao-ldEurope, the MIiddle East, andif Africa.. been et lost baille. 7Ther-e was lhave been a lost battle at SG because coi rpe-

Betlore co nmiittinig fiinding to such trans- Itition among banks was fierce arid tihiie vvasactioiis, leiiders complete a duie diligence - not enough lurte. short. T'iming inifluenices the due diligeiieereviea of Prroject documentation and the - banks can perfonrl ard the financiers' ahilitysecurity available lot project assets (at the f to be involved in project contract negotiationis.project sponsors' expense), negotiate finance I / Two, financiers are oftenl run0 sLIbstaraitial-agreements with the borrower, and submit against which to assess the anialysis of ly involved iirril ritfer the preferred bidder iseverything for approval to a credit committee. i teclhical risk in fulure projects, ulsing iselected because sponsors typically concludeBut because of competition (mostly fees) and inew-genieration gas turbines. jnegotiations wvith relevant authorities andthe need to keep project sponsors' costs j * lnvolveSGin selection of the independent i entities before getting the financiers invoheedown, supervisioni of due diligeiice on these erlgirreen If SG is rnot the technical bank, in detailed due diligenee on project docu-deals is split between the lead anti joillt it s liould Irv to implIement stringent safe- mentation. Financiers ar-e introduced late inarrangers, each assuniirig leadeisbip oii a guanrds. For example, investment officers the tender procedure to reduce costs. a hichspecific portion. Hence. one o tLhe arnangers should systematically seek a second opin- are bome by the sponsors. Popular wisdorrn is(tIle te-hnicaIl bank) is responsible for select- ion on all technical matters. Ithat the less tinie the firiaticiers bave toiriig te independent enlgirneer and monitoring * Make in-house technical resourecs review the project. the lower the ctuss forhis work, ariothrer (the documentation bank) roandatori members of the transaction ttheir advisors and the less the fiiiariciers wf antis irl charge of selecting the legal aduvisor and team, the main focal point for all technical to amend the underlying docuiiientatioii.negotiating fiiiatiee agreerients, anlt SO oF]. tatters ai id dealings with the selected I Three, to improve interactions and sy n-SG uisuljtly has to rely mnairnly on the quality technical bank. They should also be ergy between the rather confinied techlicalof the services performed by. and under the responsible for closely monitoring the specialists, SG should develop or set upsupen,ision of. the other arrangers. independent engineer and systematically i tools for knowledge Inanageiiieiil tid inlfor-

'I'his sometimes leads to tremendous providing quality conitrol for credit appli- niatiorn sliai-iiig mi-louse. Because of the sizedelivers and perfomiance problems, includ- cations. F'lexibility on technical issues is and products of the SG Group. man'y differ-ing huge delays in completion or operational essenitial to good custoiner relations. eutt project pioposals are submitted forproblems when the technical bank does not i firoaiiciiig. Exlraclin g and n consolidautinghave the in-house expertise in miew technolo- I provide teclhniical sUpport to two ullits techlincal irnformation from these proposals

-y to adeqLiately monitor the sen-ices of the - that specialize in asset leasing in Franec. In could dramatically iinprove the xvorkingindependent engineer. Being uinable to ana that capacity., I reviewed or appraised six environnenit of the teclmical specialists.

lyze the engineer's reports and statements I wind power projects, one tli- and one co-gen- - But this would require a clear comnmnitmiueiit

opens the organization to undefined risks. To I eration plant, and one biogas-fired power - at a high level.

I

ilŽline-losure.sanl-sustaiabie ev-ep-e

o mine cotains iififiilc te- I

sources.When the resource is

N "5 mined out, the mine must elosc. Chistopher Sheldon

An entire cominrunitv can depend on a single M s_er me- , Stih.d

minie, asel if thle iinone is closed without prop- j _ns rhip

er planning, the social, ecornoiriic. and eiici- ironmental consequences can he serioujs. PLACER DOME INC

In Eastern Europe and the former Soviet

tlJionir coal niiiiing was often the jewel of I sure. Interest in the workshop was high.

the economy. Mine workers had status, ser- W hat starled as a small working group ofviees, aiid power: The iiiiie was the ceiiter about 30 people rapidly metamorphosed

of the local economy; providing hlousing' into a conferenice of ir(are than 80 paitici-

heating, childeare, and recreation services. _- pants from goverrunent and f'romti private

In a centrallv planned economy. it was told , -. i and state-owned corporations from moreto produce. produce, produce. In the new tthan 20 countries on five continents.

iiiarket econoniyv unecononiieal mines must I _ ' ' m_; Presentations included case studies

he closed, for irig lriindreds of Ilioinsand's of ' fromni multiriationial corporations; examples

workers to leave the industry and affecting of closuire aiid resniicturinig from state-

whole towns or regions. owned irriiies in Faislern Europe, the fornrrr

Batik projects in Poland. Rorrninni ia, | Soviet U rIion, aiil Zambia: nunl(l steps gos-

Russia. and Ukraine are helping government Ivteim. 'rurnents had taken to providle a legal and

wvith the difficult process ofrestructuring coal l '. I resulatorv framework for mine closure.

miines. Most Bank funds go toward physicai -' Among other topics discussed were:

ly ulosing miiies aiid iiiitigatiiig the social g - * The re-eniployment of' redundant miners

inipacts of'closure. Mine closure was a con- Filipino ex-miners get farm training, top; in (in Kazakhstan, Poland. Russia, and

celri of both goceriunents anl(i tle private see- the old centralised economies, closure of Ukiainiej.

turin a confereiee on mininig andsustainable the mine looms over many communities. * The responsible disposal or transfer of'

den clopment itc1ni bN the Woiild Bank ad( lire n oirie assets at closore (and biiilding

International CoUno il for Metals arid tIe , sure. Scr working toward a sustainuabl e niine loria r urn iillriitv capacity to absorb adrl

Euusironrment in September ]999. ilosure is important froni the moment mininig l use tho(se assets).

Mining c ompanies are increaisingly operaltions begii. * The problem of conimunity dependence

judged by what they leave behind when ' Having worked on two very different onn the mine for social services and eco-

their operations cease. Do they leave types of mine closure, my colleague nomic activities.

inmprovenicnts in] infrastructure, hcalth. aid Rairranic Kulranavaganl (heuself on a staff nScenarios that arise under weak local

education? Do they stimulate the local econ- exchange assignment froorlRio Tinto) and I governments Icomuron in developing

omy and help people sustain the cpLality of were well aware of the practical difficulties countries) which typically lack the iinfra-

life the mine allowed when it wab active? AS faced by those responsible for imuuplenienta- structure coniurron Ir inidustrial couri-

private mining companies ti's to mitigate the tion. With another rolleague. Kili Naito. on I tries. Case studies froiir Indonesia and

social impacts of their operations they are seconidment from tIre Metal Mirririg Agenicy Papria New Guinea were presenteni.

seekitig gnnidaure about what is experted of o fjaparti, we approached our iranager. Peter

thlrcii in lonig-teirio rorinmitiroerlts and liabili- Van cder Veen, about orgaiizr icing a w orkshopo' The avorkslrop's final objective is to coil-

ties, irlcrling CoFirniitrmers [c rc sustainrible on siislaiiiable urniiue closure. The idea of dte pile a soruurce brok describing best practices

ccomrnirrnity developmiient. Workshop-joirilly organized by the World $ for sustainable minie closure. illustrated by

lncreasiingly aware of Lhe socnial iunplira- Batik and tlre Metal Mining Agency of' case studies presentedi at the workshop.

tions of their aetivities. private mininig com- Japan-was to lIring practitioners together The Bank's Comprehensive Develop-

panies now tend to assume that behaving in a t sir learn fronr erch other's experiences with; ment Fra'mework. an integrated approach to

socially responisible way generally produces nrine closures and sustainable development. development. is in many ways ideal for the

better financial resuilts in tie long terri-that ' The Bank's rniining unit has more than mining sector. No single player can walk

meeting tfie hare legal requirements is tiot orii'e convenend iorums for various stake- ithis pathway alone. The mining industry is

enough. The social license to operate is now hollders in mirne closure to present their acutely aware that the integrated approach

ientral tti rulining disnnourse and a comripanys 1 experiences, best practices, and lessons now called for is possible only if govern-

socral perforrmance and ahility to eontnibute learned. This particular workshop focused ment. the private sector, and the voluntary

to sustaiiiable developinieilt are judged at clo- orn the social andcl economic aspects of clo- sector work together in par'tlership.

I

StfExfcbangei_rea nwe ecnge

believe that "staff exchange program' is J because the exchange is likely to strengthen fI a mistiomei. SEPs are really KEPs: relationships hebween the home institution _knowledge exchange piograms. At the j and the host inusicltion-and the excltangee

heart of this program, pmixte compinies, i is likely to return from the ex hange programpublic institutions, countries, and regions arc i with a broatler base and network. Third, the

swapping "know-how." That the knowledge host inistitution benefits because its staffl' rexchange takes the formi of stall ocioving fuanir leafrns thinigs from the excihangee. The, host,one institutioni to another is secondary. Thle instituition can leverage the exchangee's net- R

program's raison d7Fore is ieally the exchange! work to develop new areas of business, some- The Bank started its staff exchange pro-

of intellectual capital. I times in new parts of the world. gram four years ago. Since then, 39 Bank

What are the benefits of knowledge Exchanges between companies-espe- staff have participated in exchanges wNith aexchanges and why should companiies partic- cially hetween comnpanies from the inidustrial w ide ranige iof inistitutionis, inieluding financialipale ini therrm? Jiusl as uiniversities bhiing irn anld developinig worlds-ia cc help bridge the iislitii[ionis (sucli as Fulji Barik, J.P. Morgan,aidjunct professors ti teach specific subjects iclture. krnowledge, anil poverty gaps amd Societe Generale) ard other firmscs such

for a specific period of time, so knowledge hbetveen different regions of the world. Such as ABB and Siemnensi. The Bank has alsoexchanges leverage employees'knowledge by exchanges c(an facilitate capacity-building hosted 76 participants from various inititu-providing specific expertise for specific pur- and the formation of joint business ventures tions. The program-a huge success- -hasposes when an institution needs it. Like I that open up markets previously unexplored. fostered closer relationships between theadjunct professorships, staff exchange pro- i Exchanges are a win-win arrangemcnt i Bank and its clients.grairns tap iritc( someone's expertise without for all parties involved. Knowledge I believe the Batik is well positio)iFst tohiaving trhe persrii oni staff full-tillme, cc liich exchanges are basically economical anitI expancd the programc to inclucle exchacgeswcialld bce iiicore cosdlv and less efficieiit. efficient because the host and receiving | amonig its client groUp. Tlhe Baiik can lf citi-

There are at least three reasons why iristi- instituticic uisually arratige to share costs. itle the exehacige of kucowlelige betweenttitioics should participate int knowtledge Of course, it's inaportail to do extensive aivaincedl iatiotis aiid less advaicced nationts.exchaiiges. First. staff cneembiers can develop ii lie diligenrice and findi ouit eniougli aboitu i aS well as between ecouitries trhat have in.1deby being exposed to cliffereilt ( iltures and I the receiving iiistitutioin before Ilie idvanc es in certainL areas acid those tihat aleenvironments. Excharigees learn at the sarne i exchange ti he sure thal the experiences laggicg behinid. Tci fiacilitale suchl armrrge-timie that they share knowledge. And working exchangees are likely to have will help 1 ments, the Bank could create a database ofwith a different group of people in different I them do better work in the future. It is | institutions interested in participating insuiroundings can stimulate them to think equally important to assess how useful the I knowledge exchanges. Such a database"outside the box." Second, the exchangees 1 exchangee's experiences and know-how would be updated regularly to capture differ-

ioistitutiori-tiie lioiie institutioti-benefits will he Lo the hocst institution. ent participanits' needs as they emerge.

PRrote-cti he rnt..__.

T_ he Bank hias maintained a long eies in China, ch(ief amongst which is _acid productive association witlh SEPA itself.

T the State Envcironmental Earlv in fiscal 1999, SEPA initiated I i

Protection Administration of China (SEP) discussions with the East Asiatlhr ough the Environmental 'Ilechnical Environmental Sector Unit (EASES) oil

Assistance Project (due to close June c ways to continue cooperation on national2000). 11 will continue this association environmental issues taking particularthrough the present sector work, the newe accocnt of two poinits. First, wiLh the loss of Batik has to embed eniviroinilental con-staff secondlmlent program through the Staff I IDA eligibility, tthere would ibe limrited c cerris into all acspects of Baiik leiilirigExchange Program and other cooperative prospects for developing a second techurci- activities for imprccving lice effeclivecesswork, to support environmental constituen- cal assistance project; and second, the c in contributing to ilatcioril environmenalaI|CDAt oilii rcl^s olwexn §Xoge

objectives. These SEPA discussions which mobile sources as well -such as trans- (ii) get operationial experience in other

are taking early pipeline discussion into portation vehicles (particularly the rapidly countries to provide an improved under-

account, result in future cooperation growing air pollution loads generated by standing of issues being faced elsewherebetween the Bank and SEPA on the follow- road traffic in urban areas due to acceler- irn the region and strategies being fol-iiig fronits. ated motorization). The previous assistance lowed to address these issues. From [he

Cooperative Iraining. In view of the focused on brown issues. This needs to be Bank's point of view, the secondees wouldimportant role of SEPA in safeguarding envi- expanded to include green issues. The pre- provi(le a resource to improve our under-

ronmental compliance for the Bank's invest- vious work focused on the efficiency of starninfg of Lhe operations of the govern-iiient activities, as well as its weak capacities existing instruments designed for a com- ment, and of environmrental priorities,at the local level for iniplenientinlg the mand and control system. This needs to be and improve the prospects for addressingBank's safeguard policies, iL is very neces- expanded to include new instruments cnvironmental issues in our routine lend-

sary to conduct relevant cooperative trai ninlg based on economic incentives, such as var- ing operations.to strengthen its capacities in this respect. ious types of pollution taxes anld charges. Imiplemernationt of irformal sector

Technical assistance. The previous poli- or trading penmit arrangements. studies. E ASES and SEPA will carry out acy research work conducted by SEPA with Continuation of the staff secondmnent series of analytical activities intended to:

the assistance of [tie Bank focuised on prograrn.. Under this program. middle- (i) support SEPAs preparations for the

intdustrial pollutionI issues related to the level staff members of SEPA would be 10th Five Year Plan; (ii) strengthen theactivities of regulated enterprises. This seconded to EASES for periods of two environmental dimensions of investment

needs to be expanded to cover pollution years in a rolling program financed partly prograins in China. whether underwrittenfrom TVIE (Township and Village through the Partnerships fund and partly by the Banik or othier foreign assistance

IndLustrial Enterprises), as well as joint from EASES' own budget resources. The agencies; and (iii) promote increasedstock companties, whose role in the econo- objective was to provide benefits to both cooperation on environmental issues bothmy is growing. The previous work coricen- SEPA and the Bank. From SEPA's point of within China (between developmenttrated on air and water pollution issues frooim view, participating staff menlihers would Ministries) and within the donor commu-stationary sources-such as firms and util- be provided with an opportuiity to: (i) |iLy. Thei overall ipdaLe work is scheduledities. 'This needs to be expanded to cover b better understand Bank operations; and,. for two financial years: 1999 to 2001.

Partnership with the IDB _

onia NIarek, a senior public health Tonia has been working on lier staffspecialist with the Bank's Afnca exchange assignment since September

U Region, undertook an exchange 1999, and has learned how a resident IiS- e Toial MakesAfrcaTechnical Fa-ilie,with the Inter-American Development sion can do without a procurement spa- Senior PuWi Heath

Bank's resident mission in the Dominican cialist and how the Bank can decrease its Specialist

Republic. She has a new understanding of financing of supervision costs.how the World Bank and the lnter- lonia was quite involved in contracting Development Bank

American Development Bank (IDB) com- out in Africa and is now working on healthplement each other and how staff sector refomi in the Dominican Republic, gained a lot of respect for the IDB, which

exchanges are an excellent vehicle for the which involves contracting with the private she now sees. not as the -World Bank's

exchange and cross-fertilization of ideas. sector as well as conventions in the public competitor, but as another institution'I'his exchange was undertaken because sector. Her staff exchange has been an excel- working toward the same goals as the

'Tonia wanted to increase her operational lent way to implement a cross-fertilization of Bank-an institution eomplementary to

knowledge of contracting for health ser- ideas between the Africa lRegion and the the Bank. but with its own comparative

vices, and is a firni believer in decemitral- Latin America and the Caribbean Region. advantages.ization. The Inter-American Development As a result of her experiences on herBank is quite decentralized. staff exchange assignnient, she has

I

Moving on swas attached to the Fast \sia Region's exchange programlI Energy and Mining Sector Unit. colillang to us from |

In June, we say farewell to Mikio Looking back on his assignment, the public sector.*Matsumura, who has spent four years Mikio has generously exprcssed senti- Robyn Renneberg

on a stalf exchange assigrlrnent with the ments that sum up what the Staff has manv vears'Bailk from Kansai Electric Power Co., Exchange Program is all about: "The experience inbased in Osaka, Japan. Mikio, who is a knowledge and friendship I lhave gained humian resourceIt

from the miutual exchanige are some- rn a n a g e m e n tthing I will be proud of and 1 know will organizational change and organization-

' prove to be fulfilling. I have enjoyed my I al development. She comes to the Batokwork at the Bank and hope I will con- after five years withl Brisbane Cily

I tinue to make a contribution to achiev- Counicil, first as an adiviser. thenr asing the Bank's mission." We can assure leiider of a tearn of 40 human resourcesMikio thal having hlin here has been specialists. Robyn has wide experienceequally fuilfilling for the World Bank in developing countries. She providedGroup, and when he becomes an alum- long-term human resources andl trainingnus of the exchange program, we look plans on a land project in Laos, conI-forward to keeping in close virtual con- ducted a review of the immigr-atiorn ser-tact with hlim as we do withl so niany vice in Papua New Guinea, and advisedexchiange progranii ailumnji arounid the a vouth emiploymient agentcy, in Fiji,

Mikio Matsumura. second left, with his world. Robyn's assignment is for 12 months,

colleagues on a project on Cebu Island as a senior uLrbani specialist in the

Moving in Infrastructure and tlhban Development

power engineer, worked on lending oper- Department. Welcome to Washington,

ations and client services in Indonesia, * n January, we welcomed the first Robyn. Wel hope youj enjoy vour time

Mongolia,ChinaandthePhilippines.hHe lAustral ian participant in the with us.

Co~rporate graentngKansai Electric Power Co. I the Banik. Other- engineers who reLrnse(i to books, scholarly anid acaderric hooks, and

Kanrsai after workirng several years at the directories and guide books on tUganda. East

W e at the Kansai Electric Pover Co., Baik have now assLumed important roles and Africa region, aisd the Great Lakes region.

W oIec. (Kansai) send our congratula- responsibiliiics in management. We can confidently say we have the most

tions on the World Bank's publication of 't'he exchange of humani resources i authoritative books on the political an( l co-

the new Staff Exchange Program miagazine. between Kansai and the WVorld Bank Group nomic history of- this region of Afi-ica.

We are thankful for the opportunities we 'v has helped improve Kansai employees' 'Fhe maini outlet fir Younlain bhoiks lo

had to participate in events, attend confer- capability. wihich is one of the objectives of i' Europe, North America and Australia is

ences. and coiirribute essays aeld written staff exchange activities. We hope to sustaii i througli birican Books Collective (ABC) ira

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omaititaiuted a good relationship ovcr maniy Bank. t Strcet, Oxford OXt IHU. United Kinigdolm.

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executive vice presidents and directors of' aiiil ruti iy Ugaimilans. Exclhaingey Program.

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Staff Exchange Program

The World Bank Group

1i18 H Street, N.W.

Washington, D.C. 20433

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Website: www.staffexchange.org

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