PublicDisclosureAuthorizedPublicDisclosureAuthorizedPublicDisclosureAuthorized

MANUALANDGUIDE

TABLEOFCONTENTS

1Introduction7

2GlossaryandAbbreviations10

3DataIntegrity…15

3.1CoreValuesandCodeofEthics 15

3.2ConflictsofInterest 15

3.2.1EmploymentandactivitiesoutsidetheWBLunit 16

3.2.2SupporttoWorldBankoperationalteams 17

3.3DataIntegrityandQualityAssuranceintheDataReview,Storage,andComputationProcess 18

3.4DealingwithUnduePressure 19

4EngagementwithExpertcontributors.21

4.1DatacollectionthroughExpertContributors 21

4.2SelectionandRecruitmentofPrivateSectorExpertContributors 23

4.2.1PrivatesectorExpertContributorsselectionprocess 23

4.2.2Engagingwithgloballawfirms 25

4.2.3ProcessingreferralsfromcurrentprivatesectorExpertContributors 25

4.3ExpertContributorsdatabase,privacyprotection,andpublicationofdata 26

4.3.1ManagingExpertContributors,informationinCRM 26

4.3.2PublicationofExpertContributorinformation 26

4.4CompletionofQuestionnairesbyExpertContributors 27

4.4.1Updatingquestionnairestatus 27

4.4.2CRMtrackingprocess 27

4.5HandlingtheCorrespondencewithExpertContributors 28

4.5.1ContactingExpertContributors 28

4.5.2InteractionsbetweenWBL,B-Ready,andotherDECIGteams 29

4.5.3Interactionsbetweenpublicofficials,WorldBankGroupcolleagues,andWBLExpertContributors

29

4.6DataCollectionthroughWBGColleagues 30

5EngagementwithGovernments32

5.1OverviewandPrinciples 32

5.2WBLCoreInteractionswithgovernments 32

5.2.1Completionoftopicquestionnaires 32

5.2.2ManagingExpertContributors,informationinCRM 33

5.2.3Methodologyworkshops 33

5.2.4Webinars 33

5.2.5Launchevents 33

5.2.6Otherinteractions 34

MANUALANDGUIDE

5.2.7GovernmentEngagementPortal 34

5.2.8Publicationofinteractions 34

5.2.9GeneralcommunicationwiththeBoardofExecutiveDirectors 34

Datacollection37

6.1SourceofData 37

6.2Questionnaire-basedDataCollection 38

6.2.1Questionnairedevelopmentandclearance 38

6.2.2Questionnairegeneration 39

6.2.3Questionnairedistribution 39

6.2.4Processingcompletedquestionnaires 39

6.2.5Completionofquestionnaire-baseddatacollection 40

6.3WBLDataCollectionMissions 41

6.3.1Identificationofeconomiesfordatacollectionmission 41

6.3.2Notificationprotocolforanupcomingmission 41

6.3.3DatacollectionTravelRequests(TR) 42

6.3.4RulesofengagementwithCMUsduringmission 42

6.3.5Rulesofengagementwithpublicauthoritiesduringmission 43

6.3.6RulesofengagementwithExpertContributorsduringmission 43

6.3.7Post-missiondeliverables 44

7DatacodingandAnalysis46

7.1DataManagementSystem(DMS) 46

7.2LawLibraryandImplementationLibrary 47

7.3TopicLeaderResponsibilities 47

7.4AnalystResponsibilities 48

7.5DataChanges 48

7.6SubmittingDataforReview 49

7.7ITFlagsforProperDataProduction 49

8DataManagement,Analysis,andReview51

8.1CodingStandardsforLegalandSupportiveFrameworksData 51

8.1.1TopicLeaderreview(level1) 52

8.1.2Supervisorreview(level2) 52

8.1.3Managerreview(level3) 52

8.1.4DataTeamreview(level4) 52

8.2EnforcementPerceptionsDataManagementProcess 53

8.2.1TopicLeaderreview(level1) 54

8.2.2Supervisorreview(level2) 54

8.2.3DataTeamreview(level3) 54

8.2.4Managerreview(level4) 54

8.3ReviewoftheFinalFullDataSet 54

8.3.1DECIGManagementreview 54

8.3.2PreparingforBank-wideReview(BWR) 55

MANUALANDGUIDE

sclearanceandpublicationoftheReportandData57

9.1ProcessforObtainingApprovalforBWRCirculation 57

9.2ArchivingofBWRVersionoftheDataandApprovalforBWRCirculation 57

9.3PreparingfortheBWRMeeting 57

9.4ProcessforRespondingtoEconomy-specificComments 57

9.5ArchivingofBWRCommentsReceived 58

9.6DataChangesafterBank-wideReview 58

9.7ApprovalofFinalData 58

9.7.1Archivingfinaldataandapprovals 59

9.8FinalClearanceofReportforPublication 59

9.8.1Processforpreparingthefinalreport 59

9.8.2Archivingapprovalforfinalreport 59

9.9PreparationandPublicationofDataProducts 60

9.10PublicationofReport 60

9.11ConstructionofthePanelDataSet 60

10DisseminationoftheReportandData62

10.1DREAMTeamFunctions 62

10.2DisseminationandOutreachStrategy 63

10.3EventCoordinationandPlanning 63

10.4KnowledgeManagementandOutreachTools 63

10.5NetworksandPartnerships 65

10.6Communications 66

11.1ResearchGuidelines 68

11.1.1Theresearchproductionprocess 68

11.1.2Guidelinestoproposeresearchideas 69

11.1.3Guidelinesonco-authorshipforresearchpapers 69

12changesAffectingthewomen,BusinessandtheLawIndex71

12.1ConceptualDefinitions 71

12.2DesignPhase 71

12.3ApprovalPhase 72

12.3.1Methodologicalchanges 72

12.3.2Otherindicatorchanges 72

12.4FinalClearanceProcess 72

12.5TimelineforImplementation 72

MANUALANDGUIDE

1aFundraising75

16ResourcesaboutworkplaceIntegrity,thelIntegrityofwBL,andstaffwellmm

being78

14.1ConcernsArisingintheWorkplace 78

14.2WheretoGowithConcerns(EIJoptions) 78

14.3IssuesRelatingtoEmployment(contracts,performance,andsoon) 78

14.4InterpersonalConflictwithaColleagueorColleagues 79

14.5InappropriateBehaviorbyColleaguesorExternalCounterparts 79

14.6GeneralConflictsofInterest 80

14.7ViolationsofWBGStaffRulesandPolicies 80

14.8SuspectedFraudorCorruptioninWBGProjectsandActivities 80

14.9ResourcesforStressandMentalWell-Being 81

14.10SummaryofResourcesforStaff 82

MANUALANDGUIDE

TheWorldBank’sWomen,BusinessandtheLaw(WBL)isaglobalbenchmarkingprojectthatprovidescomprehensiveandcomparabledataonhowlaws,regulations,andpoliciesaffectwomen’seconomicopportunitiesandprivatesectordevelopmentin190economies.TheprojectishousedintheWorldBank’sDevelopmentEconomicsGlobalIndicatorsGroup(DECIG).

Women,BusinessandtheLaw(WBL)dataandresearchfindingshavebeeninstrumentalininformingpolicydialogueongenderequalityreformtodriveglobalgrowthandproductivityformorethan15years.Introducedin2010,theprojecthasamassedarigorousworldwidedatabaseandhasproducedtenannualreports,withdataspanningmorethan50years,highlightinglegalreformsaffectingwomen’seconomicparticipationfrom1970tothepresent.Initiallyfocusedonanalyzinglaws“onthebooks”(dejure),theWBLreporthas,in2024,expandeditsscopetoassesstheimplementationoftheselawsinpractice(defacto).Itaimstodosobyexaminingeconomies’diversepolicyandinstitutionalframeworksinsupportoflegalimplementationandgaugingexperts’perceptionsontheenforcementoflaws.Thisevolutionmarksasignificantstepinunderstandingnotonlytheexistenceoflawsbuttheirpracticalimpactonwomen'saccesstojobsandmarkets.TheWBLreportsalignwithbroaderinternationaldevelopmentgoalsrelatedtogenderequalityandsustainablegrowthaslaidoutintheWorldBankGenderStrategy2024–2030andtheUnitedNations’SustainableDevelopmentGoals(SDGs).

TheWomen,BusinessandtheLawManualandGuide(WBLM&G)describestheproductionanddisseminationprocessfortheWBLreportsandunderlyingdata.ItservesasanofficialsourceofinformationforWBLTeammembersandinterestedstakeholders.Itaimstodepict,consolidate,andcodifyWBLrulesandprotocolsinacomprehensiveway.ItbuildsonrulesandpracticesdevelopedbytheWBLTeamtoinformthestepsoftheprocessesofdatacollection,datavalidation,reportpreparation,andreportdissemination.ThisdocumentalsodescribesprocessesintendedtoshieldtheWBLTeamfromtheundueinfluenceofinternalandexternalstakeholders,presentinginformationaboutresourcesavailabletoreportandaddressanysuchinstances.Itaimstoensurethetransparency,quality,andintegrityofWBLdataandresearch.TheWBLM&Gisupdated,asnecessary,onceayear,atthestartofeachdatacollectioncycle,toensurethattherulesandprotocolsdescribedarealignedwithdataintegrityandtransparencybestpracticesandthattheyaccuratelydescribethesystemsandproceduresputinplacebytheWBLTeam.

AsWorldBankGroup(WBG)employees,WBLstaffaresubjecttoallapplicableWBGStaffRulesandstandardsofconduct.ThoserulestakeprecedenceoverthecontentofthisManualandGuide.TheWBLM&GprovidessupplementalguidancerelevanttotheWBLcontext.Whilestrivingtobecomprehensive,theWBLM&GiswrittenasasuccinctsummaryofWBLprocessesduetotheexpansivenatureoftheareascovered.

TheWBLreportproductioncycleconsistsoffivephasesovera12-monthperiod,fromthedesignofthequestionnairetothepublicationofthereportanddata.Eachphaseisbroadlycoveredinthesectionsthatfollow,withaparticularfocusonthephasesthattouchondatacollectionanddatavalidation(seeFigure1).

1.Questionnairedesignandsystemsconfiguration(December–April).Duringthisphase,theWBLteamdesignsthequestionnairesthatwillbeusedtocollectdataandpartnerswithITcolleaguestoconfigurethesystemsforsurveydistribution,contributorrelationshipmanagement,anddatamanagement.

MANUALANDGUIDE

2.Datacollectionin190economies(April–September).Duringthisphase,questionnairesaredistributedtoprivatesectorExpertContributorsandpublicsectorrespondents,aswellasWorldBankGroupstaff.

3.Deskresearch,datavalidation,anddatareview(April–September).Duringthisphase,theWBLteamvalidatestheresponsesreceivedwiththerelevantlaw,regulation,orpolicymechanism,accessedthroughdeskresearch.Thevalidateddatagothroughseverallayersofreviewtoensurequalityandaccuracy.

4.Scorecomputation,dataanalysis,andreportdrafting(September–January).Duringthisphase,theWBLteamcomputesthescoresforeachindicator,topic,andpillarindex.Thescoresarethenanalyzed,andhighlightsarepresentedinthedraftreport.ThefinaldatasetandreportthenundergoaprocessofBank-wideReview.

5.Publicationanddissemination(February–onward).FollowingBank-wideReview,thereportisfinalizedandpreparedforpublicationalongwiththefinaldataset.TheWBLteamthenengagesindisseminationactivitiestopresentthefindingsfromthelatestreportanddataset.

FIGURE1.

WBLReportProductionCycle

GlossaryandAbbreyiations

MANUALANDGUIDE

2GLOSSARYANDABBREVIATIONS

Analyst–AWBLteammemberworkinginaTopicTeam,otherthantheTopicLeader.AnAnalystmaybeanystaffdescribedin

StaffDirective4.01,

Section2.01,includingtemporariesandconsultants.

Back-to-OfficeReport(BTOR)–AwrittenreportpreparedbytheteamthatconductsaDataCollectionMission.TheteampreparesbothExternalandInternalBTORs.TheExternalBTOR,tobesharedwiththeCountryManagementUnit(CMU)andthebroaderdepartment,statesthemission’smainpurposes,keymissionhighlights,andnextsteps.Italsospecifieseachpublicsectoragencymetbytheteamduringthemission.TheInternalBTOR,forcirculationwiththeWBLTeam,containsthenamesandcontactinformationofallExpertContributorsmetbytheteammembersduringthemissionandtheirindividualresponses,aswellascontextualinformationandthefindingsoftheDataCollectionMission.

Bank-wideReview(BWR)–ThestagewhenthedraftWBLreportiscirculatedinternallywithintheWorldBankGroupforfeedback.Thisinstitutionalreviewprocess,whichincludeseconomydatatablesanddatasets,isinitiatedbyDevelopmentEconomics(DEC)Management.

BoardofDirectors–TheWorldBankGroupBoardofDirectorsreferstofourseparateBoardsofDirectors:namely,theBoardoftheInternationalBankforReconstructionandDevelopment(IBRD);theBoardoftheInternationalDevelopmentAgency(IDA);theBoardoftheInternationalFinanceCorporation(IFC);andtheBoardoftheMultilateralInvestmentGuaranteeAgency(MIGA).ExecutiveDirectorsareappointedorelectedbytheWorldBankGroupGovernors.SeparateelectionsareheldfortheIBRDandMIGABoardofDirectors.IBRDExecutiveDirectorsserveexofficioasDirectorsforIFCandIDA.InlinewiththeIBRD’sArticlesofAgreement,theExecutiveDirectorsselecttheWorldBankPresident,whoistheChairmanoftheBoardofDirectors.

ChiefEconomist(VicePresidentofDEC)–TheSeniorVicePresidentandChiefEconomistoftheWorldBankGroup,responsibleforprovidingintellectualleadershipanddirectiontotheBank’soverallinternationaldevelopmentstrategyandeconomicresearchagendaattheglobal,regional,andcountrylevels.

ContributorManagementTeam(CMT)–OneoftheWBLfunctionalteams.ResponsibleforoverseeingtheprocessofmaintainingandexpandingthepoolofWBLExpertContributors,establishingrulesforthecommunicationbetweentheWBLTeamandtheseexperts,guidingthedatacollectionprocess,andmonitoringcompliancewithestablishedrules.TheContributorManagementTeamisalsomandatedtobuildandmaintainpartnershipswithglobalandregionalpartners.

ContributorRelationshipManagement(CRM)system–DatabasecontainingcontactinformationandquestionnairetrackinginformationfortheExpertContributorswhoWBLengagesinthedatacollectionanddisseminationprocess.

CountryDirector/CountryManager/DivisionDirector–Dependingonthesizeoftheprogramandnatureofthecountryrelationship,theWorldBankCountryOfficesareheadedbyeitheraDivisionDirector(whenmultiplecountriesarecoveredbytheCMU),CountryDirector,CountryManager,orResidentRepresentative.

MANUALANDGUIDE

CountryManagementUnits(CMU)–WorldBankofficeslocatedintheBank’sclientcountries,oftencoveringagroupofcountries.EachofthesevenRegionalVicePresidencieswithintheWorldBank—EasternandSouthernAfrica,WesternandCentralAfrica,EastAsiaandthePacific,EuropeandCentralAsia,LatinAmericaandtheCaribbean,MiddleEastandNorthAfrica,andSouthAsia—hasseveralCMUs.EachCMUisresponsibleforWorldBankdialoguewiththecountrygovernmentandthepreparationoftheCountryPartnershipFramework,whichisthebasisfortheBank’sfinancialsupporttothecountry.

DataCollectionMission–WBLmissionwiththeprincipalaimofcollectingandconfirmingdatawiththeprivatesectorandspecificpublicagencies.

DataManagementSystem(DMS)–MainrepositoryfordatacollectedduringeachWBLcycleandcodingdecisionsforeachtopic.

DataTeam–OneoftheWBLfunctionalteams.Inchargeofdataqualityandintegrityandalsomanagesthesurveydistributionanddataproductionprocesses.Theteamensuresthemaintenance,incollaborationwithcolleaguesintheInformationandTechnologySolutions(ITS)VicePresidency,ofthethreemainsystemsusedbyWBL(CRM,ngSurvey,andDMS).UndertheDataTeam’spurviewareseveralkeydatabases,includingtheWBLdataset,theReformsDatabase,theLawLibrary,andtheContributorRelationshipManagementdatabase.Finally,theteamisthecustodianoftheprocessesandprocedurescontainedinthisManualandGuide.

DevelopmentEconomicsVicePresidency(DEC)–TheDevelopmentEconomicsVicePresidency(DEC)increasesunderstandingofdevelopmentpoliciesandprogramsbyprovidingintellectualleadershipandanalyticalservicestotheBankandthedevelopmentcommunity.ItisthepremierresearchanddataarmoftheWorldBank.

DECIG(GlobalIndicatorsGroup)–TheGlobalIndicatorsGroupoftheDevelopmentEconomicsVicePresidencyoftheWorldBankGroup.

DECIGDirector(Director)–TheDirectorinchargeofDECIG.ReportingtotheChiefEconomistandsupervisingtheflagshipdataandreportsproducedbythedepartment,includingWomen,BusinessandtheLaw,EnterpriseSurveys,GlobalandSubnationalBusinessReady.

Dissemination,Relationships,Engagement,andMedia(DREAM)Team–OneoftheWBLfunctionalteams.Responsibleforcommunications,knowledgemanagement,strategicoutreach,andstakeholderengagementtoencouragetheuptakeofWBLdataandresearchwithinandoutsidetheWorldBank.

EnforcementPerceptions(EP)Team:TheenforcementperceptionsteamisoneoftheWBLtopicteams.Itcollectsdataandconstructsanindexthatevaluateslegalexperts’viewsonhoweffectivelypublicauthoritiesenforcelawsandupholdrightsassessedintheWomen,BusinessandtheLawlegalframeworks.

EthicsandInternalJusticeServices(EIJ)VicePresidency–ItwasestablishedontherecommendationoftheTaskForceonWorkplaceCulture.EIJpromotestheWorldBankGroup'sCoreValues,andprovidesethicaladvisoryandconflictresolutionservicestostaff.ItintegratesfunctionsrelatedtocompliancewithStaffRulesandaddressingwork-relatedconcernsandgrievances.

ExecutiveDirectors(EDs)–TheExecutiveDirectorswhomakeuptheBoardofDirectorsoftheWorldBankGroup.IncludesalternatestoExecutiveDirectors,whohavefullpowertoactintheabsenceoftheirrespectiveExecutiveDirectors.

MANUALANDGUIDE

ExpertsorExpertContributors–Expertsfrom190economieswhoeveryyearcompleteWBLquestionnairescontainingthequestionsonwhichtheWBLreportisbased.Expertsaresometimesreferredtoascontributorsorrespondents.

ExpertsManager–WBLTeammemberwhooverseestheprocessofmaintainingandexpandingthepoolofWBLExpertContributorsandsupportsrelationshipsbetweentheWBLTeamandtheseExperts.TheteammemberalsocoordinateswithInformationandTechnologySolutions(ITS)counterpartsontasks,issues,andenhancementsconcerningtheContributorRelationshipManagement(CRM)system.

ExternalandCorporateRelations(ECR)–TheVicePresidencythatworkswithWorldBankGroupleadershiptosecurefinancialandpoliticalsupportfortheWBG,enabletheachievementofcountryoutcomes,andstrengthenitsroleasaglobalthoughtleaderindevelopment.

GovernmentEngagementPortal–AdedicatedsectionontheWBLwebsiteforgovernmentstorequestbilateralworkshopsormeetings.Theseworkshopsareclosedtothepublicandincludeprojectoverviews,methodologypresentations,Q&A,andeconomy-specificdatadiscussions.

GroupInternalAudit(GIA)–TheunitwithintheWorldBankGroupthatprovidesanindependentviewonwhetherprocessesformanagingandcontrollingriskstoachievetheWBG'sgoals,andoverallgovernanceoftheseprocesses,areadequatelydesignedandfunctioningeffectively.GIAworksacrossallWBGinstitutions,coveringalloperationalcorporatefunctionsaswellasinformationtechnology(IT)systemsandprocesses.

InformationandTechnologySolutions(ITS)–TheVicePresidencythatprovidestransformative

informationandtechnologyresourcestoWBGstaff.

LawandImplementationLibrary–Internalrepositoryofdigitalcopiesofcurrentandhistoricallaws,regulationsandothersupportingdocumentaryevidenceusedasareferenceduringthecodingphase.

Manager(alsoWBLManager)–TheManageroftheWBLTeam.Thefinalreviewanddecision-makinglayerwithintheteam.

ngSurvey–ITplatformusedfortheWBLquestionnairesaswellascollectinginformationfromtheGovernmentEngagementPortal.ThengSurveyisusedforthegeneration,storage,andextractionofquestionnaires.

ProductionLeader–WBLTeammemberwhooverseesthewritingandproductionprocessoftheannualWomen,BusinessandtheLawreport,includingcoordinationwiththePublicationsOfficeorexternaleditorandtypesetterandcompilationandresponsetofeedbackfromtheBank-wideReview.

Reform–AnewlaworamendmentthatimprovesthescoreofWomen,BusinessandtheLawindicators.

ReformAdvisory–AnyactivitythatinvolvesprovidingspecificguidanceonreformsthatdirectlyaffecttheWBLindicators,scores,orrankings.ColleaguesinvolvedinReformAdvisoryactivitiesarenotinvolvedintheproductionofthedataorthereport,toguaranteedataintegrity.

ResearchQualityandAnalysisTeam–OneoftheWBLfunctionalteams.Inchargeofcreatingtheeconomy-levelWBLindexesanddatasets,providingthereproducibilitypackagefortheWBLdataandreport,reviewingthequalityofresearchoutputs,anddevelopingguidelinesfordataqualityandintegrity.

MANUALANDGUIDE

ResearchTeam–OneoftheWBLfunctionalteams.InchargeofproducingresearchandcoordinatingtheWBLTeam’sresearchactivities.Theresearchteam’sobjectivesincludebackgroundresearchtostrengthentheoverallWBLmethodology,producinganalysisandempiricalresearchpapersusingWBLdatatoincreasetheproject’simpact,supportingtheoverallWBLTeamonempiricalanalysisusedinreportsandbriefs,andincreasingtheawarenessofWBLdatasetsamongeconomistsandacademiathroughnetworksandconferences.TheteamworkscloselyandcollaborativelywiththeDataTeamandTopicTeams.

Supervisor–SupervisorswithintheWBLTeamplayacrucialroleinfosteringapositiveandproductiveworkenvironment.First,theyensurethatTopicLeadersandteamsconsistently,accurately,andpunctuallyfulfilltheirtasksandresponsibilitiesbyfollowingthedirectionssetforthbytheManagerandDirector.Additionally,theyprovidevaluableguidancetoTopicLeaders,encompassingbothsubjectmatterexpertiseandpracticalimplementationinsights.

SurveyTeam–OneoftheWBLfunctionalteams.Inchargeofsettinguptheprocesstodesign,generate,test,anddistributetheWBLquestionnairesinrelevantlanguages(Arabic,English,French,Russian,andSpanish)andformats.

Topic–OneofthetentopicsanalyzedbytheWBLreportfollowingthelifecycleofawoman’sworkinglife:Safety,Mobility,Work,Pay,Marriage,Parenthood,Childcare,Entrepreneurship,Assets,andPension.

TopicLeader–SeniormemberoftheWBLTeamwholeadstheteamworkingononeormoretopicsoftheWomen,BusinessandtheLawreport.

TopicTeam–AteamworkingononeormoretopicscoveredbytheWomen,BusinessandtheLawreport.

TravelRequest(TR)–Pre-travelrequestthatmustbesubmittedandapprovedintheSAPdatabaseforauthorizationforWBGstafftotravel.

Verticals–TheunitswithintheWorldBankGroupenvisionedtobeverticalpillarsoftechnicalexpertiseontheirrespectivesubject.

WorldBankGroup(WBG)–ThefiveglobalinstitutionsthatmakeuptheWorldBankGroup:theInternationalBankforReconstructionandDevelopment(IBRD);theInternationalDevelopmentAssociation(IDA);theInternationalFinanceCorporation(IFC);theMultilateralInvestmentGuaranteeAgency(MIGA);andtheInternationalCentreforSettlementofInvestmentDisputes(ICSID).

WBGcolleagues–StaffwithintheWorldBankGroup,includingallfiveglobalinstitutions,aswellasCountryOffices.

WBLManagementTeam–TeamcomprisedoftheWBLManagerandSupervisors.

WBLTeam–StaffworkingontheWBLproject,includingtemporariesandconsultantsworkingontheWBLreport,asdescribedinStaffRule4.01,Section2.01.

MANUALANDGUIDE

3DATAINTEGRITY

3.1COREVALUESANDCODEOFETHICS

TheWBG

CoreValues

—Impact,Integrity,Respect,Teamwork,andInnovation—guideeverythingemployeesoftheWBGdo.WBLproductshaveagreatimpactonclienteconomiesandotherstakeholders.DoingWBGworkwithrespectandintegrityisessentialtobuildingandpreservingtrustamongclients.TheWBLTeamstrivestoachievethehigheststandardsforresponsibility,accountability,andqualityofWBLproducts.

WBLTeammembersshouldbeknowledgeableabouttheWBG

CodeofEthics,

whicharticulatestheWBGCoreValuesandtheethicalnormsandbehaviorsthattheWBGexpectsfromstaff,thateachofusshouldexpectofourselves,fromoneanother,andfromtheinstitution.TheCodeofEthicsiscomplementarytotheWBGStaffRulesthatarethebasisfordeterminingmisconductanddisciplinarysanctions.The

Staff

Manual

containsthePrinciplesofStaffEmployment,theStaffRules,and