MESSAGE FROM THE
OMBUDSPERSON
This is my last message as your Ombudsperson.
One thing has been constant throughout my time here: people come to the Office of the Ombudsperson because they want to solve problems early and preserve working relationships. Our job is to make that easier.
When I arrived in 2018, new to the development sector, I quickly learned that the challenges we face at the Asian Development Bank (ADB) are not unique, but our willingness to address them thoughtfully is. We are currently in another period of transitions—from the COVID-19 pandemic lockdown and the ensuing hybrid work, to a new operating model and job architecture, as well as the benefits review and other administrative changes, which have created feelings of uncertainty. Global events also weigh heavily on many of us. Even so, I have seen the organization grow more candid about topics we avoided or failed to appreciate.
Mental health and well-being, for example, now receive far more attention than they did when I started. And rightly so. Work-related stress and work–life balance remain among the top concerns raised with our office and echoed by the Staff Engagement Survey. Women comprise about two-thirds (67%) of those who seek us out, often while silently carrying heavier caregiving responsibilities outside the office—for example, elder care, children’s needs, and partner’s health. That reality is especially tough in leadership roles. This pattern is not unique to ADB, but it is ours to address.
We are also a multigenerational, multicultural workplace. We communicate differently, learn differently, and disagree differently. This makes coordination harder, particularly in hybrid settings if norms are applied unevenly. However, none of this is insurmountable; it calls for clarity, consistency, and discipline to follow through.
I want to acknowledge something important. ADB Management may not always act as quickly or exactly as we would like them to, but they do listen and seek our perspective. After hosting peers from other multilateral organizations, I am reminded that this openness is not universal. It is a strength that we should not take for granted.
Looking ahead, I would like to repeat one recommendation because it is small in cost but potentially large in impact: the need for a practical, structured, bank-wide mentorship program that can support colleagues at any stage of their journey in ADB, including new and emerging leaders; strengthen supervisory skills; and offer a safe early-resolution space. The Budget, People, and Management Systems Department has already voiced support for this mentorship program. I encourage continued, visible progress.
Thank you for the privilege of serving this community these past years. I leave confident that you will continue to meet challenges with steadfastness, compassion, and a clear eye on your shared purpose, with the goal of meaningfully contributing to the realization of ADB’s mission.
Sincerely,
Wayne Blair
Ombudsperson