CIF - Gaining Momentum Across IFC

The Culture Is Us Gaining Momentum Across IFC (July 1, 2022 - June 30, 2023) FY23 Diversity, Equity, and Inclusion Annual Report“The wide range of backgrounds, experiences, and viewpoints within IFC is undoubtedly our biggest asset. Diversity in all forms is foundational to our mission and underpins our success in engaging with our clients and stakeholders across the globe. ” Makhtar Diop, Managing Director, IFC01 16 17 03 18 02 21 26 10 05 09 08 Table of Contents

Leadership Perspective: Makhtar Diop, Managing Director Leadership Perspective: Elena Bourganskaia, DEI Council Co-Chair and Vice President of Corporate Support

Data-Driven Action Who We Are Inclusive Leadership

Learning Initiatives: Building Our Inclusive Leadership Capabilities

Transformative DEI Learning Experiences and Partnerships Communicating Allyship in Uncomfortable Conversations Mobility2Equal Respectful Workplace Advisors Executive Summary Inclusive Recruitment Initiatives Inclusive Recruitment Processes African American Outreach Global Outreach WBG Young Professionals Program Nepal’s Inclusive Internship Program Brazil's Inclusive Internship Program Latin America: Cultures and Roots Indigenous Outreach Event DEI in the Regions Country Office DEI Representatives Morocco’s DEI Assessment India’s DEI Assessment Disability Inclusion Initiatives Tirana, Albania Baku, Azerbaijan Sarajevo, Bosnia and Herzegovina Manila, The Philippines Gender Equality Gender Balance Index (GBI): How We Measure Gender Workforce Representation Women in Senior Technical and Managerial Roles Women in Senior Technical Roles Women in Management Parental Leave Benefit Gender Pay Gap Analysis 10 11 12 13 14

14 21 22 24 24 24 25 25 26 26 27 28 28 28 29 29 18 19 20 19 20 DEI Governance and Strategy DEI Council DEI Council Strategic Planning Highlights of FY23 DEI Strategic Priorities Leadership Perspective: Emmanuel Nyirinkindi, DEI Council Co-Chair and Vice President of Cross-Cutting Solutions 30 34 35 38 Highlights from the Employee Resource Groups Virtual ERG Expo IFC African Descent Alliance

IFC GLOBE

IFC Millennial+ Resource Group IFC Women’s Network Report Data Appendix Glossary of Terms Fueling the Way Forward with Rani Pooran, IFC DEI Program Lead 30 31 32 33 33 5 6The Culture Is Us Gaining Momentum Across IFC 1 Leadership Perspective Makhtar Diop, Managing Director The past year presented no shortage of unprecedented global challenges. Despite the difficult environment, fiscal year 2023 (FY23) was a record year for IFC. Our commitments increased by 30 percent to over $43 billion, the largest volume in our more than 60-year history. These numbers sound impressive, but our work isn’t about dollars financed. It's about impact— the kind of impact that is only possible through our people. That’s why I am so proud of the progress IFC has made in the diversity, equity, and inclusion space. We know that diverse teams are critical for innovation, but diversity is not enough on its own. We seek to build a diverse, equitable, and inclusive workplace that empowers and celebrates our staff as they deliver impactful results in private sector development. Diversity, Equity, and Inclusion (DEI) is a central pillar of who we are at IFC, and a key differentiator for our institution. To accelerate our journey, we focus on three DEI strategic priorities: gender equality, data-driven action, and inclusive leadership. To create a more equitable and inclusive workplace culture at IFC, we implemented several initiatives,

a key differentiator for our institution. To accelerate our journey, we focus on three DEI strategic priorities: gender equality, data-driven action, and inclusive leadership. To create a more equitable and inclusive workplace culture at IFC, we implemented several initiatives, Leadership Perspective that recognize the individual needs of staff. We transitioned to more flexible working arrangements. With the ability to customize their workday according to their individual needs, staff are more empowered to realize their full potential. We launched the first module of our Inclusive Communication Learning Program , which enhances our inclusive leadership capabilities and fosters an LGBTQI+ inclusive workplace. True to our commitment to creating opportunities in local markets, we expanded our Inclusive Internship Program to Brazil through a partnership with the Brazilian Black Economists Network. These are just three of the many steps we have taken to advance our DEI efforts. I am heartened that as we continue living the World Bank Group core values of impact, integrity, respect, teamwork, and innovation, we are creating a workplace where all IFC staff see they matter and feel they belong.2 The Culture Is Us Gaining Momentum Across IFC Executive Summary Executive Summary In FY23, we made major strides toward developing tools, partnerships, processes, and practices to advance our three DEI strategic priorities: gender equality, data-driven action, and inclusive leadership. 1 For the second year in a row, we continued to provide a more comprehensive view of our workforce diversity by including, alongside nationality and gender, pillars of race/ethnicity, generation, sexual orientation, and disability status. For more details, please see the Who We Are section . Highlights from our gender equality program include an observed increase to 0.87 in our Gender Balance Inde x (GBI) score , a metric we use to promote, measure, and track gender distribution across IFC. This is a 2.8 percent increase from FY22 and an 8.7 percent increase since FY19. Notably, the share of women in the

0.87 in our Gender Balance Inde x (GBI) score , a metric we use to promote, measure, and track gender distribution across IFC. This is a 2.8 percent increase from FY22 and an 8.7 percent increase since FY19. Notably, the share of women in the Managers grade group also grew from 39.7 percent in FY22 to 43.0 percent in FY23 (an 8.3 percent increase). For more details, please see the Gender Equality section . IFC’s approach to data-driven action transformed with the launch of the IFC Dashboard , which puts a wide range of data—including DEI data— into the hands of IFC staff. With the Dashboard, IFC is on track to continue evolving into a data and insights-driven organization. For more details, please see the Data-Driven Action section . On the Inclusive Leadership front, we focused on building our inclusive leadership capabilities through transformative learning experiences, such as our Inclusive Communication This annual report showcases our commitment to building equity and working toward greater inclusion and diversity. It provides stakeholders with a detailed update on DEI progress achieved in FY23. In this report, we disclose statistics and data related to workforce diversity, as well as data points that illustrate the ongoing nature of our DEI journey. Given that this is only our second DEI annual report, it shows how far we have come, and also, the ground we must cover to achieve our goals. All the figures provided are based on FY23 data (as of June 30, 2023) unless otherwise indicated. Percentages are rounded to the nearest tenth decimal place. The data are also presented as tables in the Appendix . Figure 1. Gender Balance Index (GBI) Trend, FY19-FY23 Learning Program , which puts IFC staff on a continuous learning journey toward allyship and living our World Bank Group values of teamwork, respect, impact, integrity, and innovation. For more details, please see the Inclusive Leadership section . We also made progress toward achieving our DEI goals through

Learning Program , which puts IFC staff on a continuous learning journey toward allyship and living our World Bank Group values of teamwork, respect, impact, integrity, and innovation. For more details, please see the Inclusive Leadership section . We also made progress toward achieving our DEI goals through inclusive recruitment initiatives , locally driven DEI initiatives , and Employee Resource Group-led community building events . Highlights include conducting over 38 African American outreach events, participating in more than 111 global talent outreach events, completing a DEI assessment in the Mumbai and Delhi country offices , launching a sequel to the Inclusive Internship Program in the Latin America and Caribbean region in the IFC São Paulo office, and the launch of a virtual ERG expo . For more details, please see the Inclusive Recruitment Initiatives section , DEI in the Regions section , and Highlights from the Employee Resource Groups section . FY23 showed us that with data and heart, we can move the needle on inclusion in ways that are locally relevant and globally consistent across the organization. As recorded in PeopleSoft, the Human Resources Management System (HRMS) at IFC, as of June 30, 2023. 1 IFC’s DEI Annual Report formerly referred to data-driven action as data-driven accountability.The Culture Is Us Gaining Momentum Across IFC 3 Who We Are Who We Are IFC – a member of the World Bank Group (WBG) – is the largest global development institution focused exclusively on the private sector. Guided by the World Bank Group core values of impact, integrity, respect, teamwork, and innovation, we know that inclusion drives innovation. Our commitment to diversity and inclusion generates insights that strengthen our work. By cultivating diverse perspectives, we gain the creativity to deliver innovative solutions in some of the toughest environments on the planet. iCount, our ongoing initiative to encourage staff to voluntarily selfidentify in terms of nationality, race and ethnicity, sexual orientation and gender identity, and disability status through IFC’s human resources system, enables us to develop an increasingly sharper

toughest environments on the planet. iCount, our ongoing initiative to encourage staff to voluntarily selfidentify in terms of nationality, race and ethnicity, sexual orientation and gender identity, and disability status through IFC’s human resources system, enables us to develop an increasingly sharper picture of our workforce diversity. In FY23, we maintained a 61.1 percent iCount response rate, allowing us to continue broadening our view of workforce diversity. A year later, we are proud to present a more comprehensive snapshot of our workforce composition that includes generational diversity. Our staff represent more than 150 nationalities, with growing regional nationality representation from Africa and South Asia, two regions that have seen growth of nearly 20 percent since FY19. Headquartered in Washington, D.C., IFC operates in over 100 countries with 57.0 percent of our staff working outside of Headquarters (HQ). At the end of FY23, IFC consisted of over 4,300 employees, 54.1 percent of whom are women. Figure 3. Regional Nationality Representation of IFC Employees, FY23 Figure 2. Overall Gender of IFC Employees, FY23

Source: As recorded in PeopleSoft, the Human Resources Management System (HRMS) at IFC, as of June 30, 2023.

Source: As recorded in PeopleSoft, the Human Resources Management System (HRMS) at IFC, as of June 30, 2023.

Female Male4 The Culture Is Us Gaining Momentum Across IFC Who We Are Figure 4. Generational Diversity of IFC Employees, FY23 Figure 5. Overall Race/Ethnicity of IFC Employees, FY23

Source: As recorded in IFC's HR system as iCount self-identification data as of June 30, 2023. This data reflects the responses of individuals who chose to self-identify through iCount, which had a 61.1 percent completion rate. iCount encourages staff to voluntarily self-identify in terms of nationality, race and ethnicity, sexual orientation and gender

responses of individuals who chose to self-identify through iCount, which had a 61.1 percent completion rate. iCount encourages staff to voluntarily self-identify in terms of nationality, race and ethnicity, sexual orientation and gender identity, and disability status (or "decline to state" if so preferred). Our workforce is also generationally diverse. 1.5 percent of staff are GenZers, 43 percent of staff are Millennials, 48.3 percent of staff are GenXers, and 7 percent of staff are Boomers. This fiscal year, 4.6 percent of iCount respondents identified as LGBTQI+. 2 For reference, in a 30-country survey conducted by Ipsos , it was found that 9 percent of respondents identified as part of the LGBT+ community. At IFC, 2.9 percent of iCount respondents identified as working with a disability; however, the World Health Organization estimates that 16 percent of the world’s population, or 1 in 6 people, experience some form of disability. Due to legal and social constraints, as well as criminal penalties in some countries, we know that some individuals may feel uncomfortable openly identifying with these communities. Nevertheless, IFC remains steadfast in its commitment to creating a safe and inclusive environment within the walls of our organization. In FY24, we will continue attracting, developing, and retaining a diverse workforce while encouraging staff to participate in iCount. The data collected from iCount is critical to gaining insights into the workplace experience of IFC employees, enabling us to further address systemic inequities and offer career development opportunities to all our staff. iCount data gives a breakdown of our workforce’s racial and ethnic diversity: 2 This data reflects the responses of individuals who chose to self-identify through iCount, which had a 61.1 percent completion rate as of June 30, 2023. We use the acronym LGBTQI+ at IFC, and we recognize that other organizations use variations of this acronym, such as LGBT+ or LGBTQ+.The Culture Is Us Gaining Momentum Across IFC 5 DEI Governance and Strategy DEI Governance and Strategy DEI Council

acronym, such as LGBT+ or LGBTQ+.The Culture Is Us Gaining Momentum Across IFC 5 DEI Governance and Strategy DEI Governance and Strategy DEI Council At IFC, we strive to build a diverse, equitable, and inclusive workplace that empowers and celebrates our staff as they deliver impactful results in private sector development. As with all of our work, IFC takes a strategic and accountable approach to its DEI program. IFC’s Management Team is accountable for DEI targets, which are cascaded down to and monitored by each Vice Presidential Unit (VPU). The DEI Council (the Council) was formed in 2015 to advise the Management Team on the strategic direction of IFC’s DEI program. The Council also ensures multi-year priorities and initiatives are implemented and measured for continuous improvement. With 57.0 percent of IFC staff based in country offices outside of HQ, the Council represents needs and priorities that are globally consistent, but also locally relevant from HQ to country offices. Two Vice Presidents lead the Council on a rotating basis. DEI Council membership consists of the IFC DEI Program Lead, the Co-Leads of the ERGs, and 26 DEI Advocates nominated by each VPU to represent them for a three-year term. The DEI Advocates are focal points for bringing DEI matters in their units to the attention of their VPU’s extended leadership team. DEI Advocates integrate IFC’s DEI initiatives at the VPU and department levels, and they actively support the creation of an inclusive workplace culture. Elena Bourganskaia DEI Council Co-Chair and Vice President of Corporate Support Emmanuel Nyirinkindi DEI Council Co-Chair and Vice President of Cross-Cutting Solutions6 The Culture Is Us Gaining Momentum Across IFC DEI Council Strategic Planning DEI Governance and Strategy The annual DEI retreat provides Council members with the opportunity to reflect on our achievements and pave the way for the next phase of our DEI journey. In May 2023, the DEI Council convened to assess progress and discuss

DEI Council Strategic Planning DEI Governance and Strategy The annual DEI retreat provides Council members with the opportunity to reflect on our achievements and pave the way for the next phase of our DEI journey. In May 2023, the DEI Council convened to assess progress and discuss the next steps in our strategic priority areas: gender equality, data-driven action, and inclusive leadership. The first half of the retreat was a retrospective of the impactful tools and mechanisms developed in FY23 to advance diversity, equity, and inclusion. In a fireside chat with DEI Program Lead, Rani Pooran, DEI Council Co-Chairs, Elena Bourganskaia and Emmanuel Nyirinkindi, emphasized the importance of using data and storytelling to engage hearts and minds across the organization, foster a DEI community of practice, and cultivate a culture of inclusion and belonging that supports everyone. Top of mind for the Co-Chairs was the sentiment that, in Elena Bourganskaia’s words, “The culture is us” and IFC staff must continue drawing inspiration from each other to make sustainable gains in DEI. Throughout FY23, IFC’s DEI initiatives were globally consistent and locally relevant. This was highlighted in a candid and authentic panel discussion about IFC’s inclusive internship program. Employees and interns from across the world shared the importance of forging alliances with local organizations to reach underrepresented talent, the rewarding experience of being a mentor, the value that diverse lived experiences bring to private sector development, and the importance of equipping interns with the tools for workplace success.The Culture Is Us Gaining Momentum Across IFC 7 The internship allowed me to collaborate with people from different cultures, which gave me a broader perspective of different ways of working. The internship also provided me with the chance to develop new skills to pursue my short and long-term professional goals.” For information on how we are evolving our inclusive internship program in Brazil, please see our Spotlight on Brazil’s Inclusive Internship Program . In the second half of the retreat, Council members had honest and constructive conversations about how to best address persistent challenges to advancing gender

and long-term professional goals.” For information on how we are evolving our inclusive internship program in Brazil, please see our Spotlight on Brazil’s Inclusive Internship Program . In the second half of the retreat, Council members had honest and constructive conversations about how to best address persistent challenges to advancing gender equality and inclusive leadership. Prominent themes that emerged during the ideation sessions included: • Activating self-leadership across different grade groups. • Maintaining focus on building a pipeline of senior leader female talent. • Providing more learning opportunities for staff to understand and mitigate unconscious biases that manifest in the workplace. • Cultivating a psychologically safe, multigenerational workplace. The insights from the retreat informed several initiatives to be implemented in FY24. As Takir Quintero, a panelist and former intern from the Colombian Inclusive Internship Program in FY22 , recounted: DEI Governance and Strategy8The Culture Is Us Gaining Momentum Across IFC Highlights of FY23 DEI Strategic Priorities Looking back on FY23, we are proud of advancing our three DEI strategic priorities. This section takes a deep dive into the progress we made with our DEI strategic priorities during the fiscal year: Highlights of FY23 DEI Strategic Priorities Gender Equality Data-Driven Action Inclusive LeadershipThe Culture Is Us Gaining Momentum Across IFC 9 Leadership Perspective Emmanuel Nyirinkindi, DEI Council Co-Chair and Vice President of Cross-Cutting Solutions As we reflect on this past fiscal year, the significant strides IFC made to walk the talk on LGBTQI+ inclusion and gender equality make me particularly proud. These are not just priorities for the work in my Vice Presidential Unit around the world as we partner with the private sector on sustainable development, but also the very values that define IFC as a workplace. We launched our internal Inclusive Communication Learning Program and the global mobility peer learning platform, Mobility2Equal , to promote LGBTQI+ inclusive workplaces. In the area of gender equality, we showed strong momentum toward greater gender parity, reaching a Gender Balance

define IFC as a workplace. We launched our internal Inclusive Communication Learning Program and the global mobility peer learning platform, Mobility2Equal , to promote LGBTQI+ inclusive workplaces. In the area of gender equality, we showed strong momentum toward greater gender parity, reaching a Gender Balance Index score of 0.87, a 2.8 percent increase from FY22. In addition, our Parental Leave Analysis , which is part of our Gender Action Plan, showed that secondary caregivers took four times as many days for parental leave by FY22 than in FY18. Just as we see with our business clients, we know gender-neutral parental leave can be hugely supportive to families overall as well as to women as they remain engaged in the workforce and progress through their careers. With our partners, we celebrated the launch of projects such as She Wins Africa , Sourcing2Equal , and Climate2Equal , Leadership Perspective which, along with the release of the World Bank Group Gender Strategy (2024 – 2030) for public consultation, could make a gender-inclusive future a reality for our business clients. These tangible milestones make the important case that advancing gender equality is not just the right thing to do, but also imperative for the success of businesses and economies. Just as we ask our clients to practice sound ESG – environmental, social, and governance – standards, I am also pleased that we have deepened our own disclosure on the ‘’S’’ dimension through the release of the robust DEI data that is at the heart of this second annual IFC DEI report. Moreover, all the great work chronicled in this report is made possible by our engaged and dedicated network of DEI Advocates and DEI Country Office Representatives. They advanced our DEI agenda according to their local needs through initiatives like the Inclusive Internship Program in Brazil and the DEI Assessment in the India country offices . This report is a testament to the fact that, as my DEI Council Co-Chair, Elena

and DEI Country Office Representatives. They advanced our DEI agenda according to their local needs through initiatives like the Inclusive Internship Program in Brazil and the DEI Assessment in the India country offices . This report is a testament to the fact that, as my DEI Council Co-Chair, Elena Bourganskaia, says, “The culture is us.” And, I would add, it is a culture of colleagues who walk the talk on DEI.10 The Culture Is Us Gaining Momentum Across IFC Gender Equality Gender Equality Evidence and experience have shown us that businesses require the full and equal participation of all genders – especially at the leadership level – to grow, develop, and thrive. This is why, at IFC, we are committed to gender equality. We are proud to have further increased our Gender Balance Index (GBI) score this year. Gender Balance Index (GBI): How We Measure Gender Workforce Representation Over the last fiscal year, we continued to implement our Gender Action Plan. The plan has a critical focus on making strides toward gender equality by improving the representation of women at senior levels of the organization. We use the Gender Balance Index (GBI) 3 metric to measure gender distribution across four grade groups at IFC: GA-GD, GE-GF, GG+ Technical, and Managers. 4 A score of one indicates gender parity at IFC overall. In FY23, we achieved a GBI score of 0.87, nearing our goal of 0.89. This marks a 2.8 percent increase from FY22, when our GBI score was 0.85, and an 8.7 percent increase since FY19. 5 Figure 6. Gender Balance Index (GBI) Trend, FY19-FY23

Source: As recorded in PeopleSoft, the Human Resources Management System (HRMS) at IFC, as of June 30, 2023. 3 GBI is a weighted composite measure. A score of one indicates gender parity at IFC overall. The four grade groupings have different weightings as follows:

Source: As recorded in PeopleSoft, the Human Resources Management System (HRMS) at IFC, as of June 30, 2023. 3 GBI is a weighted composite measure. A score of one indicates gender parity at IFC overall. The four grade groupings have different weightings as follows: • GA-GD: 10% • GE-GF: 20% • GG+ Technical: 40% • Managers: 30% 4 IFC uses 10 grade levels to structure its workforce, ranging from GA-GJ. Grade levels reflect levels of responsibility, skills, and education, and they are categorized into four grade groups. • GA-GD indicates administrative jobs that support operations staff. • GE indicates a junior-level job and usually requires a Bachelor’s degree with a minimum of two years of relevant experience. Jobs in this stream are Investment Analyst, Portfolio Analyst, Budget Analyst, HR Analyst, Research Analyst, and Operations Analyst, among others. • GF indicates a mid-level job and usually requires a Master’s or PhD degree with a minimum of five years of relevant experience. Jobs typically found in this stream are Investment Officer, Operations Officer, Financial Officer, Risk Officer, and Economist, among others. • GG+ roles are senior roles that usually require a Master’s or PhD degree with a minimum of eight years of relevant experience. • Managers usually require a Master’s or PhD degree with at least 12 years of relevant experience and include Managers, Directors, Vice Presidents, and the Managing Director. 5 GBI is a weighted composite measure. In order to calculate the 2.8 percent increase in GBI from FY22 to FY23, we used the following calculation: (0.8690.845)/ 0.845 x 100

In order to calculate the 8.8 percent increase in GBI from FY19 to FY23, we used the following calculation: (0.869 - 0.799)/ 0.799 x 100The Culture Is Us Gaining Momentum Across IFC 11 Figure 7. IFC Representation by GBI across Grade Groups

In order to calculate the 8.8 percent increase in GBI from FY19 to FY23, we used the following calculation: (0.869 - 0.799)/ 0.799 x 100The Culture Is Us Gaining Momentum Across IFC 11 Figure 7. IFC Representation by GBI across Grade Groups Source: As recorded in PeopleSoft, the Human Resources Management System (HRMS) at IFC, as of June 30, 2023.

Source: As recorded in PeopleSoft, the Human Resources Management System (HRMS) at IFC, as of June 30, 2023.

In FY23, representation across these two grade groups remained flat at 44.2 percent. 7 It is worth noting, however, that we made representation gains in some Vice Presidential Units (VPUs). 8 For example, the Latin America, Caribbean & Europe VPU achieved gender balance across these two Gender Equality In the following sections, we unpack the drivers of our upward GBI trend and our FY24 areas of focus to meet our GBI target of 0.89. Women in Senior Technical and Managerial Roles Over the last five years, we have made gains in the representation of women in the GG+ Technical and Managers grade groups, which comprise a combined 70 percent of GBI. 6 The GG+ Technical grade group accounts for senior technical roles in the organization. The Managers grade group includes the following managerial roles: Manager, Director, Vice President, and the Managing Director. Since FY19, the share of women across these two grades groups has risen from 41.1 percent to 44.2 percent in FY23, which represents a 7.5 percent increase. 6 The GG+ Technical grade group is 40% of the GBI score and the Managers grade group is 30% of the GBI score.

7 The difference between the share of women in GG+ Technical and Managers grade groups in FY22 and FY23 is 0.2 percentage points. 8 In FY23, the following changes were made to the VPUs: • Asset Management Company became a department under Treasury & Mobilization (formerly Treasury & Syndications).

7 The difference between the share of women in GG+ Technical and Managers grade groups in FY22 and FY23 is 0.2 percentage points. 8 In FY23, the following changes were made to the VPUs: • Asset Management Company became a department under Treasury & Mobilization (formerly Treasury & Syndications). • Global Industries & Other Departments was renamed Industries. • E&S Policy & Risk was created. grade groups in FY23, following the Corporate Support and Legal & Compliance Risk VPUs, which have over 50 percent women representation in GG+ Technical and Managers grade groups. Figure 8. Share of GG+ Technical and Managers Grade Group by VPU, FY23 Female Male Female Male 44.4% 56.6%12 The Culture Is Us Gaining Momentum Across IFC Figure 9. Exits, Hires, and Promotions by Gender at the GG+ Technical Grade Group, FY239 Figure 10.

Overall Hires by Gender Source: As recorded in PeopleSoft, the Human Resources Management System (HRMS) at IFC, as of June 30, 2023.

Source: As recorded in PeopleSoft, the Human Resources Management System (HRMS) at IFC, as of June 30, 2023.

Women in Senior Technical Roles In FY23, even though a lower share of women (46.5 percent) in the GG+ Technical grade group exited the organization compared to men (53.5 percent), the share of GG+ female hires (46.0 percent) and the share of promotions (40.3 percent) were insufficient to increase female representation. 9 Going into FY24, we aim to increase female hires and promotions in the GG+ Technical grade groups. With the knowledge that the share of women in the GE-GF grade group is 55.9 percent, one of the ways we will go about this is by building the leadership pipeline so that women can move into senior roles. We are also replacing GBI targets, a lagging indicator, with GG+ Technical and Managerial hiring targets, a leading indicator, which will accelerate our efforts to achieve gender balance in the VPUs. Gender Equality

one of the ways we will go about this is by building the leadership pipeline so that women can move into senior roles. We are also replacing GBI targets, a lagging indicator, with GG+ Technical and Manag