Talent and Diversity,
Equity & Inclusion
2021 Annual ReportLetter from Our Chief Diversity, Equity andInclusion Officer and Global Head of Talent
ERIKA IRISH BROWNThe COVID-19 pandemic and the disproportionate impact on communities
of color, the murder of George Floyd, the resurgence of anti-Asian hate,the challenges working parents face balancing the needs of work andhome, mental health struggles, an increase in anti-LGBTQ+ legislation andthe widening racial wealth gap — these issues and events within the past
few years have highlighted societal inequities and served as a catalyst
for real change, fundamentally shifting how we talk about and take action
around diversity, equity and inclusion (DEI) issues.
When I started working on Wall Street

measurable goals for our initiatives, like

and we have no plans of stopping ourabout 30 years ago, the conversation

pay equity and aspirational diverse repre-

commitments on this front — we’ll set new,around DEI was practically nonexistentsentation goals, respectively.

aspirational representation and recruiting

within banking. But today, we’re past thegoals that will expand to new markets andpoint of making a case for DEI, and weThis approach has enabled us to makeadditional underrepresented groups later

recognize it’s foundational to how we doprogress on our talent and DEI initiatives

this year. At Citi, we have built a solid foun-business and impacts the bottom line.

over the years. Our executive management

dation of talent and DEI work, and we’reteam reflects the diversity of our employee

proud of the progress we’ve made and theInstitutionalizing DEI is core to our busi-

and client populations, and we haveopportunity to build on it in the future.

ness and culture at Citi, and it’s not only

exceeded gender parity on our board ofevident in what we say but it is clear in

directors. Our recently promoted Managing

The globality of our bank allows us towhat we do. As the world’s most global

Director (MD) class was the most diverse

glean perspectives from different cultures,bank, effectively integrating DEI requires

ever. Over a third of the class were womenraces/ethnicities, and backgrounds, while

a data- and business-driven strategy toand over a third in the United States werealso advancing issues that are importantenable growth and progress. Data tells a

racial/ethnic minorities, and the MD classto our people, clients and the communities

story and can influence people’s thinking

also included members of the LGBTQ+,

we serve. It’s important we have globallymore so than anecdotes can. Also, ourVeteran and Disability communities.

consistent practices that seamlessly inte-

efforts are fueled by transparency andgrate the needs across talent and DEI toaccountability, which we embed across

We recently met and exceeded ourhelp us recruit, attract and retain profes-

our ESG and DEI work — including our track

representation goals for women globally

sionals who are reflective of diversity inrecord of disclosure and publicly setting

and Black talent in the United States,

all its forms.

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT2

So what are some of our top priorities for 2022?
• Continuing to lead with transparency
To promote credibility and effectiveness in reaching our goals, we’ll continue to break down barriers and be open andtransparent about where there are gaps and opportunities for improvement across our talent and DEI initiatives. This
includes representation and promotion metrics, progress on pay equity and our participation in the Management Leadershipfor Tomorrow Black Equity at Work certification. It’s also important to continue updating our key stakeholders about ouradvancements along the way and to welcome diverse opinions and constructive feedback to strengthen our work.

• Extending our track record of accountability
Corporate policies, measurement and metrics are the cornerstone to a successful talent and DEI strategy, and it’s critical to
publicly set clear, measurable goals to hold ourselves accountable on progress. So, we will continue our efforts on this front,
including expanding our aspirational representation and recruitment goals to new markets and underrepresented groups;
embedding DEI goals in our executive scorecards; and participating in industry benchmarking surveys, including the Human
Rights Campaign’s Corporate Equality Index, Bloomberg’s Gender Equality Index, Disability:IN’s Disability Equality Index
and the Hispanic Association on Corporate Responsibility Corporate Inclusion Index (CII).

• Fostering more inclusion and allyship
Engaging diverse perspectives from our people, our clients and the communities we serve across the world not only
enriches how we do business but will also help us build our next generation of leaders at the firm. This includes developing
inclusive leaders; strengthening our employee networks’ programming; empowering allies (e.g., bystander and intervention
training to stop AAPI hate); and deepening our relationships with diverse suppliers, professional development organizations,and community partners — all with a goal of embracing and empowering different dimensions of diversity and identity.

And as Citi builds on these priorities,

it’s foundational to our growth and culture

It’s been a long and challenging road forsuccess will be measured by how well ourand a holistic part of who we are.

DEI, but with the progress we’ve made andtalent and DEI initiatives are aligned with

continue to make, I’m hopeful and excitedthe business and operations of our products

Dimensions of diversity and our uniquenessand functions globally. Establishing thewill only continue to evolve, and there

blueprint for globally-consistent talent andwill be more points of intersectionality as

DEI practices for the firm and operationaliz-well. As a global company, we see endlessing a delivery mechanism for a data-driven

opportunities to engage our people andand centralized talent and DEI practice will

think about talent and DEI more broadly,

ensure we have a diverse pipeline of future

including connecting the conversation

leaders engaged around our commercial

across regions to globalize how we think

efforts globally. Leaders and managers

and act around issues, recognizing

will be armed with the data they need toand celebrating intersectionality, creating

understand where we are and where wesolutions for socioeconomic diversity

need to go. And DEI will be institutionalized

and driving opportunities to supportin every aspect of our business — because

underrepresented groups.

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

for our future.

ERIKA IRISH BROWN
Chief Diversity, Equity and Inclusion
Officer and Global Head of Talent3As the pandemic persisted through 2021, we continued to put the safety,
health and well-being of our colleagues first.
Early on in the health crisis, we developed principles
that have consistently guided our decisions, including
how we returned to the office. We focused on data,
not dates, took a localized approach, and weretransparent with colleagues that we would continue
to learn and adapt as we go. Much of our attention
was on creating a safe and welcoming workplace fortoday, while also pushing ourselves to envision new
ways of working for tomorrow — a model that is more
flexible, agile and collaborative.
Despite the ongoing challenges of the pandemic,
we continued to make progress on our commitments
to fostering a diverse and inclusive workplace andusing our corporate voice to drive change.

Return to
Office andthe Futureof Work
If the pandemic taught us anything fromdata told us it was safe to do so, we began

office and equipping our managers with

an employee wellness perspective, it was

to bring colleagues back to the office inresources and information so that they, inthe value of flexibility. As the situationa hybrid model — with a minimum of twoturn, could effectively support their teams

surrounding the virus continued to evolve,

days per week in person and a few days

and answer questions.

we focused on how we could bring ourfrom home. Colleagues in more than 30

colleagues safely back to the office. At thelocations across the U.S. returned to theAfter working from home became thesame time, COVID-19 opened our minds tooffice in 2021. We required colleagues“new normal” in early 2020, we listened to

new ways of working. While we know there

returning to those sites to be vaccinatedfeedback from our employees and enacted

are enormous benefits to being together

against COVID-19, wear masks and social

policies to help ease the blurring of lines

in person, we saw just how productive

distance wherever possible. For colleagues

between home and work. In response, inand effective remote work could be. We

working in our branches, we required rapid

2021 we launched “Zoom-Free Fridays”

recognized that we couldn’t go back totesting and masks in 2021, and vaccination

for internal meetings to combat the well-

the way things were and that we had toas of early 2022. Understanding there

recognized fatigue from virtual meetings.

adapt to new realities. After coming to

is not a one-size-fits-all approach, we

We asked colleagues whenever they could tounderstand just how important flexibility

adjusted our global return-to-office efforts

designate noon to 1 p.m in local times as an

is to our current and future success as aregion by region, based on local data,hour free of calls and meetings, as well as

firm, we became the first major U.S. bankvaccine availability and country mandates.

to reduce hour-long meetings to 45 minutes
to give colleagues time in between sessions.

to publicly embrace a hybrid model of work
Equally important, we communicatedWe also offered a “Reset Day” in May for

regularly and consistently with ourcolleagues to take a day off to recharge

As vaccinations became widely available

colleagues — sending messages from ourand added several new benefits to further

in the United States, United Kingdom andCEO and senior leaders to keep people

support work-life balance.

other parts of the world, and where theinformed of our plans to return to thefor our colleagues moving forward.

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

4

The Future of WorkOne of the silver linings of the pandemic

working — all with the aim to drive collabora-

Remote roles may be performed 100%

was that our colleagues and teams learnedtion and meaningful connections, maximize

from outside the office location. Resident

new and different ways of working whenapprenticeship and learning opportunities,

roles are jobs that cannot be performed

the virus initially closed the doors of ourleverage technology to our advantage,

remotely, such as tellers in our branches

offices. At Citi, we felt it would be a missed

support colleague well-being and belonging,and data center employees.

opportunity if we didn’t seize the moment

and treat our colleagues equitably.
In 2022, we will roll out the future work

to reimagine the workplace once thepandemic eases.

We announced this future work model willmodel and survey employees throughout

take effect after colleagues return to thethe early phases, using data to understandOur CEO, Jane Fraser, boldly embraced theoffice, and the model will provide hybrid,

what is working — and what isn’t — so we

desire to be a bank with brains and a soul,

remote and resident designations for

can adapt where we need to. To support

and to break out of the traditional mindset

colleagues. Hybrid roles offer colleagues

hybrid and remote working, we have beenthat required our colleagues to be in thethe flexibility to work at least three days

introducing enhanced technology and tools

office all day, every business day. We

per week in the office and up to two days

that enable us to be more connected andestablished principles to guide our flexible,from home. The majority of Citi employ-collaborative, no matter where we work.

future work model and related ways ofees have been designated as hybrid.

The Benefit of Time
Having an opportunity to recharge or step away from work can boost job
productivity and morale. In 2021, we rolled out two new programs to do justthat for those who have been employed by Citi for at least five years.
Our “Refresh, Recharge, Reenergize” sabbatical program allows colleagues totake up to 12 weeks away from work to pursue personal interests or education,
take extended travel or simply take time off. Employees will receive 25% of
their base pay, do not have to provide an explanation or reason for taking a
break, and are eligible for two sabbaticals during their full tenure at Citi. In
the first year of the program, which was launched in 2021, more than 200
employees began to take sabbatical.
Julie Berg, Head of Product and Segment Analytics, U.S. Consumer Analytics,
took advantage of the new program by driving coast-to-coast (and back again),traveling more than 10,000 miles across 24 states with her dog, Hank, as hercompanion. “My sabbatical was like a reboot on the computer with the ability topurge ‘cached’ information,” Berg said. “I worked with my team to prepare fortime off for about 6 months to ensure all of the work was covered. I am forevergrateful to them and my manager for holding the fort while I was away.”
Our new, pro bono “Giving Back” program, meanwhile, allows employees to lend
their time and talents at a charitable organization for two to four weeks whilestill receiving 100% of their Citi base pay.

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

Julie Berg’s trusty companion,
Hank, enjoying his cross-countrysabbatical trip.

5

Diversity, Equity & Inclusion
Our workforce of more than
220,000 colleagues aroundthe globe reflects the diverse
backgrounds and perspectivesof our clients and customers.
This is why we ensure equity
and inclusion are embedded ineverything that we do.

Our approach to diversity, equity andU.S. minorities to non-minorities when

inclusion (DEI) isn’t limited to broadening

adjusting for factors such as job func-

the representation of those working withintion, title/level and geography. The raw

the top levels of our own firm and creating

gap measures the difference in mediana more inclusive environment. We also lookcompensation when we don’t adjust for any

at diversity holistically, thinking of ways toof the aforementioned factors.

widen our impact for our suppliers, clients,
customers and communities we serve. Learn

The existence of our raw pay gap reflects aabout our Action for Racial Equity plan toneed to increase representation of women

help close the racial wealth gap and increase

and U.S. minorities in senior and higher-

Across the firm, there is tremendous

economic mobility in the United States in thepaying roles.

momentum to build on our efforts to create a

Equitable and Resilient Communities section

more diverse, equitable and inclusive cultureof our 2021 ESG report.

found that, on an adjusted basis, women— from our pay equity work to our representation goals to our diverse interview panels

Our latest results, released in early 2022,
globally are paid on average more than 99%

and candidate slates to our engagement with

Pay Equity

Historically Black Colleges and Universities

We continue to disclose our adjusted and(HBCUs). We believe in setting clear goals to

unadjusted (or “raw”) pay gaps for bothmeasure our progress and holding ourselves

women and U.S. minorities to hold ourselves

accountable to building a company where

accountable for making progress.

of what men are paid at Citi, and that there
was no statistically significant difference inadjusted compensation for U.S. minorities
and non-minorities. Following the review,
appropriate pay adjustments were made aspart of Citi’s 2021 compensation cycle.

the best talent wants to work and where
people of all races, gender, sexual orien-

The adjusted pay gap is a true measure oftation, disability status veteran status or

pay equity, or “like for like,” that comparesethnicity can reach their full potential.

the compensation of women to men and

The Interconnected Nature of Pay Gaps and Representation Goals
Citi was the first company to disclose adjusted pay results, and in 2019 we became one of the first companies to disclose our unadjusted or “raw” paygaps for both women and U.S. minorities. Being transparent about our median pay helped us achieve our firm-wide, aspirational representation goals in
2021. By increasing representation of women and U.S. minorities in higher-compensated roles, we can continue to work toward closing the raw pay gaps.

MEDIAN PAY

FIRM-WIDEASPIRATIONALREPRESENTATION
GOALS

93% 94% 94% 96%

Exceeding
40% goal

71% 73% 74% 74%

37%

40.6%

Exceeding
8% goal

6%
2018
2018

2019

2020

Women vs. Men

2021

INCREASEDREPRESENTATION

2018

2019

2020

2021

U.S. Minorities vs.
U.S. Non-Minorities

2021

Mid- and seniorlevel female talentglobally

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

2018

8.1%
2021

Mid- and seniorlevel Black talent(U.S. only)of womenand U.S.
minorities
in highercompensatedroles to help
close the raw
pay gaps

6

Citi’s 2021 raw gap analysis showed thatto Managing Director levels for women to

profitability than companies in the fourth

the median pay for women globally is

40.6% (up from 37% in 2018), and in thequartile. That’s up from 21% in 2017 and

74% of the median for men, similar to

United States we increased Black repre-

15% in 2014.

2020 and up from 73% in 2019 and 71% in

sentation for those same job levels to 8.1%

2018; the median pay for U.S. minorities(up from 6% in 2018). Additionally, when

Read how we’re supporting minority-

was more than 96% of the median for

we include colleagues in the United States

and women-owned businesses in our

non-minorities, which is up from just

who self-identify as two or more races,

supply chain in the Responsible Sourcing

under 94% in 2020, 94% in 2019 andBlack representation at the same job levels

section of our 2021 ESG report.

93% in 2018. Continuing to reduce ourincreased to 9.1%.

raw pay gap requires that we increase
representation of women and U.S.

Our commitment doesn’t stop here, and weminorities in senior roles across the firm.

recognize there’s still work to do to build amore diverse, equitable and inclusive firm.

These pay equity reviews represent

We will build and expand on our representa-

a “moment in time” snapshot of ourtion goals in the future and will continue toemployee base, which is constantly chang-be transparent while holding ourselves

ing as people come in and out of the firm,

accountable. Diversity, equity and inclusion

as colleagues are promoted and as market

factors, including the representation of

dynamics change. We’re continuing to

women and racial/ethnic minorities, continue

innovate how we recruit and develop talent

to be included in senior executives’ score-

and to use data more effectively to help us

cards. Learn more in the ESG at Citi section

increase diversity at more senior levels atof our 2021 ESG report.

Citi. Our philosophy is that every memberof Citi’s team is responsible for progress

Pipeline analyses help us assess the avail-in making Citi an even more inclusive andability and flow of diverse talent at Citi andequitable workplace.

how we can achieve better representation
among women and racial/ethnic minori-

Citi collaborated with The Female Quotient,ties. Such analyses also play an importanta women-owned business dedicated torole in succession planning at Citi, ensuring

advancing equality in the workplace, tothat we have diversity of employees whodevelop a free digital tool that provides

are ready for promotion now, and that wecompanies with a snapshot of their raw

have appropriate development plans forpay gap. We view it as a way to further

those who would be ready for promotion

equity across all types of companies andin several years. Intentionality in talent

see it as a concrete measure to increasedevelopment is essential if we’re goingdiversity more broadly. For more informa-

to elevate more women and racial/ethnic

tion, visit The Female Quotient’s Advancing

minorities to high-level positions at Citi —Equality Calculator .

and across our industry as a whole.

Representation Goals

According to McKinsey & Company, there’s

In 2018, we set aspirational representa-

racial diversity in corporate leadership,tion goals to increase women leadershipwith the most diverse companies outper-

globally and Black leadership in the United

forming their peers on profitability. A

States at the firm by the end of 2021. We

report issued by McKinsey1 in 2020 foundare pleased to share that Citi exceededthat companies in the top quartile forthese goals. Globally, we increased repre-

gender diversity on executive teams weresentation at the Assistant Vice President

25% more likely to have above-average

TM

CITI’S WORK TO ADVANCESDG 5: GENDER EQUALITYThe UN Sustainable Development
Goals (SDGs) are a comprehensive
set of interrelated goals that aim
to address development challenges
to end poverty, protect the planet
and ensure prosperity for all. The
work we are doing around genderequality in the workplace,including our representation goals,
directly contribute to SDG 5 insupport of gender equality andempowering all women and girls.
Specifically, we are enabling
progress toward target 5.5, whichaims to ensure women’s full andeffective participation and equal
opportunities for leadership at alllevels of decision-making inpolitical, economic and public life.
For more information about ourcontribution to the SDGs, see our2021 ESG Report.
SDG Goal 5: Gender Equality

a strong business case for gender and

1. McKinsey & Company, “Diversity Wins: How Inclusion Matters” May 2020.

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT7

A Roadmap for Black Equity
In November 2021, we announced our participation in the Management Leadership for Tomorrow (MLT) Black Equity at Work
Certification — a first-of-its-kind standard and roadmap for employers that want to achieve Black equity internally while supporting Black equity in society. Citi was the first major Wall Street bank to sign on. Our participation complements our Action for
Racial Equity efforts, including our commitment to conduct a third-party racial equity audit. (Learn more in the Equitable andResilient Communities section of our 2021 ESG report.)
MLT’s unique accreditation program calls on corporations to take a stand for Black equity and provides a critical resourcefor employers to make progress toward their Black equity goals. Through our participation in this program, Citi will receive
MLT’s expertise, counsel and feedback on our internal Black equity initiatives and practices, including how we can increase
Black representation, drive equal pay and invest in Black equity causes. The validation process will help Citi develop a robust,comprehensive plan that will enable us to achieve a Black Equity at Work Certification in one to three years.

DIVERSITY AT THE
EXECUTIVE LEVELGender equity is something wedemonstrate from the very topof our organization. Jane Fraser
is our first woman CEO — andwas the first woman to lead amajor Wall Street bank. Basedon existing self-identification
data, five (29%) of our 17-person
Executive Management Teamare women and six (35%) are
racially/ethnically diverse. Asof April 25, 2022, eight (53%)
of the 15 members of our Boardof Directors are women andthree (20%) are racial/ethnic
minorities. Citi was among thefirst financial services firms
to achieve gender parity on
its Board.

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

8

Recruit, Retain andPromoteCUPID BY THE NUMBERS
The Citi® University Partnerships in Innovation & Discovery (CUPID) Program
embeds students from top universities in innovation activities across Citi.
CUPID students — many of them underrepresented minorities — gain exposure
to various aspects of our business and help us develop a robust, diverse
pipeline of talent. Since we launched CUPID in 2017, we have:

We are committed to continue building ateam that is inclusive and representativeof our customers and clients. To makeprogress, we have been evolving the way
we bring new colleagues into Citi, including• Engaged 3,600+ students and early career professionals

accelerating the use of diverse slates in our
recruiting and deepening our capabilities to• Hired 202 CUPID participantsmeasure our success.

• Hired 43 HBCU students

In 2021, we expanded the use of diverse• Worked with 90 colleges and universities, including 38 HBCUsslates in our recruiting to have at least two• Hosted 40 events, such as hackathons, competitions and symposiums

women and/or U.S. minorities in our interviews for U.S. hires and at least two womenin our interviews for global hires. These
include candidates at various senior levels,from Assistant Vice President to Managing
Director. As of December, nearly 75% ofroles that were posted globally included adiverse slate of candidates with at least two
women and/or two U.S. minorities. In 2021,
we launched a Diversity Sourcing team in

Campus Recruiting

42 first- and second-year students(58% first years and 32% sophomores)

Our campus recruiting program is anotherfrom 15 HBCUs for an introductory,

important way for us to diversify our

virtual experience focused on helping

employee base, and we have a robust

them understand financial services,pipeline of talent from HBCUs and othergain technical skills and kick off theleading universities.

career-planning process. While we

Our Citi University Partnerships

would like the students to consider

diverse talent in the marketplace andin Innovation & Discovery (CUPID)

the possibility of a future with Citi, ouraccelerate our hiring of diverse talent.

Program enables us to accelerate inno-

primary goal is to provide them withvation projects across Citi by engaging

helpful tools on their path to profes-

We have expanded engagement with exter-

diverse students and developing a

sional success, without regard fornal partners, including diversity professional

robust, diverse pipeline of talent fromindustry or profession.

the United States to consistently identify•

organizations. These relationships haveenhanced our ability to attract and hire mid-®

leading universities (see callout above).

•

Our Early Insights Programs for

In 2021, we held our third annual

college students in their first andto senior-level talent demonstrating Citi’s

HBCU Innovation and Leadershipsecond years of undergraduate studies

inclusive culture.

Symposium, which brought together

are focused on identifying, mentoring•and hiring top diverse talent forsummer analyst programs across the

MILITARY OFFICER LEADERSHIP PROGRAM

firm. These programs provide early

Our Military Officer Leadership Program (MOLP) focuses on recruiting,developing, training and preparing transitioning service members for mid- tosenior-level leadership roles at Citi. Over a two-year time period, candidates
rotate three times, giving them a peer network of mentorship and support
and a path to a successful career at Citi. “As a former combat veteran, withno direct experience in the financial industry, the MOLP was a great opportunity,” said Rob Carter, a graduate of the program who has been with Citi forabout five years. “The exposure to different businesses allowed me to findan area within the firm that leveraged the skills I developed during my timein the Army,” says Carter, Senior Vice President in Human Resources andone of the more than 2,400 U.S. employees who have disclosed their veteranstatus to us.

Citi’s businesses, technical training,

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

exposure to, and education around,mentorship and culture.
•

Our Freshman Discovery Day is a
two-day exploratory program thathelps educate underrepresented
minority college freshmen about thevarious roles in financial services.

9

CITI INTRODUCTION
TO FINANCE
More than 1,000 people attended
a virtual event in August geared
toward mid- to senior-level Black
talent. Our CFO Mark Mason
and Chief Diversity, Equity andInclusion Officer Erika Irish Brown
discussed their respective careers
in finance. Several participantsin the event interviewed for
positions across the team.

Representation in Our Analyst andAssociate Programs
ASPIRATIONAL GOAL: 50% women globally for our analyst andassociate programs
ACHIEVED

45%

2019

2019

52%

2021

Women representation in the summer
analyst and associate programs

Our Early Identification Program
focuses on mentorship, interview
preparation and best-in-class training
to identify diverse talent for our

ASPIRATIONAL GOAL: 30% Black and Hispanic/Latino in the
United States for our analyst and associate programs
ACHIEVED

summer analyst programs over a
five-week period.
•

47%

2021

Women representation in full-time
analyst and associate roles•

ACHIEVED

52%

Sophomore Leadership Program

29%

25%

18%

32%

provides hands-on work experience,
mentorship, peer networking andnecessary skills over a 10-week summer
internship, to provide a pipeline into our

2019

2021

Black and Hispanic/Latino
representation in full-time
analyst and associate roles

2019

2021

Black and Hispanic/Latino
representation in the summer
analyst and associate programs

full-time analyst programs.
We continue to partner with Jopwell, MLT,SEO and WayUp, U.S.-based recruiting
platforms that attract diverse students,
enabling our recruiters to communicate
and engage with students to promote job
opportunities. We were also honored toreceive the Diversity, Equity and Inclusion
Award and received an Honorable Mention
for Recruiting Excellence from the National
Association of Colleges and Employers.

Developing Diverse Talent
Hiring, promoting and retaining more

CITI ON THE VINEYARD RECRUITMENT
Following a successful recruitment event in 2019, Citi held a second
recruitment event on Martha’s Vineyard in Massachusetts for Black students
to network with industry professionals and learn about potential career
paths in financial services. In total, 20+ college students and 12 high school
students attended the August 2021 event. Two of the college students wereselected for our Early ID Leadership Program, and we’re inviting the highschool students to return to future programming.

talent. In 2021, 41% of open positions atparticipated in OMS since the program

Citi were filled with internal candidates.

began in 2018. Over the course of several

women and racial/ethnic minorities inmonths, participants join group coachingsenior, high-paying roles is critical to our“Owning My Success” (OMS), for example,

circles, led by an external executive coachsuccess — and key to helping solve theis a group coaching program for Blackand a senior leader at Citi. Managers of thetwo-pronged issue of representation andcolleagues that provides exposure toparticipants also take part in group coach-pay equity. Career development is one of

Citi’s senior leadership and supports

ing to better understand the experience of

our top priorities, and we promote fromprofessional and personal development.

Black colleagues in the workplace.

within to continue developing our existingMore than 700 Black colleagues have

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

10

Citi Personal Banking & WealthManagement and our Risk and Controls
group each piloted advocacy programs forunderrepresented talent in 2021, pairing
participants with senior leaders to offer
career advice and support. Black Leadersfor Tomorrow, an initiative within theInstitutional Clients Group, also offers an
Advocacy program for Black directors.
More than 600 Black employees each year
participate in one of five programs offeredthrough Black Leaders for Tomorrow.
We also launched the Black Managing
Director Engagement initiative, a quarterly small group gathering of Executive
Management Team members and BlackThe Black Women at Citi Power Panel, presented by Black Women at Citi and Citi Inspires,
was a successful hybrid event in 2021, with 3,300 colleagues tuning in. A panel of seniorBlack women at the firm discussed mental health, work/life balance, self-advocacy, building
community, sponsorship and career development. Following the panel, our Chief Diversity,
Equity and Inclusion Officer and Global Head of Talent, Erika Irish Brown, hosted a firesidechat with Grammy-award winner Gladys Knight.

Managing Directors who get to know eachother, share ideas on ways to enhance Citi’s
strategy and discuss opportunities for
personal and professional growth.
Our Role-Based Assessment Program,
meanwhile, focuses on building a robust
succession plan for our Black and womenleaders. The career development program
includes executive assessment and coaching. In 2021, 31 high-performing Black andwomen Managing Directors and Directors
were selected for the program.

PARTNERSHIP WITH THE EXECUTIVE LEADERSHIP COUNCIL
We invest in career development and planning for diverse talent throughmentorship, networking, rotational programs and partnerships, such as ourlongstanding relationship with The Executive Leadership Council (ELC). In
2021, we signed a million-dollar, multiyear agreement with ELC to enhance ourinvestment in Black leadership and establish a cohesive development journeyand continuum for Citi’s Black leaders. Through this partnership, Citi plans
to help develop 850 mid- to senior-level employees over three years. The
program is focused on Black colleagues at the Assistant Vice President throughManaging Director levels who are tapped for further development at Citi.
The intent is to invest in their continued professional growth and mobility byproviding personalized coaching and greater exposure to senior-level leaders.

We provide a range of internal development
and rotational programs for leaders at alllevels, and we continued to evolve our learning programs to meet new needs. Our Citi
Women’s Leadership Development Program
was held remotely in 2021, bringing together
a group of Senior Vice Presidents andDirectors from around the world to networkand develop leadership skills.
In Latin America, our Women’s Virtual
Development Program continues to be oneof our most valued in the region, with morethan 1,600 participants in 2021. AcrossAsia Pacific, 780 participants joined one offour programs supporting women as theytransition to more senior roles. And in Europe,for our “reverse mentoring” program, we
paired senior leaders from the region withjunior mentors from the LGBTQ+ community.

who have autism spectrum disorder, or

The goal of the program, which was subse-

ASD, to the Global Consumer Bank ATM

quently rolled out in Latin America, Asia

team based in our Florence, Kentucky,

Pacific and the United States, was to educate

ATM Lab. After seeing such strong results

the mentees about the lived experience ofin just six months, the Neurodiverse

their LGBTQ+ colleagues.

Solutions program has expanded acrossCiti with 12 contractors and plans to

To better support our colleagues withgrow the team to 50 contractors by

disabilities, we made enhancements tothe end of 2022. Citi recently began aour tools and resources to build a morepartnership with Disability:IN, a global

inclusive workplace, including a strong

nonprofit resource for disability inclusion.

team of doctors, digital accessibility

Disability:IN partners with over 400

experts and accommodations specialists.

companies worldwide with the vision to

The Global Consumer Technology teamcreate an inclusive global economy where

launched a partnership with Neurodiverse

people with disabilities participate fully

Solutions (formerly Autism2Work), and inand meaningfully.

May 2021, the team added five contractors

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

11

2021 Managing Director Diversity
Citi promotes a new class of Managing Directors (MD) each year. This is the highest officer level at Citi and is a testament tothese individuals’ performance and commitment to living our Leadership Principles —Taking Ownership, Delivering With Prideand Succeeding Together — and instilling them throughout their teams and the entire firm.
For our 2021 class, we promoted 306 MDs, who are based in 30 countries and represent one of the largest and most diverse
classes in recent years.
SUMMARY BY GEOGRAPHYUNITED STATESNORTH AMERICA

53

150 49%racial/ethnic minorities(out of the 150 promoted)

EUROPE, MIDDLE EAST AND AFRICA

86 28.1%

35.3%

of the new MD class
was racially/ethnicallydiverse

ASIAN

BLACK

HISPANIC/LATINO

19.3%

2.7%

14.0%

29 Colleagues

4 Colleagues

21 Colleagues

LATIN AMERICA

18 5.9%SUMMARY BY YEAR

Largest class inrecent years

ASIA PACIFIC

52 17%

30

Average Tenure

12.4
Years

306

countries
in 2021

Promotions in 2021

241 in 2020
220 in 2019

6

LGBTQ+

1

1

Veteran

The most women
promoted inrecent years

198 in 2018
178 in 2017

Person witha disability106
in 202170 in 2020

49 in 2018

62 in 201949 in 2017

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

Highestrepresentationin recent years

36%
12Most Powerful Women in Banking Awards
Eight senior leaders at Citi were recognized among American Banker’s 2021 “Most Powerful Women” rankings.
Citi was also recognized as one of the top teams overall.
INDIVIDUAL AWARDSTEAM AWARD

Most Powerful Women in Banking

Jane Fraser

Jessica RoosJane Fraser

Chief Executive Officer

Global Head of Business Services

Chief Executive Officer

Bola Oyesanya

Jo-Anne Kelly

Managing Director, Private Banker

Managing Director and Global Headof Employment Law

Most Powerful Women to Watch

Mary McNiff
Chief Compliance Officer

Titi Cole

Brandee McHale
Head of Citi Community Investing andDevelopment and President of Citi
Foundation

Karen Peetz
Chief Administrative Officer

Mary McNiff

CEO, Legacy Franchises

Bridget Fawcett

Gonca Latif-Schmitt

Global Co-Head of the Sustainability& Corporate Transitions Investment
Banking

Nikki Darden

Chinwe Esimai

Pam HabnerManaging Director and Head of Global
Commercial Card Business

Most Powerful Women in FinanceJulie Monaco
Global Head of Public Sector, Banking, CapitalMarkets and Advisory

Ida Liu
Global Head, Citi Private BankMaria Hackley
Global Co-Head Industrials, Banking, CapitalMarkets and Advisory

Christina MohrManaging Director and Vice Chair, Global M&A

Standouts

Vanessa Colella*

Managing Director,
Global Marketing Integration

Donna McNamara
Global Head of Trade ProductCommercialization and ESG Strategy

Elinor Hoover
Chair of Global Consumer & Retail
Investment Banking

Elree Winnett Seelig

Chief Compliance Officer

Director, Global Consumer Marketing

Head of U.S. Branded Cards andUnsecured Lending

Sara Wechter
Global Head of Human Resources

Titi Cole
CEO, Legacy Franchises

Val SmithChief Sustainability Officer

Head of ESG, Markets

Gina Nisbeth
Director, Citi Community Capital

Harlin SinghHead of Sustainable Investing forPrivate Bank

Head of Citi Ventures and Citi Productivity,
and Chief Innovation Officer for Citigroup

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT* Collella has since left the firm.

13Inclusion
Inclusive practices and policies lead toalso strengthening a culture that values

we expanded the sexual orientation

improved business performance and a

and promotes diverse perspectives.

dimension from 15 to 34 countries and thecompany culture where employees feelrace and ethnicity dimension from 18 towelcome, safe and respected, and where

Core to our data-driven approach is

31 countries. Additionally, we continued tothey can focus on their work without fear

gaining better understanding of how

encourage the reporting of multiple races/of prejudice or discrimination. We work

our employees self-identify so that we

ethnicities for those employees who self-

hard to establish a strong DEI foundation

can better meet their needs. In 2021

identify as such by enabling the selection

for the company at all levels, creating

we launched a global Self-ID campaignof specific races/ethnicities. We achieved

paths for the next generation of leaders

to nearly 190,000 employees (90%a response rate of nearly 100% for global

across every dimension of diversity.

of our workforce), who were invited togender and U.S. race/ethnicity.

self-identify their race and ethnicity,
We want all of our colleagues to feel

gender identities, sexual orientation,

See our employment data for more infor-

empowered to share all aspects of theirdisability status and military status, as

mation about our workforce composition.

identity so that we may continue to honor

permissible by local laws and regulations

what makes them diverse and unique whilein the 46 countries we survey. For 2021,

Members of the Citi Women’s Network at the closing bell of the New York Stock Exchange marking the 2022 International Women’s Day.

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

14

Our Employee Networks in Action: 2021
Our Employee Network chapters serve as local representatives of our Affinities. Initiated and led by colleagues at
our work sites, the Networks offer professional development, mentoring, networking and community engagement
opportunities to members and colleagues. Consistent with our inclusive culture, Employee Network chapters are open
to all Citi employees, regardless of whether they identify with a particular Affinity. Each of our nine Affinities is co-led
by a member of our CEO’s leadership team. The number of our global Employee Network chapters increased from 198
in 2020 to 226 in 2021, while the total number of unique members in the groups increased from 21,420 to 26,950
globally. The following are some examples of our colleagues’ experiences from participating in our Affinities.

“

Asian Heritage

Black Heritage

STELLA YU, TORONTOKATRINA GERALD, CHARLOTTE, N.C.

SENIOR VICE PRESIDENT,HUMAN RESOURCESSENIOR VICE PRESIDENT, PERSONALBANKING & WEALTH MANAGEMENT

I always feel my intersectionality
being a woman, an Asian and an
immigrant is celebrated at Citi,
and my perspectives are valued
by my co-workers. I received
overwhelming support fromour senior leaders when I first
approached them with the idea toinitiate an Asian Heritage Network
in Canada. Working remotely andseparated from families during
the pandemic have been very
challenging for many in the Asian
communities, who experienced orwitnessed race-based abuse, hateand even violence. Citi’s Affinity
networks have created a safe
space for us to share emotions andoffer support to each other. Being
able to support my community atwork adds a sense of purpose andbelonging for me.”“In addition to learning even more about my own culture as a partof the Black Heritage Network, I have also been able to expand
my network, increase my exposure to Citi leaders and focus on
career development through many of the lessons learned from the
network’s events and sessions. This is also true regarding all of
the employee networks sponsored by Citi. Citi truly exemplifies
a diverse, equitable and inclusive culture through the Employee
Network program and through the act of investing in cultures andcommunities within and beyond our Citi walls.”

Citi Salutes®
GRAHAM LEWIS, NEW YORKASSISTANT VICE PRESIDENT,
INSTITUTIONAL CLIENTS GROUP“CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

A veteran Citi employee, who is now my mentor, reached out tome when I was in college and helped me get my foot in the door at
Citi. That kindness toward veterans really resonated with me, andI immediately began getting involved with Citi Salutes and North
America Service Initiative groups. I started off small by taking on
volunteer responsibilities such as our USO Bike Build and Thank
You Card events, and with each new opportunity I was able tomeet so many unique people who also wanted to help veterans. I
am proud to serve as the Citi Salutes New York Chapter co-chair
and always look forward to working with our other New York-based
networks.”

15

Our Employee Networks in Action: 2021 (continued)“

Citi Women

Disability

LU SHI, CHINA

PATRICK MORAN, UNITED KINGDOMMANAGING DIRECTOR, RISKDIRECTOR, OPERATIONS TECHNOLOGY

Citi Women Networks in Asia had amomentous year with many key initiatives
and successful program launches. For
example, here in China we launched amaternity buddy program that received
overwhelmingly positive reviews from those
who participated. We also partnered withother networks to lead November Gratitude
Month, where we sent out 8,000 thank you
cards to employees and staff, building on
our already strong sense of community andshowcasing our leadership principle of ‘We
Succeed Together.’ Citi Women has brought
tremendous value to my own experienceand to Citi overall by creating an inclusive
culture for women to thrive.”“

I was originally approached to join London Disability Network in2006 and found a fantastic group of folks looking to ensure thatanyone with a disability, injury or illness felt that they had a voice.
I went on to serve as co-chair for the London Disability Networkon two occasions, where I believe we enhanced representation,
engaged with senior management and weaved Inclusion into thebusiness conversation. I am a firm believer that as an employee
I need to set an example on how, with the right level of support
from my amazing managers over the years, I was able to growmy career and begin to ask not what Citi can do for me, butwhat can I do for Citi and the disability community. I have beenworking with various groups and technology experts to raise theunderstanding on how assistive technology enables inclusion. By
being myself, I have allowed my managers to be their very best forme, and together we can work on what we need to do to support
our clients.”

Generations
NUR’I LIM, MALAYSIA
VICE PRESIDENT, INDEPENDENTCOMPLIANCE RISK MANAGEMENT

Families Matter
LUCIANA ZONZINI, BRAZILMANAGING DIRECTOR,
BANKING, CAPITAL,
MARKETS AND ADVISORY““The Networks have the incredible mission to not only
act upon the specific themes of each of the diversity
groups, but also to expand the overall engagement
and awareness among our population — creating anenvironment for empathy, connection and ‘call toaction.’ In that sense, Families Matter provides us
the amazing opportunity to work across Affinities:
learning, supporting and acting together, especiallyin a moment when work, home and families are moreintertwined than ever before. Understanding therealities and particularities of our diverse team andacting together with other Affinities allows us to
support our Citi family.”

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

I have been with the firm for almost a decade, and I
am really proud of how we have stepped up in recent
years to strategize on diversity, equity and inclusion
efforts to create an inclusive culture at Citi. Ourcolleagues who participated in Network initiatives
continuously share feedback that they experiencegreat value and learnings from our content. I am
especially fond of sessions where safe spaces are
created to speak up. Inviting people to talk about
topics relating to diversity, equity and inclusion
increases awareness so we can break down barriersand enable people to be comfortable with certain
topics. This helps create an understanding of the role
we can all play in supporting one another.”16

Our Employee Networks in Action: 2021 (continued)“

Hispanic/Latino
Heritage

Pride

ARLET BALTAZAR, CHICAGOJOSEPH HERNANDEZ, MEXICOASSISTANT VICE PRESIDENT,
MARKETING OPERATIONS,PERSONAL BANKING & WEALTH
MANAGEMENT

VICE PRESIDENT, TRANSFORMATIONOPERATIONS

I raised my hand to be part of the
Hispanic/Latino Heritage network
shortly after joining Citi in 2018as a Senior Executive Assistant.
I hadn’t met many colleagues
who looked like me in my office,and the Network has provided
me with a sense of community.
Working closely with our Hispanic/
Latino Affinity leadership on amembership drive initiative, thegroup I began to work with brings
co-chairs from all of our 11 chaptersin the United States and United
Kingdom together on a monthly
cadence, where we exchange ideas
collectively. This leadership role
has allowed me to hone my public
speaking and presentation skills,
as well as pursue opportunities todevelop a network of connections
I wouldn’t have otherwise
encountered. I’m certain it has
prepared me for my role as arecently promoted Assistant Vice
President.”“

The value I’ve gotten from the Pride Network is the ability to
see not only tangible and measurable results from our network’s
projects as we progressed, but also the positive and proactive
feedback from folks who have benefited from our efforts. Hearing
from both senior leaders and LGBTQ+ people on their beneficial
experiences and how this has impacted their work lives has
made all the difference. Being able to connect with colleagues
from other regions, learn from each other and work together has
been a great experience. Specifically, being able to lead the Citi
SpeakOUT project with other colleagues from North America andLatin America has been one of the best experiences I’ve had at
Citi. Providing access to opportunities for development, such as
the Out & Equal Summit and the LGBTQ+ Development Program,are just some of the many ways we support one another. ”

Roots
MEGS NAIDU, SOUTH AFRICA
VICE PRESIDENT, COMPLIANCE
GOVERNANCE“

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORTSouth Africa has a unique history rooted in racial inequities. The
goal of the network is to create a safe space for employees to haveopen and transparent discussions on the topic of race without
fear of retribution. The network is employee-led. Since launchingin early 2021, it has already hosted several workshops and eventswith the goal of providing employees with the correct tools toassess and address situations involving racial matters.”

17

Employee Network Listening TourIn 2021, we held our first ever “Voice of the People” listening tour to help us understand what our Affinities mean
to our colleagues. More than 800 Citi employees attended in-person and virtual sessions to share their views on
our Affinity Networks and to offer ideas about what we can do to make them more impactful. More than 80% ofparticipants said they joined one of the Affinities for networking opportunities.

OVERVIEW

Goal
Learn about
the DEI issues
that are mostimportantto you4

Regions

10

11

Networks

Sessions

800
Colleagues

KEY TAKEAWAYS

82%

82% citedlearning fromand supportingcolleagues as
their top reasonsfor joining
Network

78 %78% believe
senior leaders
are committed
to advancing
DEI acrossthe firm

68 %68% citededucatingmanagers on DEI
goals and seniorleader advocacy
as the top twoways Citi cancreate a more
inclusive culture

ADDITIONAL FEEDBACK: WHAT OUR COLLEAGUES ARE ASKING FOR

SENIOR LEADERSHIP ROUNDTABLES AND QUARTERLY TOWNHALLS TO UNDERSTAND DEI STRATEGY

INCREASEDMIDDLEMANAGEMENTSUPPORT
FOR DEIINITIATIVES

MORE MENTORSHIP/SPONSORSHIP OPPORTUNITIES

More diverse interview panels

Greater global
connectivity
REPRESENTATION GOALS FOR MORE GROUPS

More visibility ofself-identifying
senior leaders

BETTERCOMMUNICATION
ON AFFINITY
STRATEGY

Improvedalignment
between
networksandAffinities

Year-end performance analysis for diverse groups
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

18

Voice of the Employee
Our annual Voice of the Employee (VOE) survey provides valuable insights regarding employee engagement andperceptions about our firm — our successes as well as our pain points. In 2021, participation was high — 87% ofcolleagues globally responded. We heard employees are embracing the Leadership Principles we rolled out in March,with all three principles approaching 90% favorability. Overall, 91% of employees said they are proud to work for Citi
and felt that our commitments to an ethical culture and diversity are strong.
Nearly 90% of employees said their managers promote diversity, equity and inclusion on their teams. But manycolleagues are looking for their managers to provide greater support in their career development — a perennial area for
improvement across the firm.
While colleagues gave us high marks for our response to COVID-19, employees shared they are feeling the strain oflife during the pandemic and increased workloads. These feelings were especially acute among our women colleagues.
Their responses have reaffirmed the importance of our efforts, and we will continue to address this feedback to help
relieve stress, simplify our working processes, develop tools for collaboration and ensure that our managers continue
to support their people.

2021 Survey Highlights
LIVING OUR LEADERSHIP PRINCIPLES

92%

We Take
Ownership

We DeliverWith Pride

We Succeed
Together

88%

89%

86%

My team prioritized the workthat helps Citi succeed89%

My manager promotes diversity,
equity and inclusion in our team

CORE INDICESCOVID-19 RESPONSE

Diversity

Engagement

EthicalCultureManager
Effectiveness

85%

79%

91%

84%

2020 86%2019 81%2020 82%2019 74%

2020 91%2019 89%2020 84%
2019 81%

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

Citi is effectively
communicating its
plans and response
to COVID-19

91%
19

Using Our Corporate Voiceto Drive Change
At Citi, we believe we can use ourpower as a global bank to effectsocial change, and we continue
to take a stand on a wide range
of issues, such as racial and pay
equity, immigration, gun violence
and climate change. We also
believe it’s important to speak
up and speak out on issues that
impact our colleagues.
For example, in the United States in 2021,
there was an alarming rise in bills proposedat the state level that would single out
LGBTQ+ individuals for exclusion or differential treatment. Legislation promoting
discrimination could negatively impact ourcolleagues and their families, as well as ourclients, customers and our business. In May,

MARKING HOLIDAYS OF SIGNIFICANCE
Starting in 2022, we have a new paid holiday for U.S. employees: JuneteenthDay, a federal holiday that marks the end of slavery. We also had theopportunity to be more inclusive and acknowledge Indigenous Peoples Day inaddition to Columbus Day. In 2020, Citi implemented one additional floating
holiday called Heritage Day, which employees can take at any time to honor a
day of personal signficance.

Citi signed the Human Rights Campaign’s
Business Statement Opposing Anti-LGBTQ+State Legislation, reiterating our belief
that all people have a fundamental right

response to the pandemic, our Executive

to equality and our opposition to harmful

Management Team condemned the xeno-

legislation aimed at restricting the accessphobia while voicing support for our AAPIof LGBTQ+ people in society.

colleagues and the broader community.
We also held internal listening sessions

For 17 consecutive years, Citi
has received a perfect score on
the Human Rights Campaign
Foundation’s Corporate Equality
Index, a national survey thatbenchmarks corporate policies
and practices for LGBTQ+
workplace quality.

Citi has a long history of outspoken advo-

and hosted community forums to show ourcacy for the LGBTQ+ community. In 2020,

support for our employees. Watch a public

Citi became the first major bank to provide

service message we produced. We hosted

transgender and nonbinary customers witha “Hollaback Bystander Intervention”

the ability to have account profiles andtraining, which is designed to provide

credit cards that match their chosen firstcolleagues with practical tactics on how to

National Convention week, which morename. Since the initial launch, more thanintervene in a safe way if they witness anthan 200 colleagues attended.

18,000 consumers have updated their Citi

incident in public. In 2021, we hosted three

U.S. branded credit cards with their chosensessions, and more than 500 colleagues

Furthermore, Citi was one of many U.S.

name. Learn more in the Serving Our

joined the training. We plan to host addi-

businesses that condemned efforts in

Customers and Clients Responsibly section

tional sessions in 2022.

2021 to restrict voting access in the stateof Georgia. We opposed voting restrictionof our 2021 ESG report.
We also expanded our partnership withlaws because we believed it would “under-

When members of the Asian American

Ascend, a non-profit organization focusedmine the ability of Americans to availand Pacific Islander (AAPI) community

on professional development of the AAPI

themselves of this fundamental right.”

endured rising instances of violence incommunity, and sponsored the Ascend

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

20

Members of our Pride Affinity ringing the bell at the New York Stock Exchange
during Pride Month in June 2021.

Fair Employment Practices
We strive to maintain an environment in which development opportunities arewidely available, where people are hired and advanced on their merits and where
our employees treat each other with respect. We are fully committed to equal
employment opportunities, fair employment practices and nondiscrimination. For
more information, see the Human Rights section of our 2021 ESG report, our Codeof Conduct and our website for policies around fair employment and compensation.
More information can also be found in the GRI Index of our 2021 ESG report.

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT21

Employment Data
TOTAL EMPLOYEE HEADCOUNTEMPLOYEES BY GENDER

223,449

223,449*

Total Employees

Total Employees

220,975
Full-Time

113,045
Women

2,474
Part-Time

110,275
Men

NEW EMPLOYEE HIRESEMPLOYEE TURNOVEREMPLOYEES BY GENDER IN THE U.S.

46,90732,76966,586**

Total

Total

Total

46,050Full-Time

31,836Full-Time

34,993
Women

857
Part-Time

933
Part-Time

31,574Men

TOTAL EMPLOYEES BY REGION

North America

Europe, Middle East and Africa

68,82732,703

Total Employees

Total Employees

13,400

11,102

6,536

3,974

Employee Hires

Employee Turnover

Employee Hires

Employee TurnoverLatin America

Asia Pacific

48,69373,226

Total Employees

Total Employees

11,5897,337

15,382

10,356

Employee Hires

Employee Turnover

Employee Hires

Employee Turnover* 129 people did not disclose.
** 19 people did not disclose.

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

22

Employment Data
Racial/Ethnic Composition of U.S. Employees

66,586*

American Indianor Alaskan Native

Asian

105 | 735,446 | 6,916

Black or African
AmericanHispanic or Latino**

4,608 | 2,528

6,934 | 5,067

Native Hawaiian
or Pacific Islander

Two or More Races**White

80 | 46492 | 404

16,778 | 15,791

Total
Women
Men

* 1,316 people did not disclose race/ethnicity.
** 1 person identified as Hispanic or Latino but did not disclose gender, and 1 person identified as Two or More Races but did not disclose gender.

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT23

Citi 2021 Consolidated U.S. Employer Information Report (EEO-1)
Table A
Advocacy Statement and Multiple Identity Breakdowns
While certain regulatory reports such as our EEO-1 filings will continue to require that each Citi colleague be designated as shown in Table A,
our internal tracking has evolved to appropriately capture the reality of who our people are, as detailed on the following page in Table B.

Job Categories

Executive/Senior
Officials and Managers

First/Mid Officials
and Managers

Professionals

Technicians

Sales Workers

Administrative Support
Workers

Craft Workers

Operatives

Laborers and Helpers

Service Workers

Total

Gender

Hispanicor Latino

White

Black orAfricanAmericanNativeHawaiianor PacificIslanderAsian

AmericanIndian or
AlaskanNativeMultiRacial

Male
Female

6
6

49
30

4
5

0
0

13
3

0
0

1
0

Subtotal

12

79

9

0

16

0

1

Male
Female

886
817

4,191
2,904

346
431

8
7

1,905
872

14
10

51
57

Subtotal

1,703

7,095

777

15

2,777

24

108

Male
Female

1,892
1,882

6,908
5,870

1,230
1,465

19
19

3,998
2,952

33
20

141
180

Subtotal

3,774

12,778

2,695

38

6,950

53

321

Male
Female

47
27

53
66

25
10

0
0

13
14

0
0

2
1

Subtotal

74

119

35

0

27

0

3

Male
Female

1,118
1,208

2,556
1,257

271
324

10
14

820
1,019

8
11

58
44

Subtotal

2,326

3,813

595

24

1,839

19

102

Male
Female

1,226
3,160

2,729
7,209

688
2,513

14
40

328
751

24
66

65
198

Subtotal

4,386

9,938

3,201

54

1,079

90

263

Male
Female

3
0

3
0

0
0

0
0

0
0

0
0

0
0

Subtotal

3

3

0

0

0

0

0

Male
Female

0
0

2
4

0
0

0
0

0
0

0
0

0
0

Subtotal

0

6

0

0

0

0

0

Male
Female

0
0

0
0

0
0

0
0

0
0

0
0

0
0

Subtotal

0

0

0

0

0

0

0

Male
Female

2
0

0
2

1
1

0
0

0
0

0
0

0
0

Subtotal

2

2

2

0

0

0

0

Male
Female

5,180
7,100

16,491
17,342

2,565
4,749

51
80

7,077
5,611

79
107

318
480

Subtotal

12,28033,8337,314

131

12,688

186

798

Total

117

12,49926,609258

8,718

19,0116

6

0

6

67,230Note: For our EEO-1 U.S. headcount, regulatory logic is applied as specified and enforced by the U.S. Department of Labor’s Equal Employment Opportunity Commission (EEOC).

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT24

Multiple Identity Breakdowns
Table BRace/Ethnicity

Hispanic or Latino

Race/Ethnicity

Multi-Racial(or two or more races)

White

Black orAfricanAmericanNativeHawaiianor PacificIslanderAsian

AmericanIndian or
AlaskanNative

5,147

554

55

146

312

Hispanic or
Latino in
Combination
with Other
Race(s)White
and OtherRace(s)Black orAfricanAmericanand OtherRace(s)NativeHawaiianor PacificIslanderand OtherRace(s)Asian and
Other
Race(s)AmericanIndian or
AlaskanNativeand OtherRace(s)

5,979

562

319

66

318

174

Total
Hispanic or
LatinoHispanic/
Latino

6,214

5,979

Note: For our EEO-1 U.S. headcount, regulatory logic is applied as specified and enforced by the U.S. Department of Labor’s Equal Employment Opportunity Commission (EEOC).

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT

25

Select Awards and Recognition
Best Workplaces for Innovators

Ally Changemaker Outie Honoree

Fast Company

Out & Equal

Top 15 of America’s Most Just Companies

U.S. Women in Finance AwardJUST Capital

Featured three Citi senior executives among its honorees

Markets Media

Most Powerful Women in Banking
Featured eight Citi senior executives among its honorees;

Most Influential Black Corporate Directors

Citi recognized as one of the top teams overall

Featured two Citi board members among its honorees

American Banker

Savoy Magazine

Bloomberg Gender-Equality Index(6th Consecutive Year)Best Places to Work for Moms, Dads, andfor Parents Working Remotely

Bloomberg

Scary Mommy and Fatherly

100% Score on the Corporate Equality
Index (17th Consecutive Year)

5 Star Company on the Corporate
Inclusion Index

Human Rights Campaign

Hispanic Association on Corporate Responsibility(Best Places to Work for LGBTQ+ Equality)

Top Companies for Women Technologists
Best Employers for New Graduates,
America’s Best Employers for Diversity,
Best Employers for Women, America’s Best
Employers for Veterans

AnitaB.org

ForbesTop Companies
LinkedIn

11 Recognitions, including North America’s
Best Digital Bank, Asia’s Best Bank for
Corporate Responsibility, Latin America’s
Best Bank for Financing, Central andEastern Europe’s Best Investment Bank,
and Africa’s Best Bank for Transaction
Services2021 Euromoney Awards

CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT26

Forward-Looking Statements
The disclosures included in this report are being provided to the public in an effort toprovide transparency into our environmental, social and governance (ESG) initiatives to
respond to stakeholder requests, and to further enhance our collective understandingof ESG issues. Our approaches to the disclosures included in this report are different
from those included in mandatory regulatory reporting, including under SEC regulations.
Certain statements in this report may contain “forward-looking statements.” Thesestatements speak only as of the date they are originally made and are based on
management’s current expectations and are subject to known and unknown risks,
uncertainties, changes in circumstances, and assumptions that are difficult to predict
and are often beyond our control. These statements are not guarantees of future results,
occurrences, or performance. Actual results and financial outcomes may differ materiallyfrom those expressed in or implied by any of these forward-looking statements due toa variety of factors, including, among others, global socio-demographic and economic
trends, climate-related conditions and weather events, legislative and regulatory changes,
and other unforeseen events or conditions. You should not place undue reliance on any
forward-looking statement. Factors that could cause actual results to differ materiallyfrom those described in forward-looking statements can be found in this report, in Citi’s
filings with the SEC, including, without limitation, the “Risk Factors” section of Citi’s
2021 Annual Report on Form 10-K and disclosures available on our corporate website.
Citi does not undertake to update forward-looking statements to reflect the impactof circumstances or events that arise after the date the forward-looking statements
were made. This report contains statements based on hypothetical or severely adverse
scenarios and assumptions, and these statements should not necessarily be viewed as
being representative of current or actual risk or forecasts of expected risk. While future
events discussed in this report may be significant, any significance should not be read asnecessarily rising to the level of materiality of the disclosures required under U.S. federal
securities laws.

© 2022 Citigroup Inc.
Citi, Citi with Arc Design and Citibank are trademarks and servicemarks of Citigroup Inc.
(and its affiliates) and are used and registered throughout the world.