Our People, Our Culture
IFC’s corporate responsibility commitment is to makesustainability an integral part of our internal business
operations—holding ourselves accountable to the sameenvironmental and social standards we ask of our clients.

Our commitment to walk our talk connects IFC’s mission with how we run our

Staff Benefits and Work/LifeBalancebusiness. It helps us best serve our clients, by attracting and retaining top talent

For detailed information on the benefits

with diverse perspectives. Our work takes place around the globe, drawing on aapplicable to open and term appointments

staff representing people of over 150 nationalities who work out of over 90

for staff, extended term consultants andcountries. Their unique insights and backgrounds are the cornerstone of our

temporary staff, as well as short term

development work. In turn, IFC invests in staff development to enhance technicalconsultants and temporary staff of theskills and knowledge, strengthen problem-solving skills, and foster innovation to

World Bank Group (WBG), including IFC,

attain the World Bank Group's (WBG) twin goals efficiently and creatively.

please refer to the WBG’s Human

STAFF DIVERSITY: REFLECTING THE DIVERSITY OF OUR CLIENTS AND DRIVING AN
INCLUSIVE WORKPLACE

Resources website and its section onBenefits.
https://www.worldbank.org/en/about/un

At IFC, we recognize the importance of a diverse and inclusive workforce. We

it/human-resources/benefits

know that a broad range of outlooks and experiences is good for our business as it

For more on WBG work/life balance, pleaseallows us to better serve our clients. We also know it creates a working

visit the WBG's Career website:environment where all benefit from the vigorous exchange of ideas. At IFC, we

https://www.worldbank.org/en/about/car

value the differences that make each of us unique - differences in nationality,

eers/benefits

ethnicity, gender, age, sexual orientation, physical ability, and more. This rich arrayhelps us mirror the world at large - as well as the people we serve. But it does far
more. Evidence shows that diversity in the workforce drives innovation.
We are committed to position IFC as a leader in corporate diversity andinclusion—in alignment with what we expect from our clients and partners. This
includes fostering an inclusive work environment for all staff to perform at their fullpotential; and attracting, developing, and retaining a diverse talent pool.
We support diversity targets that move beyond business as usual. In 2018 IFC
became the first international institution to receive the global EDGE certification—
acknowledging our efforts on gender equality. We have a strong commitment torecruiting underrepresented groups and promoting gender parity, as well as
supporting staff to understand and overcome the unconscious biases that could
hold us back in this regard.
IFC is committed to creating an inclusive work environment where staff are free offear, stigma, or intolerance. We believe that a workplace that is characterized by
openness, trust, and respect will lead to higher motivation, more creativity, andinnovative solutions for our clients. IFC supports a suite of trainings, programs andinitiatives to attain our inclusivity goals.

IFC's performance management system has had three components: Objective

Support for degree andtechnical certifications, jobrelated training programs

setting, Mid-year review, and Year-end. In FY2020, a renewed approach toIFC has a policy in place that allows

performance management was introduced based on three principles: (1) shared

Business Units to support staff withaccountability; (2) ongoing feedback and clarity; (3) recognition and rewards. In

funding to complete degree andaddition to the two mandatory performance discussions at mid-year and end-of-

technical certifications that areyear, the approach encourages ongoing regular check-in conversations between

deemed relevant to their role. The

staff and their manager throughout the year, as well as to seek and receive

decision to attend is the Businessongoing real-time feedback from colleagues after a major milestone or project.

Unit’s to make. HR supports theEvaluations are based on the staff's performance against stated objectives,

Business Unit with guidance on the

additional contributions, strengths, and areas for development. The year-end

policy.

conversation provides an opportunity for staff to prepare for the upcoming fiscal

IFC also offers several specific jobrelated training programs aimed atdeveloping the skills and knowledgeof staff across different functions,sectors and thematic areas. Theseinclude multi-module programs onRisk, Credit and Operations
Fundamentals. These programs
support the development of both
new and experienced staff.

PERFORMANCE MANAGEMENT

year's business goals as well as developmental goals. The performance
management process is outlined in the Staff Rules 5.03 - Performance
Management Process.
In addition to the regular performance evaluations, the Talent Management
approach at IFC focuses on having forward-looking discussions, specifically toidentify and define staff's capabilities, potential, leadership skills anddevelopmental needs, including targeted learning programs, stretch assignments
or rotations to other business units, as well as readiness to take on greater
responsibilities. This process will help identify and address critical skills andpossible gaps in the organization which are key to delivering our strategy.

STAFF GIVING BACK: SUPPORTING COMMUNITY INVOLVEMENT

IFC encourages and supports staff, consultants, and retirees to support nonprofit
organizations (NGOs) around the world, whether through financial contributions orvolunteering. For over 15 years, the Community Connections Campaign (CCC)
has allowed World Bank Group staff and retirees to donate to their favorite NGOs
and have their gifts matched by the World Bank Group. Together, we havegenerated over $50 million to organizations fighting poverty and boosting sharedprosperity in the Washington, DC metropolitan region and, increasingly, aroundthe world. Over 80 percent of headquarters staff participate in this annual
fundraising campaign, and staff in nearly 30 countries raised funds for NGOs intheir local community.
All staff have eight hours of paid annual leave to volunteer with the NGO of theirchoice. Staff have volunteered as mentors, teachers, technical advisors,advocates, coaches, board members, and more. Teams and departmental
volunteering days serve as teambuilding while giving back to our localcommunities. In addition, IFC’s network of nearly 200 global Footprint Champions
host a range of community-oriented activities in their offices. Activities haveincluded fundraising to support local charities, environmental education forchildren and adults, and donation drives ranging from school supplies to food to
winter clothing.

% Women in Executive Management
FY18FY1940%
39%

FY2039%Partnerships withAcademic Institutions
IFC delivers two High Potential*% Women in Executive Management: refers to the managerial
cadre, including Manager, Director, VP and CEO.

leadership programs (HiPO): theEmployee Turnover
FY186.4%

Program (GBLP) and the Corporate

FY19
7.8%

FY20
9.7%

*Turnover Rate: Terminations in the FY, divided by the average
Open/Term staff stock on Active status.

Global Business Leadership
Leadership Program (CLP). These
leadership programs focus on selfawareness and resilience. IFC also
partners with INSEAD and Sheppard
Moscow, a leading Consulting andSTAFF PROFESSIONAL DEVELOPMENTOrganization development program,STAFF TRAINING

to deliver world class leadershipdevelopment programs.

IFC invests in staff learning to enhance technical skills and knowledge, strengthen
problem-solving skills, and foster innovation to attain the World Bank Group's(WBG) twin goals efficiently and creatively. To this end, the Open Learning
Campus (OLC) is a single destination to accelerate development solutions throughlearning for WBG staff, clients, and global partners. The OLC offers a broad rangeof learning resources via four schools: Talks, Academy, Connect and On-the-Jobto provide (1) continuous learning for staff to retain and enhance cutting edge
skills; and (2) staff and clients the opportunity to learn together and co-create
solutions to complex development challenges. While the onus is on staff to beproactive in their learning, managers are accountable for supporting the learningof their staff. Through the World Bank's performance evaluation process andcareer conversations, staff and managers work together on staff development
objectives and career goals. Strategically selecting appropriate learning activities
is a key part of this process. Staff can choose from a wide range of internallearning activities available through the OLC, or from external learning providers.
The OLC team, housed within the Open Learning Campus Unit of theDevelopment Economics Vice Presidency, acts as an enabler and accelerator forlearning across the WBG. The OLC learning ecosystem serves as a central
pedagogical resource and learning platform for seven key learning programs:
Operations, Leadership, Business Skills, IT Skills, Technical, Corporate, andMandatory Trainings.
All learning activities in OLC are evaluated for scale and impact depending onlength. The results of the evaluations are shared with Senior Management, alongwith a three-year trend analysis, to guide programs, implement course corrections,and create learning innovations. For more information about OLC, see
https://olc.worldbank.org/.

STAFF TRAINING DATA% Staff receiving training
FY18
FY1988%100%

FY2099%*Staff taking at least one training including mandatory

Annual training hours per employee
FY18FY192928

FY2028MANAGEMENT TRAINING

IFC offers a Leadership and Management Framework that provides development programs for leaders across the organization,enriching staff development. IFC has two flagship programs for high-potential staff: the Global Business Leadership Program (GBLP)
and the Corporate Leadership Program (CLP). These best-in-class leadership development programs inspire personal mastery andleadership at all levels in the organization and create a pipeline source of future leaders. 79% of IFC’s managerial cadre and 59%
current directors are CLP and GBLP Alumni, with significant number playing a role in coaching and mentoring new staff.
Two additional leadership development programs—one on sponsorship and another on reverse mentoring—were scaled up in FY20,
both of which focus on diverse representation in the selection process.
IFC’s Sponsorship Program builds a pipeline of diverse leaders by offering sponsor–advisee relationships between participants andVice Presidents. The program gives participants exposure to strategic thinking through shadowing, opportunities for crosscollaboration, and enriched career networks. Most participants have had opportunities to work in cross-functional and corporate
projects and about half progressed to higher responsibilities.
IFC’s Reverse Mentorship program, launched in 2018, pairs young junior staff who act as mentors to mid-level staff. The program
expanded with 13 members of the Management Team and 14 Managers becoming Reverse Mentees. The program boosts innovation
through greater cross-functional collaboration and inclusion of youth in the organization.
Moreover, IFC participates in the WBG Young Professionals Program (YPP) which aims to develop future WBG leaders. The YPP
is a two-year leadership development program at the start of a five-year employment contract with the World Bank, IFC or MIGA.
Young Professionals (YPs) start the program in Washington, DC, where they engage in intensive training—on-the-job and in theclassroom—learning the fundamentals of leadership and development operations across institutions, and how to identify
opportunities for joint impact. The WBG YPP development curriculum includes Diversity & Inclusion training, emotional intelligenceand resilience training.