Note: We use the following terms for consistency in this exhibit: “African” refers to individuals from the continent of Africa; “Black” refers to individuals of African descent worldwide, regardless of nationality; and “African American” refers to Black individuals who are nationals of the United States. We recognize and respect that terminology and preferences can vary across contexts and people/communities may use different terms for their identity.
Early Efforts: Laying the Foundations
Diversity is more than a value — it is a business imperative. Diverse teams drive innovation, foster better global solutions, and enhance organizational performance and morale. At the World Bank Group, the journey toward diversity and racial inclusion has been one marked by both progress and persistent challenges.
In 1974, members of both the Board of Executive Directors and the Board of Governors expressed concerns about the underrepresentation of Africans in senior positions at the World Bank Group. Although exceptions were made to the usual rule of internal promotion within the World Bank Group to recruit talented nationals from developing countries, it was noted in a 1974 Board meeting that “it was difficult to find qualified African candidates who are not urgently needed in their [home] countries.”
Despite recruitment gains, Black staff continued to face barriers like slower promotion rates and unequal treatment that was manifested in exclusion from informal professional networks, reduced recognition and work assignments, and dismissal of discrimination complaints. Subsequent studies and action plans aimed at racial equality were produced, but they lacked coordinated implementation and concrete outcomes.
The Wolfensohn Era: A Turning Point
In 1997, a team led by Dr. Aklog Birara, Jean d’Arc Lewis, and Winston Dawes was convened to assess racial discrimination in the World Bank Group. Their report, issued in March 1998, confirmed the presence of race-based discrimination in the institution and provided several recommendations, including a zero-tolerance policy statement, the appointment of a senior advisor on racial equality, and a comprehensive action plan.
Birara organized several town hall forums on racial equality, all chaired by Wolfensohn. The president reviewed all SARE briefings and maintained consistent support even as Birara spoke candidly within the World Bank Group about inequalities and confronted opposing behaviors and views.
The World Bank Group further increased its representation of Black employees in professional and managerial grades between 1996 to 2002. Sub-Sarahan Africa (SSA) and Caribbean nationals constituted 15 percent of all staff and held 7 percent of managerial and senior technical positions. Recruitment of Black YPP candidates had also risen. However, accountability and broader, more varied opportunities across the organization remained obstacles.
Institutionalizing Diversity and Inclusion
While some SARE-established programs such as JPPAD continued, new initiatives were introduced in 2003 to reinforce the commitment to diversity and inclusivity (D&I) and to address disability and LGBTQ issues. The Diversity and Inclusion Leadership Awards recognized inclusive practices of staff and managers and an annual Diversity Month was launched to raise awareness. D&I coordinators, nominated by their VPUs, handled day-to-day D&I work and acted as grassroots links between the D&I Office and VPU management.
In 2007, the World Bank Group adopted a five-year Diversity and Inclusion Strategy, emphasizing leadership accountability, updated training, and new metrics for tracking progress. Special attention was given to increasing representation from developing countries, particularly in SSA and the Caribbean.
The Africa Fellowship Program, initiated in 2013, provided a pathway for African nationals to join the institution, with some fellows advancing to the YPP or economist roles. By that year, SSA and Caribbean nationals made up 16 percent of all staff and 13 percent of management roles, up from 7 percent of managerial positions a decade earlier. However, Black staff, particularly African Americans, remained underrepresented in middle and upper management, indicating ongoing challenges in recruitment, advancement, and behavioral change.
Renewed Commitment and Recent Progress
In 2014, President Jim Yong Kim called for greater equity in his address to Howard University, specifically acknowledging the need for inclusion of African Americans at the World Bank Group. Co-founded by Mediation Services Manager Nadine Chapman and Professor Homer La Rue, the WBG-Howard University Law School Alternative Dispute Resolution externship program launched the following year. The program gives students hands-on experience in Internal Justice Services while creating a pipeline for African American legal talent at the Bank.
Under her leadership, the World Bank Group’s DEI function became a standalone unit with more dedicated staff. DEI was embedded into talent and work processes, comprehensive learning and outreach programs were initiated, unconscious bias training was introduced, and a global advocate network was built, including country office DEI representatives.
The death of George Floyd in 2020 led to a renewed pledge by President David Malpass to address racism and racial discrimination across the organization and in its programs and communities. The World Bank Group convened an Anti-Racism Task Force and created the Racial Equity Office (REO) in 2022. The staff association groups of Afro-descent have also been working together to engage senior management and ensure implementation of concrete actions.
While significant strides have been made towards eradicating racism and inequities—from the pioneering efforts of the African Club to the achievements of the SARE and DEI offices—challenges remain. As the World Bank Group works towards greater equality and shared prosperity around the globe, the organization strives to live that out in our own community.