Talent and Diversity,
Equity & Inclusion
2021 Annual Report
The 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 and
home, mental health struggles, an increase in anti-LGBTQ+ legislation and
the 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
about 30 years ago, the conversation
around DEI was practically nonexistent
within banking. But today, we’re past the
point of making a case for DEI, and we
recognize it’s foundational to how we do
business and impacts the bottom line.
Institutionalizing DEI is core to our busi-
ness and culture at Citi, and it’s not only
evident in what we say but it is clear in
what we do. As the world’s most global
bank, effectively integrating DEI requires
a data- and business-driven strategy to
enable growth and progress. Data tells a
story and can influence people’s thinking
more so than anecdotes can. Also, our
efforts are fueled by transparency and
accountability, which we embed across
our ESG and DEI work — including our track
record of disclosure and publicly setting
measurable goals for our initiatives, like
pay equity and aspirational diverse repre-
sentation goals, respectively.
This approach has enabled us to make
progress on our talent and DEI initiatives
over the years. Our executive management
team reflects the diversity of our employee
and client populations, and we have
exceeded gender parity on our board of
directors. Our recently promoted Managing
Director (MD) class was the most diverse
ever. Over a third of the class were women
and over a third in the United States were
racial/ethnic minorities, and the MD class
also included members of the LGBTQ+,
Veteran and Disability communities.
We recently met and exceeded our
representation goals for women globally
and Black talent in the United States,
and we have no plans of stopping our
commitments on this front — we’ll set new,
aspirational representation and recruiting
goals that will expand to new markets and
additional underrepresented groups later
this year. At Citi, we have built a solid foun-
dation of talent and DEI work, and we’re
proud of the progress we’ve made and the
opportunity to build on it in the future.
The globality of our bank allows us to
glean perspectives from different cultures,
races/ethnicities, and backgrounds, while
also advancing issues that are important
to our people, clients and the communities
we serve. It’s important we have globally
consistent practices that seamlessly inte-
grate the needs across talent and DEI to
help us recruit, attract and retain profes-
sionals who are reflective of diversity in
all its forms.
Letter from Our Chief Diversity, Equity and
Inclusion Officer and Global Head of Talent
ERIKA IRISH BROWN
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT
2
And as Citi builds on these priorities,
success will be measured by how well our
talent and DEI initiatives are aligned with
the business and operations of our products
and functions globally. Establishing the
blueprint for globally-consistent talent and
DEI practices for the firm and operationaliz-
ing a delivery mechanism for a data-driven
and centralized talent and DEI practice will
ensure we have a diverse pipeline of future
leaders engaged around our commercial
efforts globally. Leaders and managers
will be armed with the data they need to
understand where we are and where we
need to go. And DEI will be institutionalized
in every aspect of our business — because
it’s foundational to our growth and culture
and a holistic part of who we are.
Dimensions of diversity and our uniqueness
will only continue to evolve, and there
will be more points of intersectionality as
well. As a global company, we see endless
opportunities to engage our people and
think about talent and DEI more broadly,
including connecting the conversation
across regions to globalize how we think
and act around issues, recognizing
and celebrating intersectionality, creating
solutions for socioeconomic diversity
and driving opportunities to support
underrepresented groups.
It’s been a long and challenging road for
DEI, but with the progress we’ve made and
continue to make, I’m hopeful and excited
for our future.
ERIKA IRISH BROWN
Chief Diversity, Equity and Inclusion
Officer and Global Head of Talent
• Continuing to lead with transparency
To promote credibility and effectiveness in reaching our goals, we’ll continue to break down barriers and be open and
transparent 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 Leadership
for Tomorrow Black Equity at Work certification. It’s also important to continue updating our key stakeholders about our
advancements 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.
So what are some of our top priorities for 2022?
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT
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Return to
Office and
the Future
of Work
If the pandemic taught us anything from
an employee wellness perspective, it was
the value of flexibility. As the situation
surrounding the virus continued to evolve,
we focused on how we could bring our
colleagues safely back to the office. At the
same time, COVID-19 opened our minds to
new ways of working. While we know there
are enormous benefits to being together
in person, we saw just how productive
and effective remote work could be. We
recognized that we couldn’t go back to
the way things were and that we had to
adapt to new realities. After coming to
understand just how important flexibility
is to our current and future success as a
firm, we became the first major U.S. bank
to publicly embrace a hybrid model of work
for our colleagues moving forward.
As vaccinations became widely available
in the United States, United Kingdom and
other parts of the world, and where the
data told us it was safe to do so, we began
to bring colleagues back to the office in
a hybrid model — with a minimum of two
days per week in person and a few days
from home. Colleagues in more than 30
locations across the U.S. returned to the
office in 2021. We required colleagues
returning to those sites to be vaccinated
against COVID-19, wear masks and social
distance wherever possible. For colleagues
working in our branches, we required rapid
testing and masks in 2021, and vaccination
as of early 2022. Understanding there
is not a one-size-fits-all approach, we
adjusted our global return-to-office efforts
region by region, based on local data,
vaccine availability and country mandates.
Equally important, we communicated
regularly and consistently with our
colleagues — sending messages from our
CEO and senior leaders to keep people
informed of our plans to return to the
office and equipping our managers with
resources and information so that they, in
turn, could effectively support their teams
and answer questions.
After working from home became the
“new normal” in early 2020, we listened to
feedback from our employees and enacted
policies to help ease the blurring of lines
between home and work. In response, in
2021 we launched “Zoom-Free Fridays”
for internal meetings to combat the well-
recognized fatigue from virtual meetings.
We asked colleagues whenever they could to
designate noon to 1 p.m in local times as an
hour free of calls and meetings, as well as
to reduce hour-long meetings to 45 minutes
to give colleagues time in between sessions.
We also offered a “Reset Day” in May for
colleagues to take a day off to recharge
and added several new benefits to further
support work-life balance.
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 were
transparent 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 for
today, 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 and
using our corporate voice to drive change.
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT
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The Future of Work
One of the silver linings of the pandemic
was that our colleagues and teams learned
new and different ways of working when
the virus initially closed the doors of our
offices. At Citi, we felt it would be a missed
opportunity if we didn’t seize the moment
to reimagine the workplace once the
pandemic eases.
Our CEO, Jane Fraser, boldly embraced the
desire to be a bank with brains and a soul,
and to break out of the traditional mindset
that required our colleagues to be in the
office all day, every business day. We
established principles to guide our flexible,
future work model and related ways of
working — all with the aim to drive collabora-
tion and meaningful connections, maximize
apprenticeship and learning opportunities,
leverage technology to our advantage,
support colleague well-being and belonging,
and treat our colleagues equitably.
We announced this future work model will
take effect after colleagues return to the
office, and the model will provide hybrid,
remote and resident designations for
colleagues. Hybrid roles offer colleagues
the flexibility to work at least three days
per week in the office and up to two days
from home. The majority of Citi employ-
ees have been designated as hybrid.
Remote roles may be performed 100%
from outside the office location. Resident
roles are jobs that cannot be performed
remotely, such as tellers in our branches
and data center employees.
In 2022, we will roll out the future work
model and survey employees throughout
the early phases, using data to understand
what is working — and what isn’t — so we
can adapt where we need to. To support
hybrid and remote working, we have been
introducing enhanced technology and tools
that enable us to be more connected and
collaborative, no matter where we work.
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 just
that for those who have been employed by Citi for at least five years.
Our “Refresh, Recharge, Reenergize” sabbatical program allows colleagues to
take 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 her
companion. “My sabbatical was like a reboot on the computer with the ability to
purge ‘cached’ information,” Berg said. “I worked with my team to prepare for
time off for about 6 months to ensure all of the work was covered. I am forever
grateful 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 while
still receiving 100% of their Citi base pay.
Julie Berg’s trusty companion,
Hank, enjoying his cross-country
sabbatical trip.
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT
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Diversity, Equity & Inclusion
Our workforce of more than
220,000 colleagues around
the globe reflects the diverse
backgrounds and perspectives
of our clients and customers.
This is why we ensure equity
and inclusion are embedded in
everything that we do.
Across the firm, there is tremendous
momentum to build on our efforts to create a
more diverse, equitable and inclusive culture
— from our pay equity work to our represen-
tation goals to our diverse interview panels
and candidate slates to our engagement with
Historically Black Colleges and Universities
(HBCUs). We believe in setting clear goals to
measure our progress and holding ourselves
accountable to building a company where
the best talent wants to work and where
people of all races, gender, sexual orien-
tation, disability status veteran status or
ethnicity can reach their full potential.
Our approach to diversity, equity and
inclusion (DEI) isn’t limited to broadening
the representation of those working within
the top levels of our own firm and creating
a more inclusive environment. We also look
at diversity holistically, thinking of ways to
widen our impact for our suppliers, clients,
customers and communities we serve. Learn
about our Action for Racial Equity plan to
help close the racial wealth gap and increase
economic mobility in the United States in the
Equitable and Resilient Communities section
of our 2021 ESG report.
Pay Equity
We continue to disclose our adjusted and
unadjusted (or “raw”) pay gaps for both
women and U.S. minorities to hold ourselves
accountable for making progress.
The adjusted pay gap is a true measure of
pay equity, or “like for like,” that compares
the compensation of women to men and
U.S. minorities to non-minorities when
adjusting for factors such as job func-
tion, title/level and geography. The raw
gap measures the difference in median
compensation when we don’t adjust for any
of the aforementioned factors.
The existence of our raw pay gap reflects a
need to increase representation of women
and U.S. minorities in senior and higher-
paying roles.
Our latest results, released in early 2022,
found that, on an adjusted basis, women
globally are paid on average more than 99%
of what men are paid at Citi, and that there
was no statistically significant difference in
adjusted compensation for U.S. minorities
and non-minorities. Following the review,
appropriate pay adjustments were made as
part of Citi’s 2021 compensation cycle.
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” pay
gaps 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
Women vs. Men
INCREASED
REPRESENTATION
of women
and U.S.
minorities
in higher-
compensated
roles to help
close the raw
pay gaps
74%
2021
74%
2020
73%
20192018
71%
U.S. Minorities vs.
U.S. Non-Minorities
93%
2018
94%
2019
94%
2020
96%
2021
FIRM-WIDE
ASPIRATIONAL
REPRESENTATION
GOALS
37%
40.6%
2018 2021
8.1%
6%
2018 2021
Mid- and senior-
level female talent
globally
Exceeding
40% goal
Exceeding
8% goal
Mid- and senior-
level Black talent
(U.S. only)
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT
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Citi’s 2021 raw gap analysis showed that
the median pay for women globally is
74% of the median for men, similar to
2020 and up from 73% in 2019 and 71% in
2018; the median pay for U.S. minorities
was more than 96% of the median for
non-minorities, which is up from just
under 94% in 2020, 94% in 2019 and
93% in 2018. Continuing to reduce our
raw pay gap requires that we increase
representation of women and U.S.
minorities in senior roles across the firm.
These pay equity reviews represent
a “moment in time” snapshot of our
employee base, which is constantly chang-
ing as people come in and out of the firm,
as colleagues are promoted and as market
dynamics change. We’re continuing to
innovate how we recruit and develop talent
and to use data more effectively to help us
increase diversity at more senior levels at
Citi. Our philosophy is that every member
of Citi’s team is responsible for progress
in making Citi an even more inclusive and
equitable workplace.
Citi collaborated with The Female Quotient,
a women-owned business dedicated to
advancing equality in the workplace, to
develop a free digital tool that provides
companies with a snapshot of their raw
pay gap. We view it as a way to further
equity across all types of companies and
see it as a concrete measure to increase
diversity more broadly. For more informa-
tion, visit The Female Quotient’s Advancing
Equality Calculator
TM
.
Representation Goals
In 2018, we set aspirational representa-
tion goals to increase women leadership
globally and Black leadership in the United
States at the firm by the end of 2021. We
are pleased to share that Citi exceeded
these goals. Globally, we increased repre-
sentation at the Assistant Vice President
to Managing Director levels for women to
40.6% (up from 37% in 2018), and in the
United States we increased Black repre-
sentation for those same job levels to 8.1%
(up from 6% in 2018). Additionally, when
we include colleagues in the United States
who self-identify as two or more races,
Black representation at the same job levels
increased to 9.1%.
Our commitment doesn’t stop here, and we
recognize there’s still work to do to build a
more diverse, equitable and inclusive firm.
We will build and expand on our representa-
tion goals in the future and will continue to
be transparent while holding ourselves
accountable. Diversity, equity and inclusion
factors, including the representation of
women and racial/ethnic minorities, continue
to be included in senior executives’ score-
cards. Learn more in the ESG at Citi section
of our 2021 ESG report.
Pipeline analyses help us assess the avail-
ability and flow of diverse talent at Citi and
how we can achieve better representation
among women and racial/ethnic minori-
ties. Such analyses also play an important
role in succession planning at Citi, ensuring
that we have diversity of employees who
are ready for promotion now, and that we
have appropriate development plans for
those who would be ready for promotion
in several years. Intentionality in talent
development is essential if we’re going
to elevate more women and racial/ethnic
minorities to high-level positions at Citi —
and across our industry as a whole.
According to McKinsey & Company, there’s
a strong business case for gender and
racial diversity in corporate leadership,
with the most diverse companies outper-
forming their peers on profitability. A
report issued by McKinsey
1
in 2020 found
that companies in the top quartile for
gender diversity on executive teams were
25% more likely to have above-average
profitability than companies in the fourth
quartile. That’s up from 21% in 2017 and
15% in 2014.
Read how we’re supporting minority-
and women-owned businesses in our
supply chain in the Responsible Sourcing
section of our 2021 ESG report.
1. McKinsey & Company, “Diversity Wins: How Inclusion Matters” May 2020.
CITI’S WORK TO ADVANCE
SDG 5: GENDER EQUALITY
The 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 gender
equality in the workplace,
including our representation goals,
directly contribute to SDG 5 in
support of gender equality and
empowering all women and girls.
Specifically, we are enabling
progress toward target 5.5, which
aims to ensure women’s full and
effective participation and equal
opportunities for leadership at all
levels of decision-making in
political, economic and public life.
For more information about our
contribution to the SDGs, see our
2021 ESG Report.
SDG Goal 5: Gender Equality
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT
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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 support-
ing 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 and
Resilient 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 resource
for 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 LEVEL
Gender equity is something we
demonstrate from the very top
of our organization. Jane Fraser
is our first woman CEO — and
was the first woman to lead a
major Wall Street bank. Based
on existing self-identification
data, five (29%) of our 17-person
Executive Management Team
are women and six (35%) are
racially/ethnically diverse. As
of April 25, 2022, eight (53%)
of the 15 members of our Board
of Directors are women and
three (20%) are racial/ethnic
minorities. Citi was among the
first financial services firms
to achieve gender parity on
its Board.
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT
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Recruit, Retain and
Promote
We are committed to continue building a
team that is inclusive and representative
of our customers and clients. To make
progress, we have been evolving the way
we bring new colleagues into Citi, including
accelerating the use of diverse slates in our
recruiting and deepening our capabilities to
measure our success.
In 2021, we expanded the use of diverse
slates in our recruiting to have at least two
women and/or U.S. minorities in our inter-
views for U.S. hires and at least two women
in our interviews for global hires. These
include candidates at various senior levels,
from Assistant Vice President to Managing
Director. As of December, nearly 75% of
roles that were posted globally included a
diverse slate of candidates with at least two
women and/or two U.S. minorities. In 2021,
we launched a Diversity Sourcing team in
the United States to consistently identify
diverse talent in the marketplace and
accelerate our hiring of diverse talent.
We have expanded engagement with exter-
nal partners, including diversity professional
organizations. These relationships have
enhanced our ability to attract and hire mid-
to senior-level talent demonstrating Citi’s
inclusive culture.
Campus Recruiting
Our campus recruiting program is another
important way for us to diversify our
employee base, and we have a robust
pipeline of talent from HBCUs and other
leading universities.
• Our Citi
®
University Partnerships
in Innovation & Discovery (CUPID)
Program enables us to accelerate inno-
vation projects across Citi by engaging
diverse students and developing a
robust, diverse pipeline of talent from
leading universities (see callout above).
• In 2021, we held our third annual
HBCU Innovation and Leadership
Symposium, which brought together
42 first- and second-year students
(58% first years and 32% sophomores)
from 15 HBCUs for an introductory,
virtual experience focused on helping
them understand financial services,
gain technical skills and kick off the
career-planning process. While we
would like the students to consider
the possibility of a future with Citi, our
primary goal is to provide them with
helpful tools on their path to profes-
sional success, without regard for
industry or profession.
• Our Early Insights Programs for
college students in their first and
second years of undergraduate studies
are focused on identifying, mentoring
and hiring top diverse talent for
summer analyst programs across the
firm. These programs provide early
exposure to, and education around,
Citi’s businesses, technical training,
mentorship and culture.
• Our Freshman Discovery Day is a
two-day exploratory program that
helps educate underrepresented
minority college freshmen about the
various roles in financial services.
MILITARY OFFICER LEADERSHIP PROGRAM
Our Military Officer Leadership Program (MOLP) focuses on recruiting,
developing, training and preparing transitioning service members for mid- to
senior-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, with
no direct experience in the financial industry, the MOLP was a great opportu-
nity,” said Rob Carter, a graduate of the program who has been with Citi for
about five years. “The exposure to different businesses allowed me to find
an area within the firm that leveraged the skills I developed during my time
in the Army,” says Carter, Senior Vice President in Human Resources and
one of the more than 2,400 U.S. employees who have disclosed their veteran
status to us.
CUPID 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:
• Engaged 3,600+ students and early career professionals
• Hired 202 CUPID participants
• Hired 43 HBCU students
• Worked with 90 colleges and universities, including 38 HBCUs
• Hosted 40 events, such as hackathons, competitions and symposiums
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT
9
• Our Early Identification Program
focuses on mentorship, interview
preparation and best-in-class training
to identify diverse talent for our
summer analyst programs over a
five-week period.
• Sophomore Leadership Program
provides hands-on work experience,
mentorship, peer networking and
necessary skills over a 10-week summer
internship, to provide a pipeline into our
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 to
receive 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
women and racial/ethnic minorities in
senior, high-paying roles is critical to our
success — and key to helping solve the
two-pronged issue of representation and
pay equity. Career development is one of
our top priorities, and we promote from
within to continue developing our existing
talent. In 2021, 41% of open positions at
Citi were filled with internal candidates.
“Owning My Success” (OMS), for example,
is a group coaching program for Black
colleagues that provides exposure to
Citi’s senior leadership and supports
professional and personal development.
More than 700 Black colleagues have
participated in OMS since the program
began in 2018. Over the course of several
months, participants join group coaching
circles, led by an external executive coach
and a senior leader at Citi. Managers of the
participants also take part in group coach-
ing to better understand the experience of
Black colleagues in the workplace.
Representation in Our Analyst and
Associate Programs
ASPIRATIONAL GOAL: 50% women globally for our analyst and
associate programs
ASPIRATIONAL GOAL: 30% Black and Hispanic/Latino in the
United States for our analyst and associate programs
Women representation in full-time
analyst and associate roles
Black and Hispanic/Latino
representation in full-time
analyst and associate roles
Women representation in the summer
analyst and associate programs
Black and Hispanic/Latino
representation in the summer
analyst and associate programs
18%
2019
45%
2019
25%
2019
47%
2019
29%
2021
52%
2021
32%
2021
52%
2021
ACHIEVED ACHIEVED
ACHIEVED
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 were
selected for our Early ID Leadership Program, and we’re inviting the high
school students to return to future programming.
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 and
Inclusion Officer Erika Irish Brown
discussed their respective careers
in finance. Several participants
in the event interviewed for
positions across the team.
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT
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Citi Personal Banking & Wealth
Management and our Risk and Controls
group each piloted advocacy programs for
underrepresented talent in 2021, pairing
participants with senior leaders to offer
career advice and support. Black Leaders
for Tomorrow, an initiative within the
Institutional Clients Group, also offers an
Advocacy program for Black directors.
More than 600 Black employees each year
participate in one of five programs offered
through Black Leaders for Tomorrow.
We also launched the Black Managing
Director Engagement initiative, a quar-
terly small group gathering of Executive
Management Team members and Black
Managing Directors who get to know each
other, 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 women
leaders. The career development program
includes executive assessment and coach-
ing. In 2021, 31 high-performing Black and
women Managing Directors and Directors
were selected for the program.
We provide a range of internal development
and rotational programs for leaders at all
levels, and we continued to evolve our learn-
ing 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 and
Directors from around the world to network
and develop leadership skills.
In Latin America, our Women’s Virtual
Development Program continues to be one
of our most valued in the region, with more
than 1,600 participants in 2021. Across
Asia Pacific, 780 participants joined one of
four programs supporting women as they
transition to more senior roles. And in Europe,
for our “reverse mentoring” program, we
paired senior leaders from the region with
junior mentors from the LGBTQ+ community.
The goal of the program, which was subse-
quently rolled out in Latin America, Asia
Pacific and the United States, was to educate
the mentees about the lived experience of
their LGBTQ+ colleagues.
To better support our colleagues with
disabilities, we made enhancements to
our tools and resources to build a more
inclusive workplace, including a strong
team of doctors, digital accessibility
experts and accommodations specialists.
The Global Consumer Technology team
launched a partnership with Neurodiverse
Solutions (formerly Autism2Work), and in
May 2021, the team added five contractors
who have autism spectrum disorder, or
ASD, to the Global Consumer Bank ATM
team based in our Florence, Kentucky,
ATM Lab. After seeing such strong results
in just six months, the Neurodiverse
Solutions program has expanded across
Citi with 12 contractors and plans to
grow the team to 50 contractors by
the end of 2022. Citi recently began a
partnership with Disability:IN, a global
nonprofit resource for disability inclusion.
Disability:IN partners with over 400
companies worldwide with the vision to
create an inclusive global economy where
people with disabilities participate fully
and meaningfully.
PARTNERSHIP WITH THE EXECUTIVE LEADERSHIP COUNCIL
We invest in career development and planning for diverse talent through
mentorship, networking, rotational programs and partnerships, such as our
longstanding relationship with The Executive Leadership Council (ELC). In
2021, we signed a million-dollar, multiyear agreement with ELC to enhance our
investment in Black leadership and establish a cohesive development journey
and 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 through
Managing Director levels who are tapped for further development at Citi.
The intent is to invest in their continued professional growth and mobility by
providing personalized coaching and greater exposure to senior-level leaders.
The 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 senior
Black 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 fireside
chat with Grammy-award winner Gladys Knight.
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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 to
these individuals’ performance and commitment to living our Leadership Principles —Taking Ownership, Delivering With Pride
and 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 GEOGRAPHY
SUMMARY BY YEAR
The most women
promoted in
recent years
Highest
representation
in recent years
106
in 2021
1
Veteran
36%
70 in 2020
62 in 2019
49 in 2018
49 in 2017
241 in 2020
220 in 2019
198 in 2018
178 in 2017
30
countries
in 2021
6
LGBTQ+
UNITED STATES
53
racial/ethnic minorities
(out of the 150 promoted)
35.3%
of the new MD class
was racially/ethnically
diverse
19.3%
29 Colleagues
ASIAN
2.7%
4 Colleagues
BLACK
14.0%
21 Colleagues
HISPANIC/LATINO
Largest class in
recent years
Average Tenure
12.4
Years
306
Promotions in 2021
52 17%
ASIA PACIFIC
18 5.9%
LATIN AMERICA
86 28.1%
EUROPE, MIDDLE EAST AND AFRICA
150 49%
NORTH AMERICA
1
Person with
a disability
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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.
Most Powerful Women in Banking
Most Powerful Women to Watch
Most Powerful Women in Finance
INDIVIDUAL AWARDS TEAM AWARD
Jane Fraser
Chief Executive Officer
Mary McNiff
Chief Compliance Officer
Titi Cole
CEO, Legacy Franchises
Gonca Latif-Schmitt
Managing Director and Head of Global
Commercial Card Business
Julie Monaco
Global Head of Public Sector, Banking, Capital
Markets and Advisory
Ida Liu
Global Head, Citi Private Bank
Maria Hackley
Global Co-Head Industrials, Banking, Capital
Markets and Advisory
Christina Mohr
Managing Director and Vice Chair, Global M&A
Standouts
Vanessa Colella
*
Head of Citi Ventures and Citi Productivity,
and Chief Innovation Officer for Citigroup
Jane Fraser
Chief Executive Officer
Bola Oyesanya
Managing Director, Private Banker
Brandee McHale
Head of Citi Community Investing and
Development and President of Citi
Foundation
Bridget Fawcett
Global Co-Head of the Sustainability
& Corporate Transitions Investment
Banking
Chinwe Esimai
Managing Director,
Global Marketing Integration
Donna McNamara
Global Head of Trade Product
Commercialization and ESG Strategy
Elinor Hoover
Chair of Global Consumer & Retail
Investment Banking
Elree Winnett Seelig
Head of ESG, Markets
Gina Nisbeth
Director, Citi Community Capital
Harlin Singh
Head of Sustainable Investing for
Private Bank
Jessica Roos
Global Head of Business Services
Jo-Anne Kelly
Managing Director and Global Head
of Employment Law
Karen Peetz
Chief Administrative Officer
Mary McNiff
Chief Compliance Officer
Nikki Darden
Director, Global Consumer Marketing
Pam Habner
Head of U.S. Branded Cards and
Unsecured Lending
Sara Wechter
Global Head of Human Resources
Titi Cole
CEO, Legacy Franchises
Val Smith
Chief Sustainability Officer
* Collella has since left the firm.
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Inclusion
Inclusive practices and policies lead to
improved business performance and a
company culture where employees feel
welcome, safe and respected, and where
they can focus on their work without fear
of prejudice or discrimination. We work
hard to establish a strong DEI foundation
for the company at all levels, creating
paths for the next generation of leaders
across every dimension of diversity.
We want all of our colleagues to feel
empowered to share all aspects of their
identity so that we may continue to honor
what makes them diverse and unique while
also strengthening a culture that values
and promotes diverse perspectives.
Core to our data-driven approach is
gaining better understanding of how
our employees self-identify so that we
can better meet their needs. In 2021
we launched a global Self-ID campaign
to nearly 190,000 employees (90%
of our workforce), who were invited to
self-identify their race and ethnicity,
gender identities, sexual orientation,
disability status and military status, as
permissible by local laws and regulations
in the 46 countries we survey. For 2021,
we expanded the sexual orientation
dimension from 15 to 34 countries and the
race and ethnicity dimension from 18 to
31 countries. Additionally, we continued to
encourage the reporting of multiple races/
ethnicities for those employees who self-
identify as such by enabling the selection
of specific races/ethnicities. We achieved
a response rate of nearly 100% for global
gender and U.S. race/ethnicity.
See our employment data for more infor-
mation about our workforce composition.
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
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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.
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 from
our senior leaders when I first
approached them with the idea to
initiate an Asian Heritage Network
in Canada. Working remotely and
separated from families during
the pandemic have been very
challenging for many in the Asian
communities, who experienced or
witnessed race-based abuse, hate
and even violence. Citi’s Affinity
networks have created a safe
space for us to share emotions and
offer support to each other. Being
able to support my community at
work adds a sense of purpose and
belonging for me.”
In addition to learning even more about my own culture as a part
of 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 and
communities within and beyond our Citi walls.”
Asian Heritage Black Heritage
STELLA YU, TORONTO
SENIOR VICE PRESIDENT,
HUMAN RESOURCES
KATRINA GERALD, CHARLOTTE, N.C.
SENIOR VICE PRESIDENT, PERSONAL
BANKING & WEALTH MANAGEMENT
“ “
A veteran Citi employee, who is now my mentor, reached out to
me when I was in college and helped me get my foot in the door at
Citi. That kindness toward veterans really resonated with me, and
I 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 to
meet 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.”
Citi Salutes
®
GRAHAM LEWIS, NEW YORK
ASSISTANT VICE PRESIDENT,
INSTITUTIONAL CLIENTS GROUP
“
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Our Employee Networks in Action: 2021 (continued)
Citi Women Networks in Asia had a
momentous year with many key initiatives
and successful program launches. For
example, here in China we launched a
maternity buddy program that received
overwhelmingly positive reviews from those
who participated. We also partnered with
other 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 and
showcasing our leadership principle of ‘We
Succeed Together.’ Citi Women has brought
tremendous value to my own experience
and to Citi overall by creating an inclusive
culture for women to thrive.”
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 an
environment for empathy, connection and ‘call to
action.’ In that sense, Families Matter provides us
the amazing opportunity to work across Affinities:
learning, supporting and acting together, especially
in a moment when work, home and families are more
intertwined than ever before. Understanding the
realities and particularities of our diverse team and
acting together with other Affinities allows us to
support our Citi family.”
I was originally approached to join London Disability Network in
2006 and found a fantastic group of folks looking to ensure that
anyone with a disability, injury or illness felt that they had a voice.
I went on to serve as co-chair for the London Disability Network
on two occasions, where I believe we enhanced representation,
engaged with senior management and weaved Inclusion into the
business 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 grow
my career and begin to ask not what Citi can do for me, but
what can I do for Citi and the disability community. I have been
working with various groups and technology experts to raise the
understanding on how assistive technology enables inclusion. By
being myself, I have allowed my managers to be their very best for
me, and together we can work on what we need to do to support
our clients.”
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. Our
colleagues who participated in Network initiatives
continuously share feedback that they experience
great 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 barriers
and enable people to be comfortable with certain
topics. This helps create an understanding of the role
we can all play in supporting one another.”
Citi Women
Families Matter
Disability
Generations
LU SHI, CHINA
MANAGING DIRECTOR, RISK
LUCIANA ZONZINI, BRAZIL
MANAGING DIRECTOR,
BANKING, CAPITAL,
MARKETS AND ADVISORY
PATRICK MORAN, UNITED KINGDOM
DIRECTOR, OPERATIONS TECHNOLOGY
NUR’I LIM, MALAYSIA
VICE PRESIDENT, INDEPENDENT
COMPLIANCE RISK MANAGEMENT
“
“
“
“
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Our Employee Networks in Action: 2021 (continued)
I raised my hand to be part of the
Hispanic/Latino Heritage network
shortly after joining Citi in 2018
as 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 a
membership drive initiative, the
group I began to work with brings
co-chairs from all of our 11 chapters
in 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 to
develop a network of connections
I wouldn’t have otherwise
encountered. I’m certain it has
prepared me for my role as a
recently 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 and
Latin 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. ”
Hispanic/Latino
Heritage
Pride
ARLET BALTAZAR, CHICAGO
ASSISTANT VICE PRESIDENT,
MARKETING OPERATIONS,
PERSONAL BANKING & WEALTH
MANAGEMENT
JOSEPH HERNANDEZ, MEXICO
VICE PRESIDENT, TRANSFORMATION
OPERATIONS
“
“
South Africa has a unique history rooted in racial inequities. The
goal of the network is to create a safe space for employees to have
open and transparent discussions on the topic of race without
fear of retribution. The network is employee-led. Since launching
in early 2021, it has already hosted several workshops and events
with the goal of providing employees with the correct tools to
assess and address situations involving racial matters.”
Roots
MEGS NAIDU, SOUTH AFRICA
VICE PRESIDENT, COMPLIANCE
GOVERNANCE
“
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Employee Network Listening Tour
In 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% of
participants said they joined one of the Affinities for networking opportunities.
OVERVIEW
Goal
Learn about
the DEI issues
that are most
important
to you
KEY TAKEAWAYS
ADDITIONAL FEEDBACK: WHAT OUR COLLEAGUES ARE ASKING FOR
4
Regions
82%
78%
68%
10
Networks
11
Sessions
800
Colleagues
82% cited
learning from
and supporting
colleagues as
their top reasons
for joining
Network
78% believe
senior leaders
are committed
to advancing
DEI across
the firm
68% cited
educating
managers on DEI
goals and senior
leader advocacy
as the top two
ways Citi can
create a more
inclusive culture
SENIOR LEADERSHIP ROUNDTABLES AND QUARTERLY TOWNHALLS TO UNDERSTAND DEI STRATEGY
MORE MENTORSHIP/
SPONSORSHIP OPPORTUNITIES
More diverse interview panels
Greater global
connectivity
REPRESENTATION GOALS FOR MORE GROUPS
More visibility of
self-identifying
senior leaders
BETTER
COMMUNICATION
ON AFFINITY
STRATEGY
Improved
alignment
between
networks
and
Affinities
INCREASED
MIDDLE
MANAGEMENT
SUPPORT
FOR DEI
INITIATIVES
Year-end performance analysis for diverse groups
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Voice of the Employee
Our annual Voice of the Employee (VOE) survey provides valuable insights regarding employee engagement and
perceptions about our firm — our successes as well as our pain points. In 2021, participation was high — 87% of
colleagues 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 many
colleagues 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 of
life 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
COVID-19 RESPONSE
Citi is effectively
communicating its
plans and response
to COVID-19
91%
92%
My team prioritized the work
that helps Citi succeed
89%
My manager promotes diversity,
equity and inclusion in our team
Diversity
2020 86%
2019 81%
85%
Engagement
2020 82%
2019 74%
79%
Ethical
Culture
2020 91%
2019 89%
91%
Manager
Effectiveness
2020 84%
2019 81%
84%
We Take
Ownership
88%
We Deliver
With Pride
89%
We Succeed
Together
86%
CORE INDICES
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Using Our Corporate Voice
to Drive Change
At Citi, we believe we can use our
power as a global bank to effect
social 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 proposed
at the state level that would single out
LGBTQ+ individuals for exclusion or differ-
ential treatment. Legislation promoting
discrimination could negatively impact our
colleagues and their families, as well as our
clients, customers and our business. In May,
Citi signed the Human Rights Campaign’s
Business Statement Opposing Anti-LGBTQ+
State Legislation, reiterating our belief
that all people have a fundamental right
to equality and our opposition to harmful
legislation aimed at restricting the access
of LGBTQ+ people in society.
Citi has a long history of outspoken advo-
cacy for the LGBTQ+ community. In 2020,
Citi became the first major bank to provide
transgender and nonbinary customers with
the ability to have account profiles and
credit cards that match their chosen first
name. Since the initial launch, more than
18,000 consumers have updated their Citi
U.S. branded credit cards with their chosen
name. Learn more in the Serving Our
Customers and Clients Responsibly section
of our 2021 ESG report.
When members of the Asian American
and Pacific Islander (AAPI) community
endured rising instances of violence in
response to the pandemic, our Executive
Management Team condemned the xeno-
phobia while voicing support for our AAPI
colleagues and the broader community.
We also held internal listening sessions
and hosted community forums to show our
support for our employees. Watch a public
service message we produced. We hosted
a “Hollaback Bystander Intervention”
training, which is designed to provide
colleagues with practical tactics on how to
intervene in a safe way if they witness an
incident in public. In 2021, we hosted three
sessions, and more than 500 colleagues
joined the training. We plan to host addi-
tional sessions in 2022.
We also expanded our partnership with
Ascend, a non-profit organization focused
on professional development of the AAPI
community, and sponsored the Ascend
National Convention week, which more
than 200 colleagues attended.
Furthermore, Citi was one of many U.S.
businesses that condemned efforts in
2021 to restrict voting access in the state
of Georgia. We opposed voting restriction
laws because we believed it would “under-
mine the ability of Americans to avail
themselves of this fundamental right.”
For 17 consecutive years, Citi
has received a perfect score on
the Human Rights Campaign
Foundation’s Corporate Equality
Index, a national survey that
benchmarks corporate policies
and practices for LGBTQ+
workplace quality.
MARKING HOLIDAYS OF SIGNIFICANCE
Starting in 2022, we have a new paid holiday for U.S. employees: Juneteenth
Day, a federal holiday that marks the end of slavery. We also had the
opportunity to be more inclusive and acknowledge Indigenous Peoples Day in
addition 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.
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Fair Employment Practices
We strive to maintain an environment in which development opportunities are
widely 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 Code
of 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.
Members of our Pride Affinity ringing the bell at the New York Stock Exchange
during Pride Month in June 2021.
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Employment Data
TOTAL EMPLOYEE HEADCOUNT
NEW EMPLOYEE HIRES EMPLOYEE TURNOVER EMPLOYEES BY GENDER IN THE U.S.
EMPLOYEES BY GENDER
223,449
Total Employees
46,907
Total
32,769
Total
66,586
**
Total
220,975
Full-Time
2, 474
Part-Time
46,050
Full-Time
857
Part-Time
31,836
Full-Time
933
Part-Time
34,993
Women
31,574
Men
113,045
Women
110,275
Men
223,449
*
Total Employees
TOTAL EMPLOYEES BY REGION
* 129 people did not disclose.
** 19 people did not disclose.
North America
68,827
Total Employees
11,102
Employee Turnover
13,400
Employee Hires
Europe, Middle East and Africa
32,703
Total Employees
3,974
Employee Turnover
6,536
Employee Hires
Latin America
48,693
Total Employees
7, 337
Employee Turnover
11,589
Employee Hires
Asia Pacific
73,226
Total Employees
10,356
Employee Turnover
15,382
Employee Hires
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Women
Men
66,586
*
Total
Employment Data
Racial/Ethnic Composition of U.S. Employees
* 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.
American Indian
or Alaskan Native
105 | 73
Asian
5,446 | 6,916
Black or African
American
4,608 | 2,528
Hispanic or Latino
**
6,934 | 5,067
Two or More Races
**
492 | 404
White
16,778 | 15,791
Native Hawaiian
or Pacific Islander
80 | 46
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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 Gender
Hispanic
or Latino
White
Black or
African
American
Native
Hawaiian
or Pacific
Islander
Asian
American
Indian or
Alaskan
Native
Multi-
Racial
Total
Executive/Senior
Officials and Managers
Male
Female
Subtotal
6
6
12
49
30
79
4
5
9
0
0
0
13
3
16
0
0
0
1
0
1
117
First/Mid Officials
and Managers
Male
Female
Subtotal
886
817
1,703
4,191
2,904
7,095
346
431
777
8
7
15
1,905
872
2,777
14
10
24
51
57
108
12,499
Professionals
Male
Female
Subtotal
1,892
1,882
3,774
6,908
5,870
12,778
1,230
1,465
2,695
19
19
38
3,998
2,952
6,950
33
20
53
141
180
321
26,609
Technicians
Male
Female
Subtotal
47
27
74
53
66
119
25
10
35
0
0
0
13
14
27
0
0
0
2
1
3
258
Sales Workers
Male
Female
Subtotal
1,118
1,208
2,326
2,556
1,257
3,813
271
324
595
10
14
24
820
1,019
1,839
8
11
19
58
44
102
8,718
Administrative Support
Workers
Male
Female
Subtotal
1,226
3,160
4,386
2,729
7,209
9,938
688
2,513
3,201
14
40
54
328
751
1,079
24
66
90
65
198
263
19,011
Craft Workers
Male
Female
Subtotal
3
0
3
3
0
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
6
Operatives
Male
Female
Subtotal
0
0
0
2
4
6
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
6
Laborers and Helpers
Male
Female
Subtotal
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Service Workers
Male
Female
Subtotal
2
0
2
0
2
2
1
1
2
0
0
0
0
0
0
0
0
0
0
0
0
6
Total
Male
Female
Subtotal
5,180
7,100
12,280
16,491
17,3 42
33,833
2,565
4,749
7,314
51
80
131
7,077
5,611
12,688
79
107
186
318
480
798
67,230
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
24
Multiple Identity Breakdowns
Table B
Race/Ethnicity
Total
Hispanic or
Latino
Hispanic/
Latino
White
Black or
African
American
Native
Hawaiian
or Pacific
Islander
Asian
American
Indian or
Alaskan
Native
Hispanic or Latino
6,214 5,979 5,147 554 55 146 312
Race/Ethnicity
Hispanic or
Latino in
Combination
with Other
Race(s)
White
and Other
Race(s)
Black or
African
American
and Other
Race(s)
Native
Hawaiian
or Pacific
Islander
and Other
Race(s)
Asian and
Other
Race(s)
American
Indian or
Alaskan
Native
and Other
Race(s)
Multi-Racial
(or two or more races)
5,979 562 319 66 318 174
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
Fast Company
Top 15 of America’s Most Just Companies
JUST Capital
Most Powerful Women in Banking
Featured eight Citi senior executives among its honorees;
Citi recognized as one of the top teams overall
American Banker
Bloomberg Gender-Equality Index
(6th Consecutive Year)
Bloomberg
100% Score on the Corporate Equality
Index (17th Consecutive Year)
Human Rights Campaign
(Best Places to Work for LGBTQ+ Equality)
Best Employers for New Graduates,
America’s Best Employers for Diversity,
Best Employers for Women, America’s Best
Employers for Veterans
Forbes
Top 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 and
Eastern Europe’s Best Investment Bank,
and Africa’s Best Bank for Transaction
Services
2021 Euromoney Awards
Ally Changemaker Outie Honoree
Out & Equal
U.S. Women in Finance Award
Featured three Citi senior executives among its honorees
Markets Media
Most Influential Black Corporate Directors
Featured two Citi board members among its honorees
Savoy Magazine
Best Places to Work for Moms, Dads, and
for Parents Working Remotely
Scary Mommy and Fatherly
5 Star Company on the Corporate
Inclusion Index
Hispanic Association on Corporate Responsibility
Top Companies for Women Technologists
AnitaB.org
CITI 2021 TALENT AND DIVERSITY, EQUITY & INCLUSION ANNUAL REPORT
26
Forward-Looking Statements
The disclosures included in this report are being provided to the public in an effort to
provide transparency into our environmental, social and governance (ESG) initiatives to
respond to stakeholder requests, and to further enhance our collective understanding
of 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.” These
statements 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 materially
from those expressed in or implied by any of these forward-looking statements due to
a 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 materially
from 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 impact
of 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 as
necessarily rising to the level of materiality of the disclosures required under U.S. federal
securities laws.
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