There's been a remarkable evolution in how people are seen within the Bank's ecosystem. When Professor Benedict Oramah assumed leadership in 2015, we had approximately 174 staff and contractors. By March 2025, that number had risen to over 500. That growth wasn't simply about headcount - it was a strategic effort to align human resources with the Bank's expanding mandate.
Under his leadership, there's been a deep recognition that people are the true drivers of institutional success. Two strategic plans - Plan 5 and Plan 6 - have been delivered during his tenure, both ambitious in scope. Achieving their goals required not only increased numbers but enhanced quality of staff.
To that end, we revamped the recruitment process. A multistage interview system was introduced, ensuring that shortlisted candidates are assessed not only for technical competence but also for alignment with the Bank's cultural values, strategic vision, and commitment to Africa. This structured approach has helped us bring in top-tier talent.
Moreover, Benedict Oramah placed a strong emphasis on representation. As new African member states joined and Caribbean countries became participating states, recruitment widened to include talent from across the diaspora, including multi-generational Africans abroad. His view evolved into a belief that the Bank must be both a pan-African and pan-diasporic institution, with its people reflecting that diversity.
In what ways do you think the President has worked to create an environment where people can grow, thrive, and contribute meaningfully to the Bank's mission?One of the President's most impactful initiatives has been the development of a comprehensive career progression model. Initially, we worked with a fairly traditional vertical promotion structure. However, we realised that growth means more than just moving up the ladder.