“We think big but also care deeply”

What started with a handful of staff has grown into a medium-sized organization, whose mandate attracts talent from across the world. Managing such a diverse workforce can be challenging. But it is always rewarding

As we celebrate the OPEC Fund’s 50th anniversary, I’m proud to reflect on the journey of our people – how we’ve grown and evolved over the past half century while positioning ourselves for the future. Our staff has always been our most valuable resource and the 50th anniversary of the institution offers a moment to honor and clarify that truth.

When I joined the OPEC Fund as Director of Human Resources in February 2025, what struck me first was not only the diversity of the team but also our collegiality. From modest beginnings in 1976 with just three staff members we’ve grown to become a vibrant workforce of 228 people as of October 2025, with ambitious but achievable plans to employ more than 270 by the end of 2027.

Beyond the growth in numbers, today our staff represent almost 60 nationalities. This diversity brings new approaches and an inclusive culture, while reflecting the global nature of our work. We’ve also maintained a healthy gender balance, with 55 percent male and 45 percent female staff overall and near parity at the professional level. While we continue to push for more women in senior management, we’re proud of the progress we’ve made compared to many other multilateral development banks.

Our generational mix is equally diverse and dynamic: 47 percent of our staff are Millennials (born 1981-1996), 44 percent Gen X (1965-1980), 6 percent Baby Boomers (1946-1964) and 3 percent Gen Z (1997-2012). This blend of experience and energy has built a unique internal culture that values both innovation and institutional knowledge. This balance between experience and fresh perspectives is one of our greatest strengths.

We’re also evolving how we work. Our upcoming People Strategy will serve as a roadmap for the entire organization. It defines shared goals, responsibilities and key performance indicators to ensure we build an inclusive, future-ready workplace.

A pillar of this strategy is our new Competency Framework, which has been approved and is now being rolled out. A reference document for recruitment and talent development, this framework will help us attract and retain individuals who not only have the right skills but who really embody the values and culture of the OPEC Fund. We’re now training our hiring managers in structured interviews based on these competencies, aligning job descriptions with future needs and preparing for a world where artificial intelligence and automation are reshaping how we work and lead.

This broader shift means we’re hiring for adaptability, problem-solving and emotional intelligence, as much as for knowledge per se. For example, by hiring principal specialists in key sectors such as energy, water and transport, we’ve focused on recruiting for the future to ensure we are delivering the institution’s mission with the best and most dedicated talent.

Retention is just as critical as recruitment. As a relatively small MDB, we may not offer the same vertical growth opportunities as larger ones. But what we do offer is a strong sense of community, meaningful work and a culture that values each and every individual. That’s why we’re investing in internal initiatives like our Buddy Program, which helps new staff integrate, as well as our Social Committee, which brings our people together through various cultural and sporting activities.

All these efforts aim to build a resilient and engaged workforce that can deliver on our mission. We know that today’s best talents are looking for more than a paycheck. They want purpose, flexibility, recognition and a healthy work-life balance. Through webinars, podcasts and authentic storytelling by our staff, we’re showing what makes the OPEC Fund a truly rewarding place to work.

Looking to the future, particularly 2030, we will likely stay under 300 staff, maintaining our boutique size while maximizing our impact. That means being strategic about every hire, every policy and every initiative. It means continuing to listen, learn and adapt. Personally, I’m inspired by the quality of our people and the culture we’ve built. It’s collegial, friendly and ambitious. We think big but also care deeply. That balance is rare and it’s what makes the OPEC Fund so special.