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1、PEOPLE STRATEGY REPORT 2021Delivering Excellence TogetherContents3 Introduction4 A Letter From Our CHRO6 Our Vision7 Our Core Values8 2021 By The Numbers10 Advancing Excellence11 Aspirational Goals13 Programs With Purpose17 Awards and Recognition18 Developing Our Talent19 Listening to Our People21 F

2、ramework for High Performance23 Supporting Our People29 Meeting Our People Where They Are32 Building the Future Together33 Next Generation of Talent35 Strengthening Our Communities40 Looking Ahead41 Integration and Reintegration42 Alternative Pathways to Goldman Sachs43 Enhancing Our Benefits,Expand

3、ing Recognition,and Enhancing Talent Mobility44 About This Report45 Additional Metrics46 Additional InformationMENUCentral Business District,SingaporeThe CBD office bustles with two locations on either side of the Singapore River.2SECTION 1IntroductionMaleele,Global MarketingNew York34People Strateg

4、y Report 2021IntroductionA Letter From Our CHROI would like to take this opportunity to express my gratitude to all of my Goldman Sachs colleagues around the world for their significant contributions and the impact they make,and to thank their families,friends,and all those who support our people ev

5、ery day.In this years report,we highlight how investing in our talent is fundamental to our ability to deliver on Goldman Sachs strategy and why we believe it is critical that our teams reflect the diversity of the clients we serve and the communities in which we work and live.When it comes to attra

6、cting,developing,and retaining talented individuals who can bring a wide range of unique backgrounds and interests to the firm,our goal at Goldman Sachs is to lead,not just compete.In 2021 alone,Goldman Sachs received applications from close to 1 million candidates globally for internships or perman

7、ent roles,and we welcomed thousands of new colleagues in our locations around the world.As our global teams work together to advance the firms strategic priorities,we continue to invest in ensuring that everyone who considers a career at Goldman Sachs or joins the firm now or in the future has a gre

8、at experience and can be successful.Our firm has always been at the forefront of our industry in innovating how we grow and develop our talent and support our people.From an evolved approach to performance management with rigorous goal setting and our ongoing focus on empowering managers to serve as

9、 coaches for their team members,to our robust global benefits and wellness offerings for individuals and their families,we recognize the need to meet our people where they are and to take care of them at every stage of their careers.As this report details,we are holding ourselves accountable for dri

10、ving progress across a number of key priorities designed to continue to differentiate the firm as one of the best places to work as we experience one of the most competitive and highly efficient talent markets we have ever seen.Importantly,these priorities are grounded in the belief that our ongoing

11、 commitment to advancing diversity,equity and inclusion through action and impact will better meet the needs of the clients we serve.It is the people of Goldman Sachs who make our firm such an extraordinary organization.In 2021,Goldman Sachs delivered exceptional results highlighting our peoples unw

12、avering dedication to our clients in the most dynamic of environments.Bentley de BeyerChief Human Resources Officer and Head of Human Capital Management5People Strategy Report 2021IntroductionA Letter From Our CHROBuilding on our existing initiatives to support an inclusive environment where our peo

13、ple can be their full selves at work,we have created and expanded opportunities to attract and develop diverse talent to the firm,and named our most diverse class of managing directors in the firms history,among other milestones.And while we have made steadfast progress toward our aspirational diver

14、sity and inclusion goals,we recognize we still have much work to do.2021 also reaffirmed the importance of our culture of collaboration,innovation,and apprenticeship,and how that culture thrives when our people come together.Bringing our colleagues together in our locations around the world,where an

15、d when safely possible,has facilitated exchanges of ideas and opportunities to learn from one another.Since weve come back together,the resounding connectivity and camaraderie has been enriching and invigorating,allowing all of our people to benefit from and contribute to our unique culture.As we lo

16、ok to the year ahead,we are moving forward with optimism.We will carry what we have learned during the last year into the future to become an even stronger firm.Thanks to the outstanding commitment of our people,we know that Goldman Sachs colleagues will continue to make a meaningful impact in servi

17、ng our clients,investing in communities around the world,and supporting one another.Bentley de BeyerAmin,Engineering Josefin,Engineering Lu,Global MarketsStockholmPeople Strategy Report 2021IntroductionOur VisionAs a leading global institution,were only as strong as our people.Working with the world

18、s leading businesses,entrepreneurs,and institutions requires world-class talent.As a talent-centric organization,our people strategy is an extension of our business strategy and fundamental to driving success at every level and across every business.By being trusted partners in our peoples professio

19、nal and personal development,we can unlock their potential and foster exceptional growth not just for them,but in turn for our clients,partners,and communities.We have an unwavering commitment to pursuing the highest standards.In order to deliver outstanding performance to our clients,diverse backgr

20、ounds and perspectives are imperative.By bringing our people together with purpose and investing in them,we can continue to drive excellence for years to come.6 6Liang,Operations BeijingPeople Strategy Report 2021 IntegrityWe hold ourselves accountable to the highest ethical standards,insisting on t

21、ransparency and vigilance from our people as we learn from our experiences and make decisions that instill a sense of purpose and pride in our firm.Partnership We prioritize collaboration and value diversity,creating a culture that fosters inclusiveness,teamwork,and an entrepreneurial mindset in the

22、 pursuit of professional and personal excellence.Client Service We lead with a service mindset,enabling us to anticipate and adapt to the needs of our clients and customers by delivering thoughtful,innovative solutions.Excellence We aspire to nothing less than excellence,consistently striving for ex

23、ceptional performance and achieving outstanding results for our clients,our shareholders,and our firm.Our Core Values(MOFILM IMAGE)Eric,Consumer and Wealth ManagementSalt Lake City7People Strategy Report 2021 OUR PEOPLEIN PURSUIT OF EXCELLENCEWHERE WE ARE43.9KEmployees110+Languages Spoken110+Offices

24、18%EMEA30%Asia52%Americas180+Citizenships$25 millionCommitted to Historically Black Colleges and Universities(HBCUs)through 20257K+Partners,Managing Directors,and Vice Presidents trained in our leadership programs250+Awards across four categories:employer of choice,diversity and inclusion,sustainabi

25、lity,and business and innovation21KMembers across Inclusion Networks35+Countries2021 By The Numbers89People Strategy Report 2021IntroductionINVESTING IN OUR COMMUNITIESENABLING TALENT SUCCESS12,350+Small businesses supported through 10,000 Small Businesses30K+Employees participated in the biannual G

26、oldman Sachs People Pulse survey 4K Employees took advantage of the COVID-19 Family Leave14K Participants engaged through Global Resilience Programming$10 billion In direct investment capital and$100 million in philanthropic support committed through the One Million Black Women initiative15K Volunte

27、ers through Community TeamWorks(CTW)$10 million Deployed for critical medical infrastructure in support of India COVID-19 Relief$2.1 billion Mobilized through the Women Entrepreneurs Opportunity Facility,which was launched by 10,000 Women in partnership with the International Finance Corporation in

28、2014Birmingham,UKOpened in 2021,the office is set for growth in an exciting market.SECTION 2Advancing ExcellenceProgress is a part of our firms culture,and advancing our foundational people practices is deeply ingrained in our firmwide pursuit of excellence.No matter what the future holds,we strive

29、to remain equipped to address the dynamic needs of a global,diverse workforce.Erika,Asset ManagementStockholm1011Aspirational GoalsIn order to deliver effective,innovative,and diverse solutions to our clients,we need talent that reflects those same principles.Working towards our aspirational goals a

30、nd a comprehensive action plan set forth in 2019,were increasing diverse representation at all levels.Our increased focus continues to result in positive progress toward our aspirational goals for entry-level hiring analysts and associates,which account for over 70%of our annual hiring.In 2021,our a

31、nalyst and associate hires combined included 45%women,11%Black professionals and 15%Hispanic/Latinx professionals in the Americas,and 14%Black professionals in the UK.1“Entry-level”accounts for our total analyst and associate hiring2Global3Associate hiring includes campus and experienced hiresCampus

32、 Analyst HiringWomen252%Black(Americas)12%Hispanic/Latinx(Americas)19%Black(UK)20%Experienced Analyst HiringWomen244%Black(Americas)10%Hispanic/Latinx(Americas)13%Black(UK)11%Associate Hiring3Women239%Black(Americas)10%Hispanic/Latinx(Americas)12%Black(UK)8%POPULATION2021 STATUSPeople Strategy Repor

33、t 2021Advancing ExcellenceASPIRATIONAL ENTRY-LEVEL1 HIRING GOALS50%Women211%Black(Americas)14%Hispanic/Latinx (Americas)9%Black(UK)12People Strategy Report 2021Advancing ExcellenceASPIRATIONAL VICE PRESIDENT REPRESENTATION GOALS BY 2025MOST DIVERSE MANAGING DIRECTOR CLASS TO DATE2(643 CLASS SIZE)40%

34、Women1194 Women 30%of class182 Asian 28%of class7%Black(Americas)9%Hispanic/Latinx(Americas)29 Black 5%of class22 LGBTQ+3%of class7%Black(UK)31 Hispanic/Latinx 5%of classWhile we have made progress toward these aspirational goals,there is more work to be done.With the growth of our Engineering organ

35、ization,which now represents a quarter of the firm,we have begun to track our progress on both a firmwide and firmwide excluding Engineering basis to allow us to analyze where we are making progress and where we may need more focus.We spend a significant amount of time understanding the demographics

36、 of the external talent pool and creating dynamic approaches to expanding representation.Our Africa Recruiting Initiative,which recruits junior talent from several African countries for engineering roles in EMEA,is just one example of firm-led initiatives that speak to our focus on increasing the di

37、versity of students exploring engineering careers.Having celebrated our most diverse managing director class to date in 2021,and so as to provide innovative solutions to our clients,we remain committed to continuing to progress toward increasing diverse representation at all levels and delivering on

38、 our ambition to be an employer of choice for all talent.With our overall gender diversity at 41%in 2021,we will continue to bolster existing initiatives and invest in new avenues for increasing representation making strides toward our aspiration of having women comprise 50%of our global talent over

39、 time.VP Representation,Excluding EngineeringWomen139%Black(Americas)4%Hispanic/Latinx(Americas)7%Black(UK)4%VP Representation,Including EngineeringWomen132%Black(Americas)4%Hispanic/Latinx(Americas)6%Black(UK)4%1GlobalPOPULATION2021 STATUS2Global data based on self-identification informationIn 2020

40、,we expanded our aspirational goals to include a focus on increasing the diverse representation of our firmwide vice presidents.We set out to achieve 40%women vice presidents,7%Black vice presidents in the Americas,9%Hispanic/Latinx vice presidents in the Americas,and 7%Black vice presidents in the

41、UK by 2025.We knew these would be ambitious and would require accountability and new and innovative approaches to recruiting and retaining talent.“Our partnership between Goldman Sachs and HBCUs is the natural next step in our long-standing commitment to developing the best talent available with the

42、 widest range of backgrounds,experiences,and perspectives.Its a smart,long-term investment for the firm,it helps us better serve our clients,and,over time,we believe it contributes to a more inclusive and dynamic economy and society.”DAVID SOLOMON Chairman and Chief Executive Officer“The firm has lo

43、ng seen how HBCU students positively contribute to our workforce and help us remain competitive and innovative.The presentations from the finalist teams reflect the exceptional quality of talent at HBCUs and reinforce our commitment to ensuring these students have access to education,networking,and

44、career opportunities at the firm.”MEGAN HOGANChief Diversity OfficerPrograms With Purpose13Market Madness:HBCU Possibilities ProgramA core component of our five-year,$25 million commitment to Historically Black Colleges and Universities(HBCU),the Market Madness:HBCU Possibilities Program exemplifies

45、 the idea of what talent development can be.Building a robust talent pipeline takes bigger thinking,both in scope and ambition,and the 2021 inaugural program delivered.Goldman Sachs selected 125 first-and second-year students from a pool of more than 600 undergraduate applicants to participate in a

46、four-month training program in finance fundamentals,leading up to a final case study competition with a$1 million grand prize for the winners academic institution.HBCU students from across the United States gained unique access to the firm and our people with hands-on training and learned finance sk

47、ills in a professional setting.Throughout the program,50 of our analysts,associates,and vice presidents supported the students and served as experienced mentors for the different teams.At the end of 14 weeks,the four finalist teams presented their case studies to a panel of our judges,led by David S

48、olomon,proposing a strategic business solution for a client.These judges completed a survey for each team,scoring across our presentation criteria innovation,critical reasoning,demonstrated company and industry analysis,relevance,and overall presentation deliveryto determine a winner.The inaugural 2

49、021 winning team from Spelman College received the$1 million grand prize,and all participating teams received grants ranging from$250,000 to$750,000 for their institutions,thereby helping fund opportunities for future generations.All participants also received a$10,000 academic scholarship to suppor

50、t them in their academic endeavors.Through the strength of programs like this,were making progress to meet and exceed our aspirational goal to double the number of campus analysts recruited from HBCUs by 2025.There are 22 participants from the 2021 Market Madness program expected to join the firm as

51、 summer analysts in 2022.Over time,we believe our long-term investment in HBCUs will help us better serve our clients by hiring and developing the best talent available and contributing to a more inclusive,dynamic economy and society.People Strategy Report 2021Advancing ExcellenceNeurodiversity Hiri

52、ng InitiativeIn partnership with the nonprofit Specialisterne,weve made a concerted effort to identify and develop neurodivergent talent who may encounter difficulty with the traditional hiring process.Our eight-week internship program aims to empower and integrate neurodivergent people into the fir

53、m with robust training,coaching,and mentoring positioning participants for long-term career paths.In 2021 the program expanded from Engineering to include Operations and Compliance.Since its launch in 2019,the initiative has seen incredible success with the 2021 cohort achieving a 100%offer and acce

54、ptance rate.Student Possibility ProgramOur award-winning Student Possibility Program is uniquely designed to provide training to first-year students from lower socioeconomic backgrounds over a three-month period.Participants go through a combination of learning and mentorship programs to develop exi

55、sting strengths,learn from our people,and build confidence building a strong foundation for a career in the financial industry.Reverse Mentoring Program Fostering an inclusive environment is crucial for attracting,retaining,and motivating exceptional talent.Our“Get Proximate.Get Real.”Reverse Mentor

56、ing Program facilitates mentor relationships between non-Black senior leaders and Black professionals around racial equity issues.Through one-on-one curated conversations,reverse mentoring broadens the understanding of the lived Black experience providing a space for shared connection,and further de

57、velops empathy and understanding.In 2022,the program will expand in scope and invite more employees.The initiative encourages mentees to be a catalyst for change at both a practical and cultural level,and it equips them with the tools to become better allies to Black professionals.PAVING THE WAY TO

58、GOLDMAN SACHS“Our Student Possibility Program is ultimately targeted at answering the question of how we can support those who come from outside the backgrounds we traditionally see in the hiring process and set them up for success.Its about giving people a better shot and fostering diversity throug

59、h the lens of excellence.Part of what drew me to getting involved in our social mobility efforts was thinking about a younger version of me and how randomly I ended up here Im no longer the only person in my family to have gone to university because my daughter just started,but growing up I certainl

60、y had no access to what the world of finance might look like.I would have found the whole process of applying intimidating.With the programs initial success in the Global Markets Division,the model has expanded across EMEA to other divisions,like Engineering and the Investment Banking division,as an

61、 effective way of hiring impressive talent.And along the way,its been so rewarding to see how passionate mentors get about their mentees they get to feel that theyre making a difference.”PATRICK STREETManaging Director,Global Markets,London1415People Strategy Report 2021Advancing Excellence“For a co

62、mpany that has been so welcoming and invested in my professional growth,I wanted to find a way to positively contribute to its culture.I feel empowered to do so through the Veterans Network,where my voice is heard at all levels of leadership.I am able to mentor incoming veterans as well as increase

63、the firms understanding of the shared strengths and experiences of servicemen and women.The hope is that I can make it easier for those who come after me and add to the overall diversity of the firm.”DANIEL FERNANDEZAssociate,Corporate and Workplace Solutions,Dallas1Religion and Culture Forums avail

64、able in India and EMEA marketsThe Power of Inclusion NetworksOur Inclusion Networks1 provide opportunities for individuals from all backgrounds across the firm to drive impact through the power of diverse perspectives,ensuring all of our people thrive at Goldman Sachs and contribute to moving our fi

65、rm,communities,and industry forward.Open to all professionals at every level,one or more networks engage approximately 21,000 employees across the globe.Building community across shared identities,these forums are integral in advancing the firms people strategy by further cultivating our inclusive e

66、nvironment and creating commercial opportunities to expand our reach.In 2021,we restructured our Inclusion Networks to maximize impact by aligning them to four key pillars:client engagement;recruiting,integration and mobility;culture,education,and equity;and community engagement.16People Strategy Re

67、port 2021Advancing Excellence“When I first joined Goldman Sachs in 2013,there was little understanding about disability in the workplace,the challenges we face,and not many disabled employees in the office.To raise awareness,we started the Japanese Sign Language Club(JSL)to teach sign language and d

68、eaf culture to other employees.Becoming a member of the Disability Inclusion Network was a natural progression from there,and I felt I could actively contribute my ideas to make our workplace even more inclusive.”JUNICHI TANIMURAAssociate,Investment Banking,Tokyo17People Strategy Report 2021Advancin

69、g ExcellenceAwards and RecognitionEmployer of ChoiceForbes Worlds Best EmployersFortune Worlds Most Admired Companies The Times Top 50 Employers for Women Social Mobility Foundation Employer Index Universum Worlds Most Attractive EmployersSeramount 100 Best Companies for Working Parents Best Compani

70、es for Dads Diversity and InclusionBloomberg Gender-Equality Index Disability:IN Disability Equality Index Euromoney Awards for Excellence Best Bank for Diversity&Inclusion Hispanic Association on Corporate Responsibility(HACR)Corporate Inclusion IndexHuman Rights Campaign Foundation Corporate Equal

71、ity Index Best Places to Work for LGBTQ+Equality work with Pride(wwP)Gold on Pride IndexIn 2021,Goldman Sachs earned over 250 awards across categories that include employer of choice,diversity and inclusion,sustainability,and business and innovation.Select awards from the past year are shown to the

72、right.Its not just a reflection of our relentless pursuit of excellence,but a testament to the dedication of our people.“By working at Goldman Sachs,I know I am part of a winning team.Everyone here is an expert in the field,driving hard to improve and challenge themselves every day.We demand excelle

73、nce for our clients and customers.Keeping them at the center of everything we do allows us to harness the power of Goldman Sachs to bring real results and help them achieve their financial goals.”EMILY THORN Vice President,Consumer and Wealth Management,New YorkSECTION 3Developing Our TalentThe exce

74、ptional dedication and creativity of our people drives our success.Attracting and developing the best talent in the world require a people-first approach that addresses every individual and team.Whether its their first day or 15th year with us,we support our people along the way to deliver world-cla

75、ss results.Hyderabad,IndiaOpened in 2021,the Hyderabad office expands our global center for engineering and business innovation.18People Strategy Report 2021Developing Our TalentCreating a culture of excellence starts with conversation and collaboration.Its possible only through the collective effor

76、t and dedication of our people,which is why their unique perspectives are so critical.Building on our ongoing commitment to listen to and learn from our people,we launched GS People Pulse in 2021 a short,biannual firmwide survey that serves as an important channel for leadership to hear feedback dir

77、ectly and frequently,that allows them to identify and prioritize solutions to enhance the Goldman Sachs experience.Approximately 30,000 colleagues participated in each of the two editions of GS People Pulse in 2021,sharing important insights about their time at the firm that help us prioritize actio

78、ns to support our global workforces evolving needs.In 2021,a primary area of focus that emerged was the importance of growth opportunities.We found that individuals who feel they have growth opportunities are approximately 12 times more likely to report job satisfaction at the firm.In addition,our M

79、oments That Matter initiative creates space for engagement through complementary,in-the-moment surveys at important points along the career journey for example,as colleagues assume managerial responsibilities or transition to a new role in a different team.Feedback from these touchpoints is critical

80、 as we focus on supporting all of our people in realizing their professional goals.We actively listen to the challenges and concerns raised in other forums,such as those shared by several Investment Banking analysts during a departmental meeting with their direct management in February 2021,and take

81、 steps to address the feedback.Listening to Our People“Implementing GS People Pulse was a definitive moment for the firm.Weve enhanced our employee listening practices and enabled leadership to prioritize areas of focus with clarity and confidence.Its essential people data for the firm to better run

82、 its businesses and maximize the potential of our people.”STEVEN HAVERLOCKAnalyst,Human Capital Management,New York“GS People Pulse is a real-time way of gauging what is important to our people,allowing the firm to understand trends and react quickly.Ive been able to target initiatives as a manager

83、based on the feedback and insights much more nimbly and specifically,based on data rather than intuition.With the talent landscape changing so rapidly,it is vital to have this lens into what is on peoples minds and what drives motivation.”19LISA DONNELLYManaging Director,Operations,LondonNeha,Contro

84、llersSalt Lake CityLearning and Development As a firm,were driven by our commitment to continuous learning and growth all in pursuit of excellence.To unlock the potential of our people and teams,were dedicated to providing programs and resources that support professional development.Across the firm,

85、Goldman Sachs University(GSU)and Pine Street drive the learning strategy and curriculum across all levels.On a targeted level,we also offer select programs designed to support our pipeline of future leaders as they progress in their careers and seniority at the firm.The Womens Career Strategies Init

86、iative(WCSI)a six-month program providing associates with invaluable career enrichment and development and access to various senior leadership is a flagship program that celebrated its 16th year in 2021.In 2021,we expanded and evolved programming to better enable success for our emerging leaders.Our

87、 VP Career Investment Initiative(VPCI),a five-month program supporting Black and Hispanic/Latinx vice presidents,doubled in size and expanded to EMEA.The VP Leadership Acceleration Initiative(VP LAI),a global initiative preparing high-performing vice presidents to take on greater leadership roles,we

88、lcomed its biggest class ever with a blended(virtual and live)program.Highlights included an innovative pilot offering 1:1 coaching at scale and a new workshop on perspective seeking,courageous conversations,and allyship.Our Managing Director Leadership Acceleration Initiative(MD LAI)similarly accel

89、erates leadership development of high-performing managing directors to enhance their impact at the firm.In its latest iteration,we expanded the program to benefit a larger group of participants while maintaining the same intimate setting with customized development and a new session on inclusive lea

90、dership and becoming an ally to all.People Strategy Report 2021Advancing Excellence2094%Of new hires attended integration training54%Of employees attended firmwide training programs7,045 Partners,MDs,and VPs attended a leadership program9,000+Digital courses consumed via GSU and Learning Partners21F

91、ramework for High PerformanceOur performance is driven by our talent and a continued investment in evolving our approach to performance management.By setting clear goals and introducing an emphasis on active coaching,our peoples development thrives.Developing Our Leadership PipelineFirm leadership d

92、edicates significant time to the Leadership Pipeline Review(LPR).The LPR launched in 2009 and is an initiative that aims to strengthen the leadership pipeline of the firm by ensuring we are creating and refreshing succession plans for our most critical positions across the globe,supporting the devel

93、opment of senior talent with a focus on critical successors and diverse talent,and assessing the senior leader pipeline health.Each year,we look to evolve these efforts.In 2021,we increased our focus on diversity and prioritized high-performing talent with potential to take on greater roles at the f

94、irm with a goal of providing sponsorship,visibility,and targeted development.We also further aligned development programming and activity to high-potential leaders.To ensure more robust dialogue on our senior talent,we increased the cadence of pipeline review discussions.By creating an ongoing dialo

95、gue,identifying action items for talent,and ensuring follow-through,LPR allows us to continue identifying and developing the firms next generation of leaders.Shelby,ControllersSalt Lake CityPeople Strategy Report 2021Developing Our TalentThree Conversations at GSTo provide the best talent experience

96、s to our people,following the period of ambiguity resulting from the pandemic,were continually innovating what performance management means at Goldman Sachs.This year,we continued the rollout of Three Conversations at GS to support our people in setting goals and enable our managers,as leaders,to ta

97、ke a more active coaching role with their teams.The framework of goal setting and ongoing,intentional support from managers helps employees focus their areas of impact for the year.Aligned to both business strategy and individual development,its a foundation for high performance and enduring relatio

98、nships.This investment in our people is more important than ever and applies to our leaders as well under the guidance of our KFCI(Know Me,Focus Me,Care About Me,Inspire Me)manager framework.With these initiatives,we hope to bring increased transparency,energy,and momentum to our performance managem

99、ent approach.With our KFCI framework as a guide,when managers know their team,focus their impact,care about them,and inspire them,they can develop the next generation of Goldman Sachs leaders.This fosters a coaching mindset critical for unlocking potential and cultivating effective leaders.“The tran

100、sition to a more open and transparent management and reporting system with a focus on coaching has been a transformational change.Our people rightly expect more from us as managers beyond the traditional employer/employee relationship,and it leads to more honest and authentic interactions.”“The Thre

101、e Conversations and KFCI initiatives are the building blocks of our coaching culture.Each of us is uniquely talented.With the appropriate guidance,each of us can adjust to the changing demands,achieve our personal best,and expand our overall impact.”DAVID WILKINSManaging Director,Global Markets,Lond

102、onSTEPHANIE HUIManaging Director,Asset Management,Hong KongPeople Strategy Report 2021Developing Talent with PurposeKnow Me and what Im capable ofFocus Me so I can maximize my impactCare About Me and my contributionsInspire Me by your example22Karl,Investment Banking Felicia,Consumer and Wealth Mana

103、gementStockholmGLOBAL WELLNESS UTILIZATION AT A GLANCECritical Health Solutions:6,400+casesFitness:171,000+visitsHealth Center:51,000+visitsChild Care:24,600+visitsFamily Care Leave:365+casesParental Leave:1,700+employeesmeQuilibrium:7,000+employeesCOVID-19 Family Leave:4,000 employeesCOVID-19 Vacci

104、nes Administered:17,700+In order to be the best place for talent to work,grow,and thrive,we support our people and their families with world-class offerings.For our employees to perform at their best,they need to feel their best.Engaging the whole person is a strategic imperative to remain a leader

105、in a competitive landscape.The new and enhanced benefits launched this year are part of our commitment to supporting each individual as a human being.They help our people rest,recharge,and focus on their mental,physical,and financial health.Supporting Our People23Health and FitnessAs we think about

106、engaging the whole person,our health and fitness offerings extend beyond basic medical care and include access to specialty doctors,nutrition services,and ergonomics.In 2021,many of our on-site health and fitness facilities across the globe reopened,as did a new on-site health center in our Hong Kon

107、g office.MedicalWe offer a broad range of support for employees with medical needs;robust health insurance plans,dedicated disability case managers,global patient advocacy teams,as well as on-site medical centers in our larger offices.These services give our people access to personalized care suppor

108、t for needs ranging from disease prevention,acute illness,to severe and potentially catastrophic health conditions and have been designed to provide guidance towards and increase accessibility of optimal care delivery services.People Strategy Report 2021Developing Our Talent24Mental Health and Resil

109、ienceThe pandemic shone a much-needed spotlight on mental health and reinforced the need to address this with empathy and care.A robust range of programs and services support the mental health and resilience of all employees and their families.All employees and their dependents have access to free,c

110、onfidential counseling and psychiatric support through our Employee Assistance Program and,in larger offices,on-site counselors.Wherever our people are,they also have access to our virtual meQuilibrium platform.Designed to strengthen personal resilience and increase productivity,meQuilibrium offers

111、personalized resilience-building programs,including exercises and guided meditations.We launched the Mental Health First Aiders(MHFAiders)initiative to additional locations around the world after a successful implementation in the UK.It is designed to provide information and confidential support to

112、employees,managers,and team members who are experiencing mental health conditions or are concerned about the mental health of others.In 2021,we hosted several resilience training sessions that featured leading speakers on the subject,and we partnered with the National Alliance on Mental Illness(NAMI

113、)to present programs such as“Avoiding Burnout in the Workplace.”2021 GLOBAL RESILIENCE PROGRAMMING14K total participants100 total programs200total unique program sessions“Thank you for caring about the mental health and resiliency of the employees at Goldman Sachs.It makes me want to put my absolute

114、 best foot forward for a company who puts theirs forward for me as well.”Global Resilience Program Participant“The Mental Health First Aiders program gave me strategies,tools,and greater perspective around how to support colleagues in an appropriate and sensitive way.Mental health care is complex si

115、gns and signals are not always obvious,and people may not always ask for help.The most important takeaway for me was to approach discussions directly and with empathy.”MEL MURATOREVice President,Human Capital Management,MelbournePeople Strategy Report 2021Developing Our Talent25SUPPORTING A GROWING

116、FAMILY WITH FLEXIBILITY AND CARE“Pregnancy is quite challenging for anyone,no matter their age.My partner and I had recently gone through the in vitro fertilization process when I found out about Pathways to Parenthood.This resource was a source of support and relief,even as we had just gone through

117、 it.Everything about the process was quick and simple.Even though my situation was unique,it took only two months to receive the stipend after contacting Human Capital Management.Through this journey,I realized again that this is a special place when its business principles include our greatest asse

118、ts are our people.I appreciate that the firm has been so considerate about my complicated situation,supporting me with such a great benefit for my family.I feel extremely proud and motivated being part of Goldman Sachs.”HIDEO SATOVice President,Global Markets,TokyoBenefits and Wellness Offerings to

119、Support Our People and Their FamiliesWe are committed to delivering best-in-class benefits and wellness programs to meet the needs of our people who are starting,growing,and supporting families.Our offerings include family leave,adoption and surrogacy stipends,and parenting mentoring and coaching pr

120、ograms,among others.As we were in the midst of the pandemic,continual support for families with caregiving responsibilities was critical.We extended the COVID-19 Family Leave policy,which offers 10 days of paid leave to care for children home due to school or child care disruptions and family member

121、s whose in-home care or care facilities have been disrupted or who have been affected by quarantine,self-isolation,or illness.Since its inception,were proud to see approximately 4,000 employees have used this benefit worldwide.In addition to expanded family care leave,the US and UK offices extended

122、child or adult backup to include an additional 10 days of COVID-19 transition care,available at home or on-site to support employees when normal child care,school,or care facilities are disrupted.People Strategy Report 2021Developing Our Talent26SUPPORTING A GROWING FAMILY WITH FLEXIBILITY AND CARE“

123、I have experienced parental leave multiple times,and Goldman Sachs has always had competitive and leading policies to support their people.When the policy expanded to 20 weeks,my own parents couldnt believe that the firm actually wanted us to take that time.I have such a sense of gratitude for the w

124、ay that the firm supported our efforts to grow our family the policies in place and supportive views around it all made that possible,especially with welcoming our last child.Our third child was born with hearing loss.And we were completely surprised.There was no indication over the course of the pr

125、egnancy that was going to be the case until she failed her hearing screenings in the hospital.And that was a lot for my wife and me to process.Its something you cannot prepare for,in terms of the sheer number of tests we had to go through and doctor visits.All of that would have been nearly impossib

126、le to do had I not had that leave available.My wife said multiple times,Who at Goldman Sachs can I thank?I just want to talk to someone and say thank you because I am so glad that you have been with me through all of this every day.People often challenge whether or not our culture is actually in lin

127、e with policy.And in my experience,that has absolutely been the case where the policies are 100%reflective of the culture.And thats made all the difference.All three times with my children,Ive been working with different teams and functional managers over the years and every time their response has

128、always been the same take all the leave thats available,well take care of the work and make a plan.Everything is seamless,so I could really feel comfortable taking the leave available to me.”LUKE CHANDLERVice President,Engineering,Salt Lake CityPeople Strategy Report 2021Developing Our Talent27GLOBA

129、LPATHWAYS TO PARENTHOOD150+Stipends in 2021Stipends to assist with expenses associated with adoption,surrogacy,egg retrieval,and egg donationEXPECTANT PARENT PROGRAM1,200Colleagues received family planning support as they transitioned to working parenthood in 2021“Thank you for offering and supporti

130、ng this program.Its a huge help in navigating resources and reduced my stress level when transitioning out and transitioning back to work.”Expectant Parent Program ParticipantPARENTAL LEAVE20 WeeksAll new parents,whether through birth,surrogacy,or adoption,receive the same paid parental leave time t

131、hat applies to their office location,regardless of gender or caregiver status.This leave is at least 20 weeks and may be longer depending on the jurisdiction.2x More men taking parenting leave in 2021 than before this policy was introduced in 2019USINFERTILITY SUPPORT PROGRAM2,000 Colleagues used in

132、fertility benefits since 2019Provides education,counseling,and infertility case management for colleagues and their covered dependentsPeople Strategy Report 2021Developing Our Talent28COVID-19 ResponseThe health and safety of our people is our top priority.COVID-19 continued to challenge our firm an

133、d our people this year.We invested significant resources to pivot during the rapidly evolving and unpredictable environment.Our dedicated medical and occupational health teams across the globe ensured swift,localized responses.Each region has a medical team to help support regional needs,including c

134、ontact tracing,case counting,and medical advisory.To ensure a safe return to the office environment,we developed a comprehensive framework informed by our medical and occupational health teams:Testing:Launched high-volume COVID-19 testing program in larger offices Vaccinations:Provided vaccination a

135、nd booster programs on-site Contact Tracing:Conducted global contact tracing and implemented a case management system COVID-19 Employee and Family Support:Rolled out access to testing,vaccines,and treatment support Safety Policies:Developed comprehensive policies for office safety,events,and testing

136、Andrew,Controllers Yasmin,Global Markets Tyler,OperationsSalt Lake CityPeople Strategy Report 2021Developing Our Talent29Meeting Our People Where They AreBringing our people together allows all of us to contribute to and benefit from our culture while advancing our client-centric business.The creati

137、vity and resilience of our people help drive our success,and we believe that we are stronger together than apart.In 2021,we also welcomed interns,new campus analysts,and associates,who joined us in person in many of our locations and looked forward to forging close bonds with their colleagues and li

138、ving our culture firsthand.In New York City,we hosted a festive outdoor gathering including food trucks and live music to bring people together.As we advance on this journey,we are staying nimble and flexible and continue to calibrate our return to office plans to meet the specific needs of each loc

139、ation,and we remain guided by our people-first approach.Since the onset of the pandemic,our top priority has been the health and safety of our people.As our people return to the office,we have maintained appropriate health and safety protocols,while also investing in our facilities by adding new spa

140、ces to gather safely.We remain committed to giving our people the flexibility they need to manage their personal and professional lives and encourage all of our people to stay closely connected with their managers and teams while navigating this dynamic environment.Our culture of collaboration,innov

141、ation,and apprenticeship thrives when our people come together.As we continued to navigate a complicated,fluid environment amid the pandemic,our return to office strategy adapted to the needs of our global,diverse workforce.“Living in a city with one of the toughest COVID-19 restrictions globally,I

142、am immensely grateful for the support the firm has given us.Since day one,our well-being has been a priority.”JACQUELINE ZHANGVice President,Consumer and Wealth Management,Hong Kong People Strategy Report 2021Developing Our Talent“The Hyderabad office is an outcome of the firms unwavering commitment

143、 to the talent in India,the impact this talent has had across businesses and divisions,and the future potential it promises.I was part of the team that conceptualized and set up the Bengaluru office.To be given this once in a lifetime opportunity again,and to lead the office as well,is a true privil

144、ege and honor.I am particularly proud of our team who stood up the office in record time,despite the pandemic.”“We have experienced an incredible response from local communities,businesses,and new joiners to the firm,and the office has grown faster than we had initially hoped for.This strategy reall

145、y speaks to the culture of Goldman Sachs to make long-term investments in talent and reciprocal partnerships.After more than a decade at the firm in London,my daily mantra is to listen,learn,and lead to help us continue to exceed expectations.”30RAVI KRISHNANManaging Director,Finance,HyderabadBETH R

146、OBOTHAMVice President,Human Capital Management,Birmingham30Birmingham,UK As a burgeoning financial center with a high-quality and diverse talent pool,Birmingham is an exceptional city and natural location to diversify our presence in the UK,with already 100 employees at year end.With intra-day proxi

147、mity to London,Birmingham is an example of our uniquely collaborative operating model that reflects our modern location strategy.To support recruitment efforts across the city,we launched a large-scale,strategic marketing campaign to source talent locally and provide jobs in the community.The campai

148、gn,“Were here because youre here,”celebrates the talent,diversity,and ingenuity that makes Birmingham the city it is.Hyderabad,IndiaOpened in July 2021,the Hyderabad office serves as a center of excellence for our Consumer business,with over 550 employees who call it home.Amplifying the impact of ou

149、r strategic locations in India,the new office acts as a model for extending our culture of innovation and transformation.The office reflects a robust cross-divisional footprint as businesses and functions diversify their footprint.EXPANDING OUR FOOTPRINTPeople Strategy Report 2021Developing Our Tale

150、nt“By expanding our presence in the Dallas region,our employees can have a fulfilling career in a city where they want to live while being near our clients.Each office has unique cultural characteristics,but theres a similar collaborative,apprenticeship culture across all of our offices.As we contin

151、ue to grow across all businesses in the region,it will be important for our people to understand and experience the culture of our Dallas office.”“We continue to grow our presence in China.We have achieved 100%ownership of our main operating entity after a 17-year joint venture,and we are adding peo

152、ple,capital,and technology to ensure we are positioned for long-term success.We are bringing together our local and global expertise across our businesses to deliver differentiated services for our clients.As we continue to expand,attracting the best talent in China is critical.We have created bespo

153、ke training programs to facilitate the integration of our new hires and set them up for success.We are committed to investing in our talent for the long term.”PAIGE RICHEYVice President,Finance,DallasSEAN FANManaging Director,Investment Banking,Beijing3131ChinaAs one of the first international firms

154、 to establish an onshore presence,and having recently acquired 100%of our main local operating entity,were well-positioned for long-term growth and success in the worlds second-largest economy.As we continue to invest in our China franchise,were focused on attracting top talent,embedding the culture

155、 of Goldman Sachs,and developing exceptional leaders.We are building a high-performance team with a localized,on-the-ground marketing strategy.Initiatives include an elevated Goldman Sachs China brand,a differentiated campus recruiting strategy,and the promotion of talent mobility opportunities and

156、employee referrals across the firm,which enabled us to tackle unprecedented hiring volumes with a high offer acceptance rate.Dallas,TexasOne of the fastest growing cities in the US,Dallas is our second-largest office in the Americas and fourth-largest globally.With 3,500 people and all divisions of

157、the firm represented,Dallas offers tremendous opportunities for growth and is a vibrant,diverse region to call home.In the last three years,weve nearly doubled the number of managing directors and more than doubled our employee presence here,and like the city of Dallas,we will continue to grow.DEEPE

158、NING OUR PRESENCEPeople Strategy Report 2021Developing Our TalentDivider headlineXX32SECTION 4Building the Future TogetherCreating enduring success for our clients and our communities is possible only in partnership with our people.As an industry leader,were in a unique position to leverage our capi

159、tal and resources to build the next generation of talent and strengthen the communities where we live and operate.Sydney,AustraliaOverlooking the Sydney Harbour Bridge,the office is part of a commitment to continued growth in the region.3233People Strategy Report 2021Building the Future TogetherNext

160、 Generation of TalentGS Accelerate is a firmwide platform that aims to support our long-standing culture of innovation and experimentation and seeds commercial,innovative,and growth businesses for Goldman Sachs.GS Directed Share Program Tool/Platform(DSP)one of Accelerates first investments in 2018

161、is now a revenue-generating business integrated into Consumer and Wealth Management Division and Investment Banking Division workflows.DSP is a digital-first tool that allows recipients and the issuer to manage the end-to-end process of allocating shares in IPOs and other transactions to friends,fam

162、ily,employees,customers,and other key stakeholders.The platform has been used by issuer clients in over 60 GS Underwritten IPOs.In 2021,GS Accelerate also saw the launch of businesses with cross-divisional impact and alignment to broader firm strategic goals,which includes a cloud-native platform fo

163、r servicing a class of financial instruments.This digital-first initiative has received sponsorship from the Investment Banking Division and the Global Markets Division and aligns to the firms financial cloud focus.The business is currently in development,and has grown to a team of diverse engineeri

164、ng and product talent of over 40 people in offices that include Birmingham,UK and Dallas.Hannah,Sustainable Finance Group Madison,Sustainable Finance GroupNew YorkGS AccelerateIn a challenging year,our people came together in every sense of the word.Staying true to our culture,we were driven by our

165、pursuit of excellence,building connection and impact on a global scale.We continued to dedicate ourselves to the communities in which we live and work tapping into the next generation of exceptional talent.34People Strategy Report 2021Building the Future TogetherBUILDING A DREAM BUSINESS“Being an en

166、gineer at Goldman Sachs means youre incredibly close to the business,and you have to understand financial products.Id been building technology solutions for businesses,whether thats trading,operations,or banking,and I was able to draw on my experiences to think creatively about an idea that could im

167、prove our clients experiences,reimagine what it could be like,and actually build it.By entering my idea through GS Accelerate,I learned to embrace pivoting and moving quickly what we started with and where we thought our business was going to be isnt where we ended up.I was pushed to think more broa

168、dly of benefits and revenue opportunities across all divisions.The idea of building something from nothing and having this incredibly entrepreneurial sort of environment was something Ive always wanted to do ever since I first started at Goldman Sachs.My original five-year plan was to work here for

169、two years,go do my MBA,and start my own company.So the fact that Ive stayed for 25 years is evidence that the firm has given me all the possibilities.This incredible opportunity to build my own business has been fantastic.And if we make it work for ourselves,we can take it to market and really chang

170、e the industry.”2021 HIGHLIGHTS1,100+Inside GS Accelerate 2021 attendees,a firmwide event showcasing how Accelerate operates3New businesses funded300Employees submitted ideas7Sprint weeks hosted in New York and London50Global Hackathon participants from eight cities1New Goldman Sachs office location

171、 in Birmingham,UK,which is the anchor base of an active Accelerate business in incubationGURJIT JAGPALManaging Director,Firmwide Strategy,BirminghamThe GS Directed Share Program Tool/Platform was part of GS Accelerates inaugural class and is now a revenue generative business for the firmPeople Strat

172、egy Report 2021Building the Future TogetherStrengthening Our CommunitiesAdvancing change cannot happen without venturing outside our four walls.Our dedication to serving the communities we live and work in globally is an extension of how we advocate for our people and their development.Goldman Sachs

173、 Gives Analyst Impact FundA favorite annual competition,the Goldman Sachs Gives Analyst Impact Fund offers analysts the chance to compete to win a grant from Goldman Sachs Gives for the nonprofit of their choice.Since its inception,the initiative has generated over$2.7 million in grants to 93 nonpro

174、fit organizations.This year,more than 600 analysts participated and developed innovative proposals in support of nonprofits tackling important issues in their communities.The winning team received a$250,000 grant for their selected nonprofit,Lime Connect.As the worlds largest network of persons with

175、 disabilities,Lime Connect connects talented people to careers,scholarships,and other professional opportunities.25 Years of Community TeamWorks(CTW)Celebrating a quarter century of meaningful relationships with nonprofit organizations,this global volunteering initiative drives impact in personal,ta

176、ngible ways within our communities.Our long-standing culture of service has mobilized more than 470,000 volunteers over the last two decades,who together have worked with over 3,000 nonprofit organizations to provide 2.8 million hours of service to communities globally.In 2021,we doubled down on our

177、 virtual volunteering strategy amid the pandemic,and volunteers were able to collectively contribute 29,000 hours to support groups disproportionately impacted by COVID-19 and to help advance racial equity.35New YorkHome to our global headquarters,the New York office has the citys highlight attracti

178、ons right outside its doorstep.36People Strategy Report 2021Building the Future Together10,000 Small Businesses FellowsOne of our signature entrepreneurship initiatives,10,000 Small Businesses,expanded in 2021 with the launch of 10,000 Small Businesses Fellows.According to a 10,000 Small Businesses

179、Voices September 2021 survey finding,87%of hiring small businesses find it difficult to recruit qualified candidates.With 10,000 Small Businesses Fellows,were reimagining the workforce for the better helping to build a local talent pipeline for small businesses.Deepening our decade-long commitment t

180、o community colleges,the program connects small businesses with community college students,a long-overlooked source of talent seeking on-the-job training and career pathways.Made possible through paid internships funded by the Goldman Sachs Foundation,the program reached over 250 small business owne

181、rs within the first pilot semester,with first-generation students making up 55%of the fellows.“Fellows was pivotal in helping us make big steps for our business,and I cannot thank Goldman Sachs enough for the opportunity.”TEDLife Benefits,10,000 Small Businesses FellowAzra Khalfan-Kermali,CEO Plaque

182、s by AzraEntrepreneur Azra grew her business,Plaques by Azra,through the 10,000 Small Businesses program.37People Strategy Report 2021Building the Future Together“Through the listening sessions,weve heard from Black women all over the country.These women are building nonprofit organizations and comp

183、anies with their personal savings and loans from family members because they care so deeply about their communities.”DR.RUTH SIMMONSPresident of Prairie View A&M University,One Million Black Women Advisory Council memberOne Million Black WomenOne of the fastest ways to accelerate change and effectiv

184、ely begin to address the racial wealth gap is to listen to and invest in Black women.In partnership with Black women-led organizations and other partners,our new investment initiative,One Million Black Women,is a$10 billion commitment in direct investment capital and$100 million in philanthropic sup

185、port to address the dual disproportionate gender and racial biases that Black women have faced for generations.Investments focus on key moments in Black womens lives from early childhood through retirement.These investment areas include health care,education,housing,and small business all aimed at n

186、arrowing opportunity gaps and positively impacting the lives of at least one million Black women.Together with leading organizations representing Black women,weve hosted more than 50 listening sessions,reaching nearly 20,000 people to solicit input from women across the country.Listening to and lear

187、ning from the community on what best serves them ensures the investments will be grounded in the stories,voices,and experiences of Black women.Over 60 ambassadors from across the firm are involved in this work,from speaking at events,to volunteering with partner organizations,grant reading for the n

188、ewly launched Black Women Impact grants program,and interviewing solopreneurs for One Million Black Women:Black in Business.Since the initiative began,weve committed over$870 million of investment capital and provided more than$9 million in philanthropic capital,laying the groundwork to directly imp

189、act the lives of over 107,000 Black women across the country.People Strategy Report 2021Building the Future TogetherLaunch With GSDiverse teams drive strong returns.Our$1 billion investment strategy is grounded in this data-driven thesis.Through Launch With GS,we aim to increase access to capital an

190、d facilitate connections for women,Black,and Hispanic/Latinx entrepreneurs and investors.Through this initiative,we are:Investing capital in companies with diverse and gender-balanced leadership Partnering with clients to invest in investment managers with at least one diverse general partner across

191、 venture capital,growth equity,and private equity strategies.Supplying a customized experience Entrepreneur Cohort that provides access to the best of Goldman Sachs,from industry experts to influential networks,while building relationships with investors within the evolving business landscapeA criti

192、cal part of Launch With GS is the global ecosystem created by bringing together investors,entrepreneurs,nonprofit organizations,and other leaders to nurture and grow early-stage businesses.The ecosystem was created with the belief that fostering a community will help increase the pipeline of investm

193、ent opportunities in diverse businesses.Vendor Diversity ProgramAs a global company with extensive reach,we strive to work with the best businesses available around the world.With that comes a responsibility to lead with integrity;we provide the best possible solutions to clients by bringing talente

194、d,experienced professionals into our network.In 2020,we committed to increasing spend with diverse vendors by 50%by 2025 relative to our 2020 baseline.Throughout the year we made notable progress toward building a stronger program.Through establishing a firmwide Vendor Diversity Steering Group to im

195、plementing new internal and external policies,were focused on maximizing the diverse vendor population within our supply chain.We continued to strengthen our partnerships with global certifying agencies,including joining MSDUK as we build our presence in Birmingham,UK,and sponsoring the WEConnect co

196、nference for the third year in a row.We consider this merely a foundation for the years to come.Our long-term commitment to accountability and breaking down barriers to market access for small,women-and minority-owned businesses will continue to impact our communities.38Ruojia,Controllers Jian,Inves

197、tment BankingBeijing3839People Strategy Report 2021Building the Future TogetherFund for Racial EquitySupporting the vital work of leading organizations addressing racial injustice,structural inequity,and economic disparity,the fund launched in 2020 with$11 million($10 million in the US and$1 million

198、 in EMEA)from Goldman Sachs Gives and builds upon more than$200 million granted over the last decade to organizations serving communities of color.COVID-19 Relief in IndiaThroughout 2021,we continued to prioritize the well-being of our people and ensure our employees have access to the resources the

199、y need to care for themselves and their families,but we also looked to extend our support to the surrounding communities.With a$10 million commitment to support COVID-19 relief and recovery efforts in India,we have deployed funds toward augmenting critical medical infrastructure across the country i

200、n partnership with the United States Chamber of Commerce Foundation,the American India Foundation,and United Way.These initiatives provided 450 beds in COVID-19 care centers,including Intensive therapy units,intensive care units,and high-dependency units,and supplied ventilators and oxygen concentra

201、tors across India.We are also deploying funds toward economic recovery,and rehabilitation,and mental health initiatives.Emily,Sustainable Finance Group Andrew,Global Marketing New YorkDivider headlineXX40SECTION 5Looking AheadLooking back at the past year,its clear how much weve accomplished for our

202、 people,our clients,and our communities and how far we still have to go.The momentum of the past couple of years will continue to spur a continual evolution of our relationship to work and what makes Goldman Sachs such an extraordinary place to grow.No matter what,our strategic vision will continue

203、to meet the times and our people where they are.Were excited to see these initiatives come to life in 2022.Sophie,Global Markets Johan,Consumer and Wealth Management Deepak,Global MarketsStockholm4041People Strategy Report 2021Looking Ahead41Integration and ReintegrationIn 2022,integrating new hires

204、 and continuing to reintegrate our talent will be an important theme for the firm.With more than 11,300 new hires joining in 2021(8,300 experienced;3,000 campus),there is an imperative to focus even further on a thoughtful approach to introducing our culture and carrying it throughout our newer and

205、growing offices.Enhancing the opportunity to build important and long-lasting connections,we will reintroduce in-person components to complement live virtual programming acknowledging the complex dynamic that comes with thousands of current employees joining the firm since the pandemic began.As we c

206、ontinue to grow in the coming year,both organically and through acquisitions that include GreenSky and NN Investment Partners,this theme of integration will remain a focus.Not only are these acquisitions important to advancing and scaling our businesses and broadening our client footprint around the

207、 globe,but their successful integration will further bolster our culture and values reinforce the long-term vision supporting our broader business initiatives.Atlanta,GeorgiaAround the world,our offices are key to introducing new hires to our unique culture.We offer a variety of opportunities for as

208、piring junior professionals in the UK,focused on providing alternative pathways into the firm,regardless of background.Our Apprenticeships offer students the opportunity to work for Goldman Sachs,providing practical on-the-job experience while students pursue a fully-funded university degree.Our peo

209、ple also have the opportunity to support our social mobility efforts across four key mentoring programs,with over 250 employees actively mentoring young people.Access to Birmingham(A2B),a program which celebrated its 20th year in 2021,helps those in financial need access education through direct spo

210、nsorship and mentorship.In partnership with Harris Westminster,our Harris Westminster Mentor Program focuses on academically talented 16-to 18-year-old students from disadvantaged areas.Our ongoing relationship with AMOS Bursary,a five-year development program,uplifts Black students to help fulfill

211、their academic potential.In 2022,we will continue to invest in and build on these important initiatives.Career Pivot SeriesWe will launch the next installment of our Career Pivot Series a program designed to help a diverse group of external professionals navigate career progression with tools for tr

212、ansitioning to another company or industry.In addition to engaging with self-paced modules,participants will have the opportunity to meet and network with fellow participants and professionals at Goldman Sachs during live virtual meetings led by our recruiters.GS Bridge to Banking ProgramWe will als

213、o launch the GS Bridge to Banking Program an opportunity for a diverse set of experienced professionals to transition their prior work experience to a career in investment banking.Successful candidates will join our team of world-class investment bankers as they begin their career advising our clien

214、ts on some of the worlds most complex and consequential financial transactions.Our industry-leading apprenticeship and training program will provide them with the skills,development,and ongoing coaching necessary to succeed.People Strategy Report 2021Looking Ahead42Alternative Pathways to Goldman Sa

215、chsWe continue to look for innovative ways to engage with talent who have diversity of thought,background and experience.In 2022,we will achieve this through a number of initiatives.Goldman Sachs Returnship ProgramAt Goldman Sachs,we see limitless value in the diversity of experience and are committ

216、ed to supporting those looking to return to the paid workforce.Since pioneering the first program of its kind in the wake of 2008,we have sought to listen and continuously innovate to increase the number of opportunities in this space and recruit the best talent,regardless of resume gaps.This year,w

217、e are expanding our Returnship offering and are excited to introduce the 2022 COVID-19 Career Relaunch Initiative.During the“Pandemic Exodus,”1.79 million women and 1.75 million men left the labor force1.Goldman Sachs will be making a concerted effort to ensure this population of professionals has a

218、 direct workforce reentry opportunity that can connect them to full-time open roles at the firm.We are committed to meeting professionals where they are and helping them get to where they want to be.Given the remarkable talent and success found in the programs track record,Returnship will expand to

219、a six-month fellowship model.We received over 1,200 applications to divisions across the firm and will be reviewing resumes to identify the best candidates.Refining the models focus to concentrate on the most impactful and direct outcomes,the expansion will help solidify the firm as the employer of

220、choice for professionals looking to return to the workplace.UK Social MobilityIn connecting with talent across the communities in which we operate,we seek to include people from a wide range of backgrounds and perspectives.Our UK Social Mobility efforts are focused on bolstering our breadth of talen

221、t development while bringing together people who are curious,collaborative,and driven to make things possible for our clients and communities.1National Womens Law Center:June 2021 Report.Enhancing Our Benefits Supporting our people is an ongoing commitment.We continue to innovate and enhance the way

222、s in which we care for individuals and their needs.The past several years have highlighted the importance of prioritizing personal well-being,and as a firm,we believe we can play a part in helping our people in this effort.As always,our policies are a reflection of our culture.In addition to introdu

223、cing a program that provides additional vacation day entitlements each year,were dedicated to market-leading policies that encourage usage of that time off to rest and recharge.Promoting the use of all vacation time available to our people every year reflects our understanding of the importance ment

224、al health plays in engaging the whole person.At the start of 2022,we expanded the Family Care Leave policy to provide our people with additional time to grieve and attend to personal matters related to bereavement.We also enhanced the bereavement policy for non-immediate family members.A new sabbati

225、cal benefit was also introduced for tenured employees to provide them with unpaid time away from work to reflect,explore,connect with family or pursue passions outside of work.Attaining financial security and freedom is another critical yet often overlooked part of well-being.As a leader in the fina

226、ncial services industry,ensuring our employees are equipped for their financial futures is a privilege and a priority.The firm provides a number of resources and offerings designed to help our employees achieve their personal financial goals.In 2022,we are enhancing our retirement plan offerings to

227、further support our people.Globally,we assist employees in saving and planning for retirement,offer financial support for higher education,and provide a number of benefits,such as insurance and health care coverage,to help prepare for the unexpected.Throughout the year,we offer live financial educat

228、ion and articles on a variety of topics to address the spectrum of employees priorities from buying a home,to navigating market volatility and investments,legacy and estate planning,tax strategies,and will preparation.We will continue to build and evolve these offerings to meet the needs of our peop

229、le.Juliana,Asset ManagementNew YorkPeople Strategy Report 2021Looking AheadExpanding Recognition Systematically scaling recognition at the firm is an opportunity to enhance connection among employees.In 2021,we piloted a recognition initiative,leveraging a platform to display messages of gratitude a

230、nd thanks,visible to everyone at the firm.Recognizing the contributions of colleagues can lead to more engaged teams and further drive performance.Following the success of the pilot,in 2022 we will expand the initiative to all divisions at the firm.Enhancing Talent MobilityWe are introducing a trans

231、formed approach to talent mobility that will better enable our people to grow and develop at Goldman Sachs.As part of this transformation,we will be introducing a new talent marketplace platform that will provide each employee with a customized view of opportunities and career paths that align to th

232、eir skills,interests,and aspirations.We know that great technology needs to be supported by thoughtful change management.A comprehensive suite of services will be made available to both managers and employees to help them navigate the diverse opportunities our firm offers.43Enhancing Our Benefits,Ex

233、panding Recognition,and Enhancing Talent Mobility44People Strategy Report 2021Building the Future TogetherSECTION 6About This ReportIntegrity and honesty are at the heart of our business.As an industry leader,we are in a unique position to promote change and model transparency about our efforts to d

234、ate and our methodology in getting there ultimately helping to normalize the journey of progress.Warsaw,PolandLocated in the heart of Poland,the Warsaw office opened in 2016 in the Warsaw Spire.4445Randy,Asset ManagementSalt Lake CityPeople Strategy Report 2021About This ReportReporting PeriodAdditi

235、onal MetricsThe metrics contained in this report are based on 2021 full-year data,except where otherwise noted.EEO-1 DATA(US EMPLOYEES)1,2Executive/Sr.Officials&Mgrs511588323424191015369001061,465First/Mid Officials&Mgrs95681,1635504843145982940030162,910Professionals9597364,4953,03061255615282,1862

236、,0420116317514,998Sales Workers492788429936104182580016131,479Admin.Support7220414656769232353179008231,439Total1,2261,0507,5714,68078986024383,0502,5420122723322,291MALEFEMALEHISPANIC OR LATINXMALEFEMALEWHITEMALEFEMALEBLACK OR AFRICAN AMERICANMALEFEMALENATIVE HAWAIIAN OR PACIFIC ISLANDERMALEFEMALEA

237、SIANMALEFEMALEAMERICAN INDIAN OR ALASKAN NATIVEMALEFEMALETWO OR MORE RACESOVERALL TOTAL1Our EEO-1 statement is prepared and filed in accordance with the U.S.government requirements.Additional diversity data can be found on pages 11 and 12 of this report.2Data anticipated to be filed in Goldman Sachs

238、 2021 EEO-1 report;data as of November 202146People Strategy Report 2021About This ReportAdditional InformationAttract Aspirational Goals Overview HBCU Market Madness Goldman Sachs Returnship Program Veterans Integration Program Africa Recruiting Initiative Neurodiversity Hiring Initiative Career Pi

239、vot Series Goldman Sachs Bridge to Banking Retention/Development Black Analyst and Associate Initiative(BAI)Diversity,Equity and Inclusion Overview Benefits,Wellness,and Compensation GS AccelerateCommunity Engagement 10,000 Small Businesses(10KSB)10,000 Women(10KW)Launch With GS Fund for Racial Equity Goldman Sachs Gives(GS Gives)Goldman Sachs COVID-19 Relief Fund Community TeamWorks(CTW)One Million Black Women Vendor Diversity