We serve clients in this area through our Public Sector and Infrastructure team within the Investment Banking Division, and also co-invest alongside clients through our investing teams.
We will seek to facilitate private capital for much needed water infrastructure investments, including through well-designed Public-Private-Partnerships (P3s). When appropriately structured, these partnerships bring the benefits of operational efficiency and economies of scale, facilitating rate stability and high-quality, long-term public water access. Examples of communities with which we have previously worked include:
Efficient Water Management Technologies
We will look for opportunities to finance and co-invest in technologies that improve the efficiency of delivering and consuming water, as well as technologies that enhance wastewater management and enable water reuse and recycling.
Supporting Green Infrastructure Solutions
We will look for opportunities to devise investment structures that can harness green infrastructure solutions as a complement to traditional infrastructure in meeting our water needs. For example, restoring forests, installing green roofs and increasing green space can help alleviate stormwater runoff while improving the health and resiliency of cities.
Presentation on theme: "“Goldman Sachs Banks on Cultural Capital”"— Presentation transcript:
1 “Goldman Sachs Banks on Cultural Capital”
Anthony PalmieriAndrew Argiriou
2 Economic DimensionThe turmoil that characterized American and international markets since the crisis caused by the collapse of the subprime market in 2006 seemed to leave Goldman Sachs unscathed.
3 CompetitorsAs Morgan Stanley and Citi Bank were suffering severe losses due to the general trend of failures due to bad loans, Goldman Sachs was reaping profits.
4 Goldman SachsWith profits of 11.6 billion in 2007, record stock prices, and the feeling of confidence that characterizes success in a market economy, Goldman Sachs maintained its position as one of the most respected companies in the United States.
5 Flat Managerial Structure
Through its flat management structure and unique approach to decision making Goldman Sachs has fared, at least until now, better than its rivals.
6 Shared LeadershipUnder the guidance of former New Jersey governor Corzine and co-chairman Paulson, Goldman Sachs made the decision to become a public company enabling it to raise billions of dollars.
7 Diversified Investments
Through management procedures, Goldman Sachs has learned better than others, as the text notes, “the difference between high risk investment and overly risky adventuring” (Griffin 92).
8 Goldman Sachs CultureExecutives get involved with the recruiting process and that is the start of how Goldman Sachs employees are a tighter group than other competing companies
9 Goldman Sachs CultureThere are three core strengths that the firm integrates into the culutreLoyal to EmployeesApproach to RecruitingIts Command StructureWith those 3 strengths the company is very efficient and the workers average salary is 600,000 a year.
10 Culture and the Financial Crisis
Goldman Sachs culture is one of the main reasons that the company went virtually unscathed during the financial crisis. The durability to change the goals from making a profit to minimizing losses is attributed to the culture.
11 Goldman Sachs CultureThe mix of extreme aggression, individual ambition, and robot like team work all attribute to the profitability and durability and is almost impossible to replicate.
12 Models of Organizational Effectiveness
The internal process approach is pretty much having a good work environment and all business transactions go smoothly.Company focuses on company morale and employee satisfaction.