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INTRODUCTORY
LETTER

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INTRODUCTORY
LETTER

We are pleased to share with you an interactive presentation that describes the impact of our work.

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ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2016

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OUR BOARD

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Next: PEOPLE
Next: PEOPLE

ENVIRONMENT

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ENVIRONMENT

See how we’re mobilizing capital toward sustainable economic development and environmental progress.

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How does
clean energy
help us grow?

The convergence of innovation
and economics is driving the
growth of clean tech
and related jobs.

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PEOPLE

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PEOPLE

See how we make significant investments in our most valuable asset — our people.

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OUR PARTNERSHIP WITH IFC

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THE BUSINESS CASE FOR CLIMATE ACTION

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GOVERNANCE

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GOVERNANCE

See how we remain responsible to our stakeholders and uphold the values that are at the core of our Business Principles.

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GOVERNANCE

Ensuring effective oversight through sound corporate governance practices

We remain focused on and committed to upholding sound governance practices to protect the long-term interests of our shareholders and create enduring value for our firm and for all stakeholders.

Our Board of Directors has implemented sound governance practices to fulfill its responsibility for oversight of the firm’s business and affairs. These include an independent lead director with expansive duties; regular executive sessions of independent and nonemployee directors; directors’ ability to contact any firm employee directly; and shareholders’ rights to call a special meeting and nominate directors via proxy access.

To ensure our Board is operating effectively, our independent lead director leads annual Board and Committee evaluations, which incorporate feedback on individual director performance. Further, the Board’s Governance Committee annually reviews the Board’s leadership structure to ensure it is the most efficient and appropriate structure for our firm’s needs.

What is it like to be a committee chair on the Goldman Sachs Board?

Bill George and Michele Burns each serve as a chair of one of our Board’s committees. As committee chairs, they each work with management to set the agenda and review and approve the materials for their respective committees. They lead and engage their committee’s members in active oversight and dialogue on the committees’ key areas of focus.

Our Public Responsibilities Committee, chaired by Bill George, assists the Board in its oversight of the firm’s reputation and approach to business standards, ESG issues, corporate engagement and relevant significant public policy issues. The Committee reviews key policy documents, including our annual Environmental, Social and Governance Report and key ESG-related polices. Our Risk Committee, chaired by Michele Burns, assists the Board in its oversight of the firm’s overall risk tolerance and management of financial and operational risks.

See how Bill and Michele leverage their varied backgrounds and skill sets in their roles as committee chairs.

Oversight of reputational risk

We are required to take on risk to serve our clients, making effective risk management crucial to our success. That includes management of reputational risk, including client and business standards considerations and environmental, social and governance risk.

Two key firm-level committees that aid in reputational risk management are the Firmwide Reputational Risk Committee, which reviews certain transactions that may present the potential for heightened reputational risk, and the Firmwide Client and Business Standards Committee, which assesses and makes determinations regarding business standards and practices, reputational risk management, client relationships and client service.

The Goldman Sachs Board and each of its committees are focused on the oversight of reputational risk. As part of its mandate, the Board’s Public Responsibilities Committee has specific, additional oversight of the firm’s brand and reputational risk, including client and business standards considerations and oversight of the Firmwide Reputational Risk Committee.

How does
difference
make the
difference?

Discourse about differences, inclusion and
commonalities enhances our firm.

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METRICS

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METRICS

View a selection of key performance indicators.

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EPF: 10-Year Milestones

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REBUILDING A COMMUNITY

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What big shifts
are emerging
now? What’s on
the horizon?

From China’s economy to shifting
patterns of investment, profound
changes are in the wind.

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RECOGNITION

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RECOGNITION

See our recent awards and achievements.

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OUR PEOPLE

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GS GIVES

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OUR PARTNERSHIP WITH IFC

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What is
powering the
ESG investing
surge?

New insights, research and
approaches to core investment
discipline.

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WHAT WE DO

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WHAT WE DO

Our commitment to creating a lasting impact

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ENGINEERING

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REVITALIZING COMMUNITIES THROUGH IMPACT INVESTING

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CHRISTINE LOH: ENVIRONMENTAL SUSTAINABILITY IN ASIA

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Where will
job growth
come from
next?

Boosting entrepreneurship is
critical, but so is rethinking work
in an age of surging automation.

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LEARNING PROGRAMS

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RESOURCES

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RESOURCES

View more ESG resources.

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THE NEW BOTTOM LINE - ESG INVESTING

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ESG & IMPACT INVESTING

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How can we
innovate to
deliver what
clients want
now?

Financial products that address their needs,
and are clear and simple to use.

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GOVERNANCE

Ensuring effective oversight through sound corporate governance practices

We remain focused on and committed to upholding sound governance practices to protect the long-term interests of our shareholders and create enduring value for our firm and for all stakeholders.

Our Board of Directors has implemented sound governance practices to fulfill its responsibility for oversight of the firm’s business and affairs. These include an independent lead director with expansive duties; regular executive sessions of independent and nonemployee directors; directors’ ability to contact any firm employee directly; and shareholders’ rights to call a special meeting and nominate directors via proxy access.

To ensure our Board is operating effectively, our independent lead director leads annual Board and Committee evaluations, which incorporate feedback on individual director performance. Further, the Board’s Governance Committee annually reviews the Board’s leadership structure to ensure it is the most efficient and appropriate structure for our firm’s needs.

What is it like to be a committee chair on the Goldman Sachs Board?

Bill George and Michele Burns each serve as a chair of one of our Board’s committees. As committee chairs, they each work with management to set the agenda and review and approve the materials for their respective committees. They lead and engage their committee’s members in active oversight and dialogue on the committees’ key areas of focus.

Our Public Responsibilities Committee, chaired by Bill George, assists the Board in its oversight of the firm’s reputation and approach to business standards, ESG issues, corporate engagement and relevant significant public policy issues. The Committee reviews key policy documents, including our annual Environmental, Social and Governance Report and key ESG-related polices. Our Risk Committee, chaired by Michele Burns, assists the Board in its oversight of the firm’s overall risk tolerance and management of financial and operational risks.

See how Bill and Michele leverage their varied backgrounds and skill sets in their roles as committee chairs.

Oversight of reputational risk

We are required to take on risk to serve our clients, making effective risk management crucial to our success. That includes management of reputational risk, including client and business standards considerations and environmental, social and governance risk.

Two key firm-level committees that aid in reputational risk management are the Firmwide Reputational Risk Committee, which reviews certain transactions that may present the potential for heightened reputational risk, and the Firmwide Client and Business Standards Committee, which assesses and makes determinations regarding business standards and practices, reputational risk management, client relationships and client service.

The Goldman Sachs Board and each of its committees are focused on the oversight of reputational risk. As part of its mandate, the Board’s Public Responsibilities Committee has specific, additional oversight of the firm’s brand and reputational risk, including client and business standards considerations and oversight of the Firmwide Reputational Risk Committee.