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PROMOTING AND PROTECTING SHAREHOLDER INTERESTS
We also took steps to ensure that our people would retain an important
personal stake in Goldman Sachs going forward. First, we established
minimum stock retention requirements for all of our Managing Directors
(currently over 1,000 individuals) based upon the shares they received
at the time of the IPO and subsequently as a portion of their annual
compensation. Today, virtually all of our senior executives have the
largest part of their personal assets in Goldman Sachs stock. Their
financial success is directly tied to the success of Goldman Sachs. We
also established compensation plans in which a significant portion of
compensation—approximately 45% for our most highly paid people—is in the
form of equity. Today, Goldman Sachs is distinctive among large public
companies in that a very significant portion of the firm (over
one-third) is owned by its people.
Another key element in retaining the best aspects of our partnership
culture was the establishment of a partnership compensation plan. Every
two years, we elect new partners. Those partners, who currently number
about 290, are compensated by their share of a compensation pool, which
is determined each year by the firm's overall level of profitability.
The effect of this concept is that our most senior managers'
compensation is directly linked to the success of the firm as a whole.
This is a unique approach to compensation in our industry and it
encourages the firm's leaders not to focus narrowly on their individual
businesses, but rather to work together to maximize the success of
Goldman Sachs.
At the time of the IPO, the firm was owned principally by partners who
were engaged full-time in the business. A smaller portion was also held
by retired partners and certain institutions. We viewed a major
challenge of our transition to a public company to be the orderly
distribution of a significant portion of these shares into the public
market, with as little disruption as possible, so as to eliminate the
market "overhang" issue and to provide deep liquidity for our public
shareholders. With the exception of the three most senior officers, we
have encouraged our partners to sell a portion of their shares on an
orderly and volume-limited basis. Last year, after we reached
approximately 50% public ownership, Goldman Sachs was added to the S&P
500, perhaps the most significant index for listed shares in the U.S.,
and an important milestone for any company, given how many investors use
it as a benchmark.
THE FRAMEWORK FOR GOVERNANCE: MANAGEMENT AND THE BOARD
The leadership and oversight task for an investment bank like Goldman
Sachs is a complex one. We are one of a handful of truly global
investment banks conducting advisory, asset management and securities
sales and trading businesses around the world, and are active in
virtually every market center. We manage considerable risk, often taking
on large capital commitments, on short notice. Senior management must
spend considerable time with clients. Our industry is highly regulated,
and here again, the global nature of the enterprise adds to the
complexity since every jurisdiction has its own regulatory regime or
regimes.
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