1. Goldman Sachs Ally Strategy
LGBT Workplace Equality Innovation Seminar
March 23, 2011

2. Our greatest asset is what makes us different
At Goldman Sachs, diversity is not an initiative. It’s how we do business and it’s
reflected in our people. Our Office of Global Leadership and Diversity (GLD) was
founded specifically to support diversity throughout the firm.
One of the many ways the office carries out this mission is to coordinate with the
firm’s Lesbian, Gay, Bisexual and Transgender (LGBT) Network. One of the
Network’s focus area is to create a broad and informed dialogue on topics such
as sexual orientation and gender identity, as well ensure an inclusive
environment where LGBT professionals can unlock their full potential.
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3. The Business Case
“For us to be successful, our men and women must reflect the diversity of the communities
and cultures in which we operate. That means we must attract, retain and motivate people
from many backgrounds and perspectives. Being diverse is not optional; it is what we must
be.”
From our Business Principles
Our commitment to creating and sustaining a diverse work environment is
absolute, for three reasons:
 To be the best firm we must have the best people
 Ours is a culture of team-work
 Our clients’ interests always come first
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4. LGBT Network Mission
The LGBT network’s mission is:
“To advocate an inclusive work environment that
respects lesbian, gay, bisexual and transgender
professionals, and enables them to perform to their
fullest potential and contribute to the greater goals of the
firm”
The Ally Strategy furthers the LGBT network’s mission with the goal of creating
an expansive, engaging and scalable program.
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5. Goldman Sachs Ally Program
Goldman Sachs launched the Ally Program in 2008 with a Pride Month event
featuring PFLAG (Parents, Families and Friends of Lesbians and Gays) and the
Straight for Equality initiative.
The Ally Program was formed to educate and engage the broader community,
as well as advance our goal of providing a fully inclusive environment for all our
people.
Specific Goals:
 Create a broader support network for LGBT employees at all levels and
within all divisions in the firm
 Increase visibility of the LGBT community within the firm
 Promote active engagement with senior leadership
 Sponsor, support, and mentor LGBT employees so they can excel in their
chosen career paths
 Ensure that LGBT employees feel that they can bring their “whole selves”
to work
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6. Goldman Sachs Ally Strategy: Implementation
The Goldman Sachs Ally Strategy has two engagement approaches:
 Top Down - To formally engage partners and managing directors to
champion the effort across every division of the firm
 Bottom Up - To invite all levels of employees to be LGBT Allies
Some of the managing director ally responsibilities include:
 Be an advocate for LGBT issues in their areas and within the firm
 Participate in LGBT events – be visible, be informed
 Become educated on workplace issues and support LGBT-themed training
 Create a sense of community and an inclusive environment within their
divisions
 Take action – sponsor a divisional plan (recruiting, retention, career
development)
 Create a safe environment for employees to come out in the workplace
 Recruit and oversee “supporter” allies in the division
 Provide on-going feedback on events and progress of the network
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7. Goldman Sachs Ally Strategy: Impact
Measures of success include:
 Increased dialogue and visibility of the LGBT community within the firm
 LGBT network membership increased by 36%, to be the third largest
network at the firm
 Broadened the network’s reach with respect to programming focused on
LGBT inclusion
 Global Reach – strategy was replicated in other offices and regions,
including Bangalore, Hong Kong, London and Salt Lake City
 Increased numbers and eagerness of senior allies across the firm to
assume the role
 Feedback has been overwhelming positive and engagement meaningful
Best Practices Recommendations
 Comprehensive coverage across all divisions/areas of the firm
 Ensure support within other affinity networks to broaden membership
 Identify key senior champions to support the initiative, and provide them the
tools to be successful in the role – make it easy to engage
 Continuously develop programming to engage allies – keep it fresh
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8. Goldman Sachs Ally Strategy: Impact
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