PROJECT ON

BUSINESS ANALYTICS

SAINTGITS INSTITUTE OF MANAGEMENT

KOTTAYAM

SUBMITTED BY:
KAILAS S NATH

SUBMITTED TO:
CYRIAC JOSE
ASSISTANT PROFFESOR

SUBMITTED ON:
12/11/2020
PHASE 1
INDUSTRY ANALYSIS
The automobile industry in India is world’s fourth largest, with the country currently being
the world's 4th largest manufacturer of cars and 7th largest manufacturer of commercial
vehicles in 2017. Indian automotive industry (including component manufacturing) is
expected to reach Rs 16.16-18.18 trillion (US$ 251.4-282.8 billion) by 2026. Two-wheelers
dominate the industry and made up 81 per cent share in the domestic automobile sales in
FY18. Overall, Domestic automobiles sales increased at 7.01 per cent CAGR between FY13-
18 with 24.97 million vehicles being sold in FY18. Indian automobile industry has received
Foreign Direct Investments (FDI) worth US$ 19.29 billion between April 2000 and June
2018. Domestic automobile production increased at 7.08 per cent CAGR between FY13-18
with 29.07 million vehicles manufactured in the country in FY18. During April-November
2018, automobile production increased 12.53 per cent year-on-year to reach 21.95 million
units.
During April-November 2018, highest year-on-year growth in domestic sales among all the
categories was recorded in commercial vehicles at 31.49 per cent followed by 25.16 per cent
year-on-year growth in the sales of three-wheelers. The passenger vehicle sales in India
crossed the 3.2 million units in FY18, and is further expected increase to 10 million units by
FY20.
The government aims to develop India as a global manufacturing as well as a research and
development (R&D) hub. It has set up National Automotive Testing and R&D Infrastructure
Project (NATRiP) centres as well as a National Automotive Board to act as facilitator
between the government and the industry. Under (NATRIP), five testing and research centres
have been established in the country since 2015. The Indian government has also set up an
ambitious target of having only electric vehicles being sold in the country. Indian auto
industry is expected to see 8-12 per cent increase in its hiring during FY19. The Ministry of
Heavy Industries, Government of India has shortlisted 11 cities in the country for
introduction of electric vehicles (EVs) in their public transport systems under the FAME
(Faster Adoption and Manufacturing of (Hybrid) and Electric Vehicles in India) scheme. The
first phase of the scheme has been extended to March 2019 while a second phase is expected
soon. Number of vehicles supported under FAME scheme has increased to 192,451 units in
March 2018 from 5,197 units in June 2015.
Automobile exports grew 20.78 per cent during April-November 2018. It is expected to grow
at a CAGR of 3.05 per cent during 2016-2026. Domestic two wheeler industry is expected to
grow at 8-10 per cent during FY19. Also, Luxury car market in India is expected to grow at a
25 per cent CAGR till 2020. The Government of India expects automobile sector to attract
US$ 8-10 billion in local and foreign investments by 2023. Making it India's 23rd largest
publicly traded company by market value. The Forbes Global 2000 list for the year 2012
ranked Bajaj Auto at 1,416.
India has overtaken Germany to become the fourth largest automobile market in the world,
latest global data show. Automobile sales, including passenger and commercial vehicles, in
Asia’s third largest economy grew 9.5%, the fastest among major global markets, last year to
more than 4 million units, outpacing Germany’s 3.8-million vehicle sales, which rose by a
modest 2.8% in the same period.

FUTURE TRENDS OF TWO WHEELER INDUSTRY IN INDIA

The future of the two-wheeler industry in India gives critical information about Two Wheeler
Industry. ACG expect that over next coming year the three-tier structure of the industry
which was 20 percent for the entry-level segment, 60 percent in value for the mid-level and
20 percent at a premium level for the time and the current trend has moved to 30-50-20
percent and it is on its way to moving to 35-40-25 percent structure. This means the middle-
level market is getting squeezed out, which in turn is very good for companies like, Yamaha,
Bajaj, Suzuki. Hero Motocorp and Honda need to introduce new innovative product range in
this segment since these companies are the major player of value plus segment.

Discounts have been offered to the mid-level sector due to the polarization of the customers
to the premium and the entry-level. Another reason for added discounts or offers is
scooterization and lack of innovation in the sector. New regulations like ABS to the 100 and
125 CC vehicles would increase the cost of the unit from 4,000 to 10,000 RS. This added
price value and BS-VI can impact the sale rate. All these hurdles will have to be overcome,
and innovation will lead to an improved Industry performance. ACG expects double-digit
growth for the year 2019 and with all the upcoming changes in norms and with innovation to
technology we can look forward to an exciting 2019 ahead. The biggest challenge for the
industry would be to make the transition of the two norms related to safety and emission over
the next 12 months. Indian Two-Wheeler Industry has seen 13%, Scooter segment 9%, and
Motorcycle segment 16% growth in the year 2018 compare to the year 2017.
In the Scooter segment, Suzuki and TVS gained 2% market share and market leader Honda
lost 1% and Yamaha and Hero lost 2% market share in 2018. The Hero is trying to penetrate
this segment with mix product and marketing strategy but could not achieve the desired
result. The companies shall enter the electric vehicle segment with new motorcycles and
scooters in India.

COMPANY ANALYSIS
The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches over a
wide range of industries, spanning automobiles (two wheelers manufacturer and three
wheelers manufacturer), home appliances, lighting, iron and steel, insurance, travel and
finance. The group's flagship company, Bajaj Auto, is ranked as the world's fourth largest
three and two wheeler manufacturer and the Bajaj brand is well-known across several
countries in Latin America, Africa, Middle East, South and South East Asia. Founded in
1926, at the height of India's movement for independence from the British, the group has an
illustrious history. The integrity, dedication, resourcefulness and determination to succeed
which are characteristic of the group today, are often traced back to its birth during those
days of relentless devotion to a common cause. Jamnalal Bajaj, founder of the group, was a
close confidant and disciple of Mahatma Gandhi. In fact, Gandhiji had adopted him as his
son. This close relationship and his deep involvement in the independence movement did not
leave Jamnalal Bajaj with much time to spend on his newly launched business venture. We
are celebrating 125th Birth anniversary of Shri. Jamnalal Bajaj on 4th of November 2014.
His son, Kamalnayan Bajaj, then 27, took over the reigns of business in 1942. He too was
close to Gandhiji and it was only after Independence in 1947, that he was able to give his full
attention to the business. Kamalnayan Bajaj not only consolidated the group, but also
diversified into various manufacturing activities. The present Chairman of the group, Rahul
Bajaj, took charge of the business in 1965. Under his leadership, the turnover of the Bajaj
Auto the flagship company has gone up from INR.72 million to INR. 120 billion, its product
portfolio has expanded and the brand has found a global market. He is one of India’s most
distinguished business leaders, bike manufacturer india and internationally respected for his
business acumen and entrepreneurial spirit. In 2005, Rahul Bajaj's son Rajiv Bajaj stepped
into the shoes of Managing Director of Bajaj Auto and steered the organization to becoming a
global automobile behemoth. He introduced the Pulsar range of bikes, that revolutionised the
two wheeler market in India. The legacy of our Auto Rickshaws have been soaring heights
and display unparalleled market dominance across any automobile segment. In 2007, Bajaj
Auto acquired a 14% stake in KTM that has since grown to 48%. This partnership catalysed
Bajaj Auto’s endeavour to democratise motorcycle racing in India. Bajaj Auto today
exclusively manufactures Duke range of KTM bikes and exports them worldwide. In
FY2018, KTM was the fastest growing motorcycle brand in the country
Bajaj Auto has also led the pioneering introduction of India’s first ever Quadricycle – Qute.
Bajaj Auto exports to 70+ countries and a significant share of revenues come from Exports.
This stands as a testament to the new brand image – The World’s Favourite Indian.
HISTORY
Bajaj Auto was established on 29 November 1945 as M/s Bachraj Trading Corporation
Private Limited. It initially imported and sold two- and three-wheelers in India. In 1959, it
obtained a license from the Government of India to manufacture two-wheelers and three-
wheelers and obtained Licence from Piaggio to manufacture Vespa Brand Scooters in India.
It became a public limited company in 1960. With the launch of motorcycles in 1986, the
company changed its branding from a scooter manufacturer to a two-wheeler manufacturer.
In 2017, Bajaj Auto and Triumph Motorcycles Ltd teamed up to build mid-capacity
motorcycles. As of 2008, Bajaj had operations in 50 countries, and its bikes are targeted
toward entry-level buyers. On 26 November 2019, Bajaj Auto invested $8 million (approx.
₹57 crore) in bicycle and electric scooter rental startup Yulu. In this deal, Bajaj will also
manufacture customised electric scooters for Yulu.
PRODUCTS
Bajaj manufactures and sells motorcycles, scooters, auto-rickshaws and cars. As of 2004,
Bajaj Auto was India's largest exporter of motorcycles. Bajaj is the first Indian two-wheeler
manufacturer to deliver 4-stroke commuter motorcycles with sporty performance for the
Indian market. Bajaj achieved this with the 150cc and 180cc Pulsar. Motorcycles produced
by Bajaj include the Platina, Discover, Pulsar, Avenger, Dominar 400 and CT 100. In FY
2012–13, it sold approximately 37.6 lakh (3.76 million) motorcycles which accounted for
31% of the market share in India. Of these, approximately 24.6 lakh (2.46 million)
motorcycles (66%) were sold in India and remaining 34% were exported.
Vission and Mission
Vission
 To attain world class Excellency by demonstrating value added products to customers.
Mission
 Focus on value based manufacturing.
 Continual Improvement
 Total elimination of wastes
 Pollution free & safe environment.
Auto rickshaw (three wheeler)
Bajaj is the world's largest manufacturer of auto rickshaws and accounts for almost 84% of
India's three-wheeler exports. During the FY 2012–13, it sold approx. 4,80,000 three-
wheelers which was 57% of the total market share in India. Out of these 4,80,000 three-
wheelers, 53% were exported and remaining 47% were sold in India. In Indonesia, Bajaj
three-wheelers are "iconic" and "ubiquitous" to the point that the word Bajaj (pronounced
bajay) is used to refer to auto rickshaws of any kind.

Low cost cars

In 2010, Bajaj Auto announced cooperation with Renault and Nissan Motor to develop a
US$2,500 car, aiming at a fuel efficiency of 30 kilometres per litre (85 mpg-imp; 71
mpg-US) (3.3 L/100 km), or twice an average small car, and carbon dioxide emissions of 100
g/km.
On 3 January 2012, Bajaj auto unveiled the Bajaj Qute (formerly Bajaj RE60), a mini car for
intra-city urban transportation, which is legally classified as a quadricycle. The target
customer group was Bajaj's three-wheeler customers. According to its Managing Director
Rajiv Bajaj, the RE60 powered by a new 200 cc rear mounted petrol engine will have a top
speed of 70 kilometres per hour (43 mph), a mileage of 35 kilometres per litre (99 mpg-imp;
82 mpg-US) and carbon dioxide emissions of 60 g/km.
Acquisitions
Bajaj Auto bought a controlling stake in the Tempo Firodia company, renaming it "Bajaj
Tempo". Germany's Daimler-Benz owned 16% of Bajaj Tempo, but Daimler sold their stake
back to the Firodia group in 2001. It was agreed that Bajaj Tempo would gradually phase out
the use of the "Tempo" brand name, as it still belonged to Mercedes-Benz. The name of the
company was changed to Force Motors in 2005, dropping "Bajaj" as well as "Tempo", over
the objections of Bajaj Auto with whom the company shares a long history as well as a
compound wall.

Demerger in 2008
The demerger of Bajaj Auto Ltd into three corporate entities — Bajaj Finserv Limited (BFL),
Bajaj Auto Ltd (BAL), and Bajaj Holdings and Investment Ltd (BHIL)—was completed with
the shares listing on 26 May 2008.
Bajaj-Kawasaki end partnership in 2017
In 2017, Bajaj and Kawasaki ended their 8-year sales & services partnership in India, for the
sale and after sales service of Kawasaki motorcycles, which had been established in 2009.
These Probiking dealerships were later converted to KTM dealerships. However Bajaj and
Kawasaki continue with their relationship in the rest of the world. Bajaj Auto Ltd. made a
technical assistance agreement with Kawasaki Japan in 1984, and since then it had
cooperated to expand production and sales of motorcycles in India.
SWOT Analysis
Strengths in the SWOT analysis of Bajaj Auto
Brand positioning: Bajaj Auto, is the world’s fourth largest two and three-wheeler auto
manufacturer in the world. The company manufactures motorcycles, passenger carriers and
goods carriers. The most popular brand in the two wheeler segment of Bajaj Auto’s portfolio
is Bajaj Pulsar. In the three-wheeler segment, it has a range of 2-stroke and 4-stroke
passenger as well as goods carrier.
Sustainable business: The company’s extensive range of products allows them to cater to a
wide range of customers. Also, it helps the company to deliver sustainable business growth.
Alliance with KTM: Bajaj Auto through its subsidiary Bajaj Auto International Holdings
(BAIH) holds a 48% stake in Europe’s second-largest sports motorcycle manufacturer, KTM
of Austria. KTM has a strong brand equity globally and the alliance with Bajaj Auto help
both the companies to deliver sustainable result focusing on offering cost and quality
benefits. KTM provides Bajaj Auto with a large global reach.
Strong Distribution: Bajaj Auto has dealers throughout India and it has always maintained a
smooth supply chain. Bajaj motorcycles and three wheelers are always in demand and are
supplied to various small and large cities. Hence, there are various Bajaj Auto service centres
throughout the country.
Weaknesses in the SWOT Analysis of Bajaj Auto
Lack of Presence in the scooter market: Bajaj Auto was the leader in the scooter market till
the motorcycle momentum picked up in the 1990s. Bajaj shut down its scooter business post
that, but the scooter business is blooming and showed a growth of 12% in 2016. Today,
Honda Activa and other such models are the leders in scoothers. The company is losing out
on a huge market by not re-entering the scooter market.
Labour issues: Bajaj Auto has been involved in Labor and wage issues in the recent past. In
February 2014, workers in its Chakan plant threatened to go for hunger strikes. In 2013,
Chakan and Pune plant workers went on strike. This damages Bajaj’s image and it also has an
adverse effect on the production.
Not a Global brand: Even after producing in high volume, Bajaj is not recognised as a
global brand. It has not entered other markets or not expanded internationally as fast as it
could. It is predominantly an Indian market player.
Opportunities in the SWOT Analysis of Bajaj Auto
Growth in motorcycle market: The global motorcycle manufacturing is expected to grow
strongly in the years to come. According to the market line, the global motorcycle industry
generated about $75000 million in 2016. It showed a growth of about 6.3%. The market is
expected to grow at 7% CAGR for the 2016-19 period to approximately reach $93450
million.
Growing India three wheeler Industry: The three wheeler market registered a growth of
11.51% in FY2016 and is expected to grow at a CAGR of 4.4% to approximately reach $4.2
billion by 2017.
Launch new vehicles: Bajaj Auto should further look to strengthen its product portfolio like
it has done in the past with models of Avenger Pulsar, Discover etc. By continuously
encapsulating new technologies into its portfolio, Bajaj’s image of being an innovative
company will also be maintained.
Threats in the SWOT Analysis of Bajaj Auto
Intense competition in the 2-wheeler market: The 2-wheeler market in India is highly
competitive with various top brands such as Global and Indian giants such as Suzuki, Hero
Motocorp, TVS etc. fighting to capture market share. Fuel efficiency and price being crucial
for the Indian market, all the brands are constantly innovating to achieve higher fuel
efficiency in low price.
High Bank interest rates: In comparison with other countries, India has a higher lending
rate which is growing. The growth in interest rates affects consumer decision on spending on
vehicles etc. bought on interests.
Environmental Regulations: Auto companies are subjected to strict environmental
regulations in India. The BS regulations are constantly updated in India and hence the
companies have to constantly modify their products in order to fall in line with the
regulations and hence, this may adversely affect company’s financial condition.

Listing and shareholding

Listing
Bajaj Auto's equity shares are listed on Bombay Stock Exchange where it is a constituent of
the BSE SENSEX index, and the National Stock Exchange of India where it is a constituent
of the CNX Nifty.

Shareholding
On 30 Sep 2015, 49.29% of the equity shares of the company were owned by the promoters
Bajaj Group and the remaining were owned by others.

Shareholders (as on 30-Sep-2015) Shareholding %

Promoters: Bajaj Group 49.29%
Mutual funds, FIs and insurance companies 08.13%
Foreign institutional investors 14.25%
Individual shareholders 15.12%
Bodies corporate 08.25%
Foreign portfolio investments corporations 03.51%
GDRs 00.02%
Others 01.43%

Total 100.0%

As of March 31, 2020, there were 100 funds that had disclosed positions in the company,
including funds by The Vanguard Group, Dimensional Fund Advisors and Fidelity
Investments.
Employees
Bajaj Auto had a total of 10,000 employees as of 2019, of which 51 were women (0.63%)
and 25 were differently-abled (0.31%).[31] It spent ₹6.5 billion (US$91 million) on
employee benefit expenses during the FY 2012–13. The company is headed by Rahul Bajaj,
whose net worth was around US$2 billion in March 2013.

FINANCIAL ANALYSIS
Bajaj Auto
Consolidated Balance Sheet
  Mar '20 Mar '19 Mar '18 Mar '17 Mar '16

  12 mths 12 mths 12 mths 12 mths 12 mths

Sources Of Funds
Total Share Capital 289.37 289.37 289.37 289.37 289.37
Equity Share Capital 289.37 289.37 289.37 289.37 289.37
Reserves 21,372.71 22,944.44 20,135.87 17,567.20 13,730.94
Networth 21,662.08 23,233.81 20,425.24 17,856.57 14,020.31
Minority Interest 0.01 0.01 0.02 0.03 0.04
Total Liabilities 21,662.09 23,233.82 20,425.26 17,856.60 14,020.35
  Mar '20 Mar '19 Mar '18 Mar '17 Mar '16

12
  12 months 12 months 12 months 12 months
months

Application Of Funds
Gross Block 4,118.27 4,271.60 4,506.25 4,502.46 4,450.68
Less: Accum. Depreciation 2,419.25 2,507.66 2,627.92 2,500.67 2,364.58
Net Block 1,699.02 1,763.94 1,878.33 2,001.79 2,086.10
Capital Work in Progress 60.19 48.02 56.47 42.17 52.24
Investments 19,913.58 20,602.85 18,894.57 15,477.04 11,006.80
Inventories 1,063.50 961.51 742.58 728.38 719.07
Sundry Debtors 1,725.10 2,559.69 1,491.87 953.29 717.93
Cash and Bank Balance 316.34 933.07 792.66 301.36 867.03
Total Current Assets 3,104.94 4,454.27 3,027.11 1,983.03 2,304.03
Loans and Advances 1,732.29 1,965.33 1,284.52 2,133.59 1,791.20
Total CA, Loans & Advances 4,837.23 6,419.60 4,311.63 4,116.62 4,095.23
Current Liabilities 4,609.46 5,445.41 4,477.95 3,581.96 3,059.50
Provisions 238.47 155.18 237.79 199.06 160.52
Total CL & Provisions 4,847.93 5,600.59 4,715.74 3,781.02 3,220.02
Net Current Assets -10.70 819.01 -404.11 335.60 875.21
Total Assets 21,662.09 23,233.82 20,425.26 17,856.60 14,020.35

Contingent Liabilities 0.00 0.00 0.00 0.00 1,980.12

Book Value (Rs) 748.60 802.92 705.86 617.09 484.52
PROFIT AND LOSS ACCOUNT
Standalone Profit & Loss account ------------------- in Rs. Cr. -------------------
  Mar 20 Mar 19 Mar 18 Mar 17 Mar 16

  12 mths 12 mths 12 mths 12 mths 12 mths

INCOME
Revenue From Operations [Gross] 29,111.54 29,567.25 25,098.64 22,694.87 23,448.39
Less: Excise/Sevice Tax/Other Levies 0.00 0.00 398.34 1,321.35 1,296.68
Revenue From Operations [Net] 29,111.54 29,567.25 24,700.30 21,373.52 22,151.71
Other Operating Revenues 807.11 682.71 464.62 393.16 434.81
Total Operating Revenues 29,918.65 30,249.96 25,164.92 21,766.68 22,586.52
Other Income 1,733.56 1,649.31 1,347.25 1,221.97 1,073.59
Total Revenue 31,652.21 31,899.27 26,512.17 22,988.65 23,660.11
EXPENSES
Cost Of Materials Consumed 19,484.62 20,301.35 15,999.16 13,285.36 13,717.01
Purchase Of Stock-In Trade 1,586.67 1,579.38 1,401.25 1,382.47 1,276.40
Changes In Inventories Of FG,WIP And
-63.01 -56.42 9.68 -43.68 63.45
Stock-In Trade
Employee Benefit Expenses 1,389.21 1,255.40 1,069.09 997.07 917.12
Finance Costs 3.16 4.48 1.31 1.40 1.05
Depreciation And Amortisation Expenses 246.43 265.69 314.80 307.29 307.16
Other Expenses 2,454.90 2,218.33 1,926.38 1,745.38 1,847.62
Less: Amounts Transfer To Capital
29.97 30.10 24.07 22.27 17.02
Accounts
Total Expenses 25,072.01 25,538.11 20,697.60 17,653.02 18,112.79
  Mar 20 Mar 19 Mar 18 Mar 17 Mar 16

  12 mths 12 mths 12 mths 12 mths 12 mths

Profit/Loss Before Exceptional,

6,580.20 6,361.16 5,814.57 5,335.63 5,547.32
ExtraOrdinary Items And Tax
Exceptional Items 0.00 342.00 -32.00 0.00 0.00
Profit/Loss Before Tax 6,580.20 6,703.16 5,782.57 5,335.63 5,547.32
Tax Expenses-Continued Operations
Current Tax 1,547.26 1,818.59 1,646.36 1,455.92 1,641.42
Deferred Tax -67.04 209.39 68.11 50.41 -23.77
Tax For Earlier Years 0.00 0.00 0.00 1.74 0.00
Total Tax Expenses 1,480.22 2,027.98 1,714.47 1,508.07 1,617.65
Profit/Loss After Tax And Before
5,099.98 4,675.18 4,068.10 3,827.56 3,929.67
ExtraOrdinary Items
Profit/Loss From Continuing
5,099.98 4,675.18 4,068.10 3,827.56 3,929.67
Operations
Profit/Loss For The Period 5,099.98 4,675.18 4,068.10 3,827.56 3,929.67
  Mar 20 Mar 19 Mar 18 Mar 17 Mar 16

  12 mths 12 mths 12 mths 12 mths 12 mths

OTHER ADDITIONAL INFORMATION
EARNINGS PER SHARE
Basic EPS (Rs.) 176.30 161.60 140.60 132.30 135.80
Diluted EPS (Rs.) 176.30 161.60 140.60 132.30 135.80
VALUE OF IMPORTED AND INDIGENIOUS RAW
MATERIALS
STORES, SPARES AND LOOSE TOOLS
DIVIDEND AND DIVIDEND PERCENTAGE
Equity Share Dividend 5,208.60 1,736.20 1,591.52 144.68 2,893.68
Tax On Dividend 1,049.33 337.49 296.50 29.45 582.27
Equity Dividend Rate (%) 1,200.00 600.00 600.00 550.00 550.00

FINANCIAL ANALYTICS PRACTICES OF THE COMPANY

Financial Modeling
They look beyond the numbers and find the trends. As a member of their team, one will
extract meaningful information to engineer advice and solutions that have real-world
implications for various clients and the firm. This level of expert analysis involves large, at
times global, data sets – both structured and unstructured – to build predictive models that are
relevant to specific business centers and account for market variables. These quantitative
techniques then inform effective and accurate cross-asset trade and portfolio ideas for our
clients. In collaboration with ones team and others across the firm, an individual will build
and enhance advanced quantitative and analytical methods, utilizing software to design risk
modeling systems and develop machine learning algorithms. Specifically, ones role will
focus on providing APIs to clients helping them generate alpha, risk calculations and business
metrics. This valuable information will allow them to build and challenge risk models that
identify and quantify market and liquidity risk and modeling vulnerabilities.
PHASE 2
OPERATIONAL AND HR ANALYTICS PRACTICES OF THE COMPANY
Transition Experience
People through all phases of transition into, through, and out of the firm. This includes hiring
and on boarding, mobility, transitions into new leadership roles and being able to navigate
complex work situations. Recruiting is responsible for attracting, evaluating and hiring the
broadest and most diverse pool of campus and experienced talent to ensure we drive our
business into the future. Mobility maximizes the potential of our people by connecting our
talent to dynamic and diverse career opportunities across the firm and around the world.
Employee Relations (ER) advises and coaches managers and employees to prevent and
resolve challenging workplace situations and navigates the firm through organizational
change.
Employee Experience
They strive to enhance our peoples’ career experience through professional development,
targeted programming, world class benefits and wellness, competitive, market-driven
compensation, and ongoing opportunities for learning and advancement. Benefits and
Wellness delivers world class Benefits and Wellness programs to attract and retain top talent
and enhance the health and performance of the firm and our people. Executive Compensation
and Firm wide Compensation design best-in-class compensation and wealth creation
programs that differentiate Goldman Sachs and enable us to attract and retain the best talent.
Manager Experience
They aim to equip and empower managers to develop and lead high performing teams by
providing them with ongoing training, feedback, tools and best practices, and offering
strategic insights informed by data analytics.
Talent Advisors
Advise leaders and empower managers to unleash the potential of our talent and ensure best-
in-class people solutions by consulting the business on talent decisions, managing day-to-day
people activities, and advising on people-related activities in order to enable the firm.
OPERATIONAL ANALYTICS PRACTICES OF THE COMPANY
Operations is at the core of Goldman Sachs. For every trade agreed, every new product
launched or market entered, every transaction completed, it is Operations that enables
business to flow. Operations partners with all areas of the firm to deliver banking, sales and
trading, and asset management capabilities to all our clients. We work to protect the accuracy
and efficiency at every step of the trade. For example, if a company wants to buy a block of
stock, Operations first ensures that the stock and payment are ready to be traded. Next, we
make sure that the trade is settled properly and on time. And finally, Operations confirms that
each trade is reported accurately to the buyer, the seller, the firm and the regulators. Along
the way, Operations looks for anything that could expose our clients or the firm to financial
loss, penalty or other risks.
Operations does this for every transaction all around the world. Operations also aids in the
design of the technology, the information flows and the processes that make it all work. We
constantly monitor these systems and reengineer them to keep everything running as
efficiently as possible. The Operations division is split into four main functional areas:
Capital Markets Operations, Data Science & Engineering, Financial Analytics & Reporting
and Operations Design. Capital Market Operations acts as the front-line of the division to
enable all of the firm’s businesses and supports the life cycle of a trade by partnering with
clients and other divisions to mitigate risk and provide excellent client service.
Data Science & Engineering professionals develop cutting edge analytical tools and engineer
solutions to address operational challenges.
Operations Design professionals plan and execute change programs and create new financial
operations capabilities to drive efficiency, improve client service levels, and reduce our
operational risk.
Professionals in Financial Analytics & Reporting create financial models and manage the
division’s metrics to enable informed business decisions and improve the economics of our
business.
Operations recruits highly motivated individuals who can help the firm and its clients
facilitate business. Professionals in Operations come from various academic and professional
backgrounds and display the following personal qualities and attributes:
 Communication and interpersonal skills
 Intellectual curiosity, passion and self-motivation
 Strong sense of teamwork
 Leadership
 Sense of risk management
 Design, creativity and problem solving skills