21st Century Financial Company edition. Courtesy of Goldman Sachs:
Fanning out from its headquarters bounded by Vesey and Murray Streets, next to the World Financial Center and a block northwest of ever-rising ground zero, there is now a kind of Goldman village anchored by Goldman Alley, as the locals call the public passageway between Vesey and Murray that’s shielded by a tilted glass canopy.
In this Goldman-enabled world, any of its 8,000 employees can dart downstairs and acquire spicy onion rings at 1 a.m. Or, if the need arises during the day, pick up a Cymbidium orchid. Or grab a bottle of A. Edmond Audry Tres Ancienne Grande Champagne Cognac.
Its location and thick wallet allowed Goldman to assemble its environment as few companies in New York ever have. Since it is a busy user of black cars and cabs, it carved out a driveway in front of its building. It contracted with two parking lots nearby for black cars to sit, keeping them from idling on the street. (Residents say traffic has still worsened.)
Goldman employees visiting from out of town must sleep, so the company bought a hotel and then upgraded it to fit its particularities. And when you need a place to park, a good solution is always to buy a parking garage. So Goldman did, acquiring the lease to the public garage at the Riverhouse condominium building nearby. The hotel offers valet parking at the garage.
Goldman occupies another tower across the Hudson River in Jersey City, and owns the pier there. Ferries already plowed back and forth, but Goldman paid the BillyBey Ferry Company to increase frequency to every seven or eight minutes from 6 a.m. to 9:30 p.m. Residents have repeatedly lamented the noise and pollution, so Goldman has built two quieter ferry boats of its own, though they are not yet in service.
There is this note on pricing:
He said he had learned that workers at their desks after-hours at Goldman and the various towers typically got a meal voucher of $25. So Blue Smoke offers a $25 takeout dinner.
No word on whether or not they use scrip. And this bit on how communities adapt their rythms:
Anthony Roche, the chief operating officer of the Battery Place Market, said 70 percent to 80 percent of his business was Goldman. He set his hours to fit the firm’s rhythms. The market opens at 6 a.m., when some employees are trundling in, and doesn’t close until 1 a.m.
“That’s for the bankers working overnight,” Mr. Roche said. “There’s a rush from 10 at night until 1. They’ll buy some fresh salmon with sides or one of our combo meals.”