Vault Guide to the Top 25 Banking Employers, 2021 Edition
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Investor Presentation May 2, 2018 Notices and Disclaimers
Investor Presentation May 2, 2018 Notices and Disclaimers Forward-Looking Statements This presentation contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements include certain information concerning future results of operations, business strategies, financing plans, competitive position, potential growth opportunities, potential operating performance improvements, the effects of competition and the effects of future legislation or regulations. Forward-looking statements include all statements that are not historical facts and can be identified by the use of forward-looking terminology such as the words “believe,” “expect,” “plan,” “intend,” “anticipate,” “estimate,” “predict,” “potential,” “continue,” “may,” “might,” “should,” “could” or the negative of these terms or similar expressions. Forward-looking statements involve risks, uncertainties and assumptions. Actual results may differ materially from those expressed in such forward-looking statements. You should not put undue reliance on any forward-looking statements contained herein. PJT Partners undertakes no obligation to publicly update or review any forward-looking statement, whether as a result of new information, future developments or otherwise. The risk factors discussed in the “Risk Factors” section of our Annual Report on Form 10-K for the year ended December 31, 2017, filed with the United States Securities and Exchange Commission (“SEC”), as such factors may be updated from time to time in our periodic filings with the SEC, accessible on the SEC’s website at www.sec.gov, could cause the results of PJT Partners to differ materially from those expressed in forward-looking statements. -
Wharton Class of 2002
Wharton0B Undergraduate Class of 2011 Career19B Plans Survey Report 20U 11U Number of Degrees Awarded 676 Number of Completed Surveys 600 Response20B Rate 88.8% SUMMARY OF POST-GRADUATION PLANS Additional Non-Grad Education Seeking Graduate This report summarizes responses from Graduate School 0.3% School 5.3% 0.2% December 2010 and May/August 2011 Seeking Employment Wharton Bachelor of Science in Part-time Employed 4.2% Other 0.3% Economics degree recipients. 0.5% Short-term Employed 1.2% Even though the national unemployment Self-Employed rate remained stubbornly high during the 2.2% 2010-2011 academic year, the Wharton students fared extremely well in their job and graduate school searches. Most students (89.5%) entered the working world, while another 5.6 pursued further education. The average base salary rose significantly to $66,412, nearly $3,000 Full-time Employed more than the average salary for the Class 85.8% of 2010. JOB FUNCTIONS OF WHARTON GRADUATES The Class of 2011 entered a wide range of job functions upon graduation with investment banking, consulting, sales and trading, investment management and marketing/sales being top areas of interest for our students. Large employers such as Goldman Sachs, Citi, Morgan Stanley, J.P. Morgan, Boston Consulting Group and McKinsey hired the greatest number of Wharton graduates. However, students accepted employment in smaller numbers with a wide range of other employers including Abercrombie & Fitch, Kraft Foods, Google, L’Oreal, Prophet, PepsiCo and Teach for America. Report prepared by Barbara Hewitt, Senior Associate Director, Career Services, University of Pennsylvania, November 2011 METHODOLOGY Students were asked via several e-mail requests during Spring 2011 to complete an online version of the Career Plans Survey. -
Annual Report
COUNCIL ON FOREIGN RELATIONS ANNUAL REPORT July 1,1996-June 30,1997 Main Office Washington Office The Harold Pratt House 1779 Massachusetts Avenue, N.W. 58 East 68th Street, New York, NY 10021 Washington, DC 20036 Tel. (212) 434-9400; Fax (212) 861-1789 Tel. (202) 518-3400; Fax (202) 986-2984 Website www. foreignrela tions. org e-mail publicaffairs@email. cfr. org OFFICERS AND DIRECTORS, 1997-98 Officers Directors Charlayne Hunter-Gault Peter G. Peterson Term Expiring 1998 Frank Savage* Chairman of the Board Peggy Dulany Laura D'Andrea Tyson Maurice R. Greenberg Robert F Erburu Leslie H. Gelb Vice Chairman Karen Elliott House ex officio Leslie H. Gelb Joshua Lederberg President Vincent A. Mai Honorary Officers Michael P Peters Garrick Utley and Directors Emeriti Senior Vice President Term Expiring 1999 Douglas Dillon and Chief Operating Officer Carla A. Hills Caryl R Haskins Alton Frye Robert D. Hormats Grayson Kirk Senior Vice President William J. McDonough Charles McC. Mathias, Jr. Paula J. Dobriansky Theodore C. Sorensen James A. Perkins Vice President, Washington Program George Soros David Rockefeller Gary C. Hufbauer Paul A. Volcker Honorary Chairman Vice President, Director of Studies Robert A. Scalapino Term Expiring 2000 David Kellogg Cyrus R. Vance Jessica R Einhorn Vice President, Communications Glenn E. Watts and Corporate Affairs Louis V Gerstner, Jr. Abraham F. Lowenthal Hanna Holborn Gray Vice President and Maurice R. Greenberg Deputy National Director George J. Mitchell Janice L. Murray Warren B. Rudman Vice President and Treasurer Term Expiring 2001 Karen M. Sughrue Lee Cullum Vice President, Programs Mario L. Baeza and Media Projects Thomas R. -
Employment Report
2019 EMPLOYMENT REPORT Columbia Business School students experience unparalleled access to dynamic companies and leaders After 21 years of teaching at this institution, it is an honor to assume the role of Dean of Columbia Business School. in New York and around the world, I want to thank Dean Glenn Hubbard for his excellent joining an entrepreneurial community stewardship of the School over these last 15 years. that fosters innovation and creates Columbia Business School is ushering in a new generation of students during a critical time—one that demands we everyday impact in the global address the rapidly-evolving needs of business in the digital future. The nature of the MBA job market has changed and so too must business education, which is at an inflection point, marketplace. They build connections where data science is as important as management science. with practitioners and industry This is why we must redefine business education, by sharpening our curriculum in order to embrace how technology, data, and leaders, and tap into a lifetime algorithms are transforming business. We will need to continue to create experiential learning opportunities to better prepare students for careers in the digital future across industries. We network of more than 47,000 alumni must strengthen our engagement with the University, creating curricular opportunities for our students, and exploring spanning over 100 countries who offer collaborative research in areas of broader impact and of significant interest to the School. We must also strengthen mentoring opportunities, internships, faculty thought leadership and enhance lifelong learning by offering new courses to alumni who want to continuously and so much more. -
Announcing: Finalists Circle for the Prestigious M&A
GLOBAL MAJOR MARKETS CONGRATULATIONS to all the OUTSTANDING FINALISTS of the YEAR, 2014 ANNUAL AWARDS GALA DINNER June 12, 2014, New YORK, USA. Global M&A Network congratulates the distinguished group of finalists nominees for the one and only, GLOBAL MAJOR MARKETS, M&A ATLAS AWARDS. Prestigious awards exclusively honors excellence from all corners of the globe for executing M&A transactions valued above a billion dollars as always in the categories of: 40 Deal, 7 Outstanding Firm and 4 Global M&A Dealmakers of the Year awards. In a highly competitive process, a total of 185 transactions closed during January 2013 to January 31, 2014 were evaluated. From the pool of 185 deals, 106 deals are included in the finalists list. Eventually, only 40 deals will win at the annual awards gala. Prestige: Winning the M&A ATLAS AWARDS conveys a resounding message that the winner has accomplished the highest performance and excellence standards, worldwide. As always, the winners are selected independently for closing the best value-generating and game- changing transformational transactions based on identifiable criteria such as deal novelty/structure, sector/jurisdiction/market complexities, synergies/rationale/style, financial value, brand competitiveness, leadership, tenacity, resourcefulness and additional related metrics. Winners Circle Celebration: Winners are honored at the awards dinner trophy presentation ceremony held on June 12, 2014 at the Harvard Club of New York. WHAT to DO if you are among the coveted group of distinguished finalists? If you submitted nominations, please confirm your guest attendance for the annual Awards Gala Dinner, held on the evening of June 12, 2014, NY. -
Financial Rankings
GLOBAL M&A MARKET REVIEW FINANCIAL RANKINGS 1H 2017 1H 2017 GLOBAL M&A FINANCIAL ADVISORY RANKINGS The Bloomberg M&A Advisory League Tables are the definitive publication of M&A advisory rankings. The CONTENTS tables represent the top financial and legal advisors across a broad array of deal types, regions, and industry sectors. The rankings data is comprised of mergers, acquisitions, divestitures, spin-offs, debt-for-equity- 1. Introduction swaps, joint ventures, private placements of common equity and convertible securities, and the cash 2. Global M&A Heat Map injection component of recapitalization according to Bloomberg standards. 3. Global M&A Regional Review 4. Global M&A League Tables Bloomberg M&A delivers real-time coverage of the M&A market from nine countries around the world. We 5. Americas M&A Regional Review provide a global perspective and local insight into unique deal structures in various markets through a 6. Americas M&A League Tables network of over 800 financial and legal advisory firms, ensuring an accurate reflection of key market trends. 8. EMEA M&A Regional Review Our quarterly league table rankings are a leading benchmark for legal and financial advisory performance, and our Bloomberg Brief newsletter provides summary highlights of weekly M&A activity and top deal 9. EMEA M&A League Tables trends. 12. APAC M&A Regional Review 13. APAC M&A League Tables Visit {NI LEAG CRL <GO>} to download copies of the final release and a full range of market specific league 16. Disclaimer table results. On the web, visit: http://www.bloomberg.com/professional/solutions/investment-banking/. -
Direct Testimony of Joseph S. Fichera, Chief Executive Officer
Fichera Testimony Exhibit 3-C Direct Testimony of Joseph S. Fichera, Chief Executive Officer Saber Partners, LLC Proprietary Page 1 of 28 Saber Partners, LLC 2018 Fichera Testimony Exhibit 3-C 1 DIRECT TESTIMONY OF JOSEPH S. FICHERA, CPUC R.17-06-026 2 Q. Please state your name and business address. 3 A. Joseph S. Fichera, Saber Partners, LLC, 44 Wall Street, New York, New York 10005 4 Q. By whom are you employed and what is your position? 5 A. I am a member of Saber Partners, LLC and serve as its Chief Executive Officer. I am also 6 Senior Advisor to The Williams Capital Group. L.P. 7 Q. Please describe your duties and responsibilities at Saber Partners. 8 A. I manage the organization and execute assignments for clients by providing confidential, 9 independent, senior level analysis, advice, and execution for Chief Executive Officers, Regulators, 10 Elected Officials, Chief Financial Officers, Treasurers, and others. 11 Q. Please describe your educational background and professional experience. 12 A. I have a bachelor’s degree in Public Affairs from Princeton University’s Woodrow Wilson 13 School of Public and International Affairs. I also have a master’s degree in Business Administration 14 from Yale University’s School of Management. In 1995-1996, I was an executive fellow in residence 15 at the Woodrow Wilson School of Public and International Affairs at Princeton. 16 I have worked in the fields of finance and investment banking since 1982. I began as an 17 Associate in the Public Finance Department of Dean Witter Reynolds 1982-1984 (now a part of 18 Morgan Stanley). -
Barclays Bank PLC Schedule 1: Best Execution – How We Execute and Arrange Transactions for You
Best Execution How we execute and arrange transactions for you Barclays Bank PLC Schedule 1: Best Execution – How we Execute and Arrange transactions for you Introduction Barclays Executes and Arranges orders in various asset classes depending on the products and services we are providing to you. Asset classes include equities, debt instruments, collective investment schemes, derivative instruments and foreign exchange. In carrying out this activity we will Execute orders directly with a trading venue (such as a Regulated Market, Multilateral Trading Facility or Organised Trading Facility) or with counterparties that are systematic internalisers or market makers. We may also Arrange transactions for you by transmitting orders to counterparties to Execute. Before we complete any transactions in investments for you, it is important that you understand how we will Execute or Arrange such transactions. The information contained in this policy is a summary of our best execution policies and is designed to provide you with a general understanding of our typical dealing arrangements for different asset classes (Part 3) and the execution venues and other counterparties (such as investment firms) to which we transmit orders (Part 4). Please note that this information should not be seen as a prescriptive statement of how a particular order must be dealt with. Best execution is the requirement to take all sufficient steps to obtain, the best possible result for you taking into account various execution factors relevant to the order. It applies both when we Execute orders and Arrange transactions for you. Part 1 – When we apply best execution to your investment transactions We will apply our best execution standards to all of your orders. -
10Th Annual International M&A Award Winners
10TH ANNUAL INTERNATIONAL M&A AWARD WINNERS I. SECTOR DEAL OF THE YEAR FINANCIALS DEAL OF THE YEAR Acquisition of Silexx Financial Systems by Chicago Board Options Exchange Benchmark International Silexx Chicago Board Options Exchange Broad and Cassel Jenner and Block HEALTHCARE/LIFE SCIENCES DEAL OF THE YEAR Acquisition of Robotics Developer KB Medical by Globus Medical Choate Hall & Stewart LLP Wyrick Robbins Yates & Ponton LLP MATERIALS DEAL OF THE YEAR Restructuring of ESML Dentons US LLP Alvarez & Marsal Ducera Partners LLC Bailey Duquette P.C B. Riley FBR, Inc. Guggenheim Securities, LLC Quinn Emanuel White & Case LLP Baker McKenzie Independent CONSUMER DISCRETIONARY DEAL OF THE YEAR Investment in Ganni by L Catterton L Catterton ClearWater International Tikehau IM Ganni PwC Lundgrens CONSUMER STAPLES DEAL OF THE YEAR Sale of Buddy’s Kitchen to Premium Brands Holdings Lazard Middle Market Premium Brands Holdings Buddy's Kitchen SK Foods Fredrikson & Byron Bryan & Company CliftonLarsonAllen PROFESSIONAL SERVICES (B-TO-B) DEAL OF THE YEAR Acquisition of CEC Controls Company, Inc. by Wood Group Generational Equity CEC Controls Copmany Inc. John Wood Group plc Generational Capital Markets, Inc. Jones Day Howard and Howard Baker Tilly ENERGY DEAL OF THE YEAR Restructuring of Ocean Rig Evercore AlixPartners Ocean Rig Milbank, Tweed, Hadley & McCloy LLP Maples and Calder Orrick, Herrington & Sutcliffe LLP Evercore Partners International LLP Ogier Sidley Austin LLP Kalo Advisors 1 INFORMATION TECHNOLOGY DEAL OF THE YEAR Acquisiton of Utimaco by EQT Raymond James EQT INDUSTRIALS DEAL OF THE YEAR Acquisition Cooper & Turner by Watermill Group The Watermill Group Mazars LLP Mincoffs Solicitors LLP Grant Thornton UK LLP K&L Gates TELECOMMUNICATION SERVICES DEAL OF THE YEAR Sale of Vector Software, Inc. -
Perella Weinberg Partners LP
Perella Weinberg Partners LP Peter Weinberg—Founding Partner Partner Peter Weinberg co-founded Perella Weinberg Partners, a private financial services firm, in June 2006 to provide M&A advisory and alternative asset management services. The firm has offices in New York and London and serves companies, families and institutions around the world. Mr. Weinberg has been in the investment banking industry for over 25 years. Prior to co-founding Perella Weinberg Partners, he served as chief executive officer of Goldman Sachs International, based in London. He was elected partner of the firm in 1992, co-headed the global investment banking division, and served on the management committee for six years. He also co-headed the partnership committee. Mr. Weinberg is on the board of BAE Systems PLC and GLG Partners, both are based in London. He has been committed to many educational institutions and currently serves on the boards of Deerfield Academy, Brunswick School, The Kravis Leadership Institute and the Kings Academy in Jordan. Mr. Weinberg graduated from Claremont McKenna College in 1979 and Harvard Business School in 1983. He currently lives outside of New York with his wife, Debby, and three children: Sidney, Charles and Henry. Q&A with Peter Weinberg What are some steps that you took to get to the position that you are in now? I spent almost 20 years at Goldman Sachs, which formed the bulk of my career. I left after having served as chief executive of Goldman Sachs International for seven years and came back to the United States. I lived in London while I served in that capacity and returned to the United States in 2005, when I decided that I wanted to start a new company. -
Including League Tables of Financial Advisors
An Acuris Company Finding the opportunities in mergers and acquisitions Global & Regional M&A Report 2019 Including League Tables of Financial Advisors mergermarket.com An Acuris Company Content Overview 03 Global 04 Global Private Equity 09 Europe 14 US 19 Latin America 24 Asia Pacific (excl. Japan) 29 Japan 34 Middle East & Africa 39 M&A and PE League Tables 44 Criteria & Contacts 81 mergermarket.com Mergermarket Global & Regional Global Overview 3 M&A Report 2019 Global Overview Regional M&A Comparison North America USD 1.69tn 1.5% vs. 2018 Inbound USD 295.8bn 24.4% Outbound USD 335.3bn -2.9% PMB USD 264.4bn 2.2x Latin America USD 85.9bn 12.5% vs. 2018 Inbound USD 56.9bn 61.5% Outbound USD 8.9bn 46.9% EMU USD 30.6bn 37.4% 23.1% Europe USD 770.5bn -21.9% vs. 2018 50.8% 2.3% Inbound USD 316.5bn -30.3% Outbound USD 272.1bn 28.3% PMB USD 163.6bn 8.9% MEA USD 141.2bn 102% vs. 2018 Inbound USD 49.2bn 29% Outbound USD 22.3bn -15.3% Ind. & Chem. USD 72.5bn 5.2x 4.2% 17% 2.6% APAC (ex. Japan) USD 565.3bn -22.5% vs. 2018 Inbound USD 105.7bn -14.8% Outbound USD 98.9bn -24.5% Ind. & Chem. USD 111.9bn -5.3% Japan USD 75.4bn 59.5% vs. 2018 Inbound USD 12.4bn 88.7% Global M&A USD 3.33tn -6.9% vs. 2018 Outbound USD 98.8bn -43.6% Technology USD 21.5bn 2.8x Cross-border USD 1.27tn -6.2% vs. -
Corporate Governance in the Global Economy: the Changing Role of Directors
Corporate Governance in SESSION REPORT the Global Economy: The Changing Role of 550 Directors SALZBURG GLOBAL FORUM ON CORPORATE GOVERNANCE Salzburg Global Seminar is grateful to the following organizations for their generous support of this session: Partners: Bank of New York Mellon, Goldman Sachs and Shearman & Sterling LLP Sponsors: Barclays, LIXIL Corp., Mars, Inc., Potter Anderson Corroon LLP, the State of Delaware, and Warburg Pincus LLC Additional support: University of Pennsylvania Salzburg Global Seminar would like to thank all participants for donating their time and expertise to this session. Session 550 Salzburg, October 1 to 3, 2015 Corporate Governance in Report Author: Victor T. Nilsson the Global Economy: Contributors: John J. Cannon III Charles E. Ehrlich The Changing Role of Jodie A. Kirshner Simon Lorne Robert Mundheim Directors Clare Shine Ingvild A. Sørensen Siobhan C. Sweeney Cristina Ungureanu Photos: Ela Grieshaber Editor: Louise Hallman 03 Session 550 | Corporate Governance in the Global Economy: The Changing Role of Directors Table of Contents 05 Foreword by Clare Shine 07 Overview 09 Session Report by Victor T. Nilsson 09 The Purpose of the Corporation 12 FELLOw’S InsigHT by Ingvild A. Sørensen Directors as Change Agents for the Corporation of the 21st Century 13 The Composition and Role of the Board 17 FELLOw’S InsigHT by Siobhan C. Sweeney Rethinking “Independent Directors” 19 The Skills and Leadership Style of Effective Directors 23 FELLOw’S InsigHT by Cristina Ungureanu Re-making the Board 25 Internal and External Controls on Corporate Activity 31 The Role of Shareholders and Other Stakeholders of the Corporation 34 FELLOw’S InsigHT by Jodie A.