DOCSLIB.ORG

PROPOSED MERGER YOUR VOTE IS VERY IMPORTANT to The

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
PROPOSED MERGER YOUR VOTE IS VERY IMPORTANT to The PROPOSED MERGER YOUR VOTE IS VERY IMPORTANT To the Stockholders of Standard Diversified Inc.: Standard Diversified Inc., which we refer to as SDI, and Turning Point Brands, Inc., which we refer to as TPB, have entered into an Agreement and Plan of Merger and Reorganization, which we refer to as the merger agreement, pursuant to which SDI will merge with and into a wholly-owned subsidiary of TPB, which we refer to as the merger. Immediately prior to the effective time of the merger, which we refer to as the effective time, each share of Class A and Class B Common Stock, $0.01 par value, of SDI, which we refer to collectively as SDI Common Stock, will be converted into a portion of the Stock Merger Consideration (as defined below) equal to a fraction of a share of TPB Voting Common Stock, $0.01 par value, which we refer to as TPB Common Stock, equal to (i) the total number of shares of TPB Common Stock constituting the Stock Merger Consideration, divided by (ii) the total number of SDI Common Stock outstanding at such date, plus the number of shares of SDI Common Stock underlying all restricted stock awards and restricted stock unit awards that will vest in accordance with the merger, but only to the extent such shares were not outstanding prior to such vesting. Each SDI stockholder’s aggregate portion of merger consideration will be rounded up to the next whole share of TPB Common Stock. The ‘‘Stock Merger Consideration’’ means a total number of shares of TPB Common Stock equal to 97% of the total number of shares of TPB Common Stock owned by SDI as of the effective time of the merger. Immediately after the merger, assuming that SDI will own 9,978,918 shares of TPB Common Stock immediately prior to the closing of the merger, which is the number of shares of TPB Common Stock owned by SDI as of the date of this proxy statement/prospectus, SDI’s stockholders as of immediately prior to the effective time are expected to own approximately 50.48% of the outstanding capital stock of TPB and 50.48% of the voting power of TPB. These percentages do not reflect any sales of shares of TPB Common Stock SDI may make, including, without limitation, in order to generate amounts it may need to satisfy its net liabilities exceeding $25,000, as required by the merger agreement. Should SDI make any such sales, the percentage ownership of TPB Common Stock by, and voting power of, SDI’s stockholders after the merger would be reduced accordingly. Shares of TPB Common Stock are currently listed on the New York Stock Exchange under the symbol ‘‘TPB.’’ On June 8, 2020, the latest practicable trading day before the date of this proxy statement/prospectus, the closing sale price of the TPB Common Stock on the New York Stock Exchange was $25.65 per share. Shares of SDI Class A Common Stock are currently listed on the NYSE American under the symbol ‘‘SDI.’’ On June 8, 2020, the latest practicable trading day before the date of this proxy statement/prospectus, the closing sale price of the SDI Class A Common Stock on the NYSE American was $13.46 per share. SDI is holding a special meeting of its stockholders in order to obtain the stockholder approvals necessary to complete the merger and related matters. The SDI special meeting will be a virtual meeting via live webcast on the Internet. At the SDI special meeting, which will be held at 11:00 a.m., local time, on July 9, 2020, unless postponed or adjourned to a later date, SDI will ask its stockholders, among other things: 1. to approve the merger agreement, and the transactions contemplated thereby, including the merger; 2. to approve, on an advisory basis, certain compensation that may be paid or become payable to named executive officers of SDI in connection with the merger; 3. to consider and, if necessary, vote upon an adjournment of the SDI special meeting to solicit additional proxies if there are not sufficient votes in favor of Proposal No. 1.; 4. to elect five directors of SDI to serve until SDI’s 2021 annual meeting of stockholders, and all until their respective successors are duly elected and qualified (provided that if Proposal No. 1 is approved and the merger is completed, SDI will be merged out of existence and will no longer have a board of directors, and there will be no SDI 2021 annual meeting of stockholders); 5. to approve, on an advisory basis, a resolution regarding named executive officer compensation for 2019; 6. to approve, on an advisory basis, a resolution regarding how frequently we will submit future advisory votes on executive officer compensation to our stockholders; and 7. to consider and act upon any other matters which may properly be brought before the meeting and at any adjournments or postponements thereof. As of June 8, 2020, SDI beneficially owns or controls an approximate 51.24% equity interest in TPB through ownership or control of 9,978,918 shares of TPB Common Stock, representing approximately 51.24% of the voting power of the TPB capital stock. On April 7, 2020, and based upon the recommendation of an independent special committee of the SDI board of directors, which we refer to as the SDI Board, the SDI Board unanimously (i) determined that the entry by SDI into the merger agreement, the merger and the other transactions contemplated by the merger agreement, are advisable and are fair to, and in the best interests of, SDI and its stockholders, (ii) approved and declared advisable the merger and the other transactions contemplated by the merger agreement, (iii) approved and authorized each of the transaction documents, including the merger agreement, and (iv) recommended that the stockholders of SDI approve the merger agreement and the other transactions contemplated thereby. The SDI Board accordingly recommends that SDI’s stockholders vote ‘‘FOR’’ Proposal Nos. 1, 2 and 3. The SDI Board also recommends that SDI’s stockholders vote ‘‘FOR’’ Proposal Nos. 4 and 5, and FOR the ‘‘One Year’’ option on Proposal No. 6. More information about TPB, SDI and the proposed transaction is contained in this proxy statement/prospectus. SDI urges you to read the accompanying proxy statement/prospectus carefully and in its entirety. IN PARTICULAR, YOU SHOULD CAREFULLY CONSIDER THE MATTERS DISCUSSED UNDER ‘‘RISK FACTORS’’ BEGINNING ON PAGE 15. SDI is excited about the opportunities the merger brings to SDI’s stockholders, and thank you for your consideration and continued support. Sincerely, Gregory H.A. Baxter Executive Chairman of the Board and Interim Chief Executive Officer Standard Diversified Inc. Neither the Securities and Exchange Commission nor any state securities commission has approved or disapproved of these securities or passed upon the adequacy or accuracy of this proxy statement/prospectus. Any representation to the contrary is a criminal offense. The accompanying proxy statement/prospectus is dated June 17, 2020, and is first being mailed to SDI’s stockholders on or about June 17, 2020. STANDARD DIVERSIFIED INC. 767 5th Avenue, 12th Floor New York, NY 10153 (212) 922-3752 NOTICE OF SPECIAL MEETING OF STOCKHOLDERS TO BE HELD ON JULY 9, 2020 Dear Stockholders of Standard Diversified Inc.: On behalf of the board of directors of Standard Diversified Inc., a Delaware corporation, which we refer to as SDI, we are pleased to deliver this proxy statement/prospectus for the 2020 special meeting of stockholders of SDI, which will be held on July 9, 2020 at 11:00 a.m., local time, which we refer to as the SDI special meeting, for the following purposes: 1. to consider and vote upon a proposal to approve and adopt the Agreement and Plan of Merger and Reorganization, dated as of April 7, 2020, which we refer to as the merger agreement, by and among Turning Point Brands, Inc., which we refer to as TPB, SDI, and Standard Merger Sub, LLC, a wholly-owned subsidiary of TPB, which we refer to as merger sub, pursuant to which SDI will merge with and into merger sub, which we refer to as the merger, a copy of which is attached as Annex A to this proxy statement/prospectus, and the transactions contemplated thereby, including the merger, the issuance of shares of TPB Common Stock to SDI’s stockholders pursuant to the terms of the merger agreement; 2. to approve, on an advisory basis, certain compensation that may be paid or become payable to named executive officers of SDI in connection with the merger; 3. to consider and, if necessary, vote upon an adjournment of the SDI special meeting to solicit additional proxies if there are not sufficient votes in favor of Proposal No. 1; 4. to elect five directors of SDI to serve until SDI’s 2021 annual meeting of stockholders, and all until their respective successors are duly elected and qualified (provided that if Proposal No. 1 is approved and the merger is completed, SDI will be merged out of existence and will no longer have a board of directors, and there will be no SDI 2021 annual meeting of stockholders); 5. to approve, on an advisory basis, a resolution regarding named executive officer compensation for 2019; 6. to approve, on an advisory basis, a resolution regarding how frequently we will submit future advisory votes on executive officer compensation to our stockholders; and 7. to consider and act upon any other matters which may properly be brought before the meeting and at any adjournments or postponements thereof.
Load more

Recommended publications
  • Sub-Theme 01: [SWG] Organization & Time: Organizing in the Nexus Between Short and Distant Futures
    Sub-theme 01: [SWG] Organization & Time: Organizing in the Nexus between Short and Distant Futures Convenors: Tima Bansal, Ivey Business School, Western University, Canada [email protected] Tor Hernes, Copenhagen Business School, Denmark, & University of South-Eastern Norway [email protected] Joanna Karmowska, Oxford Brookes University, United Kingdom [email protected] Session I: Thursday, July 04, 11:00 to 12:30, SH-PP - Charter Suite Introduction: The Short in the Distant and Vice Versa Chair: Tor Hernes Maximilian Weis and Patricia Klarner Temporal tensions in organizations: How to address different time horizons Discussant(s): Miriam Feuls Miriam Feuls, Mie Plotnikof and Iben Sandal Stjerne Challenging time(s): Exploring methodological challenges of researching temporality & organizing Discussant(s): Lianne Simonse Session II: Thursday, July 04, 14:00 to 15:30 - Parallel Stream - Parallel Stream A: Temporality in Sustainable Development - Room: SH-PP - Charter Suite Chair: Tima Bansal Dimitra Makri Andersen Time will Tell: Temporal Tensions in NGO – Business Partnerships for Sustainability Discussant(s): Christel Dumas Christel Dumas, Jacob Vermeire and Céline Louche Time and space in sustainable finance Discussant(s): Dimitra Makri Andersen Lianne Simonse and Petra Badke-Schaub Strategic design & time: Framing design roadmapping of long term futures Discussant(s): Maximilian Weis Parallel Stream B: Temporal Work and Organizational Performance - Room: SH-PP - Lower Ground Suite Chair: Joanna Karmowska Gerry McGivern, Sue Dopson, Ewan Ferlie and Michael D. Fischer ‘This isn’t the dream you have sold us’: Events, temporal work and expectations in a genetics network Discussant(s): Daniel Z. Mack and Quy Huy Sara Melo How adopting a long-term performance management perspective influences performance measurement, organisational learning, and performance Discussant(s): Gerry McGivern Daniel Z.
    [Show full text]
  • Business 1220E
    Instructor: Alexander (A.J) Miller Phone: (519) 630-3246 Email: [email protected] Office Hours: Noon – 2:30pm M & W CLASS INFORMATION Course Description Business 1220E gives students from all faculties the opportunity to learn business fundamentals in finance, marketing, operations, organizational behavior and general management. The course is delivered using Ivey’s renowned case method, which challenges students to learn by doing, within an active class environment. Students explore real business issues, make management decisions, defend their position and take action. This course will be particularly appealing to those students who want a glimpse of Ivey’s unique learning experience. Course Objectives C1. To present an introductory course in business administration and to offer students an exposure to Finance, Marketing, Operations, Organizational Behaviour and General Management. C2. To provide students with the opportunity to develop skills for effective problem-solving. To do this, students will learn basic analytical tools (e.g. projections, breakeven, cost-benefit analysis, etc.) and then be required to apply these tools to problems, using case methodology. C3. To provide students with the opportunity to practice decision-making with imperfect information under time constraints. C4. To develop communication skills, both oral and written. C5. To provide an overview of the first year of the HBA and MBA programs at the Ivey Business School. Student Learning Outcomes At the end of this course students will be able to: Business 1220E, Section 530 -33 2 Course Outline 2018-19 L1. Make decisions regarding loan requirements after having analyzed the past financial status of a firm ( via statement of cashflows and ratios), projecting future financial statements and assessing the sensitivity of and risk associated with loans (finance unit).
    [Show full text]
  • Case-For-Support.Pdf
    Together, we will be extraordinary. Adrian Owen Elizabeth Greene Greg Marshall Andrew Forgione Andrew Judge Canada Excellence Assistant Professor, Head Coach, Western BA’12 and former PhD candidate, Aboriginal Research Chair in Cognitive Department of Classical Mustangs Football is University Students’ Education is encouraging Neuroscience and Imaging Studies is creating new, challenging student- Council President is taking youth to pursue higher is collaborating with some experiential learning athletes to perform at their his Western experiences education to achieve of the most accomplished opportunities for students best on the football field to launch a career in their potential. clinicians and scientists to through the Vindolanda and in the classroom. provincial government. communicate with patients Field School program. in a vegetative state. Together, we will be extraordinary. Andrew Judge Sanna Malik Horia Hangan Rachel (Gee Yeng) Sham Dr. Chil-Yong Kang PhD candidate, Aboriginal BScN’12 and recipient Professor, Faculty Music student and recipient Professor Emeritus, Education is encouraging of the A.M.F.G. Award in of Engineering and Director, of the Bill Teng Hong Kong Microbiology & youth to pursue higher Nursing is thankful for Wind Engineering, Energy Scholarship is, like many Immunology, Schulich education to achieve donor support which has and Environment (WindEEE) international students at School of Medicine & their potential. inspired her to pursue a Research Institute is harnessing Western, feeling welcomed Dentistry and his team career in public health. the power of wind and studying and supported by students, are igniting discovery with ways to mitigate its risk in the faculty and staff. the promise of a future world’s first wind dome.
    [Show full text]
  • 2020-21 Operating and Capital Budgets
    Annex 1 2020-21 Operating and Capital Budgets March 31, 2020 Western University: 2020-21 Operating and Capital Budgets March 31, 2020 Table of Contents 2020-21 Operating Budget .................................................................................. Pages 1 to 33 A. Planning and Budgetary Context ........................................................................................1 B. Updates on Priorities and Initiatives from Last Year’s Budget .....................................4 C. Priorities for the 2020-21 Budget and New Initiatives ......................................................6 D. Two-Year Operating Budget Summary ............................................................................8 E. Summary of the 2020-21 Operating Budget .....................................................................10 Table 1: Two-Year Operating Budget Plan ................................................................11 Table 2: Summary of the 2020-21 Operating Budget .................................................12 F. Details of the 2020-21 Operating Revenue Forecasts ....................................................13 Government Grants .....................................................................................................13 Tuition Fees .................................................................................................................13 All Other Revenues .....................................................................................................13 G. Details of the 2020-21
    [Show full text]
  • Ivey MBA International Exchange Program Fact Sheet 2019-2020 Academic Year
    Ivey MBA International Exchange Program Fact Sheet 2019-2020 Academic Year School Contact Details Address Ivey Business School at Western University 1255 Western Road London, Ontario, Canada N6G 0N1 MBA Exchange MBA Program Services & MBA Exchange Program Program [email protected] Telephone: 1-519-661-3577 Fax: 1-519-850-2521 Contacts Ivey Business School: http://www.ivey.uwo.ca MBA Program: http://www.ivey.uwo.ca/mba MBA Exchange email: [email protected] For incoming and outgoing exchange students: Fiona McCann, MBA Program & Exchange Coordinator [email protected]. Tel: 1-519-661-3577 Contacting our MBA Office: Please send your questions to [email protected]. Our office is open Monday to Friday from 8:30am to 4:00pm Eastern Standard Time. For inquiries related to exchange with our HBA program (undergraduate business), please contact [email protected]. Nomination and Application Information Nomination Deadline Exchange students must be selected by their home university and nominated to the Ivey Business School by the Exchange Coordinator of their home university. Earlier selection is preferred; late nominations may be accepted. Please contact the MBA Exchange Coordinator if you need to submit a late nomination. Nomination deadline – April 30, 2019 (for Fall 2019 and Winter 2020 terms) In February/March, an email will be sent to Exchange Coordinators at partner schools with nomination instructions. Application Process & Application deadline – May 13, 2019 Deadline Following the nomination deadline, exchange students will be contacted with instructions on completing the online application. This application form is used for administration purposes. It is not intended as an “application” to the MBA Exchange Program.
    [Show full text]
  • University of Western Ontario's Ivey Business
    2018 FALL EXCHANGE THE BEST TIME TO EXCHANGE BECAUSE OF THE WEATHER AND THE NUMBER OF HOLIDAYS YOU GET UNIVERSITY OF WESTERN ONTARIO’S IVEY BUSINESS SCHOOL RANKED 9TH IN CANADA AS ONE OF THEIR BIGGEST PARTY UNIVERSITIES TOMAS, ANGEL DIANNE KIRSTY YEAR 3 MARKETING & MANAGEMENT MAJOR General Exchange Information First thing’s first: WESTERN IS A BIG PARTY SCHOOL. You have now been warned. Also since I was confused to why the place I was exchanging to was always referred to differently, let me first explain the difference between Ivey and Western: Ivey is the name used to refer to the business school in Western. Since Ivey students always have classes in Ivey and stay there at all times and because of the difference in teaching and examination styles, people typically say they are from Ivey rather than Western when they are asked. Students at Ivey also barely get to interact with other Western students and vice versa due to them typically never having to move between buildings. With that, I shall now move on to the basic information of my exchange, which I have ordered according to relevance. Visa Procedures & Flight I have a Hong Kong passport; therefore, I did not need to apply for a visa to go to Canada since I am able to legally stay in Canada for up to six months. Nevertheless, it was required for me to apply for an Electronic Travel Authentication (eTA) as a visa-exempt foreign national flying to Canada by air. You can check if you are eligible to get one online and apply for it online.
    [Show full text]
  • Classical Benders Decomposition (KC203) Cluster: CPAIOR Chair: Jean-François Cordeau, HEC Montreal
    Sunday, May 29, 2016 9:00am - 10:00am Session: Classical Benders Decomposition (KC203) Cluster: CPAIOR Chair: Jean-François Cordeau, HEC Montreal Classical Benders Decomposition Jean-François Cordeau, HEC Montréal, [email protected] Benders decomposition is a mathematical decomposition technique designed to solve large- scale linear and mixed-integer programs comprising two sets of variables such that a more tractable subproblem is obtained when the values of some "complicating" variables are fixed. The technique works by projecting the original problem on the space of the complicating variables, and by using a cutting plane method where cuts are generated by solving the subproblem. The purpose of this masterclass is to introduce the basic Benders decomposition methodology, to present several computational refinements that have shown to improve performance, and to discuss some recent developments. ______________________________________________________________________________ 10:15am - 11:15am Session: Logic-Based Benders Decomposition (KC203) Cluster: CPAIOR Chair: John Hooker, Carnegie Mellon University Logic-Based Benders Decomposition John Hooker, Carnegie Mellon University, [email protected] This is a tutorial on logic-based Benders decomposition, which generalizes the classical Benders method so as to accommodate an arbitrary subproblem rather than only a linear or continuous nonlinear programming problem. This allows one to apply Benders profitably to any problem that simplifies or decouples when certain variables are
    [Show full text]
  • CURRICULUM VITAE January 2019
    CURRICULUM VITAE January 2019 SHOONCHUL SHIN Ivey Business School, Western University 1255 Western Road, London, Ontario, Canada N6G 0N1 [email protected] EDUCATION Ph.D., Sociology, University of California at Berkeley, December 2016 • Dissertation Title: “Essays on Legitimacy and Organizational Outcomes.” • Committee: Heather Haveman (Chair), Neil Fligstein, and Toby Stuart (Haas School of Business) • Exam Fields: Organizational Theory (Heather Haveman); Cultural Sociology (Stephen Vaisey); Sociological Theory (Neil Fligstein) M.A., Sociology, University of California at Berkeley, May 2010 B.A., Sociology, Korea University, Seoul, South Korea, February 2002 ACADEMIC APPOINTMENT 8/2017 – present Postdoctoral fellow, Ivey Business School at Western University, Ontario, Canada Supervisor: Professor Pratima (Tima) Bansal RESEARCH AND TEACHING INTERESTS Economic sociology; organizational theory; macro-organizational behavior; strategic leadership; corporate social responsibility PEER REVIEWED PUBLICATIONS Shin, Shoonchul. “The Corporate Restructuring Imperative: Performance, Strategy, and CEO Dismissal in the Shareholder Value Era.” Forthcoming at Social Forces. DOI: 10.1093/sf/soz007 Shin, Shoonchul and Muncho Kim. 2007. “The Effect of Occupation and Employment Status upon Perceived Health.” Health and Social Sciences 22:205-224. (in Korean) Shin, Shoonchul. 2005. “The Formation and Development of National Tripartism in South Korea, 1997- 2002.” Journal of Social Research 9:127-166. MANUSCRIPTS AND WORKING PAPERS Shin, Shoonchul and Juyoung Lee. “Institutional Logics in Corporate Governance: Attributing for Poor Performance and Insider versus Outsider CEO Succession, 1960-2017.” Revise and resubmit at Administrative Science Quarterly. Shin, Shoonchul. “Categorical Legitimation: News Media, Cognitive Market Networks, and Population Dynamics.” (draft available) Shin, Shoonchul. “Categorization, Identity Construction, and the Survival of Entrepreneurial Ventures.” (draft available) Shin, Shoonchul, Pratima (Tima) Bansal, Juyoung Lee, and Heechan Song.
    [Show full text]
  • Kyle B. Murray
    July 2021 KYLE B. MURRAY Acting Dean & Stanley A. Milner Chair in Leadership Alberta School of Business, University of Alberta Edmonton, Alberta, Canada T6G 2R6 Tel: +1 780-248-1091 Email: [email protected] Web: www.kylemurray.com EDUCATION Ph.D. Marketing and Psychology, 2004 School of Business and Department of Psychology University of Alberta, Edmonton, Alberta, Canada B.Sc. Psychology, 1994 Faculty of Science, Department of Psychology University of Alberta, Edmonton, Alberta, Canada APPOINTMENTS 2021 – present Acting Dean & Stanley A. Milner Chair, Alberta School of Business University of Alberta, Edmonton, Alberta, Canada 2013 – present Professor, Alberta School of Business University of Alberta, Edmonton, Alberta, Canada 2017 – 2021 Vice Dean, Alberta School of Business University of Alberta, Edmonton, Alberta, Canada 2013 – 2020 Visiting Professor, Monash Business School Monash University, Melbourne, Australia 2008 – 2017 Director of the School of Retailing, Alberta School of Business University of Alberta, Edmonton, Alberta, Canada 2008 – 2013 Associate Professor, Alberta School of Business University of Alberta, Edmonton, Alberta, Canada 2012 Visiting Professor, School of Retailing and Services Management Technology University of Dublin, Ireland 2008 – 2010 Adjunct Professor, Ivey School of Business Western University, London, Ontario, Canada 2007 Visiting Professor, INSEAD Fontainebleau, France 2004 – 2008 Assistant Professor, Ivey Business School Western University, London, Ontario, Canada 1994 – 1999 Investment Advisor, Private Client Wealth Management Edmonton, Alberta, Canada BOOKS Babin, B. J., Harris, E. G., Murray, K. B., & Moore, S. (2022). CB: Consumer Behavior. 3rd Canadian Edition. Toronto, ON: Cengage, forthcoming. Babin, B. J., Harris, E. G., & Murray, K. B. (2014, 2017). CB: Consumer Behavior. 1st and 2nd Canadian Editions.
    [Show full text]
  • Intouch 4 0 1 5 8
    A MAGAZINE FOR ALUMNI SUMMER 2014 A MAGAZINE FOR ALUMNI AND FRIENDS OF THE IVEY BUSINESS SCHOOL / SPRING 2013 1 0 8 5 1 I0 NTOUCH 0 4 T N E M E E R G A S N O I T A C I L B U P WORLD Also in this issue THE CHANGING ROLE CHANGERS OF THE CIO Alumni like Mark Shuper, HBA’92, and are finding innovative ways to build THE CLASS a brighter future OF 2014 Intouch Features WORLD CHANGERS | Page 12 Despite the inducements of well-paid private sector jobs, many Ivey grads are choosing to use their skills and creativity in the non-profit world. And in true Ivey fashion, they’re finding innovative ways to make a difference. GLOBAL PERSPECTIVE: THE CLASS OF 2014 | Page 18 Along with everything else they learn at Ivey, recent graduates get extensive international experience. They’re ready to take on the world. FROM MAINFRAME TO BOARDROOM: THE CHANGING ROLE OF THE CIO | Page 24 CIOs used to be people with arcane technical knowledge and pocket protectors. Now they’re helping other senior leaders set direction and create value. And the role continues to evolve. Russ Bruch, HBA ’85, EMBA ’10, Senior VP and CIO at Ontario Teachers’ Pension Plan, believes the role of his team is to “be partners in helping the business be the best it can be.” Intouch Departments LEFT TURN | Page 10 The unique art of Tracey Lawko, MBA ’83, glows with the colours and textures of nature— a reflection of her idyllic studio on the Niagara escarpment.
    [Show full text]
  • Exchange Report Ivey Business School At
    EXCHANGE REPORT IVEY BUSINESS SCHOOL AT UNIVERSITY OF WESTERN ONTARIO IO, Ryan Fall Semester (2015 - 2016, Accounting and Finance) Part I – Monthly Activity Log September School usually starts pretty late for Ivey, it started at 11 th Sep this semester. As the first month of school and life at Canada, my first few weeks of life was overwhelmed by plenty of onboarding issues and orientation events. Aside from the orientation, I had also spent time to adapt the case method and the weather of Canada. October School work and residence issues were mostly settled. In terms of school work, I had taken 4 courses, mostly financial courses. Yet, the demand of work was much more than that of UST, since the classes are in discussion format and the case study method requires many upfront preparation. Since the courses that I took has no mid-term exam component, so I had spent a week time to travel Toronto, Montreal and Quebec City. I had also been to Niagara Falls and crossed the border to Buffalo City to do some winter gear shopping at their outlet mall. There is also an annual highlight of UWO called the Homecoming event, where Alumni would come back to watch football game. Students would also literally start drinking and get drunk in the morning as early as 8 am. Remember to dress in purple color and got some mustang features on your body! November It was much colder during this time with temperature around 0-8c and where the first snow took place. School work had become much busier since there were group projects and individual assignments due.
    [Show full text]
  • Extraordinary Talent
    hirewesternu Connecting employers with extraordinary talent. hirewesternu.ca Extraordinary talent lives here. FACULTY OF ARTS & HUMANITIES FACULTY OF INFORMATION & MEDIA STUDIES BRESCIA UNIVERSITY COLLEGE KING’S UNIVERSITY COLLEGE IVEY BUSINESS SCHOOL FACULTY OF LAW FACULTY OF EDUCATION SCHULICH SCHOOL OF MEDICINE & DENTISTRY FACULTY OF ENGINEERING DON WRIGHT FACULTY OF MUSIC SCHOOL OF GRADUATE & FACULTY OF SCIENCE POSTDOCTORAL STUDIES FACULTY OF SOCIAL SCIENCE FACULTY OF HEALTH SCIENCES WESTERN CONTINUING STUDIES HURON UNIVERSITY COLLEGE Today’s students are tomorrow’s community and business leaders — A Message from and nowhere better than Western are extraordinary careers shaped by the real- world knowledge, skills and experience the President our students develop while pursuing their postsecondary studies. As a business leader contemplating the value a student employee or intern could bring to your organization, you’ve come to Table of Contents the right place. highachieving 6 Western is home not only to the brightest students in Ontario — our first-year communityengaged 8 students have the highest entering grades in the province — but our campus globalready 10 is also home to thousands of the most community-oriented and entrepreneurial young citizens in the country. Attracted researchoriented 12 by Western’s comprehensive range of globally recognized academic and research entrepreneurial 14 programs and an ever-increasing number of international and experiential learning leadersoftomorrow 16 opportunities, our students are smart, ambitious and engaged. Recruit at Western 18 Why not build your organization while Work Integrated Learning 22 building the career of an extraordinary future leader? Connect with one of our students and find out for yourself why more Top 40 Under 40 award winners are graduates of Western than any other Canadian university.
    [Show full text]