David A. Coulter Named Executive Chairman of Investment Bank and Expands Responsibilities

Total Page:16

File Type:pdf, Size:1020Kb

David A. Coulter Named Executive Chairman of Investment Bank and Expands Responsibilities David A. Coulter named Executive Chairman of Investment Bank and expands responsibilities Steve Black and Bill Winters to become co-CEOs of J.P. Morgan Investment Bank New York, March 5, 2004 - William B. Harrison, Chairman and Chief Executive Officer of J.P. Morgan Chase & Co., today announced that David A. Coulter, currently Vice Chairman of JPMorgan Chase and Chief Executive Officer of J.P. Morgan, the company's investment banking arm, will become executive Chairman of the Investment Bank. In addition, the firm's private equity operations will now come under Mr. Coulter. He will retain his responsibility as executive Chairman of JPMorgan Fleming Asset Management and JPMorgan Private Bank. As part of that announcement Steve Black and Bill Winters, currently deputy co-heads of the Investment Bank, will become its co-CEOs, assuming day-to-day responsibility for the business. Mr. Black is currently global head of the firm's Equities business, and Mr. Winters is global head of the firm's Credit & Rate Markets business. They will continue report to Dave Coulter. The Investment Bank's management committee will report to them. They will focus their areas of responsibility regionally with Mr. Black having primary oversight for the Americas and Mr. Winters having primary oversight for Europe and Asia-Pacific. Jeff Walker will continue to be head of JPMorgan Partners and will report to Mr. Coulter. Upon successful completion of the merger with Bank One, Richard Cashin, head of One Equity Partners, the private equity arm of Bank One, will also report to Mr. Coulter. Jes Staley will remain head of JPMorgan Fleming Asset Management, JPMorgan Invest and JPMorgan Private Bank, continuing to report to Mr. Coulter. Global Treasury, headed by Ina Drew, will shift out of the Investment Bank in order to expand its role, upon completion of the Bank One merger, in managing the combined firm's more diverse balance sheet. In her broader role, Ina Drew will continue to report to Mr. Coulter. Jimmy Lee, Vice Chairman of JPMorgan Chase and Chairman of Investment Banking North America, will report to Mr. Coulter for investment banking matters and continue to report to Mr. Harrison for corporate-wide initiatives, such as LeadershipMorganChase. Walter Gubert, Vice Chairman of JPMorgan Chase and Chairman of Europe, Middle East and Africa for the firm, will also report to Mr. Coulter. It was also announced that Blythe Masters, currently head of Credit Policy, Strategy and Porfolio Management, will become CFO of the Investment Bank, and Susan LaMonica, currently head of Human Resources for Chase Financial Services, will become head of HR for the Investment Bank. "Dave Coulter has had outstanding results managing two of our largest businesses," said Mr. Harrison. "We want to leverage his leadership further across the firm. He will remain heavily involved in strategy and risk management issues for the IB. Steve and Bill have had deputy oversight for the Investment Bank for nearly two years and have been great leaders of our business. I'm confident they will continue our momentum toward being the leading and most influential investment bank in the world." J.P. Morgan Chase & Co. is a leading global financial services firm with assets of $771 billion and operations in more than 50 countries. The firm is a leader in investment banking, financial services for consumers and businesses, financial transaction processing, investment management, private banking and private equity. A component of the Dow Jones Industrial Average, JPMorgan Chase is headquartered in New York and serves more than 30 million consumers nationwide, and many of the world's most prominent corporate, institutional and government clients. Information about JPMorgan Chase is available on the Internet at www.jpmorganchase.com..
Recommended publications
  • JP Morgan Chase Sofya Frantslikh Pace University
    Pace University DigitalCommons@Pace Honors College Theses Pforzheimer Honors College 3-14-2005 Mergers and Acquisitions, Featured Case Study: JP Morgan Chase Sofya Frantslikh Pace University Follow this and additional works at: http://digitalcommons.pace.edu/honorscollege_theses Part of the Corporate Finance Commons Recommended Citation Frantslikh, Sofya, "Mergers and Acquisitions, Featured Case Study: JP Morgan Chase" (2005). Honors College Theses. Paper 7. http://digitalcommons.pace.edu/honorscollege_theses/7 This Article is brought to you for free and open access by the Pforzheimer Honors College at DigitalCommons@Pace. It has been accepted for inclusion in Honors College Theses by an authorized administrator of DigitalCommons@Pace. For more information, please contact [email protected]. Thesis Mergers and Acquisitions Featured Case Study: JP Morgan Chase By: Sofya Frantslikh 1 Dedicated to: My grandmother, who made it her life time calling to educate people and in this way, make their world better, and especially mine. 2 Table of Contents 1) Abstract . .p.4 2) Introduction . .p.5 3) Mergers and Acquisitions Overview . p.6 4) Case In Point: JP Morgan Chase . .p.24 5) Conclusion . .p.40 6) Appendix (graphs, stats, etc.) . .p.43 7) References . .p.71 8) Annual Reports for 2002, 2003 of JP Morgan Chase* *The annual reports can be found at http://www.shareholder.com/jpmorganchase/annual.cfm) 3 Abstract Mergers and acquisitions have become the most frequently used methods of growth for companies in the twenty first century. They present a company with a potentially larger market share and open it u p to a more diversified market. A merger is considered to be successful, if it increases the acquiring firm’s value; m ost mergers have actually been known to benefit both competition and consumers by allowing firms to operate more efficiently.
    [Show full text]
  • PEI June2020 PEI300.Pdf
    Cover story 20 Private Equity International • June 2020 Cover story Better capitalised than ever Page 22 The Top 10 over the decade Page 24 A decade that changed PE Page 27 LPs share dealmaking burden Page 28 Testing the value creation story Page 30 Investing responsibly Page 32 The state of private credit Page 34 Industry sweet spots Page 36 A liquid asset class Page 38 The PEI 300 by the numbers Page 40 June 2020 • Private Equity International 21 Cover story An industry better capitalised than ever With almost $2trn raised between them in the last five years, this year’s PEI 300 are armed and ready for the post-coronavirus rebuild, writes Isobel Markham nnual fundraising mega-funds ahead of the competition. crisis it’s better to be backed by a pri- figures go some way And Blackstone isn’t the only firm to vate equity firm, particularly and to towards painting a up the ante. The top 10 is around $30 the extent that it is able and prepared picture of just how billion larger than last year’s, the top to support these companies, which of much capital is in the 50 has broken the $1 trillion mark for course we are,” he says. hands of private equi- the first time, and the entire PEI 300 “The businesses that we own at Aty managers, but the ebbs and flows of has amassed $1.988 trillion. That’s the Blackstone that are directly affected the fundraising cycle often leave that same as Italy’s GDP. Firms now need by the pandemic, [such as] Merlin, picture incomplete.
    [Show full text]
  • Chicago Fed Letter: Understanding the New World Order of Private
    ESSAYS ON ISSUES THE FEDERAL RESERVE BANK OCTOBER 2010 OF CHICAGO NUMBER 279a Chicag­o­Fed­Letter Understanding the new world order of private equity by William Mark, lead examiner, Supervision and Regulation, and head, Private Equity Merchant Banking Knowledge Center, and Steven VanBever, lead supervision analyst, Supervision and Regulation The Federal Reserve System’s Private Equity Merchant Banking Knowledge Center, formed at the Chicago Fed in 2000 after the passage of the Gramm–Leach–Bliley Act, sponsors an annual conference on new industry developments. This article summarizes the tenth annual conference, The New World Order of Private Equity, held on July 21–22, 2010. To­kick­off­the­conference,1­Carl­ loss­of­competitiveness­over­the­long­ Tannenbaum,­Federal­Reserve­Bank­­ term­for­the­U.S.­and­other­developed­ of­Chicago,­reflected­briefly­on­the­­ economies­relative­to­China­and­other­ decade­since­the­passage­of­the­Gramm– emerging­countries.­Hutchins­cited­a­ Leach–Bliley­Act.­These­years­saw­exten- number­of­negative­indicators­in­the­U.S.,­ sive­financial­innovation,­along­with­the­ such­as­rising­health­care­and­energy­ removal­of­regulatory­barriers­that­­ costs,­the­trade­deficit,­governmental­ traditionally­separated­the­activities­­ budget­deficits,­loss­of­leadership­in­tech- of­commercial­and­investment­banks.­ nological­innovation,­lagging­educational­ The­financial­crisis­prompted­a­reeval- systems,­and­political­polarization.­ By a number of measures, uation­of­many­views­that­had­been­ the state of private equity widely­held,­culminating­in­President­ State of the industry has improved since the worst Obama­signing­the­Dodd–Frank­Wall­ A­panel­led­by­Mark­O’Hare,­Preqin­ of the financial crisis, but Street­Reform­and­Consumer­Protection­ Ltd.,­explored­the­evolving­role­of­pri- Act­on­July­21,­2010­(by­coincidence,­ vate­equity­(PE)­in­the­economy­and­ many features of the asset the­first­day­of­the­conference).­ in­investor­portfolios.­It­featured­Paul­ class have been altered.
    [Show full text]
  • 2020 Unclaimed Property Master List for WEB PUBLISHING.Xlsx
    TARRANT COUNTY UNCLAIMED PROPERTY As of November 2020 Name 7-11 1 FIRST UNITED 1015 RANDOLL MILL ASSOC INC 114 & MAIN PARTNERS LP 2013B PROPERTY OWNER LLC & SILVER BAY OPERATING 34 CROSS LLC 4L PLUMBING INC A A A B S INC A B C GROUP INC A C PROPERTIES A L & VELINDA CLEVINGER A R A HOLDING OR NEITA CAMPBELL A TO Z OFFICE SUPPLY A-AAA MOBILE KEY SERVICE AAYA INC ABBOTT, MARK WAYDE ABDULLAH, TYMR I ABDULMAKSOUD, EHAB ABDULMUJEEB, NADIA ABELL, NAN ELIZABETH ABODE TITLE ABOUELNAGA, ASHRAF ABRAMS & ABRAMS ABRAMS, ATHLENE ACCENT AWARDS INC ACCENTS & GIFTS ACE CASTERS, INC ACE HARDWARE ACEVEDO, MARIA TERESA ACOFF, AMOS ACON, TALENA ACOSTA, ERICA ETVIR PAUL ACOSTA, PAULA R ACQUISITIONS CONSULTING CORP ACTION RENT TO OWN ACTION RENT TO OWN ACTION TV ACTION VACUUM ADAM M BREST, ADAM M ADAM, JOHN F JR ETUX MARY H ADAME, JESUS ETUX ARTEMIA ADAME, TERESITA & ROSA ADAMS, BELINDA L ADAMS, PAMELA A ADAMS, ALICIA J ADAMS, ANTHONY T ADAMS, BRIAN TARRANT COUNTY UNCLAIMED PROPERTY As of November 2020 Name ADAMS, FRANK ADAMS, HENRY C ADAMS, JAMES E ADAMS, TIMOTHY ADAMS, VESTA M ADDISON, BERNICE ADEDIRE, MODINAT ADEL, RIZK ABDELMASEEH ADKINS & MEYERS ADKINS, ALLEN L ADKINS, DEBORAH ANN ADKINSON, ARLISA ADLER SEWING CENTERS ADMINISTRATOR VETERAN AFFAIRS ADMIRE, VICKIE J ADOBE TITLE, LLC ADORNO YOSS WHITE & WIGGINS ADRIAN, JAMES PHILLIP ADRIANE WHITLEY & W T TRANSPORT ADTANI, MINAZ ADVANCED APARTMETN MOVERS ADVANCED IT SOLUTIONS ADVANCED MEDICAL PARTNERS INC ADVANTAGE BUYERS CLUB AEROEJECTIVO, A. A., DBA AEROE AFANDE, FARDOUS AFFILIATED BANK AFFILIATED COMPUTER SERVICES INC AGEE, RICKY AGEMBO, TOM O.
    [Show full text]
  • Full Interview Transcript
    Yale Program on Financial Stability Lessons Learned Oral History Project Interview Interviewee Name and Crisis Thomas Baxter, Position Former General Counsel, Federal Reserve Bank of New York Interviewer Name Rosalind Z. Wiggins, Director & Sr. Editor, Yale Program on Financial Stability Alec Buchholtz, Research Associate, Yale Program on Financial Stability Date of Interview November 20, 2018 Lessons Learned No. 2019-03 Summary: The Yale Program on Financial Stability (YPFS) reached out to Thomas Baxter to request an interview regarding his time as General Counsel for the Federal Reserve Bank of New York (FRBNY) and, more specifically, his involvement with the American International Group (AIG) intervention. Baxter started at the FRBNY counsel’s office in the summer of 1980 and he became General Counsel – and therefore, also Deputy General Counsel of the Federal Open Market Committee – in 1995, serving in those roles until 2016. During his tenure, he was regarded as the principal behind the Federal Reserve’s assistance towards AIG, among other Federal Reserve crisis programs. Since his time at the Federal Reserve, Baxter has joined Sullivan & Cromwell in New York, NY as of counsel for their Financial Services Group. [This transcript of a telephone interview has been edited for accuracy and clarity.] Transcript: Background YPFS: Could you give us some background about yourself and your career at the Federal Reserve? When did you start there? What kinds of things did you do until the Global Financial Crisis began? Baxter: I began my career working as a law clerk for an appellate division judge. I started at the Federal Reserve (the Fed) in the summer of 1980 as a staff attorney and I became General Counsel of the Federal Reserve Bank of New York (FRBNY) in 1995.So I had been serving as General Counsel for quite a while before the crisis.
    [Show full text]
  • Attendee Bios
    ATTENDEE BIOS Ejim Peter Achi, Shareholder, Greenberg Traurig Ejim Achi represents private equity sponsors in connection with buyouts, mergers, acquisitions, divestitures, joint ventures, restructurings and other investments spanning a wide range of industries and sectors, with particular emphasis on technology, healthcare, industrials, consumer packaged goods, hospitality and infrastructure. Rukaiyah Adams, Chief Investment Officer, Meyer Memorial Trust Rukaiyah Adams is the chief investment officer at Meyer Memorial Trust, one of the largest charitable foundations in the Pacific Northwest. She is responsible for leading all investment activities to ensure the long-term financial strength of the organization. Throughout her tenure as chief investment officer, Adams has delivered top quartile performance; and beginning in 2017, her team hit its stride delivering an 18.6% annual return, which placed her in the top 5% of foundation and endowment CIOs. Under the leadership of Adams, Meyer increased assets managed by diverse managers by more than threefold, to 40% of all assets under management, and women managers by tenfold, to 25% of AUM, proving that hiring diverse managers is not a concessionary practice. Before joining Meyer, Adams ran the $6.5 billion capital markets fund at The Standard, a publicly traded company. At The Standard, she oversaw six trading desks that included several bond strategies, preferred equities, derivatives and other risk mitigation strategies. Adams is the chair of the prestigious Oregon Investment Council, the board that manages approximately $100 billion of public pension and other assets for the state of Oregon. During her tenure as chair, the Oregon state pension fund has been the top-performing public pension fund in the U.S.
    [Show full text]
  • Rapporto PEM 2017
    ® Italia 2017 Si ringrazia: SCIENTIFIC BOARD RESEARCH TEAM Anna Gervasoni (President) Francesco Bollazzi (Project Manager) LIUC - Università Cattaneo LIUC - Università Cattaneo Roberto Del Giudice (Vice President) Andrea Odille Bosio LIUC - Università Cattaneo LIUC - Università Cattaneo Francesco Bollazzi LIUC - Università Cattaneo Andrea Bonaccorsi Università di Pisa Ludovico Ciferri International University of Japan Guido Corbetta Università Commerciale Luigi Bocconi Giorgio Di Giorgio LUISS Guido Carli Christoph Kaserer Technische Universität München Josè Martì Pellon Universitad Complutense De Madrid Alessia Muzio AIFI - Associazione Italiana del Private Equity, Venture Capital e Private Debt Luciano Olivotto Università Ca’ Foscari Venezia 2 Private Equity Monitor 2017 3 4 Premessa Introduction Con l’edizione 2017 il Rapporto Private Equity Monitor – PEM® giunge alla This report is the seventeenth edition of Private Equity Monitor – PEM®. sua diciassettesima pubblicazione. After up and down in the last years, 2017 confirms and strengthens the Dopo alcuni anni di alti e bassi, il 2017 conferma ed, anzi, accentua la huge hike recorded in the previous two-year period, showing a meaningful decisa ripresa registrata nel biennio precedente, evidenziando un livello level for what concerns investment activity, which has already returned to significativo dell’attività di investimento, che già dal 2015 è tornata ad pre-crisis level since 2015. attestarsi, nella sostanza, sui livelli precedenti alla crisi. In fact, during this year, the level
    [Show full text]
  • What Can Banks Learn from Barclays, HSBC and Santander's Social
    What can banks learn from Barclays, HSBC and Santander’s social media strategy? Contents Page 1. Introduction 3 2. Social media fails: Case studies 4 • When Hashtags go badly 5 • Keeping corporate aims in mind 6 3. An In depth Look at how UK banks use Twitter as part of their social media 7 strategy. • Banks – Getting it wrong 8 • Banks – Getting it right 9 • Banks – Dealing with complaints over social media 10 4. Tips on how to avoid social media blunders and save your customers. 11 • Common social media implementation mistakes 12 5. Your next step 15 2 Introduction Social media is used by the world’s biggest brands to reach out to customers, to say it is a new concept would be a lie. More accurately to say is that some financial companies are beginning to notice the benefits of having a competitive strategy for implementing social media best practices that ‘work alongside’ meeting the evolving needs of the customer, improving their experience and engaging with a younger demographic on their chosen platform. When implemented correctly social media can be a great tool in your arsenal, however when things go wrong – as they often do – there is nowhere to hide and that social media blunder is available for all to see. Using industry examples, this eBook focuses on effective ways to overcome the common pitfalls of tweeting, and presents top tips for maximising the social media strategy you already have in place and how you can learn from the mistakes of your peers. 3 Social media fails: Case studies Social media fails: Case study When Hashtags go badly When used correctly the twitter hashtag is a way to drive traffic to your page, rank on the trending page and build engagement.
    [Show full text]
  • Jpmorgan Chase & Co. Annual Report 2014
    A Culture of Excellence EXCEPTIONAL CLIENT SERVICE OPERATIONAL EXCELLENCE A COMMITMENT TO INTEGRITY, FAIRNESS AND RESPONSIBILITY A GREAT TEAM AND WINNING CULTURE We distributed the principles to our employees and regulators and followed up with a more extensive “How We Do Business – The Report,” which is available on our public website. We recently launched a firmwide Culture and Conduct Program to Matt Zames further reinforce the behavioral standards implicit in these Business Principles. The program is not about Our firm has a rich, 200-year history manage to the needs of our critical reinventing our culture but recom- of serving its clients and customers stakeholders – shareholders, clients, mitting to it. It considers our culture, with integrity and establishing customers and employees – given our business models, tone from senior relationships based on trust. It is significance to worldwide markets executives, governance and incen- our responsibility to preserve and and the global economy. We continue tive structures; how they influence build upon the solid values on to respond to the changing regulatory daily decision making at all levels; which this firm was founded. The landscape, including requirements and the impact of those decisions on tone we set as stewards of the firm for G-SIBs, and we are evaluating our clients, our reputation and the is critical, and managing a culture the businesses we manage and the integrity of the markets. Our objec- of excellence, as well as integrity, products and services we offer in the tive is to instill in our employees a requires us to have a sophisticated context of these new requirements.
    [Show full text]
  • Reshaping Our Portfolio
    TEMASEK REVIEW 2005 RESHAPING OUR PORTFOLIO RESHAPING OUR PORTFOLIO TEMASEK REVIEW 2005 * CCurrencyurrency iinn SS$,$, uunlessnless ootherwisetherwise sstatedtated **** FFYY 22004004 rrefersefers ttoo ffinancialinancial yyearear eendednded 3311 MMarcharch 22005005 aandnd ssimilarlyimilarly fforor FFYY 22003,003, FFYY 2200002 aandnd FFYY 22001001 MISSION STATEMENT 02 CORPORATE PROFILE 03 OUR PORTFOLIO 04 WEALTH ADDED 06 TOTAL SHAREHOLDER’S RETURN 07 MESSAGE FROM CHAIRMAN 08 GROUP FINANCIAL SUMMARY 15 TEMASEK HIGHLIGHTS 22 RISK MANAGEMENT 36 CORPORATE GOVERNANCE 40 BOARD OF DIRECTORS 49 SENIOR MANAGEMENT 53 TEMASEK ADVISORY PANEL 54 TEMASEK INTERNATIONAL PANEL 55 OUR PEOPLE, OUR VALUES 56 MAJOR TEMASEK-LINKED COMPANIES 59 TEMASEK OFFICES 87 TEMASEK REVIEW 20 05 CONTENTS 2 TEMASEK REVIEW 2005 MISSION STATEMENT TO CREATE AND MAXIMISE LONG-TERM SHAREHOLDER VALUE AS AN ACTIVE INVESTOR AND SHAREHOLDER OF SUCCESSFUL ENTERPRISES CORPORATE PROFILE 3 CORPORATE PROFILE BUILDING A VIABLE FUTURE THROUGH SUSTAINABLE VALUE emasek Holdings is an Asia T investment company headquartered in Singapore. We are an active shareholder and investor. We manage our investments with the aim of creating and maximising sustainable value for our shareholder. Established in 1974, we manage a diversified global portfolio of S$103 billion, principally in Singapore, Asia and the OECD economies. Our investments are in various industries: telecommunications and media, financial services, property, transportation and logistics, energy and resources, Examples of Singapore-based companies infrastructure, engineering and technology, as in our portfolio are Singapore Airlines, well as pharmaceuticals and biosciences. Singapore Telecommunications, DBS Bank and Neptune Orient Lines. Industrial stalwarts Our total shareholder’s return since inception include Singapore Technologies Engineering, is 18% compounded annually.
    [Show full text]
  • Case 1:14-Cv-20922-JEM Document 1 Entered on FLSD Docket 03/11/2014 Page 1 of 51
    Case 1:14-cv-20922-JEM Document 1 Entered on FLSD Docket 03/11/2014 Page 1 of 51 IN THE UNITED STATES DISTRICT COURT FOR THE SOUTHERN DISTRICT OF FLORIDA Case No. _________________ RUTH E. MOYA, individually and on behalf of all others similarly situated, CLASS ACTION COMPLAINT Plaintiff, JURY TRIAL DEMANDED v. JPMORGAN CHASE & CO., CHASE BANK USA, N.A., CHASE BANKCARD, LLC and CHASE BANKCARD SERVICES, INC. , Defendants. ____________________________________/ INTRODUCTION 1. This class action is brought by Plaintiff Ruth Moya (“Plaintiff”), individually and on behalf of all persons who have been sued by, or on behalf of, Defendants JPMorgan Chase & Co. (“JPM”), Chase Bank USA, N.A. (“Chase USA”), Chase Bankcard, LLC (“CBL”) and Chase Bankcard Services, Inc. (“Bankcard Services”) (together “Chase” or “Defendants”) or their subsidiaries or affiliates, in connection with alleged credit card debt on any credit cards issued (or acquired) by Chase and where Chase obtained a default judgment after submitting a robosigned affidavit in support of the motion for default. 2. For many years, Defendants have committed debt collection abuses against thousands of their credit card customers who have purportedly defaulted on their accounts. To collect on these accounts, Defendants have flooded state courts, including Florida courts and state courts across the United States, with collection proceedings against their credit card customers seeking to collect on alleged credit cardholder debt. 1 Case 1:14-cv-20922-JEM Document 1 Entered on FLSD Docket 03/11/2014 Page 2 of 51 3. A primary objective of Chase’s collection strategy is to obtain judgments, and more precisely, default judgments, against Chase’s credit cardholders.
    [Show full text]
  • Printmgr File
    December 12, 2014 Dear Stockholder: You are cordially invited to attend our 2015 Annual Meeting of Stockholders, which will be held on January 28, 2015 at 8:30 a.m. Pacific Time at the Crowne Plaza Hotel, 1221 Chess Drive, Foster City, CA 94404. At the Annual Meeting, holders of our Class A, Class B and Class C common stock will be asked to vote on the proposals set forth in the Notice of 2015 Annual Meeting of Stockholders and the proxy statement, which describe the formal business to be conducted at the Annual Meeting and follow this letter. It is important that your shares are represented and voted at the Annual Meeting regardless of the size of your holdings. Whether or not you plan to attend the Annual Meeting, please vote electronically via the Internet or by telephone, if permitted by the broker or other nominee that holds your shares. If you receive a paper copy of the proxy materials, please complete, sign, date and return the accompanying proxy card in the enclosed postage-paid envelope. Voting electronically, by telephone, or by returning your proxy card in advance of the Annual Meeting does not preclude you from attending the Annual Meeting. If you wish to attend the Annual Meeting in person, you must reserve your seat by January 23, 2015 by contacting our Investor Relations Department at (650) 432-7644. Additional details regarding the requirements for admission to the Annual Meeting are described in the proxy statement under the heading What do I need to do to attend the Annual Meeting in person? If you need assistance at the meeting because of a disability, please call us at (650) 432-7644, at least two weeks in advance of the meeting.
    [Show full text]