Jones Day
www.jonesday.com
51 Louisiana Avenue, N.W.
Washington, D.C. 20001
Phone: 202.879.3939 Fax: 202.626.1700
Additional Offices: Atlanta, Beijing, Brussels, Chicago, Cleveland, Columbus, Dallas, Dubai, Frankfurt, Hong Kong, Houston, Irvine, London, Los Angeles, Madrid, Mexico City, Milan, Moscow, Munich, New Delhi, New York, Paris, Pittsburgh, San Diego, San Francisco, Shanghai, Silicon Valley, Singapore, Sydney, Taipei, Tokyo
Established: 1893
Managing Partner: Stephen J. Brogan
Attorneys: 2,510 Partners: 801
FY2008 Revenue: N/A
Largest Corporate Clients: Acxiom, AMB Industries, Asbury Automotive Group, Best Western Inns, Century Aluminum Co., CSZ Corp.
Recent Cases or Advisory Matters:
- Advised Eastman Chemical Company in $487 million sale of common and preferred stock of Genencor International to Danisco A/S.
- Advised the $215 million sale of certain businesses and product lines of the coatings, adhesives, specialty polymers, and inks division to Apollo Management, LP.
- Advised Flowers Industries’ adoption regarding its shareholders’ rights plan.
- Provided counsel to the special committee of the board in the management buyout led by P. Michael Coleman. n Represented the board of CSX Corp. in connection with investigation of allegations in shareholder derivative demand.
- Advised $170 million merger of portfolio companies International Textile Group and Safety Components International.
Practice Areas: Sarbanes-Oxley, corporate compliance, shareholder activism, takeover preparedness, and director liability considerations. Named partners are Lizanne Thomas, Lyle Ganske, and Robert Profusek.
About the Firm: Jones Day’s governance practice is populated by lawyers who have real-world experience in the boardroom and in deal-making. Whether its client is the company or an independent committee, the firm emphasizes effective, business-oriented legal strategies and solutions. To be clear: compliance with heightened governance standards is a given, but effectiveness in achieving corporate goals is Jones Day’s mission. The firm knows that good corporate governance is neither an end in itself nor one-size-fits-all. Good governance advice must be tailored to the client’s objectives and should be mindful of the many disciplines that come into play. And finally, good governance evolves. The changes that have taken place in the corporate world—from new regulation to enforcement zeal, from activist shareholders to empowered boards, from auditor primacy to management scrutiny—are the most profound to occur in modern corporate history, and the changes keep coming.
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