SCHEDULE 14A
(RULE 14A-101)
INFORMATION REQUIRED IN PROXY STATEMENT
SCHEDULE 14A INFORMATION
PROXY STATEMENT PURSUANT TO SECTION 14(A)
OF THE SECURITIES EXCHANGE ACT OF 1934 (AMENDMENT NO. )
Filed by the registrant / /
Filed by a party other than the registrant /X/
Check the appropriate box:
/ / Preliminary Proxy Statement
/ / Confidential, for Use of the Commission Only (as permitted by
Rule 14a-6(e)2))
/ / Definitive Proxy Statement
/X/ Definitive Additional Materials
/ / Soliciting Material Pursuant to Rule 14a-11(c) or Rule 14(a)-12
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(Name of Registrant as Specified in Charter)
THE COMMITTEE TO REVITALIZE DOMINION BRIDGE CORPORATION
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(Name of Person(s) filing Proxy Statement, if other than Registrant)
Payment of filing fee (check the appropriate box):
/X/ No fee required.
/ / Fee computed on table below per Exchange Act Rules 14a-6(i)(1)
and 0-11.
(1) Title of each class of securities to which transaction
applies:
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(2) Aggregate number of securities to which transaction applies:
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(3) Per unit price or other underlying value of transaction
computed pursuant to Exchange Act Rule 0-11 (Set forth the
amount on which the filing fee is calculated and state how it
was determined):
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(4) Proposed maximum aggregate value of transaction:
(5) Total fee paid:
/ / Fee paid previously with preliminary materials.
/ / Check box if any part of the fee is offset as provided by
Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting
fee was
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paid previously. Identify the previous filing by registration statement
number, or the form or schedule and the date of its filing.
(1) Amount Previously Paid:
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(2) Form, Schedule or Registration Statement no.:
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(3) Filing Party:
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(4) Date Filed:
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THE COMMITTEE TO REVITALIZE DOMINION BRIDGE
SUPPLEMENTAL CONSENT SOLICITATION MATERIALS DATED AUGUST 6, 1997
To The Holders of Common Stock of Dominion Bridge Corporation:
The following information amends and supplements the Definitive Consent
Solicitation Statement dated June 23, 1997 (the "Consent Solicitation"), as
supplemented by Supplemental Consent Materials dated July 2, 1997 (the "First
Supplement"), Supplemental Consent Materials dated July 16, 1997 (the "Second
Supplement") and this Supplement (the "Third Supplement") dated July 23, 1997 of
the Committee to Revitalize Dominion Bridge (the "Committee").
Except as otherwise set forth in this Third Supplement, the terms and
conditions previously set forth in the Consent Solicitation, the First
Supplement and the Second Supplement remain applicable in all respects and this
Third Supplement should be read in conjunction with the Consent Solicitation,
the First Supplement and the Second Supplement. Unless the context requires
otherwise, terms not defined herein have the meanings ascribed to them in the
Consent Solicitation.
I. INFORMATION REGARDING NEW MEMBERS OF THE COMMITTEE:
John Perry has agreed to act as the Chief Financial Officer for
Dominion Bridge Corporation upon the completion of the change of control in
senior management as proposed by the Committee.
Work Experience:
Mr. Perry is currently a partner in the Ottawa accounting firm of
Paterson Hendry, specializing in counselling S.E.C. registrant clients in their
regulatory filings, providing business valuation services in merger and
acquisition transactions, and performing general audit and accounting services.
Mr. Perry has worked with Dominion Bridge Corporation since 1994 in a number of
their major acquisitions. Mr. Perry has also assisted the Company and its line-
operating employees in the completion of its annual accounts, and has
participated in conference calls with shareholders to assist in explaining
various issues in the Company's annual and interim financial statements.
Mr. Perry has a number of general and trade subcontractor clients in
his accounting practice, which has provided him with relevant industry
experience in Canadian construction accounting, business practices and legal
environment.
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Prior to admission as partner in 1995, Mr. Perry worked as Audit and
Accounting Manager for Paterson Hendry providing technical support to the firm
for complex or higher risk audit and accounting engagements. Mr. Perry joined
Paterson Hendry in 1990.
Mr. Perry worked in the Ottawa office of Ernst and Young, Chartered
Accountants from 1987 through 1989 as an Audit Manager specializing in providing
audit and accounting services to Ottawa-based high-tech SEC registrants.
Mr. Perry began his career at Ernst and Young in Calgary, Canada and
obtained his Chartered Accountant designation in 1986. His work experience in
Calgary was principally in assisting in the audit of public companies in the Oil
and Gas sector.
Education:
University of Calgary, Bachelor of Commerce, 1983
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In addition, Messrs. Clarence Boudreau and Richard Morency from First
Key have agreed to aid the Committee in its efforts to revitalize the Company
but are not soliciting proxies on behalf of the Committee.
Clarence Boudreau, Chairman of FirstKey, has over 30 years experience
in the construction industry, most recently as Senior Vice President-Corporate
Development of Bennett & Wright, Inc. Prior to joining Bennett & Wright in 1994,
he served as Senior Vice President of Technical Construction Solutions, a
subsidiary of the Bracknell Corporation dedicated to mechanical/electrical and
design-build contracting. From 1975 until 1985 he was president and general
manager of Standard Electric Limited. Mr. Boudreau holds a Business
Administrative Diploma from Centennial College and a Master Electrician
Certificate from George Brown College, Toronto.
Mr. Richard Morency, President and CEO of FirstKey, was Executive Vice
President of Bennett & Wright Inc.'s EPCM division. Previously, Mr. Morency was
a Principal with Roche Ltd., a 700 employee engineering and design-build firm
based in Quebec City. Since 1975, Mr. Morency was involved in the firm's
pioneering activities in design-build, and held successive position as Vice
President Finance and Administration, Vice-President for Development and
Corporate Secretary and finally as Senior Vice President for Industry and
construction. He was awarded as B.Sc. degree in Engineering from Laval
University as well as a M.Sc. degree from the University of Toronto.
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II. ADDITIONAL INFORMATION REGARDING THE FIRSTKEY PROJECT TECHNOLOGY
ACQUISITION
RISK FACTORS. Notwithstanding the benefits of the FirstKey acquisition
which are enumerated below, shareholders are advised to also consider a number
of significant risk factors:
- The parties have not yet negotiated a definitive acquisition
agreement, so there can be no assurance that the ultimate
terms will not differ from those described below.
- The transaction would be subject to numerous conditions,
including the validation of the existence of $125 million of
backlog at acceptable profit margins.
- The transaction would be subject to the Committee obtaining
control of the Company, either through the consent
solicitation process or through a mutually agreed-upon
settlement which achieves the Committee's objectives.
- There can be no assurance that the FirstKey transaction would
be completed, or that the financial projections for the
Company arising from that transaction can be achieved. In
particular, shareholders should note that FirstKey is a
newly-formed company with no operating history.
RATIONALE AND BENEFITS. The Committee believes that the FirstKey
acquisition represents a very significant step in its initial process to
revitalize the Company's operations in North America. In the opinion of the
Committee, several of the Company's significant fundamental problems in North
America would be addressed by the acquisition of FirstKey:
(a) THE COMPANY NEEDS ADDITIONAL REVENUES IN ITS NORTH AMERICAN
OPERATIONS AT APPROPRIATE GROSS MARGINS. The Committee
believes that the Company's current $500 million announced
backlog is not supported by announced transactions. This
backlog level is up from $283 million at the end of the second
quarter implying approximately $350 million of signed new
orders in North America and Australia during the third
quarter. Less than 20% of this backlog has been announced to
date. Rather, the Committee believes that the Company's
backlog in North America of approximately $100 million which
existed at second quarter end is a more accurate indication of
current business levels.
(b) THE COMPANY HAS HISTORICALLY BEEN A SUBCONTRACTOR IN THE
CANADIAN INFRASTRUCTURE MARKETS. As such, the Company has been
unable to obtain the substantially larger and more profitable
general contractor role in projects, as opposed to being a
subcontractor that is selected by the general contractor. The
role of subcontractor is highly competitive and consequently
the Company continues to be limited in its ability to price,
and hence increase profitability.
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(c) THE COMPANY'S HISTORIC EXPERTISE HAS BEEN PRIMARILY IN STEEL,
INCLUDING FABRICATION AND THE ERECTION OF STRUCTURES. The
Company has not demonstrated historical expertise in the
broader construction services which are necessary to compete
in today's markets. For purposes of addressing the highly
competitive Canadian market, the missing capabilities include
broader construction service capabilities, as well as a
general turnkey contracting and financing capability.
(d) THE INABILITY TO EXPAND ITS HISTORIC CLIENT RELATIONSHIPS IN A
RAPIDLY CHANGING CONTRACTING ENVIRONMENT. The Company has an
excellent historical reputation with its clients. However,
changes in construction contract methodology and competition
have precluded the Company from growing with its historic
client base. Primary among these new contracting trends is the
client's move towards design-build contracts. In this
situation, one company contracts with the client for the
entire project design, financing and construction in one
single contract. Industry experts forecast that in the next
five years over 50% of contracts to be let for non-residential
construction in North America will be design-built as opposed
to the current design-bid-build process utilized today.
(e) THE COMPANY IS LOSING MONEY AT ITS LACHINE FABRICATION
FACILITY. A combination of the economy in Quebec and a lack of
working capital to finance the substantial cost of fabrication
work has produced, according to management in its 1996 Form
10-K, significant operating losses. Historically, this
division was engaged in substantial export activity. The
fabrication division needs additional sales volume and a
return to its historic export relationships.
(f) FINALLY, THERE IS A LACK OF SENIOR EXECUTIVES EXPERIENCED IN
INTERNATIONAL ENGINEERING, PROCUREMENT AND CONSTRUCTION THAT
CAN PROVIDE OVERALL CORPORATE DIRECTION AT THE COMPANY'S HEAD
OFFICE. The efforts to revitalize the Company require, in
addition to the seasoned professionals at each of the
operating subsidiaries, corporate leadership with industry
experience to develop, direct and execute the Company's
strategic plan. Additionally, the Company has been without a
recognized chief financial officer and financial team for over
three years.
The FirstKey acquisition would provide solutions to many of these
problems. FirstKey is a newly-formed company with no operating history that is
managed by a highly experienced team of senior executives who have a
demonstrated track record in design-build contracting. FirstKey would bring
additional backlog for the combined companies, a cogent Canadian and
international marketing program, an acknowledged expertise in design-build
contracting, and immediate subcontract business to be placed with the Company's
various operating divisions and subsidiaries. The FirstKey management has
successfully built Bracknell Corporation (Toronto Stock Exchange) from the
mid-1980s until 1993 into a highly successful general contractor from its
original position of subcontractor.
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The backlog of signed contracts, which is required to be at least $125
million at the time of acquisition, is attainable. FirstKey recently announced a
design-build contract exceeding $100 million. The announcement covers an
engineering, procurement and construction contract awarded to FirstKey by
Fieldboard International, for a strawboard manufacturing plant in Killam,
Alberta, Canada. An additional memorandum of understanding was announced with
Baconsfield Farms, Ltd. to complete a planning and feasibility study for a hog
processing plant in Alberta. The design-build contract for the plant is expected
to be issued before year-end. These contracts, together with projects currently
under negotiation, are the basis for the Committee's projection that FirstKey
can generate sales of $150 million and $275 million in fiscal years 1998 and
1999. The Committee believes that these sales would result in pretax margins of
between 8% and 9% in each of 1998 and 1999.
Additionally, the acquisition is projected to provide the Company's
various operating divisions and subsidiaries with an aggregate of $205 million
of subcontracting work from FirstKey in 1998 and 1999. Significantly,
approximately $50 million of this subcontracting work will be for steel
fabrication at the Company's Lachine facility. The Committee believes that these
incremental sales, expected to carry a 15% gross margin, should return the
Lachine facility to profitability. The balance of the subcontracting work is
expected to carry a 9.5% and 10.5% gross profit rate in 1998 and 1999,
respectively.
The proposed acquisition of FirstKey would be structured to be additive
to earnings per share. It currently contemplates an initial cash payment of $4.5
million and 3 million shares of the Company's common stock. There would be an
additional three year earn-out of 3 million additional shares and $3 million
cash, which would be predicated upon maintaining average annual pretax earnings
of (Cdn) $8 million during that period.
The proposed acquisition of FirstKey is subject to a number of
conditions, including the requirement that the Committee assume management
control of the Company, as well as approval by the Company's Board of Directors
and possibly stockholders, as well as various regulatory approvals and filings.
There can be no assurance that the acquisition can be completed or that actual
results will be the same as projected results.
III. MCCONNELL DOWELL:
Notwithstanding the benefits which could arise from the Committee's
proposal that the Company should acquire the balance of McConnell Dowell,
shareholders should be aware that there is a risk that such a transaction may be
difficult to accomplish due to the intricacies of Australian law. At this time,
the Committee is not able to state whether the Company would be able to overcome
those hurdles.
From the outset of the consent solicitation process the Committee has
stated its intention to rationalize the McConnell Dowell investment in order to
enhance its value to the Company's shareholders. Upon successful completion of
the consent solicitation, the Committee will
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structure any arrangement it may enter into regarding McConnell Dowell in order
to comply with applicable requirements of Australian law.
The Committee currently plans to rationalize the McConnell Dowell
investment through a proposal to acquire the entire subsidiary. As previously
stated, this proposal would serve two key corporate goals. First, it would
provide access to larger infrastructure projects in both North America and the
Asia-Pacific region, so that the strengths of the Canadian divisions and MDC can
be jointly marketed for the greater benefit of the entire Dominion Bridge family
of companies. Second, it would consolidate and rationalize Dominion Bridge's
cash flow situation and make capital-raising more efficient and less costly. The
Committee expects that working capital would be used to finance this project if
consummated.
IV. CVR PROPOSAL:
On July 2, 1997 the Committee proposed as part of its business plan the
issuance of contingent value rights (CVRs) following a change of control. While
that proposal expired by its terms on July 14, 1997, the Committee reserves the
right to reinstitute the CVR proposal, although there can be no assurance that
it will do so. In that regard, shareholders should be aware of the following
considerations with respect to the CVRs:
- The CVRs would be registered under applicable securities laws; the
timing of such registration would depend on when the Committee obtained
control of the Company. The CVRs would not be issued to shareholders
until all applicable registration requirements were met.
- In order to obtain the benefits of the CVR, a shareholder must be
the record holder of the CVR as of the date of a triggering event or
the exercise date. Alternatively, a shareholder may be able to realize
value from the CVR by selling it on the open market, although there can
be no assurance that a trading market will develop or that the prices
available in such a market would reflect the full value of the CVRs.
- The CVRs would entail a degree of risk, including the time delay
until payment (e.g., 18 to 24 months), and the possibility that the
Company would not have sufficient cash flow to service this obligation.
Presently, the Committee has not obtained any financial commitment to
fund the CVRs.
- The CVRs would not be triggered by a change of control arising from
the Committee's consent solicitation effort; accordingly, shareholders
would not be guaranteed any minimum share price based on the outcome of
the consent solicitation.
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V. VOTING OF CONSENTS:
In a recent press release the Committee noted its satisfaction with
"the level of support it has received" in the form of signed white proxy cards.
Shareholders should note that they can still vote in the consent solicitation.
The Committee has not yet received a majority and needs your signed white
consent card.
VI. WEB PAGE INFORMATION:
The following information is contained on the Committee's web page. We
encourage all shareholders to review all the information provided in the web
page and other materials which the Committee has filed with the Securities and
Exchange Commission which can be obtained through the web site.
AS CONTAINED IN THE COMMITTEE'S WEBPAGE:
SEND IN YOUR WHITE CONSENT CARD NOW
COMMITTEE TO REVITALIZE DOMINION BRIDGE
PURPOSE:
The Committee believes that Dominion Bridge is being poorly
managed, that the current team of senior executives lacks the management
experience and ability to operate Dominion Bridge profitably or for the
objective of maximizing stockholder value; and that the current team of senior
executives has been engaged in self-dealing to the detriment of stockholders.
Consider the following facts:
o Dominion Bridge lost nearly $1.5 million for the
first half of fiscal 1997, despite non-operating
income which included a $3 million pre-tax gain with
respect to its sales of shares of McConnell Dowell
Corporation Limited ("McConnell Dowell"), and $2.5
million of non-cash income from the amortization of
negative goodwill associated with the company's
purchase of MIL Davie.
o Dominion Bridge initially reported a loss of $5.7
million for fiscal 1996. Just recently, it reported
that this loss would be restated by an increase of
nearly $4.3 million relating to "deemed dividends"
from the ill-fated preferred stock described below,
FOR A TOTAL LOSS OF NEARLY $10 MILLION FOR FISCAL
1996.
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o WHILE OTHER STOCKHOLDERS SUFFERED FROM THE DECLINE IN
DOMINION BRIDGE'S MARKET PRICE, SENIOR MANAGEMENT WAS
REWARDED: In spite of poor operating performance and
dwindling cash reserves, senior management received
bonuses aggregating $700,000 in February 1997 over
the strenuous objections of the company's
stockholders as expressed at the annual meeting and
in oral and written communications to the company.
o Senior management also benefitted from the favorable
downward adjustment of the "strike price" with
respect to stock options to purchase 1,225,000 shares
of Common Stock, from a range between $3.25 to $4.13
per share to $2.00.
o Senior executive management recently caused the
company to sell a portion of its shares of
McConnell Dowell, which is arguably the Company's
most profitable and viable asset, in order to obtain
an extension of a loan from Bankers Trust. Without
this extension, the Committee believes the loan would
have been declared to be in default.
o Because of the deterioration of operating
performance, executive bonuses and bank debt
paydowns, the company's cash and working capital to
operate the North American businesses has been all
but depleted. While Dominion Bridge's balance sheet
as of March 31, 1997 shows $13.4 million of cash and
equivalents, all but $2.5 million of that amount is
unavailable for operations in North America: either
it is in Australia or it is restricted for use solely
by the company's MIL Davie operation in accordance
with the agreement with an agency of the Quebec
government. Moreover, as of May 7, 1997 Dominion
Bridge spent $5 million to paydown the Bankers Trust
loan.
o The price of the Common Stock has dropped from a high
of $8-5/32 in the first quarter of fiscal year 1995
to the present level of approximately $1-1/2, A
DECLINE OF 80% IN JUST OVER TWO YEARS.
In light of these events, the Committee believes that the
senior executive officers of Dominion Bridge lack the ability and experience
necessary to successfully operate the company.
Dominion Bridge is primarily a diversified international
infrastructure concern, which requires expertise in engineering, procurement and
construction, as well as project finance. Neither Messrs. Marengere and
Matossian has a background in these areas. Under their control, Dominion Bridge
has made several acquisitions but has failed to exploit their potential. For
instance, without proper financial controls and underwriting procedures,
Dominion Bridge could agree to undertake major projects without a full
evaluation of the
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financial and business risks that could be attendant to such a commitment; only
after months or years into the project would the company's true exposure be
known. The Committee believes that the recent and precipitous decline in gross
profit margin is one indication of management weakness in this area.
Additionally, in the Committee's view, senior management has
undertaken various acts of self-dealing. Incredibly, the stockholders have had
to countenance not only these acts of self-dealing but have had to stand by
while senior management, at stockholders' expense, has devoted substantial time
and energy to defending itself, or certain executives individually, including
Michel Marengere and his wife, Micheline Prud'homme, a former vice-president and
director, in various lawsuits. This includes a stockholder derivative action
alleging interested and self-dealing transactions by Mr. Marengere and a class
action suit against Dominion Bridge and Messrs. Marengere and Matossian,
individually, alleging that the company issued misleading press releases and
reports to the SEC. The Committee believes that these and other litigation
matters distract management from concentrating their full-time efforts on the
operation of the business and are a terrible waste of corporate funds.
In summary, the Committee believes that senior executive
management has no interest in enhancing stockholder value and has no intention
(or perhaps lacks the capacity) to manage Dominion Bridge for the benefit of its
stockholders. We also believe that senior management is acutely interested in
running Dominion Bridge for its own benefit, even when its actions may be to the
detriment of stockholders. Accordingly, the Committee believes that the only
viable option for stockholders is to pursue the process of replacing the current
senior executive management team.
THE GOAL OF THE COMMITTEE:
The Committee's goal in soliciting written consents is to
start the process of revitalizing Dominion Bridge. The Committee's Proposal is
designed to enable stockholders to remove Messrs. Marengere, Matossian and
Despres as senior executive officers of Dominion Bridge and replace them with
Messrs. Kuhns, Mariash and Dutton, with authority to run the company on a
day-to-day basis. The Committee believes that with a new and more experienced
senior management team in place Dominion Bridge will be able to better manage
its assets, negotiate with lenders and suppliers and, ultimately, restore
Dominion Bridge to profitability. To the extent the current Board of Directors
is unwilling to work with the new management team, the New Bylaws proposed by
the Committee would make it functionally impossible for the Board of Directors
to conduct business on a regular basis. The Committee hopes that this will have
the effect of forcing the current Board of Directors to resign, so that they can
be replaced with new nominees who are more responsive to stockholders'
interests.
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LATE BREAKING NEWS:
Not all materials may be publicly available on the SEC server.
This section will be updated periodically:
THE COMMITTEE TO REVITALIZE DOMINION BRIDGE CORPORATION
STRATEGIC PLAN - FINANCIAL SUMMARY
FOR IMPLEMENTATION ON SUCCESSFUL CONCLUSION OF PROXY CONSENT
JULY 1997
SHAREHOLDERS INFORMATIONAL MEETING
THE HARVARD CLUB
As filed with SEC JULY 16, 1997 3 P.M. EDT
CLICK HERE TO VIEW.
VIEW THE SLIDE SHOW PRESENTATION FROM THE MEETING.
COMMITTEE LETTER TO SHAREHOLDERS
Response to Michel Marengere's Letter Dated July 8, 1997. CLICK HERE TO VIEW.
COMMITTEE LETTER TO SHAREHOLDERS
Re: Shareholders' Information Meeting - Wednesday, July 16, 1-3
P.M. - The Harvard Club, New York, New York.
CLICK HERE TO VIEW.
E-MAIL CONTACT:
John Dutton - [email protected]
Henry Hermann - [email protected]
John Kuhns or Kenneth Mariash - [email protected]
For Information regarding making donations to support
the Committee's activities please contact
Henry Hermann or John Dutton
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ADDITIONAL INFORMATION:
Press Releases:
Press Release - July 10, 1997 - "Committee Unveils Business Plan, Announces
Shareholder Information Meeting To Introduce New Management" CLICK HERE TO VIEW.
Press Release - July 7, 1997 - "Committee Responds to Second Dominion Bridge
Press Release on Court Order" CLICK HERE TO VIEW.
Press Release - June 23, 1997 - "Committee to Revitalize Dominion Bridge
Corporation Begins to Solicit Written Consents to Remove Senior Management"
CLICK HERE TO VIEW.
Press Release - June 2, 1997 - "Committee to Revitalize Dominion Bridge
Corporation Proposes Issuance of $2.50 per share of Contingent Value Rights"
CLICK HERE TO VIEW.
Press Release - June 2, 1997 - "Dominion Bridge's Management Sidesteps
Responsibility For Its Record, Seeks Instead To Accuse Committee Of Improper
Motives" CLICK HERE TO VIEW.
Press Release - May 23, 1997 - "Committee To Revitalize Dominion Bridge
Corporation Is Formed: Objective Is To Replace The Company's Senior Executives
Through A Solicitation For Written Consent" CLICK HERE TO VIEW.
Proxy Materials:
Preliminary Proxy Materials Dated May 23, 1997 -- Subject To Completion - "The
Committee To Revitalize Dominion Bridge Corporation" CLICK HERE TO VIEW.
"Informational Meeting For Stockholders of Dominion Bridge Corporation Called By
The Committee To Revitalize Dominion Bridge Corporation" CLICK HERE TO VIEW.
Preliminary Proxy Materials Dated June 11, 1997 -- Subject To Completion -
"Consent Solicitation Statement Of The Committee To Revitalize Dominion Bridge
Corporation" CLICK HERE TO VIEW.
Definitive Proxy Materials Dated June 23, 1997 -- "Consent Solicitation
Statement of The Committee to Revitalize Dominion Bridge Corporation" and Letter
to Stockholders. CLICK HERE TO VIEW.
Supplemental Consent Solicitation Materials Dated July 2, 1997. CLICK HERE TO
VIEW.
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If your shares of Common Stock are held in the name of a bank or
brokerage firm, only that firm can execute a written consent card on
your behalf. Please contact the person responsible for your account and
instruct them to execute a WHITE written consent card as soon possible.
If you have questions or need assistance in voting your shares, please
contact the firm assisting us in the solicitation of written consents:
GEORGESON & COMPANY INC.
WALL STREET PLAZA
NEW YORK, NEW YORK 10005
TOLL FREE: 1-800-223-2064
BANKS & BROKERS CALL: 212-440-9800
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SEND IN YOUR WHITE CONSENT CARD NOW
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