摩根文件驚揭台版太子黨 256億生意換職位
字體列印轉寄|plurkshare
2016-11-19 自由時報
〔編譯王惠慧／綜合報導〕摩根大通和解文件中驚見台灣版「太子黨」。摩根大通（JPMorgan Chase）銀行與美國政府和解文件週四出爐，內部郵件指摩根大通一名台灣私人金控副董事長（Vice-Chairman）客戶，向銀行提出價值八億美元（約新台幣二五六億元）的交易業務，交換兒子在紐約的投資銀行分析師（IB analyst）職位。
摩根大通和解文件揭露的台版「太子黨」，是台灣民營金控副董之子，擁華頓商學院學歷，因6年才擔任實習生，推估年紀不大，引發金融業競相猜謎，答案幾已呼之欲出。華頓顯赫學歷 父為民營金控副董
和解書稱該金控公司為「客戶三」，並援引摩根大通證券（亞太）有限公司〔J.P. Morgan Securities （Asia Pacific） Limited〕內部郵件內容，指出二○○九年該行收到來自「客戶三」副董事長僱用他兒子的請求。和解書提到，這名副董事長同時也擔任另一個摩根大通重要客戶的職位。
根據和解書內容，該名畢業於華頓商學院的副董兒子在二○○九年進到摩根大通任實習生，前前後後被主管提到態度、打瞌睡等問題；和解書引述銀行內部信件。
二○一○年九月，該行又收到客戶的請求，希望安排他兒子到紐約任投行分析師，同時提出價值八億美元的交易業務，作為條件交換。
打瞌睡態度差 不理主管提醒
和解書中寫到，二○一○年十月，副董兒子進入紐約摩根大通擔任全職分析師，隔年一月該行便收到「客戶三」委託與股票相關業務；同一時間，該行高階主管間的信件內容指出，「（副董事長）真的遵守了他沒明講的承諾」
。
二○○九年二月份的信件來往中，摩根大通員工寫到，「客戶三」是公司重要客戶，且正在洽談業務，這個推薦僱用「背後有很強的商業理由，且他（兒子）是華頓商學院畢業，雖然成績不怎樣」。
但副董兒子在銀行的表現不佳。主管更直接在信件中批評，指出他的態度問題，「我們已經提醒他了，但很明顯他就是不甩」；主管並表示，如果讓他在每個部門都待上兩個星期，是為了維持（跟客戶三的）關係，「我很樂意配合，但下次我們真的不需要一個無所事事，而且不遵守基本規矩的實習生」。
被酸快樂年輕人 老爸很開心
根據和解書，摩根大通在收到安排紐約職位的請求後，員工在信中寫到，「我們得到新業務了，只要幫（兒子）弄一個在紐約JPM全職分析師的工作，不可能的任務？」該行高層回信，「他的瞌睡習慣可能會讓紐約同事大開眼界，一定要是投行嗎？他真的不是這塊料。」
和解書引述該行內部郵件，二○一○年十月，在副董兒子進入紐約摩根大通後，該行高層在信中寫到，「快樂的年輕人！他老爸應該也很開心吧。」
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[富貴要人幫]，這句話講得真好，保戶及小股東都來幫我的小孩。
現在自己依樣畫葫蘆,也用同樣方式幫官三代/富三代美化資歷,為日後接班做準備.
以下和解書原文赤裸裸地描述這些在知名外商金融機構任職的靠爸族是如何取得職位,
這些靠爸族走後門進去知名公司以後的惡劣工作態度,
以及該公司對這些靠爸族極端負面的評價.
轉載自原文和解書中 Client 3的雇用過程,原文從page A-12開始
NY Times有連結可下載全文.
http://www.nytimes.com/2016/11/18/business/dealbook/jpmorgan-chase-to-pay-264-million-to-settle-foreign-bribery-charges.html
JPMorgan-APAC’s Use of Referral Hiring to Secure Business from Client 3
35. In or about February 2009, JPMorgan-APAC received a request to hire the son of the Vice-Chairman of Client 3, who also held a senior position at another JPMorgan-APAC client.
On or about February 16, 2009, the sponsoring JPMorgan-APAC banker sent an e-mail to
a JPMorgan-APAC executive and other investment bankers noting
that both entities “are very important JPM clients” and
that “we are in active discussion with [Client 3] on a potential equity raising.”
36. On or about February 17, 2009, the JPMorgan-APAC banker responsible for overseeing junior-level employee staffing sent an e-mail to JPMorgan-APAC Employee 2 seeking approval for the son’s hire, noting that “[t]here seem to be strong business reasons for this referral hire and he is also a Wharton, but not very impressive, poor GPA.”
On the same day, JPMorgan-APAC Employee 2 responded, “I know how important this relationship is and
yes I support its being processed now.”
37. JPMorgan-APAC Employee 2 kept the Vice-Chairman of Client 3 informed of the son’s status.
On or about February 17, 2009, JPMorgan-APAC Employee 2 e-mailed a
A-13
colleague: “I will be seeing the candidate’s father next week . . . and I can relay the good news to
him in person . . . lets get internal approvals underway.”
Within several weeks, the son was made an offer and then began working at JPMorgan-APAC in or about July 2009.
38. On or about July 23, 2009, a banker who supervised the work of the son described the son’s performance as not satisfactory:
Clearly, I think [the referral] has attitude issue. Every research analyst / assistant and intern . . . comes to office for morning meeting-morning meeting participation is compulsory for entire research department globally.
We have told [the son] to attend but apparently he doesn’t seem to care . . . .
In this case, I think he can stay in other department and doesn’t need to “sit” in research for the sake of it. If having [the son] sit in every department for 2 weeks is a business need to maintain relations with [Client 3], I can understand and am happy to accommodate.
But next time, we really don’t need to have an intern doing nothing and not following very basic rule.
39. In spite of the son’s performance issues, JPMorgan-APAC continued to employ him and to accommodate additional demands concerning him described below.
On or about August 27, 2010, JPMorgan-APAC Employee 2 wrote an e-mail to another JPMorgan-APAC
banker, which read, in part: “So we picked up a new mandate in [our office] today – all we have
to do is get [the son] a full time analyst job at JPM in NY. Mission impossible?”
On or about the same date, the JPMorgan-APAC banker responded by referencing the difficulties given the
son’s performance: “Can try . . . his napping habit will be an eye-opening experience for our NY
colleagues if he gets a job. Does it have to be [investment banking]? He’s not really built for it.”
40. On or about September 3, 2010, JPMorgan-APAC Employee 2 sent an e-mail to several JPMorgan investment bankers stating:
We have a very good client in Taiwan who has asked that we find an IB analyst role for his son in NY. . . . We are being offered now a sellside on a 800mm [transaction] and the quid pro quo, is an analyst IB job for his son.
A-14
41. On or about October 29, 2010, the son of the Vice-Chairman of Client 3 was offered a full-time position as an analyst at JPMorgan in New York.
A JPMorgan banker noted in an October 29, 2010 e-mail sent to a JPMorgan-APAC banker based in Asia
and other JPMorgan bankers that because of the job offer the son was a “happy young man! And his dad
will also be very pleased.”
42. On or about January 27, 2011, JPMorgan received a mandate for an equity offering from Client 3.
On or about the same date, a high-level JPMorgan executive sent an email to another high-level executive, stating, “[Vice Chairman of Client 3] certainly followed through on his unspoken promises.
We must make absolutely sure we keep a close eye on his son whom I continue to mentor on a regular basis.”
The JPMorgan executive then sent an e-mail to a JPMorgan-APAC banker stating, “This win is really down to you. We would never have got a chance without your help and guidance and your relationships.”
JPMorgan
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