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2006-07 Annual Report
����������������������������� the chicago council on global affairs 1 The Chicago Council on Global Affairs, founded in 1922 as The Chicago Council on Foreign Relations, is a leading independent, nonpartisan organization committed to influencing the discourse on global issues through contributions to opinion and policy formation, leadership dialogue, and public learning. The Chicago Council brings the world to Chicago by hosting public programs and private events featuring world leaders and experts with diverse views on a wide range of global topics. Through task forces, conferences, studies, and leadership dialogue, the Council brings Chicago’s ideas and opinions to the world. 2 the chicago council on global affairs table of contents the chicago council on global affairs 3 Message from the Chairman The world has undergone On September 1, 2006, The Chicago Council on tremendous change since Foreign Relations became The Chicago Council on The Chicago Council was Global Affairs. The new name respects the Council’s founded in 1922, when heritage – a commitment to nonpartisanship and public nation-states dominated education – while it signals an understanding of the the international stage. changing world and reflects the Council’s increased Balance of power, national efforts to contribute to national and international security, statecraft, and discussions in a global era. diplomacy were foremost Changes at The Chicago Council are evident on on the agenda. many fronts – more and new programs, larger and more Lester Crown Today, our world diverse audiences, a step-up in the pace of task force is shaped increasingly by forces far beyond national reports and conferences, heightened visibility, increased capitals. -
Henry Crown Jun 13, 1896 - Aug 14, 1990
Henry Crown Jun 13, 1896 - Aug 14, 1990 SOLDIER DETAILS HIGHEST RANK: Colonel DIVISION: Army, Corps of Engineers THEATER OF OPERATION: American Henry SERVED: Dec 23, 1942 - Sep 15, 1945 Crown MILITARY HONORS: His wartime efforts earned Army him the Legion of Merit for 'his unusual ability, resourcefulness, and loyal devotion...and for materially aiding the nation’s war effort.' The French and Greek governments also honored him. BIOGRAPHY In the ranking of America’s legendary business leaders, Henry Crown, an unassuming man of moderate height and build, stands as tall as the Empire State Building which he once owned. No one, and nothing, could keep him down. This creator of vast empires of factories and machines and jobs and wealth was the son of a Russian street peddler. He left school in the eighth grade to deliver groceries. At the height of his powers he ate at the table of presidents, and yet every day he nurtured his lifelong friendships. During a career that spanned this century and culminated in his control of General Dynamics, he became one of this country’s greatest philanthropists. He sat in the most powerful boardrooms in America, and he knew his employees by name and cared about them like family. Henry Crown controlled interests in American industry worth billions of dollars, but the stocks and bonds that were closest to his heart were character, principles, strongly held beliefs, high moral values, honor and integrity. When he died in 1990 at the age of 94, he left a legacy of greatness and goodness hardly matched in the history of corporate America. -
Jpmorgan Gave Risk Oversight to Museum Head Bloomberg Businessweek Dawn Kopecki and Max Abelson May 24, 2012
JPMorgan Gave Risk Oversight to Museum Head Bloomberg Businessweek Dawn Kopecki and Max Abelson May 24, 2012 The three directors who oversee risk at JPMorgan Chase & Co. (JPM) include a museum head who sat on American International Group Inc.’s governance committee in 2008, the grandson of a billionaire and the chief executive officer of a company that makes flight controls and work boots. What the risk committee of the biggest U.S. lender lacks, and what the five next largest competitors have, are directors who worked at a bank or as financial risk managers. The only member with any Wall Street experience, James Crown, hasn’t been employed in the industry for more than 25 years. “It seems hard to believe that this is good enough,” said Anat Admati, a professor of finance at Stanford University who studies corporate governance. “It’s a massive task to watch the risk of JPMorgan.” The bank has been under siege since CEO Jamie Dimon said May 10 that the firm’s chief investment office suffered a $2 billion loss trading credit derivatives. He later called it “a Risk 101 mistake.” Shares of the New York-based company have fallen 17 percent since, and at least half a dozen agencies, including the U.S. Department of Justice and the Securities and Exchange Commission, are investigating. The probes began after traders in the London office, which manages the bank’s excess cash, made wrong-way bets on illiquid credit derivatives, some of them so large they distorted market prices. Dimon transformed the division under Ina Drew, who resigned over the losses, from a sleepy haven for traders of U.S. -
2010 Overview 2009 Annual Report
2010 OVERVIEW 2009 ANNUAL REPORT www.aspeninstitute.org Blank page “Characteristic of the Aspen Institute are its approach to problems based on an analysis of the situation as a whole, its orientation toward the development of policy alternatives, its consideration for the human past and present, and its commitment to the human future.” from THE ASPEN IDEA by Sidney Hyman Policy Programs and Partnerships 9 Seminars 23 Public Programs 27 The Aspen Global Leadership Network 31 Society of Fellows 35 Selected Highlights 36 The Newly Renovated Walter Paepcke Memorial Building 37 International Partners 38 Our Locations 39 Aspen Institute Leadership 40 Policy Program Directory 41 2009 Annual Report 42 Board of Trustees 44 Donors 47 ABOUT THE Aspen InstitUTE The Aspen Institute’s mission is twofold: to foster values-based leadership, encouraging individuals to reflect on the ideals and ideas that define a good society, and to provide a neutral and balanced venue for discussing and acting on critical issues. The Institute does this primarily in four ways: • Seminars, which help participants reflect on what they think makes a good society, thereby deepening knowledge, broadening perspectives, and enhancing their capac- ity to solve the problems leaders face. • Young-leader fellowships around the globe, which bring a selected class of proven leaders together for an intense multiyear program and commitment. The Fellows become better leaders and apply their skills to significant challenges. • Policy programs, which serve as nonpartisan forums for analysis, consensus-build- ing, and problem-solving on a wide variety of issues. • Public conferences and events, which provide a commons for people to share ideas. -
Congressional Record—Senate S4098
S4098 CONGRESSIONAL RECORD — SENATE June 11, 2015 WYDEN, also wishes to provide separate port his interpretation of this provi- people gave a comparable amount of and related comments. sion. In accordance with longstanding $356 million through small-dollar dona- In setting out what is to be taken as historical practice, and because of im- tions of $200 or less. Astonishing as ‘‘major legislation,’’ the budget resolu- portant practical considerations, the these figures are, they don’t include tion specifies that legislation may be chair and vice chair of the Joint Com- the $173 million spent in the 2014 elec- designated to be ‘‘major’’ if the Sen- mittee on Taxation should exercise tion cycle by tax-exempt ‘‘dark ator or House Member who is chairman principal control over the revenue esti- money’’ groups that are not required to or vice chairman of the Joint Com- mating process, and section 3112 should publicly disclose their donors. mittee on Taxation, or JCT, designates not be interpreted to authorize the Deep-pocketed special interests are the legislation as such ‘‘for revenue chairs of the Budget Committees to aiming to control the agenda in Con- legislation.’’ Of course, such language interfere with JCT’s responsibility for gress. It is time to fight back and fun- is entirely consistent with existing and control over revenue estimates in damentally reform the way we finance laws and practice, under which the re- any part of the congressional budget congressional elections. We need a sys- sponsibility and control over revenue process. tem that allows candidates to focus on estimates in the congressional budget However, I must note that on the constituents instead of fundraising—a process lies squarely with the chair and broader point of dynamic estimates, I system that encourages ordinary vice chair of the JCT. -
EQUITY COMMONWEALTH Two North Riverside Plaza, Suite 2100
EQUITY COMMONWEALTH Two North Riverside Plaza, Suite 2100 Chicago, IL 60606 April 27, 2021 Dear Shareholder: You are cordially invited to the 2021 Annual Meeting of Shareholders of Equity Commonwealth. The Board of Trustees will hold the 2021 Annual Meeting of Shareholders in a virtual-only format in lieu of an in-person meeting to prioritize the health and well-being of meeting participants. At the Annual Meeting, you will be asked to (i) elect the 8 trustees named in our proxy materials to the Board of Trustees, (ii) approve, on a non-binding advisory basis, the compensation of our named executive officers, (iii) ratify the appointment of Ernst & Young LLP as the Company’s independent registered public accounting firm for the fiscal year ending December 31, 2021, and (iv) transact such other business as may properly come before the Annual Meeting. The accompanying Notice of the Annual Meeting describes these matters. We have elected to provide access to our proxy materials on the Internet under the U.S. Securities and Exchange Commission’s ‘‘notice and access’’ rules, instead of mailing printed copies of those materials to each shareholder. Our proxy materials are available at www.proxyvote.com. We have sent to our shareholders a Notice of Internet Availability of Proxy Materials that provides instructions on how to access our proxy materials on the Internet. Please read the enclosed information carefully before submitting your proxy. The Board of Trustees appreciates and encourages your participation in the Annual Meeting. Regardless of whether you plan to attend the Annual Meeting, it is important that your shares be represented. -
2017 Annual Report 1
2017 Annual Report 1 LOCAL IMPACT GLOBAL REACH 2017 ANNUAL REPORT DRAFT LAST MODIFIED July 31, 2018 9:31 AM WHO WE ARE HOW WE DO IT World Business Chicago is Chicago’s public-private economic ACTIVATING LOCAL IMPACT development agency. BUSINESS DEVELOPMENT OUR MISSION Promoting Chicago’s talent, technology, transportation, infrastructure, housing, and cultural resources to Our mission is to drive inclusive economic growth and job companies across the nation and globe. creation, support business, and promote Chicago as a leading global city. NEIGHBORHOOD & STRATEGIC INITIATIVES Promoting Chicago’s neighborhood strengths as sites for business location and expansion. OUR VISION Our vision is to ensure that all Chicagoans prosper. CHICAGONEXT Dedicated effort to advance Chicago’s tech ecosystem, and build a strong platform for inclusive growth in WHAT WE DO Chicago’s innovation economy. AMPLIFYING GLOBAL REACH WE DRIVE GROWTH through business recruitment, expansion, and retention GLOBAL STRATEGIC INITIATIVES assistance and connecting businesses to resources Attracting foreign investment and facilitating joint ventures, and opportunities. partnerships, and intergovernmental agreements. CHICAGO SISTER CITIES INTERNATIONAL WE UNITE LEADERS Celebrating cooperation and understanding through citizen diplomacy – 28 sister cities, 600+ volunteers, to advance growth in Chicago’s neighborhoods through global relationships. talent development, procurement, and investment. WE CHAMPION CHICAGO as a world-class city through building strategic international -
Celebrating 60 Years 2009 Overview and 2008 Annual Report
Celebrating 60 Years 2009 Overview and 2008 Annual Report www.aspeninstitute.org 60 Years of Continuity and Change In the years immediately following World War II, Chicago businessman and philanthropist Walter Paepcke—inspired by philosopher Mortimer Adler’s Great Books seminar at the University of Chicago—decided to create in Aspen, Colorado, “a place where the human spirit can flourish.” In 1949, he assembled scholars, writers, artists, and business and intellectual leaders in Aspen to celebrate the bicentennial of the German poet and philosopher Johann Wolfgang von Goethe and to consider Goethe’s legacy in the contemporary world. The following year, Paepcke created what is now the Aspen Institute. His participation in the Great Books seminar inspired the Institute’s original offering, the Executive Seminar, created to help business leaders look with fresh eyes at their lives, their work, and the world of which they were a part in order to become “more self-aware, more self-correcting, and hence, more self-fulfilling.” Today, the vision and reach of the Aspen Institute extend far beyond its original roots. In policy programs, seminars, public events, and new leadership initiatives around the world, the form and force of the Institute have grown to confront contemporary challenges and matters of collective concern. But in all of its work since its inception the Institute has remained committed to the power of thoughtful dialogue, enduring human values, nonpartisan research, and the search for common ground. Over the years the Institute has attracted statesmen, CEOs, Supreme Court justices, technology pioneers, scientists, scholars, Nobel laureates, artists, musicians, and other leaders, all of them seeking to resolve dilemmas, advance policy solutions, examine the social and moral values underlying human problems, and strengthen their own capacity for self-knowledge and mutual understanding. -
The Aspen Global Leadership Summit
JULY 7 - 10, 2011 ASPEN, COLORADO The Aspen Global Leadership Summit The Aspen Institute mission is twofold: to foster values-based leadership, encourag- ing individuals to reflect on the ideals and ideas that define a good society, and to provide a neutral and balanced venue for discussing and acting on critical issues. The Aspen Institute does this primarily in four ways: seminars, young-leader fellowships around the globe, policy programs, and public conferences and events. The Institute is based in Washington, DC; Aspen, Colorado; and on the Wye River on Maryland’s Eastern Shore. The Institute also has an international network of partners in Spain, France, Germany, India, Italy, Japan and Romania. The Aspen Global Leadership Network (AGLN) is a growing, worldwide community of entrepreneurial leaders from business, government and the nonprofit sector —cur- rently, more than 1,300 “Fellows” from 43 countries — who share a commitment to enlightened leadership and to using their extraordinary creativity, energy and re- sources to tackle the foremost societal challenges of our times. All share the common experience of participating in the Henry Crown Fellowship or one of the dozen As- pen Institute leadership initiatives it has inspired in the United States, Africa, Central America, India and the Middle East. WELCOME TO ACT II – THE BIENNIAL CONVENING OF THE ASPEN GLOBAL LEADERSHIP NETWORK! It’s a delight to be able to bring together so many Fellows from across the globe to pause, reflect, recharge and redouble our efforts to “make a dent in the universe.” We are also thrilled to have so many of the Fellows’ spouses and Aspen Institute trustees, moderators and supporters join us.