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THE CLEVELAND MUSEUM of ART ANNUAL REPORT 2002 1 0-Cover.P65 the CLEVELAND MUSEUM of ART
ANNUAL REPORT 2002 THE CLEVELAND MUSEUM OF ART THE CLEVELAND MUSEUM OF ART REPORT 2002 ANNUAL 0-Cover.p65 1 6/10/2003, 4:08 PM THE CLEVELAND MUSEUM OF ART ANNUAL REPORT 2002 1-Welcome-A.p65 1 6/10/2003, 4:16 PM Feathered Panel. Peru, The Cleveland Narrative: Gregory Photography credits: Brichford: pp. 7 (left, Far South Coast, Pampa Museum of Art M. Donley Works of art in the both), 9 (top), 11 Ocoña; AD 600–900; 11150 East Boulevard Editing: Barbara J. collection were photo- (bottom), 34 (left), 39 Cleveland, Ohio Bradley and graphed by museum (top), 61, 63, 64, 68, Papagayo macaw feathers 44106–1797 photographers 79, 88 (left), 92; knotted onto string and Kathleen Mills Copyright © 2003 Howard Agriesti and Rodney L. Brown: p. stitched to cotton plain- Design: Thomas H. Gary Kirchenbauer 82 (left) © 2002; Philip The Cleveland Barnard III weave cloth, camelid fiber Museum of Art and are copyright Brutz: pp. 9 (left), 88 Production: Charles by the Cleveland (top), 89 (all), 96; plain-weave upper tape; All rights reserved. 81.3 x 223.5 cm; Andrew R. Szabla Museum of Art. The Gregory M. Donley: No portion of this works of art them- front cover, pp. 4, 6 and Martha Holden Jennings publication may be Printing: Great Lakes Lithograph selves may also be (both), 7 (bottom), 8 Fund 2002.93 reproduced in any protected by copy- (bottom), 13 (both), form whatsoever The type is Adobe Front cover and frontispiece: right in the United 31, 32, 34 (bottom), 36 without the prior Palatino and States of America or (bottom), 41, 45 (top), As the sun went down, the written permission Bitstream Futura abroad and may not 60, 62, 71, 77, 83 (left), lights came up: on of the Cleveland adapted for this be reproduced in any 85 (right, center), 91; September 11, the facade Museum of Art. -
Striving for Anti-Racism: a Beginner's Journal!
Striving For Anti-Racism: A Beginner’s Journal BY BEYOND THINKING Special Thanks Anti-racism work does not happen in a vacuum. This journal would not be possible without the brilliance of Jennifer Wong, Karimah Edwards, Kyana Wheeler, Lauren Kite, and Cat Cuevas. Jennifer Wong, Creative Designer Attorney, and also the love of my life (!) Karimah Edwards, Editor Hummingbird Cooperative Kyana Wheeler, Anti-Racist Consultant and Advisor Kyana Wheeler Consulting Lauren Kite, Anti-Racist Consultant and Advisor Cat Cuevas, Anti-Racist Consultant and Advisor Table of Contents Introduction .................................................................................4 How to Use This Journal........................................................ 7 I. WORKSHEETS & RESOURCES ................................. 9 Values ........................................................................................10 Emotions ................................................................................. 12 Racial Anxiety Self-Assessment (Round 1) .......14 Biases ........................................................................................ 16 Cultural Lenses ................................................................... 17 Privileges .................................................................................18 Privilege Bingo.................................................................... 19 Microaggressions .............................................................20 Common Forms of Resistance .............................. -
Uber Technologies Inc.: Managing Opportunities and Challenges
Center for Ethical Organizational Cultures Auburn University http://harbert.auburn.edu Uber Technologies Inc.: Managing Opportunities and Challenges INTRODUCTION Uber Technologies Inc. (Uber) is a tech startup that provides ride sharing services by facilitating a connection between independent contractors (drivers) and riders with the use of an app. Uber has expanded its operations to 58 countries around the world and is valued at around $41 billion. Because its services costs less than taking a traditional taxi, in the few years it has been in business Uber and similar ride sharing services have upended the taxi industry. The company has experienced resounding success and is looking toward expansion both internationally and within the United States. However, Uber’s rapid success is creating challenges in the form of legal and regulatory, social , and technical obstacles. The taxi industry, for instance, is arguing that Uber has an unfair advantage because it does not face the same licensing requirements as they do. Others accuse Uber of not vetting their drivers, creating potentially unsafe situations. An accusation of rape in India has brought this issue of safety to the forefront. Some major cities are banning ride sharing services like Uber because of these various concerns. Additionally, Uber has faced various lawsuits, including a lawsuit filed against them by its independent contractors. Its presence in the market has influenced lawmakers to draft new re gulations to govern this “app-driven” ride sharing system. Legislation can often hinder a company’s expansion opportunities because of the resources it must expend to comply with regulatory requirements. Uber has been highly praised for giving independent contractors an opportunity to earn money as long as they have a car while also offering convenient ways for consumers to get around at lower costs. -
In the Court of Chancery of the State of Delaware Karen Sbriglio, Firemen’S ) Retirement System of St
EFiled: Aug 06 2021 03:34PM EDT Transaction ID 66784692 Case No. 2018-0307-JRS IN THE COURT OF CHANCERY OF THE STATE OF DELAWARE KAREN SBRIGLIO, FIREMEN’S ) RETIREMENT SYSTEM OF ST. ) LOUIS, CALIFORNIA STATE ) TEACHERS’ RETIREMENT SYSTEM, ) CONSTRUCTION AND GENERAL ) BUILDING LABORERS’ LOCAL NO. ) 79 GENERAL FUND, CITY OF ) BIRMINGHAM RETIREMENT AND ) RELIEF SYSTEM, and LIDIA LEVY, derivatively on behalf of Nominal ) C.A. No. 2018-0307-JRS Defendant FACEBOOK, INC., ) ) Plaintiffs, ) PUBLIC INSPECTION VERSION ) FILED AUGUST 6, 2021 v. ) ) MARK ZUCKERBERG, SHERYL SANDBERG, PEGGY ALFORD, ) ) MARC ANDREESSEN, KENNETH CHENAULT, PETER THIEL, JEFFREY ) ZIENTS, ERSKINE BOWLES, SUSAN ) DESMOND-HELLMANN, REED ) HASTINGS, JAN KOUM, ) KONSTANTINOS PAPAMILTIADIS, ) DAVID FISCHER, MICHAEL ) SCHROEPFER, and DAVID WEHNER ) ) Defendants, ) -and- ) ) FACEBOOK, INC., ) ) Nominal Defendant. ) SECOND AMENDED VERIFIED STOCKHOLDER DERIVATIVE COMPLAINT TABLE OF CONTENTS Page(s) I. SUMMARY OF THE ACTION...................................................................... 5 II. JURISDICTION AND VENUE ....................................................................19 III. PARTIES .......................................................................................................20 A. Plaintiffs ..............................................................................................20 B. Director Defendants ............................................................................26 C. Officer Defendants ..............................................................................28 -
KAREN SBRIGLIO, Derivatively on Behalf Of
EFiled: Apr 25 2018 12:41PM EDT Transaction ID 61956909 Case No. 2018-0307- IN THE COURT OF CHANCERY OF THE STATE OF DELAWARE ________________________________ : KAREN SBRIGLIO, derivatively on : behalf of Nominal Defendant : FACEBOOK, INC., : : Plaintiff, : : v. : C. A. No. : MARK ZUCKERBERG, SHERYL : SANDBERG, MARC ANDREESSEN, : ERSKINE B. BOWLES, SUSAN : DESMOND-HELLMANN, REED : HASTINGS, JAN KOUM, PETER A. : THIEL, : : Defendants, : : - and – : : FACEBOOK, INC., : : Nominal Defendant. : _______________________________ : VERIFIED STOCKHOLDER DERIVATIVE COMPLAINT Of Counsel: Thaddeus J. Weaver (Del. Id. 2790) Catherine Pratsinakis (Del. Id. 4820) DILWORTH PAXSON LLP DILWORTH PAXSON LLP One Customs House 1500 Market Street, Suite 3500E 704 King Street, Suite 500 Philadelphia, PA 19102 Wilmington, DE 19801 (215) 575-7013 (telephone) (302) 571-8867 (telephone) [email protected] [email protected] Counsel for Plaintiff Karen Sbriglio 120134549_1 TABLE OF CONTENTS SUMMARY OF THE ACTION ................................................................................ 1 JURISDICTION AND VENUE ................................................................................ 8 PARTIES.................................................................................................................... 9 DEFENDANTS’ OBLIGATIONS AS OFFICERS AND DIRECTORS OF FACEBOOK ............................................................................................................14 FACEBOOK’S LEGAL OBLIGATIONS TO PROTECT USER PRIVACY AND DATA -
December 11, 2012 the President the White House Washington
300 New Jersey Avenue, NW Telephone 202.872.1260 Suite 800 Facsimile 202.466.3509 Washington, DC 20001 Website brt.org Chairman W. James McNerney, Jr. The Boeing Company December 11, 2012 President John Engler The President Business Roundtable The White House Washington, DC 20500 Executive Committee Ajay Banga MasterCard Incorporated Dear Mr. President: Ursula M. Burns Xerox Corporation As CEOs of companies representing more than $7.3 trillion in annual revenues Kenneth I. Chenault and more than 16 million employees, we write to express our belief that the American Express Company United States will suffer significant negative economic, employment, and social David M. Cote consequences for going over the fiscal cliff. In many cases the damage will be Honeywell International, Inc. long-lasting, if not permanent. But it does not have to happen. Alexander M. Cutler Eaton Corporation We urge you to step forward and demonstrate that principled compromise is James Dimon JPMorgan Chase & Co. once again possible and that the American political system that underpinned the Michael T. Duke economic success of our nation and others can function as designed. For far too Wal-Mart Stores, Inc. long, political paralysis has fueled global uncertainty that discourages businesses Jeffrey R. Immelt from investing and hiring new workers. This paralysis must come to an end, and General Electric Company in a way that resists the temptation to declare winners and losers. Andrew N. Liveris The Dow Chemical Company We pledge our active support for a compromise that includes comprehensive Gary W. Loveman Caesars Entertainment Corporation and meaningful tax and entitlement reforms that result in market-credible Robert A. -
Kenneth I. Chenault Chairman and Managing Director, General Catalyst Former Chairman and CEO, American Express ______
The Economic Club of New York 113th Year 575th Meeting ______________________________________________ Kenneth I. Chenault Chairman and Managing Director, General Catalyst Former Chairman and CEO, American Express ______________________________________________ December 8, 2020 Webinar Moderator: Marie-Josée Kravis Chair Emerita, The Economic Club of New York Senior Fellow, Hudson Institute The Economic Club of New York – Kenneth I. Chenault – December 8, 2020 Page 1 Introduction Welcome everyone. Thank you for joining us today. This is Barbara Van Allen, President of the Club. And we are going to get started in exactly one minute. Vice Chairman Michael O’Neill Good morning, and welcome to the 575th meeting of The Economic Club of New York in our 113th year. I’m Mike O’Neill, Vice Chair of the Club. The Economic Club of New York is one of the nation’s leading forums for discussion on economic, social and political issues. Before we begin, I’d like to thank our healthcare workers, our frontline workers and all those in public positions that make our lives safer and easier during this difficult time. Our club’s mission is as important today as ever as we continue to bring people together as a catalyst for conversation and innovation. Particularly during these challenging times, we proudly stand with all communities seeking inclusion and mutual understanding. To put these words into action, the Club kicked off its Focus on Racial Equity Series where we have been leveraging our platform to bring together prominent thought leaders to help us explore and better understand the various dimensions of racial inequity and to highlight strategies, best practices and resources that the business community can use to be a force for change. -
Effectively Managing Employees to Get Results in a Diverse Workplace Such As American Express
Journal of Business Studies Quarterly 2015, Volume 7, Number 1 ISSN 2152-1034 Effectively Managing Employees to Get Results in a Diverse Workplace such as American Express Valerie Alexander, Colleen Havercome, and Bahaudin G. Mujtaba Nova Southeastern University Abstract Diversity in the modern workplace is not just a reality, but it is also necessary for competitive advantage. The purpose of this paper is to explore the concept of diversity in an organization and to outline the overall benefits of effectively managing employees to get results in a diverse workplace at American Express Corporation. This paper will elaborate on managing diverse strategies, managerial theories, structures and strategies, the consequences of ignoring diversity, diversity training, and recommendations. Keywords: Workplace Diversity, Managing Diversity, Management Theories, Management Practices, Employees. Introduction In today’s global environment, the workplace is a diverse melting pot of different cultures where one must learn to accept, understand and celebrate the differences of other people values, age, religious beliefs, gender, ethnicity, sexual orientation, educational background, and physical abilities. The subject of diversity requires one to examine one’s own beliefs and values and to learn the skills of dealing with those whose beliefs and values which are different from our own. The subject of diversity can be overwhelming, emotional and powerful for most who deals with it directly or indirectly (Mujtaba, 2010). Diversity issues in the workplace are now considered crucial and are likely to increase due to cultural differences. Therefore, organizations need to focus on diversity and to look for ways in which to become more flexible and work together in an inclusive environment. -
Agency Costs in Law-Firm Selection: Are Companies Under-Spending on Counsel?
Draft of June 30, 2016 AGENCY COSTS IN LAW-FIRM SELECTION: ARE COMPANIES UNDER-SPENDING ON COUNSEL? Elisabeth de Fontenay* __ CAP. MKTS. L. J. __ (forthcoming) ABSTRACT A growing body of literature examines whether corporate clients derive sufficient value from the law firms that they engage. Yet little attention has been paid to whether clients optimally select among law firms in the first place. One entry-point is to identify discrepancies in the quality of counsel selected by different corporate clients for the very same work. Using a large sample of loans, this Article finds that major U.S. public companies select lower-ranked law firms for their financing transactions than do private equity-owned companies, controlling for various deal characteristics. While some of this discrepancy can be attributed to value-maximizing behavior, agency and other information problems within public companies may distort their choice of counsel. Contrary to the thrust of existing commentary, U.S. public companies may well be spending too little on outside counsel. TABLE OF CONTENTS Introduction ............................................................................................................. 2 I. Law Firm Selection in Practice: Private Equity Firms vs. Public Companies ......... 5 A. Description of Data ...................................................................................... 6 B. Model and Results ........................................................................................ 9 II. Interpreting the Results ..................................................................................... -
2006 Annual Report
BERKSHIRE HATHAWAY INC. 2006 ANNUAL REPORT TABLE OF CONTENTS Business Activities........................................................Inside Front Cover Corporate Performance vs. the S&P 500 ................................................ 2 Chairman’s Letter* ................................................................................. 3 Acquisition Criteria ................................................................................25 Report of Independent Registered Public Accounting Firm...................25 Consolidated Financial Statements.........................................................26 Selected Financial Data For The Past Five Years ..................................................................................53 Management’s Discussion ......................................................................54 Management’s Report on Internal Control Over Financial Reporting ...................................................................73 Owner’s Manual .....................................................................................74 Common Stock Data and Corporate Governance Matters......................79 Operating Companies .............................................................................80 Directors and Officers of the Company.........................Inside Back Cover *Copyright © 2007 By Warren E. Buffett All Rights Reserved Business Activities Berkshire Hathaway Inc. is a holding company owning subsidiaries that engage in a number of diverse business activities including property -
The Complete Financial History of Berkshire Hathaway by Adam
The Complete Financial History of Berkshire Hathaway By Adam Mead Audiobook Companion Audiobook Contents (Charts included from the chapters below) Chapter 1: Textile Conglomerate Chapter 2: 1955–1964 Chapter 3: 1965–1974 Chapter 4: 1975–1984 Chapter 5: 1985–1994 Chapter 6: 1995–2004 Chapter 7: 2005–2014 Chapter 8: The First iftyF Years: 1965–2014 Chapter 9: 2015–2019 Chapter 10: World’s Greatest Conglomerate Chapter 11: Afterward—Berkshire After Buffett vii Figure 1.1: Millions of spindles in place by year and location 40 35 30 25 millions) 20 15 Spindles (in 10 5 0 1914 1925 1938 United States New England Massachusetts Southern States Source: The Decline Of A Cotton Textile City (Wolfbein p. 161). 12 Chapter 1: Textile Conglomerate Table 1.1: Comparative operational data for Berkshire Fine Spinning Associates and Hathaway Manufacturing Berkshire Fine Spinning Hathaway Manufacturing 1934 Net revenues ($ millions) $16.3 $3.9 Equity capital ($ millions) $13.8 $2.1 # spindles 900,000 79,000 # looms 20,000 3,200 1939 Net revenues ($ millions) $18.4 $7.3 Equity capital ($ millions) $13.1 $2.2 # spindles 748,000 62,000 # looms 15,000 2,800 1935–1939 (average) Return on equity 0% 6.10% Profit margin 1.40% 2.10% Revenues/average equity1 $1.34 $3.15 Footnote: Revenues/average equity calculation is from 1936–39 because no data is available for 1935 for Hathaway Manufacturing. Note: No data on 1939 for BFS, but spindles/looms same in 1938 and 1940. Sources: Moody’s Industrial Manuals 1934-40 and author’s calculations. 13 Chapter 1: Textile Conglomerate Figure 1.2: Revenues at Berkshire Fine Spinning and Hathaway Manufacturing from 1940–1949 $70 $60 $50 $40 $30 Revenues (millions) $20 $10 $0 1940 1941 1942 1943 1944 1945 1946 1947 1948 1949 Berkshire Fine Spinning Hathaway Manufacturing Sources: Moody’s Industrial Reports and Berkshire Hathaway Annual Reports. -
Berkshire Hathaway Annual Meeting May 5, 2012 These Notes Are Recollections Only, Without the Aid of a Recording Device
Berkshire Hathaway Annual Meeting May 5, 2012 These notes are recollections only, without the aid of a recording device. They should not be relied upon. –PB WB: Good morning. I’m Warren and this hyperkinetic fellow is Charlie. We’ll conduct this pretty much as we have in past. We’ll take questions until 3:30, and then begin the regular meeting of shareholders at that time. Feel free to shop. See ‘s Candy has placed a lollipop at every seat, and if you could open the lollipop now we’ll post a picture on Facebook, and for the media. And now you can take off the cover and good part comes. CM and I have fudge and peanut brittle. If we’ve consumed 10k calories each we’ll have to stop early. We released Q1 earnings yesterday. In general, all our companies with the exception of those in residential construction have pretty much shown good earnings. Our five largest non-reinsurance companies all had record earnings last year, $9bil pre-tax. I said that I thought they would earn $10bil pretax this year, and nothing we have seen so far would cause me to backtrack on this. One cost at Geico is an accounting change or deferred policy acquisition cost, dpac. No change on cash, but took earnings down 250m pretax. It is a deferred advertising issue. We had a terrific Q1 at Geico, float grew and we had a 9% margin. The Dpac charges may affect 2Q and a little in 3Q, but underlying figures are somewhat better than what we’ve presented.