Ethics and Globalization the Tradeoffs Underlying Our Policy Choices
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Value, Caution and Accountability in an Era of Large Banks and Complex Finance*
2011-2012 BETTING BIG 765 BETTING BIG: VALUE, CAUTION AND ACCOUNTABILITY IN AN ERA OF LARGE BANKS AND COMPLEX FINANCE* LAWRENCE G. BAXTER** Abstract Big banks are controversial. Their supporters maintain that they offer products, services and infrastructure that smaller banks simply cannot match and enjoy unprecedented economies of scale and scope. Detractors worry about the risks generated by big banks, their threats to financial stability, and the way they externalize costs of operation to the public. This article explains why there is no conclusive argument one way or the other and why simple measures for restricting the danger of big banks are neither plausible nor effective. The complex ecology of modern finance and the management and regulatory challenges generated by ultra-large banking, however, cast serious doubt on the proposition that the benefits of big banking outweigh its risks. Consequently, two general principles are proposed for further consideration. First, big banks should bear a greater degree of public accountability by reforming certain principles of corporate governance to require greater representation of public interests at the board and executive levels of big banks. Second, given the unproven promises of performance by big banks, their unimpressive actual record of performance, and the many hazards they inevitably generate or encounter, financial regulators should consciously adopt a strict cautionary approach. Under this approach, big banks would bear a very heavy onus to demonstrate in concrete terms that their continued growth – and even the maintenance of their current scale – can be adequately managed and supervised. * © Lawrence G. Baxter. ** Professor of the Practice of Law, Duke Law School. -
Why Did “We” Not Work?
LANGEVOORT.PRINTER.UPDATED (DO NOT DELETE) 7/18/2021 5:50 PM Corporate Adolescence: Why Did “We” Not Work? * Donald C. Langevoort and Hillary A. Sale In academic and public commentary, entrepreneurial finance is usually portrayed as a quintessential American success story, an institutional structure whereby expert venture capitalists with strong reputational incentives channel much-needed equity to deserving entrepreneurs, then subject them to intense monitoring to assure they stay on the path to hoped- for success in the form of an initial public offering or public company acquisition.1 Thus, it is jarring that in recent years there have been so many troubles, from gross embarrassments to allegations of outright criminality, at companies like Uber, Theranos, and our subject here, WeWork. These dramas are often portrayed in terms of the predictable sins of youthfulness: reckless, disruptive, risk-taking behaviors that come from the volatile interaction of a charismatic young leader and a cult(ure) of STEM-smart followers who buy into the dream.2 * The authors thank Craig Lewis, Sharon Nellis, and Elizabeth Pollman for their helpful comments and Olivia Brown, Samantha Glazer, Hollie Chenault, Claire Creighton, Jing Xu, and Michael Marcus for their research, insights, and good humor. 1. E.g., Bernard S. Black & Ronald J. Gilson, Venture Capital and the Structure of Capital Markets, 47 J. FIN. ECON. 243 (1998). 2. See generally JOHN CARREYROU, BAD BLOOD: SECRETS AND LIES IN A SILICON VALLEY STARTUP (2018) (discussing the Theranos scandal -
Descendants of Mayer Amschel Rothschild
Descendants of Hirsch (Hertz) ROTHSCHILD 1 Hirsch (Hertz) ROTHSCHILD d: 1685 . 2 Callmann ROTHSCHILD d: 1707 ....... +Gütle HÖCHST m: 1658 .... 3 Moses Callman BAUER ....... 4 Amschel Moses ROTHSCHILD ............. +Schönche LECHNICH m: 1755 .......... 5 Mayer Amschel ROTHSCHILD b: 23 February 1743/44 in Frankfurt am Main Germany d: 19 September 1812 in Frankfurt am Main Germany ................ +Guetele SCHNAPPER b: 23 August 1753 m: 29 August 1770 in Frankfurt am Main Germany d: 7 May 1849 Father: Mr. Wolf Salomon SCHNAPPER .............. 6 [4] James DE ROTHSCHILD b: 15 May 1792 in Frankfurt am Main Germany d: 15 November 1868 in Paris France .................... +[3] Betty ROTHSCHILD Mother: Ms. Caroline STERN Father: Mr. Salomon ROTHSCHILD ................. 7 [5] Gustave DE ROTHSCHILD b: 1829 d: 1911 .................... 8 [6] Robert Philipe DE ROTHSCHILD b: 19 January 1880 in Paris France d: 23 December 1946 .......................... +[7] Nelly BEER b: 28 September 1886 d: 8 January 1945 Mother: Ms. ? WARSCHAWSKI Father: Mr. Edmond Raphael BEER ....................... 9 [8] Alain James Gustave DE ROTHSCHILD b: 7 January 1910 in Paris France d: 1982 in Paris France ............................. +[9] Mary CHAUVIN DU TREUI ........................... 10 [10] Robert DE ROTHSCHILD b: 1947 .............................. 11 [11] Diane DE ROTHSCHILD .................................... +[12] Anatole MUHLSTEIN d: Abt. 1959 Occupation: Diplomat of Polish Government ................................. 12 [1] Anka MULHSTEIN ...................................... -
Paintings and Works of Art from the Estates of Baron Fould-Springer and Cécile De Rothschild
15 January 2003 Contact: Céline Hersant-Hoerter (Paris) 33 1 40 76 85 88 [email protected] Catherine Fenston (Londres) 44 (0) 207 389 2982 [email protected] PAINTINGS AND WORKS OF ART FROM THE ESTATES OF BARON FOULD-SPRINGER AND CÉCILE DE ROTHSCHILD Christie’s Paris 11 March 2003 Paris – Christie’s is to offer paintings and works of art from the estates of Baron Fould-Springer and Cécile de Rothschild on 11 March 2003. After the success of the sales of Rothschild Collections in London, Geneva and New York, Christie’s France is delighted to have been chosen as the auctioneer to hold the sale of works of art from the Estate of a member of the French branch of this illustrious family. The pieces to be included in the sale comprise French furniture and works of art, Asian art, silver, porcelain, maiolicas and paintings. Estate of Baron Fould-Springer Max Fould-Springer (1906 – 1999) was born in Vienna to an Austrian mother, whose family had businesses in Central Europe and France, and to a French father, descending from the illustrious Fould family of bankers that goes back to the Second Empire. Although he felt profoundly French throughout his life, his name - which was ennobled by Emperor François- Joseph of Austria (1830-1916) – made him a faithful adherent and supporter of both cultures. Though not a passionate collector, Baron Fould-Springer had a great sense of taste and an incomparable talent for successfully combining works of art and objects from different periods and styles, many of which were acquired by his father, Baron Eugène Fould-Springer, in the 19th century. -
History of the Jews
II ADVERTISEMENTS Should be in Every Jewish Home AN EPOCH-MAKING WORK COVERING A PERIOD OF ABOUT FOUR THOUSAND YEARS PROF. HE1NRICH GRAETZ'S HISTORY OF THE JEWS THE MOST AUTHORITATIVE AND COMPREHENSIVE HISTORY OF THE JEWS IN THE ENGLISH LANGUAGE HANDSOMELY AND DURABLY BOUND IN SIX VOLUMES Contains more than 4000 pages, a Copious Index of more than 8000 Subjects, and a Number of Good Sized Colored Maps. SOME ENTHUSIASTIC APPRECIATIONS DIFFICULT TASK PERFORMED WITH CONSUMMATE SKILL "Graetz's 'Geschichte der Juden1 has superseded all former works of its kind, and has been translated into English, Russian and Hebrew, and partly into Yiddish and French. That some of these translations have been edited three or four times—a very rare occurrence in Jewish literature—are in themselves proofs of the worth of the work. The material for Jewish history being so varied, the sources so scattered in the literatures of all nations, made the presentation of this history a very difficult undertaking, and it cannot be denied that Graetz performed his task with consummate skill."—The Jewish Encyclopedia. GREATEST AUTHORITY ON SUBJECT "Professor Graetz is the historiographer par excellence of the Jews. His work, at present the authority upon the subject of Jewish History, bids fair to hold its pre-eminent position for some time, perhaps decades."—Preface to Index Volume. MOST DESIRABLE TEXT-BOOK "If one desires to study the history of the Jewish people under the direction of a scholar and pleasant writer who is in sympathy with his subject, because he is himself a Jew, he should resort to the volumes of Graetz."—"Review ofRevitvit (New York). -
Rothschild & Co
Rothschild & Co Annual Report 2017 Annual Report 2017 Report Annual WorldReginfo - 145370ec-15f4-41f1-b402-4af90622e0bc WorldReginfo - 145370ec-15f4-41f1-b402-4af90622e0bc Contents Message from the Chairman of the Supervisory Board 4 Message from the Chairman 5 Message from the Management Board 6 1. Overview Overview of businesses 10 World presence 12 Corporate governance 14 Organisation chart 17 Corporate Social Responsibility 18 Shareholder information 19 2. Business review Rothschild Global Advisory 24 Rothschild Private Wealth & Asset Management 30 Rothschild Merchant Banking 37 3. Management report Results for the 2017 financial year 46 Information on the Company and share capital 54 Internal control, risk management and accounting procedures 66 Corporate governance 73 Corporate Social Responsibility 98 4. Financial statements Consolidated financial statements 118 Parent company financial statements 181 Rothschild & Co | Annual Report 2017 1 WorldReginfo - 145370ec-15f4-41f1-b402-4af90622e0bc History Preserving a first-class reputation across generations Paris Orléans streamlines its Relaunch of Rothschild’s organisation, French financial optimises its regulatory activities through Paris capital and preserves Rothschild & Co pursues Orléans following family control, with its its simplification with Rothschild & Co offers Creation of the nationalisation of conversion into the removal of banking full-scale financial advice Paris Orléans, a French the Rothschild French a partnership licences and the sale of and services around railway company. bank in 1981. limited by shares. non-core business. the world. 1838 1982 2012 2016 Today 1937 2008 2015 2017 Paris Orléans Paris Orléans acquires Paris Orléans Rothschild & Co discontinues control of the banking changes its name completes the merger railway business. activities at a global to Rothschild & Co, with Compagnie level and completes a necessary Financière Martin reorganisation of family step in the Maurel to enhance shareholdings. -
Canada Rothschild/Soros Clan Lost Huge Investment in China's Ouster of Bo Xilai More Below Bilderber Timeline, Rothsch / China
NewsFollowUp.com Obama / CIA Franklin Scandal Omaha pictorial Index sitemap home Canada North American Union? ... Secret agenda is to dissolve the United States of America into the North Your browser does not support inline frames or American Union. ... is currently configured not to display inline controlled by frames. corporations ... no accountability. go to Immigration page WMR: Bilderberg Rothschild/Soros clan lost huge Timeline, Rothschild Canada investment in / China Your browser does not China's ouster of support inline frames or is currently configured not to Bo Xilai more display inline frames. below America for sale, How does this tie into NAU? North American Union Politics Resources related topics related topics related topics Environment Economics De-regulation Indigenous Rights Immigration Pharmaceuticals Labor Latin America Taxes War Global Collectivism PROGRESSIVE REFERENCE CONSERVATIVE* Americas American Society of International Law, see also Accenture formerly Andersen Consulting, see Amnesty International ECOSOC on North American Union. Enron, Kenneth Lay, Jeffrey Skilling, Bush from Canadians.org Deep Integration of U.S. and Center for North American Studies, American Accuracy in Media portrays NAU as a left-wing Canadian economies regulation, standards University, Professor Robert Pastor, said to be conspiracy ..."AIM has previously documented governing health, food safety, father of NAU, and his book "Towards a North that Pastor's campaign for a North American wages. Harmonization process a demand -
Annual Report
Annual report 2007/2008 This is a free translation into English of a report issued in the French language and fi led with the “Autorité des marchés fi nanciers” on August 1, 2008. This translation is provided solely for the convenience of English speaking readers and shareholders. This report should be read in conjunction with, and construed in accordance with, French law and regulatory standards applicable in France. Combined annual general meeting dated September 29th, 2008 02 Message from the Chairman of the Executive Board 04 Key fi gures 06 Historical data for the last three years 1. GENERAL OVERVIEW 11 The Group 17 Shareholders’ guide 23 Banking activities 37 Private equity 2. LEGAL AND FINANCIAL INFORMATION 57 Report of the Executive Board 97 Consolidated fi nancial statements 175 Individual fi nancial statements 201 Resolutions The 2007/2008 Þ nancial year saw the completion of a major restructuring of the Rothschild Group: the reuniÞ cation of worldwide banking activities. The long-term sustainability, independence and stability of the share ownership and 01 family control of Paris Orléans were enhanced through the creation of Rothschild Concordia, the controlling shareholder of Paris Orléans. MESSAGE FROM THE CHAIRMAN OF THE EXECUTIVE BOARD 02 Dear shareholders, As announced in the press on 17 July 2007, The strategy refl ecting the family shareholders’ common 2007/2008 marked the successful completion of goal to create a major group is now bearing fruit. The a major restructuring of the Rothschild group. This Group’s infl uence and reputation are underpinned by move, consisting of grouping the banking activities at the quality of its people and the standing of its clients a global level, had been long sought and awaited by as well as by a corporate culture that values innovation, the markets. -
Rothschild & Co: Annual Report 2020
Rothschild & Co Annual Report 2020 Annual Report 2020 One Group organised around 3 businesses • Global Advisory • Wealth and Asset Management • Merchant Banking 3,587 employees 62 locations 43 countries Contents Message from the Chairman of the Supervisory Board 2 Message from the Management Board 4 1. Overview Overview of businesses 8 Rothschild & Co business model 10 World presence 12 Corporate governance 14 Organisation chart as at 31 December 2020 17 Corporate Responsibility 18 Rothschild & Co and its shareholders 22 2. Business review Global Advisory 28 Wealth and Asset Management 34 Merchant Banking 38 3. Management report A. Activities and results for the 2020 financial year 50 B. Information on the Company and its share capital 60 C. Internal control, risk management and accounting procedures 76 D. Corporate Responsibility 83 E. Report on corporate governance 128 4. Financial statements Consolidated financial statements 172 Statutory auditors’ report on the consolidated financial statements 236 Parent Company financial statements 239 Statutory auditors’ report on the parent company financial statements 251 General Information Abbreviations and glossary 256 Statement by the persons responsible for the annual financial report 259 Other information 260 Rothschild & Co | Annual Report 2020 1 Message from the Chairman of the Supervisory Board Dear Shareholders, At the end of what can only be described a tumultuous François Henrot retired from his position as observer on year, when the world faced unprecedented challenges, the Board in May 2020. François first joined the Board I would like to thank the Supervisory Board members of Rothschild & Co in 2010 and was appointed to be for their continued support and engagement with Vice-Chairman of the Board at the time of the Group’s Rothschild & Co. -
Holt Atherton Special Collections Ms4: Brubeck Collection
HOLT ATHERTON SPECIAL COLLECTIONS MS4: BRUBECK COLLECTION SERIES 1: PAPERS SUBSERIES E: CLIPPINGS BOX 3a : REVIEWS, 1940s-1961 1.E.3.1: REVIEWS, 1940s a- “Jazz Does Campus Comeback but in new Guise it’s a ‘Combo,’” Oakland Tribune, 3-24-47 b- Jack Egan. “Egan finds jury…,” Down Beat, 9-10-47 c- “Local boys draw comment,” <n.s.> [Chicago], 12-1-48 d- Edward Arnow. “Brubeck recital is well-received,” Stockton Record, 1-18-49 e- Don Roessner. “Jazz meets J.S. Bach in the Bay Region,” SF Chronicle, 2- 13-49 f- Robert McCary. “Jazz ensemble in first SF appearance,” SF Chronicle, 3-6- 49 g- Clifford Gessler. “Snap, skill mark UC jazz concert,” <n.s.> [Berkeley CA], n.d. [4-49] h- “Record Reviews---DB Trio on Coronet,” Metronome, 9-49, pg. 31 i- Keith Jones. “Exciting and competent, says this critic,” Daily Californian, 12- 6-49 j- Kenneth Wastell. “Letters to the editor,” Daily Californian, 12-8-49 k- Dick Stewart. “Letters to the editor,” Daily Californian, 12-9-49 l- Ken Wales. “Letters to the editor,” Daily Californian, 12-14-49 m- “Record Reviews: The Month’s best [DB Trio on Coronet],” Metronome, Dec. 1949 n- “Brubeck Sounds Good” - 1949 o- Ralph J. Gleason, “Local Units Give Frisco Plenty to Shout About,” Down Beat, [1949?] 1.E.3.2: REVIEWS, 1950 a- “Record Reviews: Dave Brubeck Trio,” Down Beat, 1-27-50 b- Bill Greer, "A Farewell to Measure from Bach to Bop," The Crossroads, January 1950, Pg. 13 c- Keith Jones. “Dave Brubeck,” Bay Bop, [San Francisco] 2-15-50 d- “Poetic License in Jazz: Brubeck drops in on symphony forum, demonstrates style with Bach-flavored bop,” The Daily Californian, 2-27-50 e- Barry Ulanov. -
Les 500 Familles Les Plus Riches De France – Leurs Revenus Convertis En Smic
LES 500 FAMILLES LES PLUS RICHES DE FRANCE – LEURS REVENUS CONVERTIS EN SMIC Ce tableau à été réalisé à parr d’informaons trouvées dans les magazines « Challenges » de 2014, 2017 et 2018. Enrichissement en nombres de SMIC + patrimoine patrimoine patrimoine Rang Famille Groupe Secteur entre 2014/18 gain moyen/an gain moyen/mois Cot.Soc. + Cot.Pat. = Ville en 2018 en 2017 en 2014 ou 2017/18 1675€ Millions d’€ Millions d’€ Millions d’€ Millions d’€ Millions d’€ en €uros 1 Bernard Arnault et sa famille LVMH luxe 73 200 24 300 48 900 M€ 12 225 M€ 1 018 750 000 € 608209 smic/mois Paris Alain Wertheimer et Gérard Wertheimer CHANEL luxe 40 000 7 000 33 000 M€ 8 250 M€ 687 500 000 € 410448 smic/mois Neuilly sur Seine 2 ainsi que leur famille 3 Axel Dumas et Famille Hermès HERMES INTERNATIONAL luxe 39 600 17 400 22 200 M€ 5 550 M€ 462 500 000 € 276119 smic/mois Paris Françoise Beencourt-Meyers et sa famille L’OREAL cosméques 39 300 23 200 16 100 M€ 4 025 M€ 335 416 667 € 200249 smic/mois Clichy 4 5 Gérard Mulliez et sa famille GROUPE AUCHAN distribuon 38 000 19 000 19 000 M€ 4 750 M€ 395 833 333 € 236318 smic/mois Croix 6 François Pinault et sa famille KERING distribuon 30 500 11 000 19 500 M€ 4 875 M€ 406 250 000 € 242537 smic/mois Paris 7 Famille Dassault GROUPE MARCEL DASSAULT industrie 23 800 12 800 11 000 M€ 2 750 M€ 229 166 667 € 136816 smic/mois Paris 8 Pierre Castel et sa famille CASTEL FRERES boissons 12 500 7 000 5 500 M€ 1 375 M€ 114 583 333 € 68408 smic/mois Blanquefort 9 Emmanuel Besnier et sa famille LACTALIS agroalimentaire 12 000 -
Democratic Money
Democratic Money: A Populist Perspective with Lawrence Goodwyn and William Greider Remarks presented on the occasion of the 100th anniversary of the Populist Sub-Treasury Plan for financial reform 9 December 1989, St. Louis, Missouri Introduction by Tom Schlesinger Director, Southern Finance Project It was a resigned, plaintive-sounding analogy but it spoke volumes about the roaring ’80s. "I don’t think it is healthy to have this dramatic concentration of financial power," investment banker Felix Rohatyn told the New York Times in 1988. "But it’s just like the nuclear age, you can never uninvent the atomic bomb any more than you can uninvent these astronomical capital markets." Maybe so. But Mr. Rohatyn’s financial world, for all its explosive effects on American society in the past decade, has proven to be eerily fragile as well as inordinately powerful. In fact, that world is no more permanent than those created by the crop lien system in the 1880s or stock watering in the 1920s. To reckon with a system that appears to have spun so majestically out of control, it helps to consider America’s historical record of financial disorders -- and of ordinary citizens organizing themselves to "uninvent" the problem. There’s no more telling example than the Gilded Age and the biracial agrarian firestorm it provoked called Populism. The Populist movement built itself on a model of economic cooperation intended to combat the two sources of financial pressure that plagued farm communities 100 years ago -- vise-like credit conditions and a pinched, inflexible currency. By the end of the 1880s, hundreds of thousands of Americans had been drawn to Populism’s organizational seedbed, the Farmers Alliance, through its cooperatives and vibrant system of grassroots education.