Robots at the Gate: Humans and Technology at Work

Total Page:16

File Type:pdf, Size:1020Kb

Robots at the Gate: Humans and Technology at Work 03 Impact Series Robots at the gate: Humans and technology at work Technological advances are generating fears of a jobless future. At the same time, major economies are seeing historically low unemployment rates and wage growth is puzzlingly low. Find out how technology is changing the nature of work, not eliminating it. Foreword Welcome to the third report in our Impact Series, in which we analyse the wide-ranging impacts of technological advancement on how people work today, and possibly will work in the future. April 11, 2018 Humans have often had a cautious relationship with new This report explores the confluence of current technological technology, particularly when it causes widespread disruption advancements and whether machines are about to in the workforce. Yet historically, technological advances permanently replace humans in the workplace, while also have not resulted in fewer jobs available to humans, but digging deeper into two automation-related quandaries: the rather have led to the creation of new opportunities. Farriers absence of wage inflation despite record low unemployment and saddlemakers were hit hard when cars replaced horse in major economies, and low labour productivity despite carriages, but the petrol stations, mechanics, motels and technological advancements. related industries that sprung up created new, yet different, I hope the insights delivered by our Research analysts will types of jobs. More recently, the smartphone is a great help stimulate the debate needed to ensure global societies example of technological advances creating new forms of are able to adapt and thrive as the nature of work continues work. Twenty years ago, mobile app developer was not a job; to evolve. today, millions of such developers are at work around the world. There is a growing sense that the age of Artificial Intelligence and machine learning is ushering in a new era of opportunity, but also great uncertainty and dislocation. The fact that robots are coming ever closer to acting and thinking like humans shines an acute light on what technological advancement Jes Staley could mean for the lives of working people. Chief Executive Officer, Barclays 3 Technology and the future of work Over the centuries, technological progress has evoked both In the past few years, the debate has been renewed. fear and fascination, especially in terms of the impact on Technological luminary Bill Gates has suggested that it might labour. Even as the Industrial Revolution forever changed be time to tax robots. The idea of a basic universal income has the trajectory of human progress, leading voices of the 19th resurfaced, with Finland launching a two-year pilot last year. century remained divided on how it could affect workers. Elon Musk of Tesla and Facebook’s Mark Zuckerberg engaged One of the most influential economists of all time, David in a public war of words a few months ago on the risks and Ricardo, flip-flopped on the issue. In 1821, he stated that while opportunities of Artificial Intelligence (AI).1 Futurists such he had previously felt that using machinery in production as Ray Kurzweil have been relentlessly optimistic about the was a general good, he was now more worried about the impact of a new generation of technological improvements. substitution effect on labour. And the discussion was not The International Monetary Fund (IMF), the Organisation for always academic – the Luddite movement was an early Economic Co-operation and Development (OECD), as well example of workers resorting to violence to protest the use as think tanks such as the McKinsey Global Institute (MGI), of technology in textile factories. have all published studies discussing how advances in machine learning and robotics could fundamentally As the decades passed, the Industrial Revolution led to a reshape the global workforce. visible, massive improvement in living standards. But the debate – on how technology affects work and whether it Meanwhile, central bankers from around the world believe is an unequivocal positive – continued to wax and wane. technology is one reason why super-low unemployment rates It reared its head again in the 1960s, when US President have failed to cause sharp rises in wage inflation. After taking Lyndon Johnson set up a commission to study the impact of a few decades off, the age-old debate – on how technology automation on jobs. The commission noted that “technology will change the future of work – is back with a vengeance. eliminates jobs, not work.” But it did acknowledge that the To understand this phenomenon, we first look at ways in pace of technology on the workforce was severe enough which human skill-sets differ from machines. that the government considered radical measures such as “guaranteed minimum income” and “government as the “ The basic fact is that technology employer of last resort.” eliminates jobs, not work.” – From 1966 report by the US National Commission on Technology, Automation, and Economic Progress The evolution of work over 250 years Figure 1 The evolution of work over 250 years 1800 1900 2000 Source: Barclays Research 1 https://www.usatoday.com/story/tech/news/2018/01/02/artificial- intelligence-end-world-overblown-fears/985813001/ 4 5 Waiting for the next generation media. Every social media site has added thousands of content moderators in recent years, including titans such as Facebook The concept of a sentient machine that can do everything and Instagram. One would expect these technological leaders humans can and more has been part of pop culture for to use machines for this purpose, so why do they keep decades, especially since the first Terminator movie in 1984. hiring human moderators? Because machines are unable to But there is an even longer history of mankind’s fascination distinguish between what humans instinctively know as right with the concept of an all-powerful Artificial Intelligence. In or wrong. Aaron Schur, senior director of litigation at Yelp, 1957, the US Navy developed an early generation AI called recently noted that machines cannot understand if a user is Perceptron using early-stage artificial neural networks. After a posting a racist review or merely describing racist behaviour.4 press conference by its creator, Frank Rosenblatt, the New York One is objectionable, the other is not. Times reported that the US Navy expected this new machine to be able to “walk, talk, see, write, reproduce itself and be Context is key, but computers cannot understand it. Decades conscious of its existence.”2 Six decades later, we are still ago, US Supreme Court Justice Potter Stewart made the same waiting for that next-generation AI to arrive. point. When describing his threshold test for “hard-core pornography,” he famously uttered the phrase, “I know it Even as machines made significant inroads into the when I see it.” Humans know how to make such subjective workplace, humans have historically retained a huge judgments. Machines don’t. advantage in two areas: Sensorimotor skills Humans’ main advantages over robots Humans can process input from their senses in the physical Figure 2 world and perform tasks based on that input. A robotics Humans’ main advantages over robots researcher at Carnegie Mellon, Hans Moravec, famously articulated this in what is now called Moravec’s paradox. Cognitive functionality He pointed out that higher-level reasoning takes far less computational resources for a machine than even low-level sensorimotor skills. Machines have progressed to the point where they can convince us that we are talking to a human, but even very advanced robots are far clumsier physically than a young child. Marvin Minsky, founder of the Massachusetts Institute of Technology’s AI laboratory, noted that the most difficult human skills to re-create in a machine were those that were unconscious to us, such as the ability to do simple tasks such as unscrew a jar lid or walk over uneven terrain.3 Cognitive functionality The other area where humans are superior relates to our capacity to learn, perceive, understand context and make decisions based on often incomplete information. Consider something as simple as content moderation, the task of making sure that objectionable views are not posted on social Sensorimotor skills 2 “New device learns by doing”, The New York Times, July 8, 1958 – while Source: Barclays Research the NY Times link is not available, please see a digital link to a 1996 paper where the NY Times article is quoted – https://pdfs.semanticscholar.org/ f3b6/e5ef511b471ff508959f660c94036b434277.pdf 4 https://www.law.com/therecorder/sites/therecorder/2018/02/05/5- 3 https://en.wikipedia.org/wiki/Moravec%27s_paradox takeaways-from-tech-leaders-content-moderation-conference/ 6 Polanyi’s Paradox In 1966, philosopher Michael Polanyi wrote a book called The Tacit Dimension, which argued that human knowledge is often “tacit” – learned by us through cultural memory, tradition, etc. Humans learn from experience – indeed, that has arguably been the driver of humanity’s progress over the centuries – while machines do not. As a result, humans have skills and abilities that are second nature and easy for us to do, but extremely difficult for computers to imitate. Polanyi’s paradox states that we “know more than we can tell.” Many of the tasks that humans perform without thinking every day are because of our tacit knowledge, which is difficult to articulate. But if we cannot describe this knowledge, how can we codify it in a way that machines can understand? After all, computers are the very definition of literal; they do not understand sarcasm or have intuition. They do exactly what humans tell them to, which is why they need simplified environments in the physical world and precise information in both the physical and digital worlds to function. But if that first step – of telling a computer exactly what to do – is not possible, the advantages humans possess could remain in place indefinitely.
Recommended publications
  • Attachment 6
    Draft 2008 FCIC Timeline Date & Time Fact Text Linked Issues CEO Richard Fuld orders executives to cut Lehman's debt, halving the company's holdings in commercial and Jan‐08 Lehman Brothers residential real estate and leveraged loans. Eric Felder, global co‐head of fixed income at Lehman Brothers, makes a presentation to CEO Richard Fuld and Jan‐08 the Lehman board warning that the investment bank is vulnerable to a liquidity crunch and damage from the Lehman Brothers, Excess Risk and Speculation collapsing subprime mortgage market. Alan Schwartz becomes the last CEO of Bear Stearns, succeeding Jimmy Cayne, after the company posted its 1/8/2008 Bear Stearns first quarterly loss in 83 years. OFHEO issues a revised Policy Guidance on the Examination of Mortgage Fraud Programs of Fannie Mae and GSEs, Fannie Mae, Freddie Mac, OFHEO, 1/10/2008 Freddie Mac, detailing the standards for overseeing and evaluating policies and programs the enterprises have Mortgage Fraud developed to minimize mortgage fraud. AIG Financial Products CEO Joseph Cassano emails Financial Services Division Senior Vice President Bill Dooley and Financial Services Division CFO Elias Habayeb, stating that the estimate of the unrealized loss on the super 1/10/2008 AIG senior credit default swap ("SSCDS") portfolio at the end of 12/07 ranged from $2.8 billion to $5.8 billion “depending upon the cash vs. synthetic basis percentage charge.” Bank of America announces it will acquire Countrywide, the largest U.S. mortgage lender, for $4 billion. 1/11/2008 Subprime Lending Countrywide is on the verge of bankruptcy. Citigroup announces a fourth‐quarter loss, largely due to $18 billion in additional write‐downs on mortgage‐ Subprime Lending, Securitization/GSEs, 1/15/2008 related investments.
    [Show full text]
  • 2007 Complete Annual Report
    Annual Report2007 Building a Strong Foundation Financial Highlights As of or for the year ended December 31, (in millions, except per share, ratio and headcount data) 2007 2006 Reported basis (a) Total net revenue $ 71,372 $ 61,999 Provision for credit losses 6,864 3,270 Total noninterest expense 41,703 38,843 Income from continuing operations 15,365 13,649 Net income $ 15,365 $ 14,444 Per common share: Basic earnings per share Income from continuing operations $ 4.51 $ 3.93 Net income 4.51 4.16 Diluted earnings per share Income from continuing operations $ 4.38 $ 3.82 Net income 4.38 4.04 Cash dividends declared per share 1.48 1.36 Book value per share 36.59 33.45 Return on common equity Income from continuing operations 13% 12% Net income 13 13 Return on common equity (net of goodwill) Income from continuing operations 21% 20% Net income 21 22 Tier 1 capital ratio 8.4 8.7 Total capital ratio 12.6 12.3 Total assets $ 1,562,147 $1,351,520 Loans 519,374 483,127 Deposits 740,728 638,788 Total stockholders’ equity 123,221 115,790 Headcount 180,667 174,360 (a) Results are presented in accordance with accounting principles generally accepted in the United States of America. JPMorgan Chase & Co. (NYSE: JPM) is a leading global financial services firm with assets of $1.6 trillion and operations in more than 60 countries. The firm is a leader in investment banking, financial services for consumers, small business and commercial banking, financial transaction processing, asset management and private equity.
    [Show full text]
  • Jamie Dimon Wants R-E-S-P-E-C-T Jpmorgan Chase’S CEO Thinks of Himself As a Cut Above the Average Banker
    JAMIE DIMON WANTS R-E-S-P-E-C-T JPMorgan Chase’s CEO thinks of himself as a cut above the average banker. But critics say he has more in common with his peers than he would like to admit. REUTERS/LUCAS JACKSON BY ELINOR COMLAY AND bankers as greedy evil-doers. leaders, Dimon was invited to a private Oval MATTHEW GOLDsteIN It was at least the 12th time since the Office one-on-one with the president to NEW YORK, FEB 4 start of the financial crisis that Dimon discuss the economy. Dimon and his wife has complained about Wall Street critics Judy were also guests at the state dinner HAT’S EATING JAMIE DIMON? painting all bankers as cut from the same the White House arranged for Chinese At last week’s World Economic cloth. But the timing of his latest outburst President Hu Jintao last month. And one ForumW in Davos, Switzerland, the JPMorgan seemed odd. of Dimon’s top executives, Bill Daley, was Chase chief executive once again lambasted In December, as part of President Barack tapped by the president as chief of staff. the media and politicians for portraying all Obama’s bid to make nice with U.S. business By most objective standards that’s a lot of FEBRUARY 2011 JAMIE DIMON FebruARY 2011 love Obama has showered on Dimon, even though JPMorgan spent more money than Dimon’s tumultuous reign any other Wall Street firm to lobby against key parts of last year’s financial regulatory Shares of JPMorgan have gone on a rollercoaster ride in the five years since Jaime Dimon became chief executive officer of the bank.
    [Show full text]
  • Leadership Team
    Leadership Team OPERATING COMMITTEE 1 Jamie Dimon 7 Bill Daley 13 Gordon Smith 15 Bill Winters Chairman and Corporate Responsibility Card Services Investment Bank Chief Executive Officer 8 Ina Drew 14 Jes Staley 16 Barry Zubrow 2 Frank Bisignano Chief Investment Office Asset Management Risk Management Chief Administrative Office 9 Todd Maclin 3 Steve Black Commercial Banking Investment Bank 10 Jay Mandelbaum 6 3 13 10 8 12 16 14 4 John Bradley Strategy & Marketing 2 15 Human Resources 7 11 Heidi Miller 1 4 11 5 Mike Cavanagh Treasury & Securities Services 9 5 Finance 12 Charlie Scharf 6 Steve Cutler Retail Financial Services Legal & Compliance Investment Bank 2007 Highlights and Accomplishments JPMorgan is one of the world’s • Institutional Investor’s America’s • Record year-over-year revenue leading investment banks with Investment Bank of the Year. performance in: one of the most extensive client – Investment banking fees, 19% growth; • Risk magazine’s: lists in the world. Our full platform – M&A advisory fees, 37% growth; – Derivatives House of the Year; enables us to develop some of the – Equity underwriting fees, 45% growth; – Best Derivatives House of the Past 20 most complete and innovative – and – Years; and financial solutions in the industry. – Equity markets revenue, 13% growth. – Best Credit Derivatives House – Pioneer We offer clients a full range of – and Modern Great. • Gross investment banking revenue services, including strategic advice, (a) from Commercial Banking clients up capital raising, restructuring, risk • #1 in global investment banking fees. 24% from 2006. management, market-making and • #1 in global loan syndications and research.
    [Show full text]
  • Wealthiest Greek Americans 2009 the NATIONAL HERALD, MARCH 14, 2009
    The50 Wealthiest Greeks in America The National Herald’s 11th Annual Survey of the 50 Wealthiest Greek Americans The National Herald a b March 14, 2009 www.thenationalherald.com 2 Wealthiest Greek Americans 2009 THE NATIONAL HERALD, MARCH 14, 2009 Deliver At Elmhurst Hospital Center 79-01 Broadway For more information... - Prenatal Appointments - Tours of Birthing Suites - Childbirth Education Classes - PCAP (Prenatal Care Assistance Program) Contact: Patient Care Coordinator Dept. Elmhurst Hospital Center (718) 334 6642 THE NATIONAL HERALD, MARCH 14, 2009 Wealthiest Greek Americans 2009 3 4 Wealthiest Greek Americans 2009 THE NATIONAL HERALD, MARCH 14, 2009 George Phydias Mitchell Struck it Rich Wildcatting for Gas & Oil By Evan C. Lambrou Houston in 1905. He had a cousin from Hurricane Ike this past Sep- troleum industry, I naturally want- Special to The National Herald there who was also from Nastani tember, when needed. ed to pursue that interest. So I had who was operating a small dry During his interview with the to switch universities because Rice NEW YORK – At 89 years of age, cleaning shop and shoeshine parlor Herald, Mr. Mitchell lamented the didn’t have a petroleum engineer- arguably the single wealthiest across the street from the Rice Ho- dwindling of the Greek American ing program. I had to go to a uni- Greek American, who made his for- tel, and my father joined him,” Mr. community in Texas. versity that did, so I went to Texas tune in the petroleum industry, has Mitchell said. “The churches still do pretty A&M to study geology and engi- lived through the Great Depres- The Rice Hotel was a very popu- well, all things considered.
    [Show full text]
  • Lehman Brothers Chronology and Documents
    Chronology of Selected Events Related to Lehman Brothers and the Possibility of Government Assistance Date Summary Description 03/17/08 The FRBNY loans $29 PDCF. FRBNY announces in a 3/16/08 press release that it has “been granted the authority to establish a Primary billion to Maiden Lane to Dealer Credit Facility (PDCF)” that “is intended to improve the ability of primary dealers to provide financing to facilitate JP Morgan’s participants in securitization markets and promote the orderly functioning of financial markets more generally.” acquisition of Bear Stearns, The PDCF provided “overnight funding to primary dealers in exchange for a specified range of collateral, including establishes the PDCF and all collateral eligible for tri‐party repurchase agreements arranged by the Federal Reserve Bank of New York, as well starts daily onsite as all investment‐grade corporate securities, municipal securities, mortgage‐backed securities and asset‐backed monitoring of the securities for which a price is available.” The FRBNY reported the PDCF would remain in operation for a minimum investment banks. period of six months and that it might be extended as conditions warrant to foster the functioning of financial markets. Lehman draws $1.6 billion from the PDCF on 3/18/08, $2.3 billion on 3/19/08, $2.3 billion on 3/20/08, $2.13 billion on 3/24/08, 3/25/08 and 3/26/08 and $2.0 billion on 4/16/08. It does not draw on the PDCF again until 9/15/08. Maiden Lane. FRBNY announces in 3/24/08 press release that it “will provide term financing to facilitate JPMorgan Chase & Co.'s acquisition of The Bear Stearns Companies Inc.
    [Show full text]
  • Meet the New Boss Strategy to Beef up the British Bank’S U.S
    TUESDAY3pt AUGUST stroke, 100% 31 size, 2021 for VOL.top of 186newspaper No. 167 = 8.9931 inches AMERICANBANKER.COM Follow us on Twitter @AmerBanker Barclays buying $3.8 billion Gap 5 card portfolio from Synchrony The move is part of CEO Jes Staley’s broader Meet the new boss strategy to beef up the British bank’s U.S. consumer business and strengthen Sandra Thompson, the recently appointed acting FHFA director, relationships with retailers who may has2.5pt tak enstroke se ve= 6.75ral inchesactions to strengthen the agency's housing and eventually need investment banking fair-lending focus, including: services. Page 5 See story on page 2 Brainard’s diaries show calls Issued policy requiring fair-lending reports from Fannie 6 with Warren, Biden-Harris Fed team 2pt stroke = 5.75 inches Mae and Freddie Mac Federal Reserve Gov. Lael Brainard spoke with the Biden-Harris Federal Reserve Eliminated “adverse market” fee meant to recoup transition team in January and with the pandemic-related losses president’s Council of Economic Advisers in May, her calendar shows. Page 5 Announced1.5pt stroke = 4.6667Fannie inches plan to include rental payment history in underwriting Shareholders call on Mexican 7 shadow bank to sell U.S. unit Signed agreement with HUD aimed at improving Shareholders in the troubled Mexican fair-lending enforcement nonbank lender Credito Real will vote 1pt stroke = 3 inches on proposals to sell the company’s U.S. Proposed housing goals with a new category for operations at a meeting on Sept. 10. Page 6 lending in minority communities Credit unions enlist fintechs to 8 vie with commercial, challenger banks Some credit unions are leaning heavily on dailybriefing Amazon jumps on the tech partners to speed payments and loan 3 buy now/pay later train decisions, offer online financial planning The e-commerce giant will partner with sessions and deploy virtual assistant ‘Night and day’: FHFA’s Affirm to offer installment payments as technology developed at MIT.
    [Show full text]
  • SENIOR MANAGEMENT BIOGRAPHIES Blank Slide
    SENIOR MANAGEMENT BIOGRAPHIES Blank slide Jamie Dimon, Chairman and Chief Executive Officer Jamie Dimon is the Chairman of the Board and Chief Executive Officer of JPMorgan Chase & Co. Dimon became Chairman of the Board, effective January 1, 2007, following his appointment as Chief Executive Officer on January 1, 2006. He also assumed the title of President upon the company’s merger with Bank One Corporation on July 1, 2004. Dimon began his professional career at American Express, serviservingng as Assistant to the President from 1982 until 1985. He then became a key member of the team that launched and defined the strategy for Commercial Credit Company in October 1986, when the consumer lending company was spun off from Control Data Corporation. He served as Chief Financial Officer and then President. Commercial Credit made numerous acquisitions and divestitures, including acquiring Primerica Corporation in 1987 and taking its name. The firm then acquired The Travelers Corporation in 1993, becoming Travelers Group. Dimon served as President and Chief Operating Officer of Travelers from 1990 through 1998 while concurrently serving as Chief Operating Officer of its Smith Barney Inc. subsidiary. He became Chief Executive Officer of Smith Barney in January 1996 and then co-Chairman and co-Chief Executive Officer of the combined brokerage following the 1997 merger of Smith Barney and Salomon Brothers. In 1998, Dimon was named President of Citigroup Inc., the global financial services company formed by the combination of Travelers Group and Citicorp. In 2000, Dimon was named Chairman and Chief Executive Officer of Bank One. During his four years with the company, he engineered a dramatic turnaround – taking the bank from a half-billion-dollar loss in 2000 to record earnings of $3.5 billion in IOGRAPHIES 2003.
    [Show full text]
  • "This Doesn't Seem Like It Is Going to End Pretty"
    SEPTEMBER 2008: THE BANKRUPTCY OF LEHMAN 335 dealer to live on and would not want the Fed in its position as lender to grab tri-party collateral.87 Parkinson told the FCIC staff that Zubrow informed him over the week­ end that JP Morgan would not unwind Lehman's repos on Monday if the Fed did not expand the types of collateral that could be financed through the PDCF lending facil­ ity. Earlier in the year, Parkinson had said that JP Morgan's refusal to unwind would be unforgiveable. Now he told Geithner to "tell those sons of bitches ... to unwind:'88 Merrill CEO John Thain told the FCIC that by Saturday morning, the group of ex­ ecutives reviewing Lehman's assets had estimated that they were overvalued by any­ where from $15 to $25 billion. Thain thought that was more than the assembled executives would be willing to finance and, therefore, Thain believed Lehman would fail. 89 If Lehman failed, Thain believed, Merrill would be next. So he had called Ken Lewis, the CEO of Bank of America, and they met later that day at Bank of America's New York corporate apartment. By Sunday, the two agreed that Bank of America would acquire Merrill for $29 per share, payable in Bank of America stock. On Saturday afternoon, Lehman's counsel provided the Fed with a document de­ scribing how Lehman's default on its obligations would "trigger a cascade of defaults through to the [subsidiaries] which have large OTC [derivatives] books:'90 Bernanke, Fed Governor Kohn, Geithner, and other senior Fed officials subsequently partici­ pated in a conference call to discuss the possibility of going "to Congress to ask for other authorities;' something Geithner planned to "pitch:'9 1 However, Fed General Counsel Scott Alvarez cautioned others not to mention the plan to JP Morgan, be­ cause he did not want to "suggest Fed willingness to give JPMC cover to screw [Lehman] or anyone else:'9 2 By Saturday night, however, it appeared that the parade of horrors that would re­ sult from a Lehman bankruptcy had been avoided.
    [Show full text]
  • J.P. Morgan International Council As of December 31, 2011
    J.P. Morgan International Council As of December 31, 2011 Rt. Hon. Tony Blair Gao Xi-Qing Patrice Motsepe Ex-Officio Members Chairman of the Council Vice Chairman, President and Executive Chairman Quartet Representative and Chief Investment Officer African Rainbow Minerals Limited Jamie Dimon Former Prime Minister of Great Britain China Investment Corporation Chislehurston, Sandton, South Africa Chairman and Chief Executive Officer and Northern Ireland Beijing, The People’s Republic of China JPMorgan Chase & Co. London, United Kingdom Michael Pram Rasmussen New York, New York Jürgen Grossmann Chairman of the Board Chief Executive Officer A.P. Møller-Maersk Group Andrew Crockett Khalid A. Al-Falih RWE AG Copenhagen, Denmark Special Advisor to the Chairman President and Chief Executive Officer Essen, Germany JPMorgan Chase & Co. Saudi Aramco Ratan Naval Tata San Francisco, California Dhahran, Saudi Arabia William B. Harrison, Jr. Chairman Former Chairman and Tata Sons Limited Arminio Fraga Neto Kofi A. Annan Chief Executive Officer Mumbai, India Founding Partner and Chief Investment Former UN Secretary-General JPMorgan Chase & Co. Officer, Gávea Investimentos, Ltd. Chairman, Kofi Annan Foundation New York, New York Hon. Tung Chee Hwa GBM JPMorgan Chase & Co. Geneva, Switzerland Vice Chairman Rio de Janeiro, Brazil Hon. Carla A. Hills National Committee of the Chinese Alberto Bailléres Chairman and Chief Executive Officer People’s Political Dr. Jacob A. Frenkel Presidente del Consejo de Administración Hills & Company International Consultative Conference Chairman, International Grupo Bal Consultants Hong Kong, The People’s Republic JPMorgan Chase & Co. México D.F., Mexico Washington, District of Columbia of China New York, New York Franco Bernabé Franz B.
    [Show full text]
  • 2013 Annual Report
    Advisory Groups 105 FEDERAL RESERVE BANK OF NEW YORK 2013 ANNUAL REPORT ADVISORY GROUPS ADVISORY COUNCIL ON COMMUNITY DEPOSITORY INSTITUTIONS SMALL BUSINESS AND ADVISORY COUNCIL AGRICULTURE Chair JAMES W. FULMER ALEJANDRO BALLESTER MICHAEL J. CASTELLANA Chairman, President, President President and Chief Executive Officer and Chief Executive Officer Ballester Hermanos, Inc. SEFCU The Bank of Castile Cataño, P.R. Albany, N.Y. Batavia, N.Y. STEWART BRUNHOUSE ROBERT G. ALLEN SALEEM IQBAL President President and Chief Executive Officer President and Chief Executive Officer A&A Company, Inc. Teachers Federal Credit Union Habib American Bank South Plainfield, N.J. Hauppauge, N.Y. New York, N.Y. WILLIAM M. BYRNE, JR. JOHN R. BURAN FRANK A. KISSEL Chairman of the Board President and Chief Executive Officer Chairman Byrne Dairy, Inc. Flushing Bank and Flushing Peapack-Gladstone Bank and Peapack- Weedsport, N.Y. Financial Corp. Gladstone Financial Corp. Lake Success, N.Y. Bedminster, N.J. DAVID CAMPBELL President and CEO LISA M. CATHIE MARY D. MADDEN Ring’s End, Inc. President and Chief Executive Officer President and Chief Executive Officer Darien, Conn. Ulster Savings Bank Hudson Valley Federal Credit Union Kingston, N.Y. Poughkeepsie, N.Y. GALE EPSTEIN President and Creative Director MARTIN A. DIETRICH THOMAS J. SHARA Hanky Panky President and Chief Executive Officer President and Chief Executive Officer New York, N.Y. NBT Bank, N.A., and NBT Bancorp, Inc. Lakeland Bank Norwich, N.Y. and Lakeland Bancorp, Inc. KENNETH FRANASIAK Oak Ridge, N.J. Chairman and Chief Executive Officer JOSÉ RAFAEL FERNÁNDEZ Calamar President, Chief Executive Officer, JOHN F. TRENTACOSTA Wheatfield, N.Y.
    [Show full text]
  • 28 October 2015 Barclays PLC James E. Staley Appointed As Group Chief
    28 October 2015 Barclays PLC James E. Staley appointed as Group Chief Executive Barclays PLC and Barclays Bank PLC (“Barclays”) announce that Mr James E. Staley (Jes Staley) has been appointed as Group Chief Executive Officer of Barclays. Mr Staley will take up his role, and join the Barclays Boards as a Director, with effect from 1 December 2015. Mr Staley has nearly four decades of extensive experience in banking and financial services. He worked for over 30 years at J.P. Morgan initially training as a commercial banker, and later advancing to the leadership of major businesses involving Equities, Private Banking and Asset Management, and ultimately heading the company’s Global Investment Bank. He is currently Managing Partner of BlueMountain Capital. Commenting on the appointment, Barclays Chairman John McFarlane said: “Barclays is an incredibly important, broad and complex business. Appointing an individual with the business scope, seasoning and track record is a difficult challenge. In Jes Staley we believe we have an executive with the appropriate leadership talent and wide-ranging experience to deliver shareholder value and to take the Group forward strategically. In particular, he understands corporate and investment banking well, the re-positioning of which is one of our major priorities. After an extended process, I now know Jes well, and we are in agreement on the way forward. He is a man of enormous integrity, and someone who both understands the business, but also the importance of cultural reform and the need to conduct our business in a way that we can all be proud of.
    [Show full text]