DOCSLIB.ORG

John Hancock Tower and Garage

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
John Hancock Tower and Garage No. 1-0132rev.1 Revised 04/28/2010 John Hancock Tower and Garage On March 31, 2009, Jeff Gronning raised his paddle at the UCC foreclosure auction in New York City, and with a bid of $20.1 million became the new owner of the John Hancock Tower and Garage in Boston. Gronning, Managing Principal for Normandy Real Estate Partners (―Normandy’) represented a partnership (the ―Joint Venture‖) between Normandy and Five Mile Capital Partners (―Five Mile‖). The auction lasted a matter of minutes. Behind that bid, however, was ten months of intensive work by the Joint Venture, including the acquisition of a variety of mezzanine tranches (at substantial discounts) so that it would be very difficult and costly for anyone to outbid them. The John Hancock Tower and Garage foreclosure sale stands as a high profile example of how the commercial real estate market has changed. Three years earlier this trophy property sold at a record breaking price of $1.35 billion. Now, its value had dropped almost in half. As much as any property in the United States, the multiple purchases and sales of the John Hancock Tower and Garage are a reflection of the unprecedented forces driving the commercial real estate market during the first decade of the 21st century. With a total investment of $730.5 million, many industry insiders believed that Normandy and Five Mile made a great investment. Others argued they overpaid. Jeff Gronning and Jim Glasgow, a Partner at Five Mile, believed they had acquired a great asset. It would, however, need creativity, hard work and significant capital to make it a successful investment. Even in this moment of triumph, Gronning, Glasgow and their partners focused on three critical questions: What should they do first? How could they maximize the value of this investment? What could they do to protect themselves if the Boston office market continued to decline? The Property ―When you look out the windows you can see forever,‖ said Jack Connors, chairman of Hill Holiday advertising agency, and a tenant on the 39th floor of the John Hancock Tower. ―If you want to have high expectations and grand plans, it’s a great place to be. You can’t think small in the Hancock Tower.‖i Towering 790 feet into the sky, the 1.8 million square foot, 62-story, class A property is the tallest office building in New England, and Boston’s largest office tower. Located at 200 Clarendon Street, the John Hancock Tower sits in the heart of Boston’s Back Bay office district, across from Copley Plaza and Trinity Church (see Exhibit 1). As Beacon Capital CEO Alan Leventhal put it, ―When you look at Trinity Church reflected in the glass of the tower, you see juxtaposition of old and new that captures what Boston is all about. It’s the This case was written by John D. Goldsmith Jr., Tuck ’09, and by John H. Vogel, Jr., Adjunct Professor, Tuck School of Business at Dartmouth. Some numbers have been disguised. It cannot be used or reproduced without the express written consent of one of the authors. © 2009 Trustees of Dartmouth College. All rights reserved. For permission to reprint, contact the Tuck School of Business at 603-646-3176. John Hancock Tower and Garage no. 1-0132 rev.1 Revised 04/28/2010 heritage of Boston and the future of Boston.‖ii Tenants on the upper floors enjoy unobstructed, 360 degree views of downtown Boston, the Charles River, the Western suburbs and the Boston harbor. The eight-story Hancock Garage is located across the street at 100 Clarendon Street. It houses 28,000 square feet of retail space, and 2,013 parking spaces (see Exhibit 2). The Back Bay submarket is located one mile west of Boston’s Financial District and is comprised of 80 blocks bounded by the Charles River to the north, Prudential Center and Copley Square to the south, Arlington Street to the east, and Massachusetts Avenue to the west. The Back Bay submarket contains a mix of commercial and residential space. It is considered a premier office location with a multitude of transit options, quality space, and amenities such as restaurants, shopping, and theaters. With direct access to the Massachusetts Turnpike, the Hancock Tower has been the home of many of Boston’s leading financial services, consulting, and advertising firms. (See interior office photos in Exhibit 2). A Checkered Past Marking a new era in Boston’s history, the Prudential Center (now commonly known as the ―Pru‖) was dedicated in 1965. At 52 stories, it was the tallest building in the world outside of Manhattan, and nearly twice as tall as the existing corporate headquarters for the Boston based John Hancock Insurance Company (―John Hancock‖). Two years after the Pru’s completion, John Hancock announced plans to build its own tower – 40 feet taller than the Pru. John Hancock selected Henry Cobb from the world famous architectural firm I.M. Pei & Partners, who designed the 62-story glass tower to serve as its corporate headquarters. Criticism was swift and widespread, with the local planning board and the historical societies calling the plans ―an egotistical monument‖ and ―an outrage.‖ John Hancock threatened to move its operations to Chicago if they could not build this tower which forced the city to reluctantly grant approval. Groundbreaking occurred in August 1968, and problems immediately plagued the project. After removing over 250,000 tons of earth, the unstable soils around the building began to sink. Trinity Church, the Copley Plaza Hotel, and nearby streets, sidewalks, and utility lines were affected. Rumors circulated that the tower was sinking and would have to be torn down. After paying damages of $11.6 million to nearby businesses, the project was allowed to continue. Then, starting in 1972, bouts of high winds caused the 500 pound, 5 by 12 foot windows to pop out, crashing to the sidewalks below. For the next four years, wooden canopies covered adjacent sidewalks, police closed off nearby streets when high winds were predicted, and the city hired spotters with binoculars at Copley Square to monitor the windows. At its worst, plywood covered 33 floors of the exterior, and by 1976 all 10,334 panes of glass were replaced and a state of the art monitoring system was installed at a cost of $8 million. Amazingly, nobody got injured from the falling glass. The next problem was that the top floors of the tower swayed to an unsettling degree, and under extreme and rare wind conditions, engineers worried the building might topple over. The solution included the installation of a tuned mass damper which consisted of two 300 ton weights positioned at each side of top floor. Hancock also braced the inner core of the building with 1,500 tons of steel. Building costs soared from $75 to $175 million, and the Tuck School of Business at Dartmouth 2 John Hancock Tower and Garage no. 1-0132 rev.1 Revised 04/28/2010 opening of the John Hancock Tower was delayed five years. The John Hancock Tower was finally dedicated on September 29, 1976. With such an embarrassing history, it is hard to imagine this property slowly evolving into a masterpiece, but in 1994 a Boston Globe Poll of architects and historians rated it Boston’s third best work of architecture, behind only Trinity Church and the Boston Public Library. As Thomas Farragher from the Boston Globe wrote in 2006, ―Today, the city that checks its reflection in the tower’s signature skin has largely dismissed its ugly past as an amusing piece of local lore, like the Bambino’s curse … Few can summon an image of Boston without it—or would want to.‖iii Beacon Capital Although Beacon Capital Partners was incorporated in 1998, its roots in the real estate industry extend back more than sixty years. The first of the ―Beacon Companies‖ was founded by Norman Leventhal in 1946. Leventhal and his brother started as commercial construction contractors and later became full-scale developers. During the 1980s, the Beacon Companies developed and/or constructed over $1 billion worth of commercial properties, including Rowes Wharf, One Post Office Square, Wellesley Office Park and the Meridian Hotel. In May 1994, the Leventhal family put their interests in 15 properties, constituting most of their real estate holdings, into a single company called Beacon Properties Company and went public with Alan Leventhal as President and CEO. During the next three years, Beacon Properties Company grew rapidly through acquisitions, development and redevelopment. By 1997, it was one of the largest office REITs in the United States. In December 1997, Equity Office Properties purchased the Beacon Properties Company for $4 billion, which was then the largest merger of two publicly traded REITs. The acquisition price represented approximately a 60% premium over the Net Asset Value of the properties owned by the Beacon REIT. It also meant that investors who purchased stock at the IPO in May 1994 and sold it in December 1997 received a 245% total return or an annual compounded return of 42%. After the sale of the Beacon REIT, Alan Leventhal started a private equity company called Beacon Capital Partners and raised $470 million in its first fund. Beacon Capital Partners focuses on acquiring office properties in ―knowledge based‖ markets, such as Boston, New York, Washington DC, and San Francisco. Beacon’s Purchase of the John Hancock Tower After suffering over $200 million in investment losses in 2002, John Hancock Financial Services decided to sell the John Hancock Tower and Garage, along with two other Boston office buildings: 197 Clarendon Street and 200 Berkeley Street.
Load more

Recommended publications
  • John Hancock Investments Adds Financial Results
    Recent Highlights A Global Leader John Hancock Financial is a unit of Manulife Financial Corporation, a leading October: John Hancock completes acquisition Canada-based financial services group with principal operations in Asia, of Symetra Investment Services. Canada and the United States. October: John Hancock Investments adds Financial Results . For the quarter ended Sept. 30, 2013, the U.S. Division operations doing three new managing directors to its Institutional business under the John Hancock brand (John Hancock)2 reported earnings 3 team. attributed to shareholders of $894 million. Total premiums and deposits for the quarter from John Hancock were $11 Sept. 30: John Hancock ends quarter with 26 billion or 55% of Manulife Financial’s overall third-quarter premiums and four- and five-star rated mutual funds. deposits. 4 1 (Source: Morningstar, Inc.) . John Hancock’s funds under management were $311 billion, 56% of Manulife’s total funds under management as of Sept. 30, 2013.4 September: John Hancock Retirement Plan Services Offers Partnership Program for Retirement Plan Consultants. Strong Claims Paying Ability/Financial Strength Ratings5 A+ A.M. Best (2nd highest of 15 ratings) September: John Hancock Insurance launches Superior ability to meet ongoing obligations a new survivorship indexed universal life AA- Fitch Ratings (4th highest of 19 ratings) product. Very strong capacity to meet policyholder and contract obligations th A1 Moody’s (5 highest of 21 ratings) September: John Hancock Funds changes its Good financial security th name to John Hancock Investments. AA- Standard & Poor’s (4 highest of 21 ratings) Very strong financial security characteristics August: John Hancock's 2013 Boston Marathon Fundraising Program nets record $7.9 million for non-profit organizations.
    [Show full text]
  • An Overview of Structural & Aesthetic Developments in Tall Buildings
    ctbuh.org/papers Title: An Overview of Structural & Aesthetic Developments in Tall Buildings Using Exterior Bracing & Diagrid Systems Authors: Kheir Al-Kodmany, Professor, Urban Planning and Policy Department, University of Illinois Mir Ali, Professor Emeritus, School of Architecture, University of Illinois at Urbana-Champaign Subjects: Architectural/Design Structural Engineering Keywords: Structural Engineering Structure Publication Date: 2016 Original Publication: International Journal of High-Rise Buildings Volume 5 Number 4 Paper Type: 1. Book chapter/Part chapter 2. Journal paper 3. Conference proceeding 4. Unpublished conference paper 5. Magazine article 6. Unpublished © Council on Tall Buildings and Urban Habitat / Kheir Al-Kodmany; Mir Ali International Journal of High-Rise Buildings International Journal of December 2016, Vol 5, No 4, 271-291 High-Rise Buildings http://dx.doi.org/10.21022/IJHRB.2016.5.4.271 www.ctbuh-korea.org/ijhrb/index.php An Overview of Structural and Aesthetic Developments in Tall Buildings Using Exterior Bracing and Diagrid Systems Kheir Al-Kodmany1,† and Mir M. Ali2 1Urban Planning and Policy Department, University of Illinois, Chicago, IL 60607, USA 2School of Architecture, University of Illinois at Urbana-Champaign, Champaign, IL 61820, USA Abstract There is much architectural and engineering literature which discusses the virtues of exterior bracing and diagrid systems in regards to sustainability - two systems which generally reduce building materials, enhance structural performance, and decrease overall construction cost. By surveying past, present as well as possible future towers, this paper examines another attribute of these structural systems - the blend of structural functionality and aesthetics. Given the external nature of these structural systems, diagrids and exterior bracings can visually communicate the inherent structural logic of a building while also serving as a medium for artistic effect.
    [Show full text]
  • 2018 Annual Report Fellow Shareholders, Governance and Shareholder Outreach
    Manulife Financial Corporation Who Manulife Financial Corporation is Our five Portfolio Optimization we are a leading international financial strategic We are actively managing our priorities services group providing financial 1 legacy businesses to improve advice, insurance, as well as returns and cash generation while wealth and asset management reducing risk. solutions for individuals, groups, and institutions. We operate as John Hancock in the United States Expense Efficiency and Manulife elsewhere. We are getting our cost structure 2 into fighting shape and simplifying and digitizing our processes to position us for efficient growth. Accelerate Growth We are accelerating growth in our 3 highest-potential businesses. Our Digital, Customer Leader mission Decisions We are improving our customer 4 experiences, using digitization and made easierr. innovation to put customers first. Lives High-Performing Team made betterr. We are building a culture that 5 drives our priorities. Our Our Values represent how we Obsess Do the Values operate. They reflect our culture, about right thing inform our behaviours, and help define how we work together. customers Manulife Note: Growth in core earnings, assets under Core Earnings (C$ billions) management and administration (AUMA), and by the new business value are presented on a constant $5.6 billion exchange rate basis. numbers Total Company, Global Wealth and Asset Management (Global WAM), and Asia core earnings up 23%, 21%, and 20%, respectively, from 2017. 5.6 4.6 4.0 3.4 2.9 2014 2015 2016 2017 2018 Assets Under Management and Administration Net Income Attributed to Shareholders (C$ billions) (C$ billions) $1,084 billion $4.8 billion Over $1 trillion in AUMA.
    [Show full text]
  • Boston Symphony Orchestra Concert Programs, Season 78, 1958-1959
    &M^ ,r\ v : '«. v 4 BOSTON SYMPHONY ORCHESTRA FOUNDED IN 1881 BY HENRY LEE HIGGINSON M >titi A* jiiiititi rTTZT?/' — ^v ^ SEVENTY-EIGHTH SEASON 1958-1959 Sunday Afternoon Series BAYARD TUCKERMAN. JR. ARTHUR J. ANDERSON ROBERT T. FORREST JULIUS F. HALLER ARTHUR J. ANDERSON. JR HERBERT S. TUCKERMAN J. DEANE SOMERVILLE A Signal for a Safe Landing Lack of proper guidance may mean a difference between a safe or a crash landing. Lack of insur- ance coverage may mean the difference between solvency or bankruptcy. Insurance counsel from this Agency gives proper guidance to financial safety when losses occur. A signal from you and we are at your service! CHARLES H. WATKINS & CO. RICHARD P. NYQUIST in association with OBRION, RUSSELL & CO. Insurance of Every Description 108 Water Street Boston 6, Mass. LA fayette 3-5700 SEVENTY-EIGHTH SEASON, 1958-1959 Boston Symphony Orchestra CHARLES MUNCH, Music Director Richard Burgin, Associate Conductor CONCERT BULLETIN with historical and descriptive notes by John N. Burk The TRUSTEES of the BOSTON SYMPHONY ORCHESTRA, Inc. Henry B. Cabot President Jacob J. Kaplan Vice-President Richard C. Paine Treasurer Talcott M. Banks Henry A. Laughlin Theodore P. Ferris John T. Noonan Francis W. Hatch Palfrey Perkins Harold D. Hodgkinson Charles H. Stockton C. D. Jackson Raymond S. Wilkins E. Morton Jennings, Jr. Oliver Wolcott TRUSTEES EMERITUS Philip R. Allen M. A. DeWolfe Howe N. Penrose Hallowell Lewis Perry Edward A. Taft Thomas D. Perry, Jr., Manager Norman S. Shirk James J. Brosnahan Assistant Manager Business Administrator Leonard Burkat Rosario Mazzeo Music Administrator Personnel Manager SYMPHONY HALL BOSTON 15 CAN YOU DESCRIBE A LIFE INSURANCE TRUST? If you are unaware of the many advantages of a Life Insurance Trust, it may be that a talk with a Shawmut Trust Officer would show you precisely how this type of protection would best suit your insurance needs.
    [Show full text]
  • Demutualization Details
    Demutualization Details 1. American Mutual Life – AmerUs- Indianapolis Life Insurance Company - Central Life Assurance - Central Life Assurance merged with American Mutual in 1994. American Mutual Life was renamed AmerUs Life Insurance Company in 1995. On September 20, 2000, it demutualized to become AmerUs Group. In 2001, the company merged with Indianapolis Life, which had also undergone a demutualization. Approximately 300,000 policyholders and heirs became entitled to receive $452 million in AmerUs Group common stock and $340 million in cash and policy credits. Distribution began on July 31, 2001. Eligible policyholders received a fixed component of 20 AmerUS common shares, as well as a variable component based on policy value. Those who elected to receive cash were compensate $26 per share entitlement. In the first year after the initial public offering, the price of an AmerUS common share increased 99%. The current value of AmerUS Group stock is approximately $45 per share. 2. Anthem Insurance - On July 31, 2002 Anthem Insurance Companies, Inc. completed its conversion from a mutual insurance company to a stock company, and became a wholly owned subsidiary of Anthem, Inc. Eligible policyholders and heirs became entitled to approximately 48 million shares of Anthem, Inc. common stock and cash totaling $2.06 billion. Compensation consisted of a fixed component of 21 Anthem common shares, as well as a variable component based on policy value. The shares were offered to the public at $36. In the first year after the initial public offering, the price of an Anthem common share increased 54%. 3. Equitable Life – Axa - In 1992 the Equitable Life Assurance Society of the United States demutualized and a new parent holding company, the Equitable Companies, was listed on the New York Stock Exchange.
    [Show full text]
  • Defining Success 2018 ANNUAL REPORT Ii | PERKINS SCHOOL for the BLIND
    Defining success 2018 ANNUAL REPORT ii | PERKINS SCHOOL FOR THE BLIND From the CEO and Board Chair At Perkins School for the Blind, success is a journey made up of both big and small moments: a hard-won epiphany in math class, a needed connection with a career mentor, the discovery of a new app that helps with mobility. It’s those moments that reassure families, students and educators that success is worth fighting for, and fuel our motivation to make the world a more inclusive place for everyone. In its 189th year, we at Perkins are focusing on success: the roads toward it, the vehicles that empower it and the ways our students embody it. Without a doubt, much work remains to ensure all children have access to a quality education and the opportunities to fulfill their potential. For us, success is not just a single, triumphant end goal. Your generous support — through donations, through time, through advocacy — is what makes this success possible. Without you, there is no Perkins. Without you, there is no impact to the blind community. With your help, we’re making changes and helping people with visual impairments build success all over the world. And the small moments of discovery and achievement are just as valuable and worthy as the big milestones. In these divisive times, we’re taking action. Your support allows us to advance this critical work in the world and help students to continue succeeding now and into the future. Warmly, Top: A student shows Dave Power a braille machine at Kilimani Primary School in Nairobi, Kenya.
    [Show full text]
  • Joseph J. Oakes IV, Managing Partner of Acorn Financial Services Based in Rosleand, NJ, Receives National Award for Excellence from John Hancock Financial Network
    For Release: Upon Receipt CONTACT: Susan Bumstead Chanley (781) 587-0115 [email protected] Joseph J. Oakes IV, Managing Partner of Acorn Financial Services Based in Rosleand, NJ, Receives National Award for Excellence from John Hancock Financial Network BOSTON, MA, April 21, 2010—Joseph J. Oakes IV, Managing Partner of Acorn Financial Services based in Roseland, NJ, was recognized by John Hancock Financial Network (JHFN) with the Leading with Excellence (LEX) Award. The LEX Award recognizes outstanding leadership in building and growing a successful financial services organization, maintaining a culture where financial professionals and advisors can best succeed, and demonstrating a strong commitment to providing clients with exceptional levels of service. Acorn Financial Services also has offices in Paramus and Morristown, NJ, and Yardley, PA. Acorn Financial has won numerous awards from both JHFN and other industry organizations, including being named JHFN’s Trophy Award winner for exceptional leadership and client service excellence in 2006 and 2008 and being a perennial Master Agency Award Winner from GAMA International. “This achievement by Acorn Financial Services is a reflection of the high level of professionalism, respect, integrity, and real value that the firm delivers to clients every day," said Brian Heapps, Executive Vice President of Sales and Business Development for John Hancock Financial Network. “Especially through these challenging economic times, Joe has led everyone at the firm to go above and beyond to serve their clients.” “I am very proud to accept this recognition on behalf of the entire team at Acorn Financial Services,” said Oakes. “We are committed to helping all of our clients – companies, families, and individuals – create a unified approach to accumulating and preserving wealth.
    [Show full text]
  • Boston Properties Limited Partnership (Exact Name of Registrant As Specified in Its Charter)
    Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, DC 20549 FORM 10-K ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2010 OR ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission file number 0-50209 Boston Properties Limited Partnership (Exact name of registrant as specified in its charter) Delaware 04-3372948 (State or other jurisdiction (I.R.S. Employer of incorporation or organization) Identification Number) Prudential Center, 800 Boylston Street, Suite 1900 Boston, Massachusetts 02199-8103 (Address of principal executive offices) (Zip Code) Registrant’s telephone number, including area code: (617) 236-3300 Securities registered pursuant to Section 12(b) of the Act: None Securities registered pursuant to Section 12(g) of the Act: Units of Limited Partnership Interest (Title of Class) Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☐ No ☒ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ☐ No ☒ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
    [Show full text]
  • About Our Pictures
    9446 Hilldale Drive, Dallas, TX 75231 (214) 221-3371 or (214) 221-3378 www.wiszco.com About our Pictures We chose a pictorial montage of U.S. Cityscapes as a theme for our website because we believe it best represents the construction industry. “Buildings and objects” are perhaps the most tangible representation of the construction industry as a whole. Additionally, buildings (in particular) represent the places where we, as people, collectively “live, work and play” (to paraphrase an often used expression by the real estate development community). More importantly, finished buildings and objects are the culmination of construction projects – and such projects are the by- product of the collective effort of a great many. In the end, all completed construction projects become a part of our community and eventually, the cities that comprise our great nation. Next time you’re in the “big city”, take a good look around and marvel at what the human spirit has been able to accomplish. In addition, we also chose a pictorial montage of U.S. Cityscapes since we provide our services on a nation-wide basis. When traveling throughout the United States, we often find ourselves in these great cities: Anchorage Located at the tip of the Cook Inlet, Anchorage is our nation’s northern-most city. It is by far, Alaska’s largest city comprising more than 40% of the state’s population. Only New York City has a higher percentage of state residents living in one city. Though field operations are centered on the north slope of Alaska, oil and gas production is the most visible industry in Anchorage.
    [Show full text]
  • Annual Report 2020
    Annual Report 2020 Manulife Financial Corporation Our mission Our values Decisions made easier. Our values represent how we operate. They reflect our culture, Lives made better. inform our behaviours, and help define how we work together. Obsess about customers We predict their needs and do everything in our power Our five strategic priorities to satisfy them. Portfolio Optimization Do the right thing We are actively managing our legacy businesses to improve We act with integrity and do what we say. returns and cash generation while reducing risk. Think big Expense Efficiency Anything is possible. We can always find a better way. We are getting our cost structure into fighting shape and Get it done together simplifying and digitizing our processes to position us for We’re surrounded by an amazing team. Do it better efficient growth. by working together. Accelerate Growth Own it We are accelerating growth in our highest-potential businesses. We feel empowered to make decisions and take action Digital, Customer Leader to deliver our mission. We are improving our customer experiences, using digitization Share your humanity and innovation to put customers first. We build a supportive, diverse, and thriving workplace. High-Performing Team We are building a culture that drives our priorities. Learn more about the progress we are making on our five strategic priorities on page 17. Who we are Manulife Financial Corporation is a leading international financial services group that helps people make their decisions easier and lives better. With our global headquarters in Toronto, Canada, we operate as Manulife across our offices in Canada, Asia, and Europe, and primarily as John Hancock in the United States.
    [Show full text]
  • Boston Symphony Orchestra Concert Programs, Season 84, 1964-1965, Trip
    ;:tr~-^ ((€.4ik4* vi- 7^ *m -2. I "— ^^offlC'W'i&^i^, >, J BOSTON SYMPHONY ORCHESTRA FOUNDED IN 1881 BY /A HENRY LEE HIGGINSON TUESDAY EVENING SERIES /I K %nf^P^ uUiftult iWRS* e p 7/ EIGHTY-FOURTH SEASON 1964-1965 TAKE NOTE The precursor of the oboe goes back to antiquity — it was found in Sumeria (2800 bc) and was the Jewish halil, the Greek aulos, and the Roman tibia • After the renaissance, instruments of this type were found in complete families ranging from the soprano to the bass. The higher or smaller instruments were named by the French "haulx-bois" or "hault- bois" which was transcribed by the Italians into oboe which name is now used in English, German and Italian to distinguish the smallest instrument • In a symphony orchestra, it usually gives the pitch to the other instruments • Is it time for you to take note of your insurance needs? • We welcome the opportunity to analyze your present program and offer our professional service to provide you with intelligent, complete protection. We respectfullyJ J invite Jyour inquiry / . , " / Associated with CHARLES H. WATKINS CO. & /qbrioN, RUSSELL & CO. Richard P. Nyquist — Charles G. Carleton / 147 milk street boston 9, Massachusetts/ Insurance of Every Description] 542-1250 EIGHTY-FOURTH SEASON, 1964-1965 CONCERT BULLETIN OF THE Boston Symphony Orchestra ERICH LEINSDORF, Music Director Richard Burgin, Associate Conductor with historical and descriptive notes by John N. Burk The TRUSTEES of the BOSTON SYMPHONY ORCHESTRA, Inc. Henry B. Cabot President Talcott M. Banks Vice-President Richard C. Paine Treasurer Abram Berkowitz Henry A.
    [Show full text]
  • Recent Highlights a Global Leader Financial Results Strong Financial
    Recent Highlights A Global Leader John Hancock Financial is a unit of Manulife Financial Corporation, a leading October: JH Names Barbara Goose as Chief Canada-based financial services company with principal operations in Asia, Marketing Officer Canada and the United States. October: JH RPS Earns IFCA Award of Excellence Financial Results for My Best Next Step . For the fiscal year ended December 31, 2016, the U.S. Division operations doing business under the John Hancock brand (John October: JH Investments opens new office in Hancock)1 reported core earnings of $1.2 billion.2 Tempe, Arizona . Total premiums and deposits for the 2016 fiscal year from John Hancock were $56 billion.2 October: JH Insurance launches Industry-first . John Hancock’s assets under management and administration for the Survivorship Life Insurance with the John Hancock 2016 fiscal year were $406.2 billion as of December 31, 2016.2 Vitality Solution Strong Financial Strength/Claims Paying Ability Rating 3 October: Several Signator Advisors To Be Honored A+ A.M. Best (2nd highest of 13 ratings) by Women in Insurance and Financial Services Superior ability to meet ongoing insurance obligations AA- Fitch Ratings (4th highest of 19 ratings) October: JH Target Date PathFinder - On-Line Tool Very strong capacity to meet policyholder and contract obligations for Advisors - Introduced A1 Moody’s (5th highest of 21 ratings) Low credit risk November: Christopher Maryanopolis to Succeed AA- Standard & Poor’s (4th highest of 21 ratings) Brian Heapps as Head of Signator Investors, Inc. Very strong financial security characteristics November: JH Investments wins five STAR Awards for communications excellence Premier Market Positions .
    [Show full text]