CPR Corporate Policy Statement on Alternatives to Litigation LIST OF
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South Carolina, Are Writing to Express Our Strong Support for the Trans-Pacific Partnership (TPP) Agreement
May 23, 2016 The Honorable Jeff Duncan U.S. House of Representatives 106 Cannon House Office Building Washington, DC 20515 Dear Representative Duncan: We, the 111 of undersigned companies, associations and organizations active in South Carolina, are writing to express our strong support for the Trans-Pacific Partnership (TPP) agreement. The TPP is critical to the future growth of trade, jobs, prosperity and competitiveness of the United States, and for South Carolina in particular. The Asia-Pacific will continue to be the most vibrant region in the global economy for the foreseeable future. Yet, we are falling behind, as other countries that have negotiated preferential trade agreements in the region place our manufacturers, innovators, service providers, farmers and ranchers, and workers at a competitive disadvantage. Approval of the TPP will close the gap, and place U.S. companies, farmers and ranchers, and workers at the center of this dynamic regional economy. Our state exported $1.0 billion worth of agricultural products and $10.6 billion of manufactured goods to TPP countries in 2015, and $1.5 billion of services to TPP countries in 2014. Our state's goods exports to the world supported an estimated 153,816 jobs in 2014. By cutting tariffs and red tape and eliminating other market distortions on our goods, installing critical new rules for the digital economy and services trade, and establishing stronger protections for transparency, innovation and intellectual property – subject to strong enforcement – the TPP will help our manufacturers, innovators, service providers, and farmers and ranchers export more, produce more and thereby support more jobs in South Carolina. -
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Solutions for Affordable Rental Housing in the Delaware Valley r-- - 0 0 0 DDD DDD /-""" D D •• DELAWARE VALLEY' REGIONAL PLANNING COMMISSION va August 1994 The preparation of this report was funded through federal grants from the U. S. Department of Transportation's Federal Highway Administration (FHW A) and Federal Transit Administration (FTA), the Pennsylvania and New Jersey Departments of Transportation as well as by DVRPC's state and local member governments. The authors, however, are solely responsible for its [mdings and conclusions, which may not represent the official views or policies of the funding agencies. Created in 1965, the Delaware Valley Regional Planning Commission (DVRPC) is an interstate, intercounty and intercity agency which provides continuing, comprehensive and coordinated planning for the orderly growth and development of the Delaware Valley region. The region includes Bucks, Chester, Delaware, and Montgomery counties as well as the City of Philadelphia in Pennsylvania and Burlington, Camden, Gloucester, and Mercer counties in New Jersey. The Commission is an advisory agency which divides its planning and service functions between the Office of the Executive Director, the Office of Public Affairs, and three line Divisions: Transportation Planning, Regional Planning, and Administration. DVRPC's mission for the 1990s is to emphasize technical assistance and services and to conduct high priority studies for member state and local governments, while determining and meeting the needs of the private sector. The DVRPC logo is adapted from the official seal of the Commission and is designed as a stylized image of the Delaware Valley. The outer ring symbolizes the region as a whole while the diagonal bar signifies the Delaware River flowing through it. -
Express Rules and Regulations
Greyhound Lines, Inc. PACKAGE EXPRESS TARIFF AND SALES MANUAL Created and maintained by Revenue Development Department email: [email protected] GREYHOUND LINES, INC. PACKAGE EXPRESS TARIFF AND SALES MANUAL EXPRESS RULES, REGULATIONS, RATES, AND CHARGES Table of Contents Page Instructions and contacts ................................................................................................................................................................. 1.5 Carriers -- Local and Interline .......................................................................................................................................................... 1.6 Carriers -- Interline only....................................................................................................................................................1.6 and 1.7 Determination of Applicable Express Rate Zones ........................................................................................................................... 1.8 Packing, Marking, Labeling, and Conditions of Acceptance ............................................................................................................ 1.8 Dimensional Weight Surcharge ....................................................................................................................................................... 1.9 Determination of Charges for Shipments Weighing in Excess of One Hundred Pounds ................................................................ 1.9 Types of Service Defined -
On the Brink: 2021 Outlook for the Intercity Bus Industry in the United States
On the Brink: 2021 Outlook for the Intercity Bus Industry in the United States BY JOSEPH SCHWIETERMAN, BRIAN ANTOLIN & CRYSTAL BELL JANUARY 30, 2021 CHADDICK INSTITUTE FOR METROPOLITAN DEVELOPMENT AT DEPAUL UNIVERSITY | POLICY SERIES THE STUDY TEAM AUTHORS BRIAN ANTOLIN, JOSEPH P. SCHWIETERMAN AND CRYSTAL BELL CARTOGRAPHY ALL TOGETHER STUDIO AND GRAPHICS ASSISTING MICHAEL R. WEINMAN AND PATRICIA CHEMKA SPERANZA OF PTSI TRANSPORTATION CONTRIBUTORS DATA KIMBERLY FAIR AND MITCH HIRST TEAM COVER BOTTOM CENTER: ANNA SHVETS; BOTTOM LEFT: SEE CAPTION ON PAGE 1; PHOTOGRAPHY TOP AND BOTTOM RIGHT: CHADDICK INSTITUTE The Chaddick Insttute does not receive funding from intercity bus lines or suppliers of bus operators. This report was paid for using general operatng funds. For further informaton, author bios, disclaimers, and cover image captons, see page 20. JOIN THE STUDY TEAM FOR A WEBINAR ON THIS STUDY: Friday, February 19, 2021 from noon to 1 pm CT (10 am PT) | Free Email [email protected] to register or for more info CHADDICK INSTITUTE FOR METROPOLITAN DEVELOPMENT AT DEPAUL UNIVERSITY CONTACT: JOSEPH SCHWIETERMAN, PH.D. | PHONE: 312.362.5732 | EMAIL: [email protected] INTRODUCTION The prognosis for the intercity bus industry remains uncertain due to the weakened financial condition of most scheduled operators and the unanswerable questions about the pace of a post-pandemic recovery. This year’s Outlook for the Intercity Bus Industry report draws attention to some of the industry’s changing fundamentals while also looking at notable developments anticipated this year and beyond. Our analysis evaluates the industry in six areas: i) The status of bus travel booking through January 2021; ii) Notable marketing and service developments of 2020; iii) The decline of the national bus network sold on greyhound.com that is relied upon by travelers on thousands of routes across the U.S. -
BOOK II Bell History and Strategies
The Unauthorized Bio Of The Baby Bells 88 BOOK II Bell History and Strategies: Shareholders First, Customers Last What does the Star Wars' Evil Empire and Bell Atlantic Have in Common? James Earl Jones was the Voice of Darth Vadar and is the Voice Of Bell Atlantic— Are There Other Commonalties? The Unauthorized Bio Of The Baby Bells 89 "Food For Thought" Interlude— Conspiracy or Miscalculation? Book 1 leaves us with a serious dilemma, especially about the I-Way. First, we know straightforwardly that the plans were all scrapped and the announced services were never delivered. But we are left with wondering how both the telephone companies as well as their consultants, were so wrong. Let's look at the options: There were three massive errors in judgment: • Mistakes in the costs of rolling out the network • Mistakes in overestimating demand • Mistakes by the research/consulting suppliers Let's walk through each one: • Mistakes in the Costs of Rolling Out the Network: The original cost model for the I-Way was estimated at around $1,200 per household. However, Bell Atlantic stated that the cost of their trials came to $16,000 per line. This includes the cost of the various Info Highway components in the home, described earlier, as well as the cost of the fiber- optic networks. But, that's a difference per line of 1233%. Of course there are caveats. Most importantly, that the trickle of a rollout was only a "test" of advanced services, and with larger volumes of users, the costs would decline. In fact, Bell Atlantic's original plans may have actually called for a great deal less spending than $1,200 a line. -
In the Matter of Bell Atlantic Mobile Systems, Inc. and NYNEX Mobile Communications Company File Nos. 00762-CL-AL-1-95 Through 0
Federal Communications Commission FCC 97-369 Before the Federal Communications Commission Washington, D.C. 20554 In the Matter of Bell Atlantic Mobile Systems, Inc. and File Nos. 00762-CL-AL-1-95 NYNEX Mobile Communications Company through 00803-CL-AL-1-95; 00804- CL-TC-1-95 through 00816-CL-TC- 1-95; 00817-CL-AL-1-95 through 00824-CL-AL-1-95; and 00825-CL- TC-1-95 through 00843-CL-TC-1-95 MEMORANDUM OPINION AND ORDER Adopted: October 8, 1997 Released: October 9, 1997 By the Commission: TABLE OF CONTENTS Paragraph No. I. INTRODUCTION 1 H. CELLCO©S OWNERSHIP OF A-SIDE AND B-SIDE MARKETS AND THE POSSIBILITIES OF ANTICOMPETITIVE CONDUCT CONCERNING ROAMING .......... 4 m. OMISSION OF CERTAIN ORDERING CLAUSES IN THE ORDER .................. 17 IV. REGIONAL OR NATIONAL GEOGRAPHIC MARKET ........................... 20 V. BELL ATLANTIC©S ALLEGEDLY ANTICOMPETITIVE ACTS ..................... 23 VL CONCLUSION ......................................................... 29 22280 Federal Communications Commission FCC 97-369 . ORDERING CLAUSE ................................................... 30 I. INTRODUCTION 1. The Commission has before it an Application for Review ("Application") filed on June 19, 1995, by Comcast Cellular Communications, Inc. ("Comcast") seeking review of an Order1 by the Wireless Telecommunications Bureau (the "Bureau"), granting the applications of NYNEX Mobile Communications Company ("NYNEX Mobile") and Bell Atlantic Mobile Systems, Inc. ("BAMS") to transfer control of eighty-two cellular radio licenses to Cellco Partnership -
Verizon's Tower Map Campaign We've All Seen the Advertisements
Friday, March 21, 2014 Volume 2 | Issue 56 T-Mobile Wants to “Decimate” Verizon’s Tower Map Campaign We’ve all seen the advertisements where Verizon shows the map of their coverage compared to AT&T, Sprint, and T-Mobile. The map is sup- posed to illustrate the number of towers Verizon has equipment on, prov- ing they have the best, most-reliable coverage in the nation. This map makes T-Mobile angry. "I want to decimate that ad campaign from Veri- zon," T-Mobile Chief Technology Officer Neville Ray said to CNET in an interview Thursday. The company is taking legal action against Verizon, claiming that the campaign doesn’t accurately reflect T-Mobile’s network. Verizon’s coverage map only shows LTE capabilities of the company. Since Verizon and AT&T are almost complete with their rollouts, they have the advantage over Sprint and T-Mobile. "We prefer to compete in the marketplace, not in the courts. Our customers know what a true nationwide 4G LTE network experience feels like, map or not," said a Verizon representative. But Ray argues that the map suggests that those few T-Mobile dots on the map represent all of the carrier's coverage, and excludes its 2G Edge network, as well as its HSPA+ coverage, which T-Mobile considers 4G. (Source: CNET) T-Mobile has a goal to cover 250 million people by the end of the year, but Ray said he wants to push it to 280 million sometime next year. Four Things to Know About pCell Technology Artemis Network’s pCell has gained a lot of publicity from members of the wireless community. -
Inspiring and Preparing Young People for Success
Inspiring and preparing young people for success 2017-2018 Mission Report Nathan Ziegler, principal of Hope Academy, and his students. Read his JA story on page 14. Dear Friends, As we reflect on this past year, we’re energized by what we’ve accomplished thanks to your investment. Junior Achievement has experienced incredible growth, innovation, and success. We’ve impacted more students, joined with more educators and schools, and partnered with more volunteers. We’ve piloted two new programs — JA Inspire and JA Meda Fellows — to equip students with the skills needed to succeed in the workforce and start a business. We inspired the creation of 74 student-run companies through JA Company Program, an increase of 23% over last year. We’re always looking for new ways to motivate young people to envision a successful future and to gain the skills needed to be contributing members of our community. Our partners are instrumental in keeping us relevant, innovative, and engaging! Today’s youth are our future; their success is our success. As we look forward, we’re excited by what’s ahead. In 2019, Junior Achievement will celebrate its 100th year. Very few organizations make it to 100 years, much less continue to grow and thrive as Junior Achievement has. Celebrate with us – watch our centennial video at https://youtu.be/fKAvHJ9vcek. Locally, Junior Achievement of the Upper Midwest is also experiencing a milestone next year. We’re moving our experiential learning center to St. Paul. The Junior Achievement James R. and Patricia Hemak Experiential Learning Center will have two experiential learning labs instead of one, allowing us to double the number of students participating in JA BizTown and JA Finance Park. -
Page 1 of 32 VEHICLE RECALLS by MANUFACTURER, 2000 Report Prepared 1/16/2008
Page 1 of 32 VEHICLE RECALLS BY MANUFACTURER, 2000 Report Prepared 1/16/2008 MANUFACTURER RECALLS VEHICLES ACCUBUIL T, INC 1 8 AM GENERAL CORPORATION 1 980 AMERICAN EAGLE MOTORCYCLE CO 1 14 AMERICAN HONDA MOTOR CO 8 212,212 AMERICAN SUNDIRO MOTORCYCLE 1 2,183 AMERICAN SUZUKI MOTOR CORP. 4 25,023 AMERICAN TRANSPORTATION CORP. 5 1,441 APRILIA USA INC. 2 409 ASTON MARTIN 2 666 ATHEY PRODUCTS CORP. 3 304 B. FOSTER & COMPANY, INC. 1 422 BAYERISCHE MOTOREN WERKE 11 28,738 BLUE BIRD BODY COMPANY 12 62,692 BUELL MOTORCYCLE CO 4 12,230 CABOT COACH BUILDERS, INC. 1 818 CARPENTER INDUSTRIES, INC. 2 6,838 CLASSIC LIMOUSINE 1 492 CLASSIC MANUFACTURING, INC. 1 8 COACHMEN INDUSTRIES, INC. 8 5,271 COACHMEN RV COMPANY 1 576 COLLINS BUS CORPORATION 1 286 COUNTRY COACH INC 6 519 CRANE CARRIER COMPANY 1 138 DABRYAN COACH BUILDERS 1 723 DAIMLERCHRYSLER CORPORATION 30 6,700,752 DAMON CORPORATION 3 824 DAVINCI COACHWORKS, INC 1 144 D'ELEGANT CONVERSIONS, INC. 1 34 DORSEY TRAILERS, INC. 1 210 DUTCHMEN MANUFACTURING, INC 1 105 ELDORADO NATIONAL 1 173 ELECTRIC TRANSIT, INC. 1 54 ELGIN SWEEPER COMPANY 1 40 E-ONE, INC. 1 3 EUROPA INTERNATIONAL, INC. 2 242 EXECUTIVE COACH BUILDERS 1 702 FEATHERLITE LUXURY COACHES 1 83 FEATHERLITE, INC. 2 3,235 FEDERAL COACH, LLC 1 230 FERRARI NORTH AMERICA 8 1,601 FLEETWOOD ENT., INC. 5 12, 119 FORD MOTOR COMPANY 60 7,485,466 FOREST RIVER, INC. 1 115 FORETRAVEL, INC. 3 478 FOURWINNS 2 2,276 FREIGHTLINER CORPORATION 27 233,032 FREIGHTLINER LLC 1 803 GENERAL MOTORS CORP. -
The Korn/Ferry Market Cap 100 Board Leadership at America’S Most Valuable Public Companies About the 2010 Korn/Ferry Market Cap 100
The Korn/Ferry Market Cap 100 Board leadership at America’s most valuable public companies About the 2010 Korn/Ferry Market Cap 100 The Korn/Ferry Market Cap 100 (KFMC100) comprises the U.S. companies traded on the NYSE or NASDAQ , excluding public investment firms, with the largest market capitalization as of the close of market on May 3, 2010, after reporting for the 2009 fiscal year. Data about the companies’ boards, compiled from proxies related to fiscal year 2009, provide the baseline for this report. B Contents Introduction . 2 Board leadership in an era of change . 4 What’s in a name? . 4 Portrait of a lead director . 6 Interview with Mark Ketchum . 8 Lead director, Kraft Foods Adding value to the board . 12 Interview with Irv Hockaday . 14 Presiding director, Ford Motor Co. and Estée Lauder Companies Inc. Committee membership and leadership . 16 Leadership succession on the board . 18 Assessing the need for terms . 19 Interview with Bonnie G. Hill . 20 Lead director, The Home Depot, Inc. Compensating for time and value . 22 Final thoughts and best practices . 24 Appendix A . 25 Board data Appendix B . 32 List of the KFMC100 companies Appendix C . 35 List of the KFMC100 non-executive board leaders Introducing the Korn/Ferry Market Cap 100 The Korn/Ferry Market Cap 100 (KFMC100) marks a new approach to the governance research our firm has undertaken for thirty-five years. We’ve chosen to examine the United States’ one hundred most valuable compa- nies, working from the assumption that leadership models represented on these boards are worth observing and emulating. -
GRAYBAR ELECTRIC COMPANY, INC. NOTE : If a Parent Company for This Entity Is Reported, Click the Link on Its Parent DUNS Number Below to See Its Consolidated Profile
Created on : 08/20/2012 16:56:36 © FEDMINE™ All Rights Reserved Email: [email protected] URL: www.fedmine.us ● Hyperlinks in FEDMINE HTML & PDF documents work for subscribers only. You may request a FREE TRIAL to view all reports in the system ● Parent & subsidiary company relationships are no longer included in the FPDS-NG data in order to honor the Federal Government’s licensing agreement with Dun & Bradstreet. For that reason it is possible those relationships do not reflect the most current status in our system FEDMINE™ PRIME CONTRACTOR COMPANY PROFILE LAST UPDATED: 08/20/2012 04:56:36 PM GRAYBAR ELECTRIC COMPANY, INC. NOTE : If a Parent company for this entity is reported, click the link on its Parent DUNS number below to see its consolidated Profile. Parent subsidiary relationships are no longer provided due to the Federal Government's agreement with D&B, and therefore, some relationships may not reflect the most current status in our system. All OBLIGATED DOLLARS PERTAIN TO PRIME CONTRACTING DOLLARS ONLY. IF PURCHASED SEPARATELY SUBCONTRACTS DATA IS INCLUDED IN ALL PROFILES VIEW PROFILE BY SUBSIDIARIES CONTRACT AWARDS IN LAST 30 DAYS CONTRACTS BY PLACE OF PERFORMANCE CONTRACTS BY CONTRACTING OFF. FEDBIZOPPS AWARDS CONTRACTS BY NAICS CODES CONTRACTS BY PSC CODES CONTRACTS BY SOCIO ECONOMIC STATUS CONTRACTS BY SETASIDE TYPE CONTRACTS BY PRICING TYPE ORGANIZATION DETAILS COMPARATIVE 7 - YEAR FEDERAL CONTRACTS VIEW DUNS: 001903202 2012 2011 2010 2009 2008 2007 2006 Parent DUNS: 001903202 AGENCY Fedmine ID: F332031636 $ 4,798 $ 29,107 $ 49,881 $ 118,850 $ 45,897 $ 23,974 $ 25,423 Address: 34 N MERAMEC AVE 1200 - SAINT LOUIS AGRICULTURE MO 63105-3844 USA $ 872 $ 0 $ 248,607 $ 67,346 $ 8,747 $ 3,460 $ 0 GEO Location: FEDPOINT 8900 - ENERGY County Code: 189 $ 83,500 $ 1,610,039 $ 1,677,564 $ 10,184,223 $ 7,697,851 $ 6,455,656 $ 5,500,881 County: ST. -
Brunswick Corporation INVESTMENT CASE
Brunswick Corporation INVESTMENT CASE Date of writing – March 13, 2018 Important: this text demonstrates how we analyse individual companies. In this Quarterly, we like to share our vision on Brunswick Corporation. The Brunswick share has been part This document was compiled by the fund managers of the Kempen of the GSC portfolio since October 2014 and is now one of our bigger positions. This investment case is also (Lux) Global Small-cap Fund (‘the fund’), managed by Kempen Capital a good example of our committed shareholding. Management N.V. (‘Kempen’). Please also see the declaration and disclaimer at the end of this text We close the case with a number of recent and interesting developments. Each business segment is an important portfolio contributor I DESCRIPTION OF BRUNSWICK ENGINE BOAT FITNESS At present, Brunswick consists of three business units. Below is an overview of the segments as presented at the Brunswick Investor Day on 7 November 2017. The company defines three business segments: Engine, Boat and • Leading brands, market • Several market leading • Leading brands and share position, and installed base brands • Broad relationships in Fitness • Global propulsion and P&A • Presence in growing commercial clubs and markets are growing activitybased, outboard verticals The business segment Engine represented over 70% of the operational profit in 2017 [1]. We further divide this • Strong track record of new boat categories • Positive macro fitness products and innovation • Product white space growth trends business into two components: outboard motors and boat parts/accessories. We consider both components to- • Growth opportunities in opportunities • Growth opportunities with gether as the crown jewels of the company.