Production of Tylenol in liquid and tablet form is continuing and no workers have been laid off. The product is made in Fort Washington, PA., and Round Rock, TX.
Johnson & Johnson said it's beginning its own investigation with a team of former FBI agents.
Toxicologist Michael SCHAFFER - exonerates McNeil Consumer Prods. of responsibility.
Discovery of poisoned Tylenol at Longs Drug Store in Oroville, CA examined; Greg Blagg said recovering from strychnine poisoning.
Longs manager Ronald Tossano - will cooperate with investigation by Johnson and Johnson, parent company of McNeil Consumer Prods., and FDA inquiry.
October 8, 1982
Johnson and Johnson reported destroying Tylenol returned by distributors and consumers due to cyanide poisoning of some. (Reporter - Dan Rather)
October 23, 1982
Just twenty-four days after the cyanide deaths were linked to the contaminated Extra-Strength Tylenol capsules, the FDA exonerated Johnson & Johnson from any liability.
CHICAGO (AP) -Johnson & Johnson, parent company of Tylenol's maker, announced that the federal Food and Drug Administration had conclusively determined the cyanide contamination did not occur at the company's plants.
Joseph Chiesa, president of McNeil Consumer Products, said the company was "gratified" that the FDA's finding confirmed its own investigation.
December 25, 1982
Johnson & Johnson said yesterday that its Tylenol analgesic brand had regained much of the market that it lost this fall when seven Chicago-area residents died from taking cyanide-contaminated Extra-Strength Tylenol capsules.
A company spokesman said that both the company's own research and outside surveys showed that Tylenol now has 24 percent of the market for pain relievers, compared with a 35 percent share before the Chicago tragedy. Most of the recent sales have been in tablet form, however.
Shortly after the Chicago tragedy, said Lawrence G. Foster, the company's vice president for public relations, ''We lost 87 percent of our market. But by mid-December, our surveys show that we had gotten back 67 percent of our original market. The product is coming back faster and stronger than we ever anticipated.''
Johnson & Johnson disregarded conventional marketing wisdom in responding to the Tylenol deaths. Instead of keeping a low profile - and perhaps even withdrawing the brand - the company set out to win back customers with a huge coupon campaign offering free Tylenol capsules or pills.
It was not known how much of the rising Tylenol sales could be attributed to the coupon offer, but millions of coupons were distributed in newspaper advertising as part of the marketing campaign that began in November.
Benjamin Lipstein, a marketing professor at the New York University Graduate School of Business, who suggested in October that Johnson & Johnson ''withhold advertising and reduce public awareness'' of Tylenol, said yesterday that he now believes the company's more aggressive approach was ''a smart and courageous decision.''
''The fact that the numbers are coming back in the way they are is remarkable,'' he said. ''Some marketers would have chosen to give the brand up. But this strategy seems to be working.''
Leo Shapiro, a Chicago-based market researcher who has conducted independent studies on consumer reaction to the Tylenol deaths, said that two things happened to Tylenol, which is now being marketed in new tamper-resistant packaging.
''It very quickly became apparent that the company wasn't at fault and the retailers weren't at fault,'' he said. ''And secondly, the company acted in a very forthright manner. They immediately said, 'Don't use Tylenol,' and they took the product back from the store.
''They played it squeaky straight,'' he added, ''and followed the first rule of these things - never put consumers in a position where they have to make a choice about the risk.''
In a survey Mr. Shapiro conducted immediately after the Tylenol deaths, 45 percent of the respondents said they would definitely use Tylenol again, 13 percent said they might, and 43 percent said they definitely would not.
Four days later, asked the same question, 52 percent said they would, 33 percent said they might, and 17 percent said they definitely would not use Tylenol again, Mr. Shapiro reported. And by two weeks after the incident, 78 percent said they would use Tylenol again, 13 said they might, and only 9 percent said they would not.
''Essentially, after about four days, the people who said definitely not switched to maybe, then after another week, they said yes,'' Mr. Shapiro said. ''It was a sharp scare, but it passed quickly.''
CORPORATISM
Regulations designed to police corporations like J&J are ineffective, because corporations like J&J control the regulators.
Johnson & Johnson web-site
NEW CHIEF: Ralph S. Larsen; Taking the Reins From a Legend
By CLAUDIA H. DEUTSCH
Published: Sunday, October 30, 1988
FOLLOWING in the sootsteps of a legend can be intimidating - or comforting. It depends on your point of view.
Take Ralph S. Larsen's situation at Johnson & Johnson. Last week, the company announced that in April, Mr. Larsen, chairman of its consumer businesses, will be its new chief executive, leaving James E. Burke to retire as planned. Robert N. Wilson and Robert E. Campbell, the also-rans for the top job, will remain in the office of the chairman, responsible for Johnson & Johnson's pharmaceuticals and professional businesses.
In one sense, Mr. Larsen has an easy job ahead of him. There is little in the corporate culture that he wants to change. He and Mr. Burke have virtually identical management styles. Both are open-door executives who encourage ''creative conflict'' (in fact, they both use that same expression to describe the environment of open debate they prefer). Both are known as humane managers. Both push decision making down to lower levels. Both make decisions for the long term, even if it means taking short-term earnings hits.
Moreover, Johnson & Johnson is a dynamic, profitable company that is expected to top $9 billion in sales this year. Revenues and profits are up, and the company has been generating a steady stream of new products. It has the No. 1 brand in 75 percent of its consumer products. Numerous analysts have Johnson & Johnson on their recommended list, and its stock has performed extraordinarily well over the last year. ''This is the very top company in the hospital supply industry,'' said Jerry E. Fuller, an analyst at Duff & Phelps.
But that very success has made Mr. Burke a bit of a legend. It was he who brought every manager to a 1976 meeting in New York that resulted in an updated - and, many say, revitalized - credo documenting the corporation's responsibility to employees, consumers and shareholders. It was he who took Johnson & Johnson into China and Russia. It was he who resisted pressure from Wall Street for constant quarterly earnings increases and instead made long-term investments that have paid off handsomely in new products. And it was he who successfully steered Johnson & Johnson through two crises involving the lethal cyanide contamination of Tylenol capsules.
''Ralph and Jim have identical values, and Ralph is equally good at strategic thinking, but let's face it, Jim Burke is a tough act to follow,'' said Joan Ganz Cooney, president of the Children's Television Workshop and a Johnson & Johnson director.
If Mr. Larsen were a pessimist such comments would get him down. But pessimism is not in his emotional lexicon. The way he sees it, Mr. Burke has created exactly the kind of company that he wants to run.
''Jim has created a culture based on intelligent risk-taking, on not being afraid to fail, on getting everything on the table and arguing if you have to,'' said Mr. Larsen, a tall, Nordic-looking man, whose youthful appearance belies his nearly 50 years. ''I love it, and it works.''
KEEPING that culture thriving may not be easy. Mr. Larsen will have to walk a fine line between maintaining a decentralized management structure and keeping the company competitive.
Johnson & Johnson has traditionally been a loosely affiliated group of 166 companies operating in 59 countries, making products that range from Band-Aids and baby lotion to painkillers and acne cream. Each of those companies has wide latitude to make its own product and marketing decisions. Wall Street analysts who want to meet with Mr. Burke are generally sent to the business heads. There is no corporate strategic plan; instead, each company sends its five- and 10-year plan to headquarters. A corporate office of science and technology dreams up new products, but when a product is ready for development work, headquarters tries to interest a subsidiary in doing it.
But while that sort of decentralization fosters creative energy in divisional managers, it carries a high opportunity cost. It leads to duplication of jobs and functions at the subsidiary level, to missed chances for economies of scale and for joint promotions and product development.
''Any strength that is overused becomes a weakness, and we were overdoing the decentralization,'' Mr. Larsen said. Mr. Burke agrees. ''The strategic plans just weren't being looked at for synergies because Dave and I just didn't have the time,'' he said, referring to David R. Clare, Johnson & Johnson's president, who is retiring with Mr. Burke.
Johnson & Johnson can no longer afford that price. Competition in all its product lines has heated up across the world, and increasingly, only low-cost producers survive. Thus, both Mr. Larsen and Mr. Burke are seeking the best of the decentralized and centralized worlds.
Three years ago, Mr. Burke started the process by reorganizing the 166 companies into three product sectors - consumer, pharmaceutical and professional products - and having each sector report up through a newly created office of the chairman. Mr. Larsen, Mr. Wilson and Mr. Campbell were charged with wringing costs out of their groups, and creating avenues for cooperation among their companies. ''What Dave and I did was promote these three and then just get out of their way,'' Mr. Burke said.
Each of the men has made progress. In pharmaceuticals, many separate companies have been put under Janssen Pharmaceutica, which operates from Belgium. In domestic hospital services, support functions like accounts receivable or credit checking have been centralized. Both pharmaceuticals and professional services had substantial sales and earnings increases in 1987.
But Mr. Larsen's task was the hardest. Johnson & Johnson faces hefty competition from marketing giants like Kimberley Clark and Procter & Gamble in its sanitary protection products; Advil, made by the American Home Products Corporation, has turned out to be a formidable competitor to Tylenol. Moreover, the Tylenol poisonings of 1982 and 1986 took their toll on the group, which spent millions recalling Tylenol capsules, producing caplets to replace them and educating consumers about the change. To a certain extent, other consumer lines suffered from neglect. ''We were arrogant,'' Mr. Larsen said. ''We had leadership positions, and we were slow to respond to competition.''
Mr. Larsen plunged in. In Europe, he consolidated sanitary-protection plants and has been consolidating the manufacturing of baby products and Band-Aids as well. In the United States, he reorganized the consumer group so that all the companies share support services such as finance, distribution and purchasing services.
The process is working. Operating profits in the consumer division were up 26 percent last year - not nearly as stellar a performance as the 47 percent increase garnered in pharmaceuticals, but enough of a change to please analysts. ''Johnson & Johnson is a decentralized company that is injecting centralized elements, and Ralph Larsen is in the forefront of that,'' said Kenneth Abramowitz, an analyst with Sanford C. Bernstein who calls Johnson & Johnson his ''favorite health care stock.''
Johnson & Johnson directors say the consumer group's improvement is yet more proof that Mr. Burke has chosen the right successor. ''The consumer group had the farthest to go,'' said Ms. Cooney. ''Ralph has shown he can manage in tough times, and that's the best test.''
RALPH LARSEN was born in Brooklyn, the youngest of five children. His father emigrated from Norway as a teen-ager and arrived in the United States barely able to speak English, relatively uneducated and broke. He learned enough English to enroll at Pratt Institute, however, and was earning a good living as an electrician by the time Ralph was born. ''We never had a lot of money, but we were certainly comfortable,'' Mr. Larsen recalled.
Mr. Larsen did not rush after a career early in life. After high school, he joined the Navy, then ''knocked around the world for a few years and came home totally broke.'' His parents had moved to Long Island, and he moved back in with them. His father passed on some electrician's skills, and Mr. Larsen worked his way through Hofstra University by doing electrical jobs.
He left Hofstra in 1962, newly married to Dorothy Zeitfuss, whom he had met on a fishing trip, and armed with a degree in business and an offer from Johnson & Johnson to sign on as a manufacturing trainee. ''I had a knack for mechanical things and a knack for people, so it seemed like a good starting job,'' he said, noting that both Robert Wood Johnson, the founder's son, and Mr. Clare started in the plant.
For the next 15 years or so, Mr. Larsen was promoted through a series of jobs, in the process earning a reputation for streamlining ponderous operations. In California, he consolidated distribution systems. In Chicago, he spent three years turning a huge but antiquated plant into a profitable facility. Back in New Brunswick, he spent 18 months directing operations in the company's line of hospital products.
Then, in 1978, came the assignment that made Mr. Larsen's name at Johnson & Johnson - and that caused his first real rift with the company. He and several other executives were sent to Johnson & Johnson's McNeil Pharmaceutical group in Fort Washington, Pa. Their charge: Turn Tylenol, which was being battered by Bristol Myers's Datril, into a market leader.
''Tylenol was just being promoted to doctors, not consumers,'' Mr. Larsen explained. ''Its sales were about $70 million, and we guessed they could be doubled. We worked six and seven days a week, we worked 12 to 14 hours a day. We were at war.''
The team won that war - indeed, Tylenol is a $500 million product today - but Mr. Larsen lost a personal battle. He came out of that effort feeling he should be made president of the consumer division. Mr. Burke balked, and an annoyed Mr. Larsen quit the company to head consumer products at Becton-Dickinson.
Both men regretted their decisions almost immediately. ''I never realized how much I would miss the people,'' Mr. Larsen said. Apparently, they missed him just as much. ''As soon as he left,'' Mr. Burke said, ''I started plotting how to get him back.'' Two years later, Mr. Larsen was back at Johnson & Johnson, heading the subsidiary that made fabrics for bandages and other health care uses.
Soon after, Mr. Burke asked him to straighten out Technicare, Johnson & Johnson's troubled diagnostic-imaging company. It turned out to be undoable. ''We had stiff competition from General Electric and Siemens, and we simply could not manufacture at competitive costs,'' Mr. Larsen said. Johnson & Johnson sold Technicare to G. E., and Mr. Larsen returned to headquarters as vice chairman of the consumer sector.
HE also entered what has been one of the least acrimonious contests for a top spot in modern corporate history. All three vice chairmen at Johnson & Johnson were told they were contenders, yet there was no visible sign of politicking. And it seems unlikely that either of the also-rans will leave. ''Sure, I'm disappointed, that's a human reaction,'' said Mr. Wilson. ''But I've worked hard to build the pharmaceutical business, and I will continue. Headhunters have started calling, but I don't see myself or Bob Campbell leaving any time soon.''
That attitude makes Johnson & Johnson insiders breathe sighs of relief. ''Jim and I could run this company as a twosome when it was smaller,'' said Mr. Clare. ''But three sightings are better than two, and this triad can probably develop the same symbiosis that Jim and I had.''
They have some difficult tasks ahead of them. Insiders and analysts predict that Johnson & Johnson will be a $30 billion company within the next 10 years. Trying to keep a decentralized approach while managing such a behemoth will be tricky.
And the push for efficiency could mean firings, a process that is anathema to Johnson & Johnson's management. Under Mr. Larsen, the consumer group already has eliminated numerous jobs in Europe and in the United States. While he winces at the memories, he does not apologize for the actions. ''In this competitive atmosphere, the worst thing you could do is not take action and let the whole company get sick,'' Mr. Larsen said.
That sounds like something Mr. Burke would say. And indeed, Mr. Larsen is the first to predict that his reign will mean evolution, not revolution. ''Johnson & Johnson's strategic direction is to be the most diversified health care company in the world,'' he said. ''We have a unique, sensitive, delicate culture, and I'm not going to fool with it.''
Johnson & Johnson Current Board of Directors
James G. Cullen Born: 1942
Gender: Male
Race or Ethnicity: White
Occupation: Business
Nationality: United States
Executive summary: President and COO of Bell Atlantic, 1998-2000
James G. Cullen was elected to the Board of Directors of Johnson & Johnson in 1995 and is the Presiding Director of the Board, Chairman of the Audit Committee and a member of the Nominating & Corporate Governance Committee. Mr. Cullen retired as President and Chief Operating Officer of Bell Atlantic Corporation (communications) in 2000. He had assumed those positions in 1998, after having been Vice Chairman since 1995 and, prior to that, President since 1993. He was President and Chief Executive Officer of Bell Atlantic-New Jersey, Inc. from 1989 to 1993. He is a Director of Neustar, Inc., Prudential Financial, Inc. and Eisenhower Medical Center and a Director and non-executive Chairman of Agilent Technologies, Inc.
University: BA Economics, Rutgers University (1964)
University: MS Management Science, Massachusetts Institute of Technology (1981)
Bell Atlantic President and COO (1998-2000)
Bell Atlantic President and CEO Telecom Group (1997-98)
Bell Atlantic Vice Chairman (1995-97)
Bell Atlantic President (1993-95)
Bell Atlantic President and CEO of Bell Atlantic-New Jersey, Inc. (1989-93)
New Jersey Bell (1964-89)
Member of the Board of Agilent (2000-, as Chairman, 2005-) - Electronic test equipment manufacturer, founded 1999 as a spin-off of Hewlett-Packard.
Member of the Board of Johnson & Johnson (1995-)
Member of the Board of NeuStar (2005-) - Spun off of Lockheed Martin. NeuStar is a clearinghouse for telephone numbers (thus permitting customers to keep their telephone numbers when changing carriers), call routing, domain name services (handling .us, .biz, and .tel), instant messaging services, etc.
Member of the Board of Prudential (2001-) - Founded 1873 by John Fairfield Dryden as the Widows and Orphans Friendly Society, renamed to Prudential Friendly Society in 1875. Originally a mutual insurance company, Prudential Financial had its initial public offering in 2001.
Friends of Senator D'Amato 1998 Committee
Gore 2000
McCain 2000
McCain for Senate '98
Charles O. Prince III
Born: 13-Jan-1950
Birthplace: Lynwood, CA
Gender: Male
Race or Ethnicity: White
Sexual orientation: Straight
Occupation: Business
Nationality: United States
Executive summary: CEO of Citigroup, 2003-07
Charles Prince was elected to the Board of Directors of Johnson & Johnson in 2006 and is a member of the Compensation & Benefits Committee and Chairman of the Nominating & Corporate Governance Committee. Mr. Prince is currently Chairman of Sconset Group, LLC and Vice Chairman and Chairman of the Board of Advisors of Stonebridge International LLC, a Washington, D.C. based international business strategy firm, which he joined in September 2008. Mr. Prince served as Chief Executive Officer of Citigroup Inc. (financial services) from 2003 to 2007 and as Chairman from 2006 to 2007. Previously he served as Chairman and Chief Executive Officer of Citigroup’s Global Corporate and Investment Bank from 2002 to 2003, Chief Operating Officer from 2001 to 2002, and Chief Administrative Officer from 2000 to 2001. Mr. Prince began his career as an attorney at U.S. Steel Corporation in 1975, and in 1979 joined Commercial Credit Company (a predecessor company to Citigroup) where he held various management positions until 1995, when he was named Executive Vice President. Mr. Prince is a Director of Xerox Corporation and a member of the Council on Foreign Relations and The Business Council. He is also on the Board of Trustees of the Brookings Institution.
Succeeded Sanford I. Weill as CEO of Citigroup in 2003.
Under Prince's watch (17 September 2004), Citigroup's license to bank in Japan was revoked after evidence of illegal conduct (money laundering, overcharging customers) was uncovered. Also under Prince's watch was $2.65 billion in payments to settle fraud claims over the WorldCom scandal. An additional $2B in payments settled the Enron claims -- examiner Neal Batson found that Citigroup actively and knowingly assisted in Enron's managing of off-the-books bookkeeping. Prince resigned from Citigroup in 2007, after the company announced it was writing down $6.5B (expected to rise to between $8B and $11B) due to the subprime mortgage collapse.
His exit package, including share awards, share options and pension entitlements, totals about $95-million.
Wife: Margaret L. Wolff (attorney)
University: MA International Relations, University of Southern California
Law School: University of Southern California (1975)
Law School: Master's in Law, Georgetown University
Administrator: Trustee, Teachers College, Columbia University
Administrator: Trustee, The Juilliard School
Administrator: Trustee, Weill Cornell Medical College, Cornell University
Citigroup CEO (2003-07)
Citigroup Chairman and CEO, Global Corporate and Investment Bank (2002-03)
Citigroup COO (2001-02)
Citigroup CAO (2000-01)
Citigroup EVP (1998-2000)
Travelers Group (1993-98) - Formed from the 1993 merger of the Travelers Corporation and Primerica. Merged with Citicorp to create Citigroup in 1998, but was spun off as Travelers Property Casualty in 2002.
Primerica (1988-93) - Commercial Credit Corporation acquired Primerica Corporation in 1988, and assumed the name Primerica. The following year it acquired the portions of A. L. Williams Corporation which it did not already own, and added A. L. Williams, Inc. This combination of three firms it renamed Primerica Financial Services in 1991. In 1993, it acquired Travelers, and assumed the name Travelers Group. However, existing businesses within Travelers Group continued to maintain their own identities -- Commercial Credit, Primerica Financial Services, Smith Barney, and several companies using the Travelers moniker. All of them in 1998 became part of Citigroup.
Commercial Credit (1986-88)
Commercial Credit Senior VP and General Counsel (1983-86)
Commercial Credit (1979-83)
US Steel Attorney (1975-79) - From 1991 to 2001 was known as USX Corporation
Member of the Board of Citigroup CEO (-2007)
Member of the Board of Johnson & Johnson (2006-)
Bush-Cheney '04
Council on Foreign Relations - Think tank founded in 1921. "A nonpartisan resource for information and analysis." Publishes Foreign Affairs.
The Business Council - Limited to 125 members; Wiliam Weldon is a member
Business Roundtable - Established 1972 from the merger of the March Group, the Construction Users Anti-Inflation Roundtable, and the Labor Law Study Committee. "Business Roundtable is an association of chief executive officers of leading U.S. companies with $4.5 trillion in annual revenues and more than 10 million employees. Member companies comprise nearly a third of the total value of the U.S. stock markets and represent over 40 percent of all corporate income taxes paid. Collectively, they returned $112 billion in dividends to shareholders and the economy in 2005."
Democratic Senatorial Campaign Committee
Friends of Giuliani Exploratory Committee
Friends of Hillary
Friends of Senator D'Amato 1998 Committee
George W. Bush for President
Gore 2000
John Kerry for President
National Republican Congressional Committee
National Republican Senatorial Committee
Obama for America - 26 years after the Tylenol murders, J&J still likes to have plenty of powerful friends with powerful Chicago-area connections
Partnership for New York City Co-Chairman
Romney for President
Rudy Giuliani Presidential Committee
Transatlantic Business Dialogue US Chair - "The TABD's goal is to help establish a Barrier-Free Transatlantic Market which will serve as a catalyst for global trade liberalisation and prosperity. Unified markets are needed to create a business environment which will stimulate innovation and economic growth, more investment and create new jobs."
United Negro College Fund, Director - 18 of the 52 of the current and former members are African-Americans who fall into one of three catergories: ex-athletes, passed-their prime-entertainers, or Trilateralists. The 34 White members tend to be affiliated with the Bush-Cheney administrations, and/or are CEO's of Banks, Oil companies, Pharmaceutical companies, and companies within the Defense industry. - In other words; the white members have subsantial clout; the black members do not, except for those strongly entrenched in the camp of the Trilateralist "New World Order" (i.e. Vernon Jordan, William Gray).
And while these white CEO members of the United Negro College Fund like to decide how to dole out money to 39 historically black colleges and universities, a look at their company's Boards of Directors and Executive Committees reveal that they don't like to promote African-Americans to high level positions.
Arnold G. Langbo
Born: c. 1938
Gender: Male
Race or Ethnicity: White
Sexual orientation: Straight
Occupation: Business
Nationality: Canada
Executive summary: CEO of Kellogg, 1990-2000
Arnold G. Langbo was elected to the Board of Directors of Johnson & Johnson in 1991 and is a member of the Nominating & Corporate Governance Committee and Chairman of the Compensation & Benefits Committee. Mr. Langbo retired as Chairman of Kellogg Company (cereals and convenience foods) in 2000. He had held that position since 1992 after having been President and Chief Operating Officer of Kellogg since 1990. He also served as Chief Executive Officer from 1992 until 1999. Mr. Langbo joined Kellogg Canada Inc. in 1956 and served in a number of management positions in Canada and the United States before being named President of Kellogg International in 1986. Mr. Langbo is a Director of The Hershey Company, Weyerhaeuser Company and Whirlpool Corporation.
Wife: Martha (eight children)
University: University of British Columbia
Kellogg CEO (1990-2000)
Kellogg President (1990-2000)
Kellogg COO (1990-92)
Kellogg President Kellogg International (1986-)
Kellogg Chairman and CEO Mrs. Smith Frozen Foods
Kellogg President Mrs. Smith Frozen Foods (1983-)
Kellogg President US Food Products Division (1978-83)
Kellogg EVP Kellogg Canada
Kellogg (1956-)
Member of the Board of ARCO
Member of the Board of Hershey (2007-)
Member of the Board of Johnson & Johnson (1991-)
Member of the Board of Kellogg (1990-2000, as Chairman, 1992-2000)
Member of the Board of Weyerhaeuser (1999-)
Member of the Board of Whirlpool (1994-)
International Youth Foundation Board of Directors
Leo F. Mullin
Born: 26-Jan-1943
Birthplace: Maynard, MA
Gender: Male
Race or Ethnicity: White
Sexual orientation: Straight
Occupation: Business
Party Affiliation: Democratic
Nationality: United States
Executive summary: CEO of Delta Airlines, 1997-2004
Leo F. Mullin was elected to the Board of Directors of Johnson & Johnson in 1999 and is a member of the Audit Committee and the Chairman of the Public Policy Advisory Committee. Mr. Mullin retired as Chief Executive Officer of Delta Air Lines, Inc. (air transportation) in December 2003 and Chairman in April 2004, after having served as Chief Executive Officer of Delta since 1997 and Chairman since 1999. Mr. Mullin currently serves as a Senior Advisor, on a part-time basis, to Goldman Sachs Capital Partners, a private equity fund group. Mr. Mullin was Vice Chairman of Unicom Corporation and its principal subsidiary, Commonwealth Edison Company, from 1995 to 1997. He was an executive of First Chicago Corporation from 1981 to 1995, serving as that company’s President and Chief Operating Officer from 1993 to 1995, and as Chairman and Chief Executive Officer of American National Bank, a subsidiary of First Chicago Corporation, from 1991 to 1993. Mr. Mullin is a Director of ACE Limited and the Juvenile Diabetes Research Foundation, and is a member of both The Business Council and the Advisory Board of the Carter Center. He is currently Chairman of the Board of the Juvenile Diabetes Research Foundation (JDRF) and served as interim Chief Executive Officer of JDRF from July through December 2008.
Father: Leo Mullin
Mother: Alice
Wife: Leah Malmberg (two children)
University: AB, Harvard University (1964)
University: MS Applied Physics and Mathematics, Harvard University (1965)
University: MBA, Harvard Business School (1967)
Delta Airlines CEO (1997-2003)
Commonwealth Edison Vice Chairman (1995-97)
First Chicago Corporation COO (1993-95)
First Chicago Corporation Chairman/CEO of Amer. Natl. Bank (1991-93)
First Chicago Corporation EVP (1984-91)
First Chicago Corporation - Senior VP (1981-84) - 26 years after the Tylenol murders, J&J still likes to have plenty of powerful friends with powerful Chicago-area connections
Consolidated Rail Corporation Senior VP Strategic Planning (1976-81)
McKinsey & Company Principal (1973-76)
McKinsey & Company Associate (1967-73)
Member of the Board of ALLTEL (2007-)
Member of the Board of Bellsouth
Member of the Board of Delta Airlines (as Chairman, 1999-2004)
Member of the Board of Johnson & Johnson (1999-)
Field Museum of Natural History Trustee
Bill Bradley for President
Bush-Cheney '04
The Business Council
Carter Center Advisory Board
Gore 2000
International Air Transport Association Past Chairman
John Kerry for President
Juvenile Diabetes Research Foundation Board of Directors
Obama for America - 26 years after the Tylenol murders, J&J still likes to have plenty of powerful friends with powerful Chicago-area connections
David Satcher
Born: 2-Mar-1941
Birthplace: Anniston, AL
Gender: Male
Race or Ethnicity: Black
Sexual orientation: Straight
Occupation: Government
Nationality: United States
Executive summary: US Surgeon General, 1998-2002
Dr. David Satcher, M.D., Ph.D. was elected to the Board of Directors of Johnson & Johnson in 2002 and is Chairman of the Science & Technology Advisory Committee and a member of the Public Policy Advisory Committee. Dr. Satcher assumed his current post at Morehouse School of Medicine in 2004 and served as the School’s Interim President from 2004 until 2006 and Director of the School’s National Center for Primary Care from 2002 through 2004. In 2002, Dr. Satcher completed his four-year term as the 16th Surgeon General of the United States. He also served as the U.S. Assistant Secretary for Health from 1998 to 2001. From 1993 to 1998, Dr. Satcher served as Director of the Centers for Disease Control and Prevention and Administrator of the Agency for Toxic Substances and Disease Registry. Dr. Satcher served as President of Meharry Medical College in Nashville, Tennessee, from 1982 to 1993. Dr. Satcher is a fellow of the American Academy of Family Physicians, the American College of Preventive Medicine and the American College of Physicians. He has received numerous honorary degrees and awards, including the Jimmy and Rosalynn Carter Award for Humanitarian Contributions to the Health of Humankind, the New York Academy of Medicine Lifetime Achievement Award and the National Association of Mental Illness Distinguished Service Award. Dr. Satcher is a Director of MetLife, Inc., and serves on the boards of Action for Healthy Kids, American Foundation for Suicide Prevention, Kaiser Family Foundation and Task Force for Child Survival and Development.
Father: (foundry worker)
Mother: (homemaker)
Wife: Nola Richardson (4 children)
University: BA, Morehouse College (1963)
Medical School: MD, Case Western Reserve University (1970)
University: PhD, Case Western Reserve University (1970)
Administrator: President, Meharry Medical College, Nashville, TN (1982-93)
Administrator: President, Morehouse School of Medicine (2004-06)
Administrator: Director, Center of Excellence on Health Disparities, Morehouse School of Medicine
US Surgeon General (1998-2002)
US Health & Human Services Department Asst. Secretary for Health (1998-2001)
Centers for Disease Control Director (1993-98)
Member of the Board of Johnson & Johnson (2002-)
Member of the Board of Metropolitan Life (2007-)
Ad Council Advisory Committee on Public Issues
American Academy of Family Physicians
American College of Physicians
American College of Preventive Medicine
American Foundation for Suicide Prevention Board of Directors
Council on Foreign Relations
Dean for America
Democratic Senatorial Campaign Committee
Henry J. Kaiser Family Foundation Board of Directors
Obama for America - 26 years after the Tylenol murders, J&J still likes to have plenty of powerful friends with powerful Chicago-area connections
Starbright Foundation Trustee
Phi Beta Kappa Society
Alpha Omega Alpha Honor Society
Mary Sue Coleman Born: 2-Oct-1943
Gender: Female
Race or Ethnicity: White
Sexual orientation: Straight
Occupation: Educator
Nationality: United States
Executive summary: President, University of Michigan
Mary Sue Coleman was elected to the Board of Directors of Johnson & Johnson in 2003 and is a member of the Audit Committee and the Science & Technology Advisory Committee. She has served as President of the University of Michigan since August 2002, after having served as President of the University of Iowa from 1995 to July 2002. In addition to her current position as President, Dr. Coleman is a professor of biological chemistry in the University of Michigan Medical School and a professor of chemistry in the University of Michigan College of Literature, Science and the Arts. Prior to 1995, Dr. Coleman served as Provost and Vice President for Academic Affairs at the University of New Mexico, Vice Chancellor for Graduate Studies & Research and Associate Provost and Dean of Research at the University of North Carolina at Chapel Hill, and a member of the biochemistry faculty and an administrator at the Cancer Center of the University of Kentucky in Lexington. Elected to the National Academy of Sciences’ Institute of Medicine in 1997, Dr. Coleman is a Fellow of the American Academy of Arts and Sciences and the American Association for the Advancement of Science. Dr. Coleman is a Director of Meredith Corporation and a Trustee of the John S. and James L. Knight Foundation and the Gerald R. Ford Foundation.
Husband: Kenneth Coleman (political scientist, one son)
Son: Jonathan
University: BS Chemistry, Grinnell College (1965)
University: PhD Biochemistry, University of North Carolina (1969)
Professor: Biochemistry, University of Kentucky (1971-90)
Administrator: Trustee, Grinnell College
Administrator: Associate Provost and Dean of Research, UNC Chapel Hill (1990-92)
Administrator: Vice Chancellor for Graduate Studies, UNC Chapel Hill (1992-93)
Administrator: Provost and VP Academic Affairs, University of New Mexico (1993-95)
Administrator: President, University of Iowa (1995-2002)
Professor: Chemistry and Biological Chemistry, University of Michigan (2002-)
Administrator: President, University of Michigan (2002-)
Member of the Board of Johnson & Johnson (2003-)
Member of the Board of Meredith Corporation (1997-)
American Academy of Arts and Sciences
American Association for the Advancement of Science
Association of American Universities Executive Committee
Detroit Renaissance Board of Directors
Gerald R. Ford Foundation Trustee
John S. and James L. Knight Foundation Trustee
Institute of Medicine (1997)
National Collegiate Athletic Association Board of Directors
Susan L. Lindquist
Born: 5-Jun-1949
Birthplace: Chicago, IL - 26 years after the Tylenol murders, J&J still likes to have plenty of powerful friends with powerful Chicago-area connections
Gender: Female
Race or Ethnicity: White
Sexual orientation: Straight
Occupation: Biologist
Nationality: United States
Executive summary: Protein folding
Dr. Susan L. Lindquist, Ph.D. was elected to the Board of Directors of Johnson & Johnson in 2004 and is a member of the Science & Technology Advisory Committee and the Public Policy Advisory Committee. Since 2001, Dr. Lindquist has been a member of the Whitehead Institute, a non-profit, independent research and educational institution, a Professor of Biology at the Massachusetts Institute of Technology and an Investigator of the Howard Hughes Medical Institute (HHMI). Dr. Lindquist served as Director of the Whitehead Institute from 2001 to 2004 and became an HHMI Investigator in 2006. Previously she had been affiliated with the University of Chicago for more than 20 years, and was the Albert D. Lasker Professor of Medical Sciences in the Department of Molecular Genetics and Cell Biology and an HHMI Investigator. She was elected to the American Academy of Arts and Sciences in 1996, the National Academy of Sciences in 1997, the American Philosophical Society in 2003 and the Institute of Medicine in 2006. Dr. Lindquist has received the 2008 Genetics Society of America Medal, the Sigma Xi William Proctor Prize for academic achievement (2006), the Dickson Prize in Medicine (2002) and the Novartis Drew Award in Biomedical Research (2000). In 2006, Scientific American named her one of the country’s top 50 leaders in business, policy and research. She is a member of the Science Advisory Council for the MacArthur Foundation and the Scientific Advisory Board for the Stowers Institute for Medical Research. Dr. Lindquist is a Co-Founder of FoldRx Pharmaceuticals, Inc., a private start-up company.
Husband: Edward Buckbee (two daughters)
University: BA Microbiology, University of Illinois - 26 years after the Tylenol murders, J&J still likes to have plenty of powerful friends with powerful Chicago-area connections
University: PhD Biology, Harvard University (1976)
Professor: Dept. of Molecular Genetics & Cell Biology, University of Chicago (1978-2001)
Professor: Biology, Massachusetts Institute of Technology (2001-)
FoldRx
Member of the Board of Johnson & Johnson (2004-)
Howard Hughes Medical Institute (2006-)
American Association for the Advancement of Science (1996)
American Academy of Microbiology Fellow (1997)
American Philosophical Society (2003)
Cold Spring Harbor Laboratories Trustee
Genetics Society of America Secretary (past)
Institute of Medicine (2006)
Chicago Museum of Science and Industry Consultant
National Academy of Sciences (1997)
Whitehead Institute for Biomedical Research Director (2001-04)
Dickson Prize (2002)
Michael M. E. Johns Born: c. 1941
Birthplace: Detroit, MI
Gender: Male
Race or Ethnicity: White
Sexual orientation: Straight
Occupation: Educator, Doctor
Nationality: United States
Executive summary: Chancellor, Emory University
Dr. Michael M. E. Johns, M.D., was elected to the Board of Directors of Johnson & Johnson in 2005 and is a member of the Compensation & Benefits Committee and the Science & Technology Advisory Committee. He has served since October 2007 as Chancellor of Emory University. From 1996 to 2007, Dr. Johns served as Executive Vice President for Health Affairs and Chief Executive Officer of the Robert W. Woodruff Health Sciences Center of Emory University. As the Executive Vice President for Health Affairs, he oversaw Emory University’s widespread academic and clinical programs in health sciences and led strategic planning initiatives for both patient care and research. In addition, from 1996 to 1997, he served as the Chairman of the Board of Emory Healthcare, the largest health care system in Georgia. From 1990 to 1996, Dr. Johns served as Dean of the Johns Hopkins School of Medicine and Vice President of the Medical Faculty at Johns Hopkins University. Dr. Johns is Past Chair of the Council of Teaching Hospitals, a fellow of the American Association for the Advancement of Science and a member of the Institute of Medicine. He is a member of the editorial board of the Journal of the American Medical Association (JAMA) and chairs the Publication Committee of the journal Academic Medicine. Dr. Johns is a Director of Genuine Parts Company and AMN Healthcare Services, Inc.
Military service: US Army (Medical Corps)
Wife: Trina (m. 1966, one son, one daughter)
Daughter: Christina (b. 1969)
Son: Michael (b. 1970)
University: BS Biology, Wayne State University
University: MS Biology, Wayne State University
Medical School: MD, University of Michigan Medical School (1969)
Professor: University of Virginia Medical Center (1977-84)
Professor: Otolaryngology, Johns Hopkins School of Medicine (1984-)
Administrator: VP Medical Faculty & Dean, Johns Hopkins School of Medicine (1990-96)
Administrator: Board of Directors, Research Center, Georgia Tech (past)
Administrator: EVP Health Affairs, Emory University (1996-2007)
Administrator: CEO Woodruff Health Sciences Center, Emory University (1996-2007)
Administrator: Chancellor, Emory University (2007-)
Member of the Board of Blue Cross and Blue Shield of Maryland (past)
Member of the Board of I-trax (2001-05)
Member of the Board of Genuine Parts (2000-)
Member of the Board of Johnson & Johnson (2005-)
Member of the Board of Williams & Wilkins Company (past)
Academic Medicine Chairman, Publication Committee
Archives of Otolaryngology Editor (1992-2005)
Journal of the American Medical Association Editorial Board
American Association for the Advancement of Science Fellow
American Board of Otolaryngology
Association of American Medical Colleges Chairman, Council of Teaching Hospitals (past)
Commonwealth Fund Task Force on Academic Health Centers
Georgia Cancer Coalition
Institute of Medicine 1993
Metro Atlanta Chamber of Commerce Co-Chairman, Task Force on Biotechnology Development
National Research Council Governing Board (past)
National Institutes of Health National Governing Board, Clinical Center (past)
National Institutes of Health Council, National Center for Research Resources
William D. Perez Born: c. 1947
Birthplace: Akron, OH
Gender: Male
Race or Ethnicity: Hispanic
Occupation: Business
Nationality: United States
Executive summary: CEO of Wrigley (Headquartered in Chicago, IL) - 26 years after the Tylenol murders, J&J still likes to have plenty of powerful friends with powerful Chicago-area connections
William D. Perez was appointed to the Board of Directors of Johnson & Johnson in June 2007 and is a member of the Compensation & Benefits Committee and the Public Policy Advisory Committee. Mr. Perez has served as President and Chief Executive Officer for the Wm. Wrigley Jr. Company (confectionary and chewing gum) since 2006. Before joining Wrigley, Mr. Perez served as President and Chief Executive Officer of Nike, Inc. Previously, he spent 34 years with S.C. Johnson & Son, Inc., including eight years as its President and Chief Executive Officer. Mr. Perez is a Director of Wrigley, the Hispanic Scholarship Fund, the Boys & Girls Club of Chicago and the Grocery Manufacturers Association, and is a member of the Cornell University Council.
University: BA Government, Cornell University
University: American Graduate School of International Management
Administrator: Past Trustee, Cornell University
Wrigley President & CEO (2006-)
Nike CEO (2004-06)
S. C. Johnson & Son CEO (1996-2004)
S. C. Johnson & Son COO (1993-96)
S. C. Johnson & Son President (1993-2004)
S. C. Johnson & Son (1970-)
Member of the Board of Hallmark
Member of the Board of Kellogg (2000-06)
Member of the Board of Johnson & Johnson (2007-)
Member of the Board of May Department Stores (1998-2004)
Member of the Board of Nike (2004-06)
Member of the Board of Wrigley (2006-)
Bush-Cheney '04
George W. Bush for President
Grocery Manufacturers of America Board of Directors
National Republican Congressional Committee
Colombian Ancestry
William C. Weldon Born: 26-Nov-1948
Birthplace: Brooklyn, NY
Gender: Male
Race or Ethnicity: White
Sexual orientation: Straight
Occupation: Business
Party Affiliation: Republican
Nationality: United States
Executive summary: CEO and Chairman of the Board of Directors of Johnson & Johnson
William C. Weldon was elected to the Board of Johnson & Johnson and was named Vice Chairman of the Board in 2001 and assumed his Chairman, Board of Directors and Chief Executive Officer position in 2002. Mr. Weldon joined the Company in 1971, and served in several sales, marketing and international management positions before becoming President of Ethicon Endo-Surgery in 1992 and Company Group Chairman of Ethicon Endo-Surgery in 1995. He was appointed to the Executive Committee and named Worldwide Chairman, Pharmaceuticals Group, in 1998. Mr. Weldon is also a Director of J.P. Morgan Chase & Co. Mr. Weldon is the Vice Chairman of The Business Council and a member of the Sullivan Alliance to Transform America’s Health Profession. He is a Trustee of Quinnipiac University and serves on the Liberty Science Center Chairman’s Advisory Council. Mr. Weldon also serves as Chairman of the CEO Roundtable on Cancer.
Wife: Barbara (one son, one daughter)
University: BS Biology, Quinnipiac University (1971)
Administrator: Trustee, Quinnipiac University
Johnson & Johnson CEO (2002-)
Johnson & Johnson Worldwide Chairman, Pharmaceuticals Group (1998-2001)
Johnson & Johnson Company Group Chairan, Ethicon Endo-Surgery (1995-98)
Johnson & Johnson President of Ethicon Endo-Surgery (1992-95)
Johnson & Johnson VP Sales & Marketing, Janssen Pharmaceutica (1989-92)
Johnson & Johnson Managing Dir., Ortho-Cilag Pharmaceutical, UK (1986-89)
Johnson & Johnson EVP of McNeil Limited, Korea (1984-86)
Johnson & Johnson (1971-84)
Member of the Board of Johnson & Johnson (2001-, as Chairman, 2002-)
Bush-Cheney '04
Pharmaceutical Research and Manufacturers of America Chairman
Member of the Board of JP Morgan Chase
Weldon's fellow Directors at JP Morgan Chase
,
The Business Council
William Weldon's fellow members of the Business Council (list of select current and former members):
Riley P. Bechtel: CEO of Betchel
Stephen D. Bechtel:
Frederick B. Dent:
Peter R. Dolan:
Robert A. Essner:
W. James Farrell:
Niall FitzGerald:
Dennis J. FitzSimons:
Thomas Frist, Jr.:
Jean-Pierre Garnier:
Louis V. Gerstner:
Raymond V. Gilmartin:
Joseph T. Gorman:
William B. Harrison, Jr.:
Charles A. Heimbold, Jr.:
Charles O. Holliday, Jr.:
H. Wayne Huizenga:
Jeffrey R. Immelt:
Michael H. Jordan:
Clarence P. Cazalot Jr.:
Jeffrey B. Kindler:
Thomas G. Labrecque:
Ralph S. Larsen:
Andrew N. Liveris:
C. Steven McMillan:
G. William Miller:
Leo F. Mullin:
Charles O. Prince:
Franklin Raines:
Henry B. Schacht:
William C. Steere, Jr:
Sidney Taurel:
Randall L. Tobias:
Miles D. White:
Ronald A. Williams:
Johnson & Johnson Executive Committe Members
Deyo, Russell
Brief Biography
Mr. Russell C. Deyo is Vice President, Chief Compliance Officer, General Counsel of Johnson & Johnson and a member of the Executive Committee, the principal management group responsible for the Company's operations. In addition to the Law Department, the corporate groups supporting quality, health care compliance, privacy, and health, safety and environmental affairs report to him. In January, 2007, he assumed responsibility for Government Affairs. Prior to his appointment as General Counsel in April 2004, Mr. Deyo was Corporate Vice President, Administration, for Johnson & Johnson. He was named to this post and to the Executive Committee in October 1996. Mr. Deyo was Associate General Counsel of Johnson & Johnson for five years and served as a member of the management boards of Personal Products Company, Advanced Care Products and Ortho-McNeil Pharmaceutical. Mr. Deyo joined Johnson & Johnson as a general attorney in 1985, after a federal judicial clerkship, two years of private practice with a New York law firm and eight years as an Assistant United States Attorney in New Jersey. In his last three years with that office, he was Chief of the Special Prosecutions (Public Corruption) unit, and received a Special Commendation for Outstanding Service from the Attorney General of the United States. Mr. Deyo serves on the Board of Overseers of the Council for Aid to Education, and on the Business Council of the Metropolitan Museum of Art. He is chair of the Corporate Board of Advisors of the National Council of LaRaza, and a member of the Association of General Counsel. A cum laude graduate of Dartmouth College, Mr. Deyo received his law degree in 1975 from Georgetown University Law Center.
Caruso, Dominic
Brief Biography
Mr. Dominic J. Caruso serves as Vice President, Finance; Chief Financial Officer of Johnson & Johnson. He joined Johnson & Johnson in 1999 when the Company acquired Centocor, Inc. At the time of that acquisition, he had been Senior Vice President, Finance of Centocor. Mr. Caruso was named Vice President, Finance of Ortho-McNeil Pharmaceutical, Inc. in 2001 and Vice President, Group Finance of the Company’s Medical Devices and Diagnostics Group in 2003. In 2005, Mr. Caruso was named Vice President of the Company’s Group Finance organization. Mr. Caruso became a Member of the Executive Committee and was appointed to his current position in 2007.
Gorsky, Alex
Brief Biography
Mr. Alex Gorsky became a Member of the Executive Committee and Worldwide Chairman, Surgical Care Group of Johnson & Johnson in January 2009. He joined Johnson & Johnson in 2008 as Company Group Chairman and Worldwide Franchise Chairman for Ethicon, Inc. Previously, he was head of the North American pharmaceuticals business at Novartis Pharmaceuticals Corporation from 2004 to 2008. Prior to Novartis, Mr. Gorsky served in various management positions at Johnson & Johnson, including Company Group Chairman for the Company’s pharmaceutical business in Europe, Middle East and Africa and President of Janssen Pharmaceutica Inc. (U.S.).
McCoy, Sherilyn
Brief Biography
Ms. Sherilyn S. McCoy became Worldwide Chairman, Pharmaceuticals Group of Johnson & Johnson in January 2009. joined Johnson & Johnson in 1982 as an Associate Scientist in Research & Development for Personal Products Company. She was named Vice President, Research & Development for the Personal Products Worldwide Division of McNEIL-PPC, Inc. in 1995, and Vice President, Marketing for its Skin Care franchise in 2000. In 2002, Ms. McCoy became Global President for its Baby and Wound Care franchise. She was named Company Group Chairman and Worldwide Franchise Chairman of Ethicon, Inc. in 2005. In 2008 she became a Member of the Executive Committee and Worldwide Chairman, Surgical Care Group.
Goggins, Colleen
Brief Biography
Ms. Colleen A. Goggins became a Member of the Executive Committee and Worldwide Chairman, Consumer & Personal Care Group in 2001, now known as the Consumer Group of Johnson & Johnson. Ms. Goggins joined Johnson & Johnson in 1981 and held various positions before becoming President of Personal Products Company in 1994. She was named President of Johnson & Johnson Consumer Companies, Inc. in 1995 and Company Group Chairman, North America, Johnson & Johnson Consumer Products in 1998.
Casey, Donald
Brief Biography
Mr. Donald M. Casey, Jr. was appointed as Member of the Executive Committee and Worldwide Chairman, Comprehensive Care Group in 2008. He joined Johnson & Johnson in 1985 and held various positions before becoming President of Johnson & Johnson • Merck Consumer Pharmaceuticals Co. in 1997. In 2001, he was named President of Personal Products Company Division of Johnson & Johnson Consumer Companies, Inc. In 2002, Mr. Casey became the Group President of Johnson & Johnson Vision Care, Inc., and in 2004 was named Company Group Chairman, Vision Care. In 2006, he was named Company Group Chairman of the LifeScan franchise.
Valeriani, Nicholas
Brief Biography
Mr. Nicholas J. Valeriani became Vice President, Office of Strategy & Growth of Johnson & Johnson in 2008. He joined Johnson & Johnson in 1978 and held various positions before becoming President of Ethicon Endo-Surgery, Inc. in 1997. In 2001 he was named Company Group Chairman for Ethicon Endo-Surgery with additional responsibility for the Johnson & Johnson Medical Products Medical Devices and Diagnostics business in Canada. He became Worldwide Franchise Chairman for the DePuy Franchise in 2002. Mr. Valeriani became a Member of the Executive Committee and Vice President, Human Resources in 2003. In 2004 he assumed additional responsibilities as Worldwide Chairman, Diagnostics. In 2005, Mr. Valeriani was appointed Worldwide Chairman, Cardiovascular Devices and Diagnostics and relinquished his Human Resources responsibilities. He became Worldwide Chairman, Medical Devices and Diagnostics Group in 2006.
Foster-Cheek, Kaye
Brief Biography
Ms. Kaye I. Foster-Cheek became a Member of the Executive Committee and Vice President, Human Resources for Johnson & Johnson in 2005. He joined Johnson & Johnson in 2003 as Vice President, Human Resources for the Johnson & Johnson consumer products companies. In 2004, she was named Vice President, Human Resources for the Consumer & Personal Care Group and was named a member of the Human Resources Leadership Team and the Consumer & Personal Care Group Operating Committee. Prior to joining the Company, Ms. Foster-Cheek served in various human resources management positions with Pfizer Inc. for 13 years, most recently supporting its pharmaceutical businesses in Japan, Asia, Africa, Middle East and Latin America.
Johnson & Johnson Lawyers, and their Powerful Lawyer Pals and Political Fixers
Russell Deyo
Taysen Van Itallie
George Frazza
Michael Makasey
Theodore V. Wells, Jr: Paul, Weiss, Rifkind, Wharton & Garrison Partner
Roger S. Fine: Vice President, General Council, Johnson & Johnson; Member J&J Executive Committee (1991-2004)
Favorite J&J Law-firms
Patterson, Belknap, Webb & Tyler
NNDB - Patterson, Belknap, Webb & Tyler
200 attorneys.
Official Website: http://www.pbwt.com/
Corporate headquarters: New York City
EXECUTIVES
Michael Mukasey
William Cavanaugh
Anderew Shau
Taysen Van Itallie
George Frazza
Bruce Cameron Bruckmann
Born: c. 1953
Gender: Male
Race or Ethnicity: White
Sexual orientation: Straight
Occupation: Business
Nationality: United States
Executive summary: Bruckmann, Rosser, Sherrill & Co.
Father: William Arthur Bruckmann, Jr. (d.)
Wife: Janice Marie Rogers (m. 1981)
High School: Phillips Academy Andover
University: AB, Harvard University
Law School: JD, Harvard Law School
Bruckmann, Rosser, Sherrill & Co. Managing Director (1995-)
Citicorp Managing Director, Citicorp Venture Capital, Ltd. (1994-95)
Citicorp VP, Citicorp Venture Capital, Ltd. (1983-94)
Patterson, Belknap, Webb & Tyler Associate
Member of the Board of H&E Equipment Services LLC
Member of the Board of Mohawk Industries (1992-)
Member of the Board of MWI Veterinary Products, Inc.
Member of the Board of Town Sports International, Inc. (1996-)
Zachary W. Carter
Born: 19-Mar-1950
Birthplace: New York City
Gender: Male
Race or Ethnicity: Black
Sexual orientation: Straight
Occupation: Attorney
Party Affiliation: Democratic
Nationality: United States
Executive summary: Partner, Dorsey & Whitney
Wife: Rosalind Clay
University: BA, Cornell University (1972)
Law School: JD, New York University School of Law (1975)
Administrator: Trustee, New York University School of Law
Dorsey & Whitney Partner (1999-)
US Attorney Eastern District of New York (1993-99)
New York City Official Judge, Criminal Court, Queens, NYC (1987-91)
New York City Official Executive Assistant DA, Kings County, Brooklyn (1982-87)
Patterson, Belknap, Webb & Tyler Associate (1980-81)
US Justice Department Assistant US Attorney (1975-80)
Member of the Board of Cablevision Systems (2006-)
Member of the Board of Marsh & McLennan (2004-)
Association of the Bar of the City of New York
Democratic Senatorial Campaign Committee
Hale House Center Chairman
Hillary Clinton for President
New York State Bar Association 1976
Obama for America
Edward Cox
Raymond J. McGuire
Born: 1957
Birthplace: Dayton, OH
Gender: Male
Race or Ethnicity: Black
Occupation: Business
Nationality: United States
Executive summary: Citigroup M&A executive
High School: Hotchkiss School (1975)
University: AB, Harvard University (1979, cum laude)
University: University of Nice (on a Rotary Fellowship)
University: MBA, Harvard Business School (1984)
Law School: JD, Harvard Law School (1984)
Administrator: Trustee Chairman, De La Salle Academy
Citigroup Co-Head of Global Investment Banking (2005-)
Morgan Stanley Global Co-Head Mergers & Acquisitions (-2005)
Merrill Lynch Managing Director, Mergers & Acquisitions
Wasserstein Perella & Co., Inc. Managing Partner (1991-)
First Boston (1984-)
Skadden, Arps Associate
Patterson, Belknap, Webb & Tyler Associate
Member of the Board of Wyeth (2006-)
New Museum of Contemporary Art Trustee
Whitney Museum of American Art Vice Chairman
Bill Bradley for President
Democratic Senatorial Campaign Committee
Friends of George Allen
Fund for a Responsible Future
Gore 2000
Hillary Clinton for President
John Kerry for President
John McCain 2008
Lincoln Center Trustee
New York Presbyterian Hospital Trustee
New York Public Library Board of Directors
Obama for America
Obama for Illinois
Richard Parsons
AKA Richard Dean Parsons
Born: 4-Apr-1948
Birthplace: Brooklyn, NY
Gender: Male
Race or Ethnicity: Black
Sexual orientation: Straight
Occupation: Business
Nationality: United States
Executive summary: CEO of Time Warner, 2002-07
Wife: Laura Bush Parsons
University: BA History, University of Hawaii (1968)
Law School: Albany School of Law, Union University (1971)
Administrator: Trustee, Howard University
Time Warner CEO (2002-07)
Time Warner Co-COO (2001-02)
Time Warner President (1995-2000)
Dime Bancorp CEO (1991-95)
Dime Bancorp President and COO (1988-90)
Patterson, Belknap, Webb & Tyler Partner (1977-88)
Member of the Board of Citigroup (1996-, as Chairman, 2009-)
Member of the Board of Dime Bancorp (as Chairman, 1991-95)
Member of the Board of Estée Lauder (1999-)
Member of the Board of Time Warner (1991-2007, as Chairman, 2003-08)
New York State Official Assistant, First Assistant Counsel to the Governor (1971-74)
Alfalfa Club 1999
American Museum of Natural History Trustee
Apollo Theater Foundation
Bush-Cheney '04
Bush-Quayle '92
Colonial Williamsburg Foundation Board of Trustees
Democratic Congressional Campaign Committee
Dreier for Congress Committee
Friends of Dick Lugar
Friends of Hillary
George W. Bush for President
John McCain 2008
McCain Victory Committee
Museum of Modern Art Trustee
National Leadership PAC
Obama for America
Partnership for New York City Past Chairman
Rockefeller Brothers Fund Advisory Board
Straight Talk America
Women's Campaign Forum
Michael Mukasey
AKA Michael B. Mukasey
Born: 28-Jul-1941
Birthplace: Bronx, NY
Gender: Male
Religion: Jewish
Race or Ethnicity: White
Sexual orientation: Straight
Occupation: Judge, Attorney
Nationality: United States
Executive summary: US Attorney General
Sworn in as Attorney General, following the resignation of Alberto Gonzales. Judicial adviser to the Giuliani presidential campaign, 2007.
Wife: Susan Mukasey (former schoolteacher and headmistress, Ramaz Lower School)
Son: Marc Saroff Mukasey
Daughter: Jessica Mukasey Barkoff
High School: Ramaz School, New York City, NY (1959)
University: BA, Columbia University (1963)
Law School: LLB, Yale Law School (1967)
US Attorney General (2007-)
Patterson, Belknap, Webb & Tyler Partner (2006-07)
US District Judge Southern District of New York (1987-2006)
Patterson, Belknap, Webb & Tyler Partner (1976-87)
US Justice Department Assistant US Attorney, Southern District of New York (1972-76)
Webster, Sheffield, Fleischmann, Hitchcock & Brookfield (1967-72)
FedArb Council
Friends of Joe Lieberman
New York State Bar Association
Rudy Giuliani Presidential Committee
Jewish Ancestry
John N. Irwin II
AKA John Nichol Irwin II
Born: 31-Dec-1913
Birthplace: Keokuk, IA
Died: 28-Feb-2000
Location of death: New Haven, CT
Cause of death: unspecified
Gender: Male
Religion: Presbyterian
Race or Ethnicity: White
Sexual orientation: Straight
Occupation: Diplomat, Attorney
Nationality: United States
Executive summary: US Deputy Secretary of State, 1970-73
Military service: US Army (WWII)
Wife: Jane Watson (dau. of Thomas J. Watson, d. 1970, two children)
Son: John N. Irwin III (Arizona land baron)
Daughter: Jane W. I. Droppa
Wife: Jane German Reimers (m. 30-Sep-1976)
Son: Watkins W. Reynolds III (stepson)
Son: Thomas B. Reynolds (stepson)
Son: Carl D. Reimers III (stepson)
High School: Lawrenceville School
University: BA, Princeton University (1937)
Law School: LLB, Fordham University (1941)
University: MA, Oxford University (1944)
Administrator: Board member, Union Theological Seminary (1956-70, as Chair 1961-70)
Administrator: Trustee, Chapin School (1961-70)
US Ambassador to France (1973-74)
US Deputy Secretary of State (1972-73)
US Under Secretary of State (1970-72)
US State Department Special Envoy to Peru (1969)
US Official US Representative, Panama Canal Negotiations (1965-68)
US Defense Department Deputy Assistant Secretary for International Security Affairs (1958-61)
US Official Staff, Philippine-American Finance Commission (1947)
Patterson, Belknap, Webb & Tyler Of Counsel (1977-85)
Patterson, Belknap, Webb & Tyler Partner (1950-77)
Member of the Board of IBM
Council on Foreign Relations
Asia Foundation
Forbes 2000
French-American Foundation Trustee (as Chairman 1984-)
George W. Bush for President
National Republican Senatorial Committee
American Museum of Natural History Board member (1989-)
Metropolitan Museum of Art Trustee (1969-87)
US National Gallery of Art Trustee
Presidential Medal of Freedom
French Legion of Honor
RESEARCH
Colonel Robert Wood Johnson Appointed Chief of New York Ordnance District
January 31, 1943: Robert Wood Johnson II, President of Johnson & Johnson and Colonel in the United States Army is appointed chief of the New York ordnance district.
Johnson will take over his now job early next month. Those who have talked to him since his appointment say he is not satisfied with the share of war contracts small business has received. They expect him to pursue a more aggressive policy.
It is reported Johnson is prepared to exercise the corporation authority. If he does, he will have support that already has been gained.
Johnson & Johnson Opens New Ordnance Plant in Illinois
The Sangamon Ordnance Plant was a United States Army ammunition manufacturing facility constructed and operated during World War II. It was located west of Illiopolis in Sangamon County, Illinois encompassing 20,000 acres (80 km²). It began as two separate plants, the Sangamon and the Oak Ordnance Plants, separated by Illinois Route 36 and operated by Remington Rand and Johnson & Johnson respectively.
Prior to the end of World War II, the facility was consolidated into the Sangamon Ordnance Plant, operated by Remington Rand.
History
Construction began in early 1942 following the acquisition of local farms through eminent domain with the ground breaking occurring in April 1942. Around 15,000 workers were employed and construction was largely completed by September 1942 at a cost of $35 million. It employed thousands during the war including many Woman Ordnance Workers (WOW) and produced 20, 57, 75, 90 millimeter as well as 3 inch (76 mm) armor-piercing and high-explosive artillery shells. It also produced bomb fuses and the core of fire bombs known as "bursters."
Incidents
In October 1942, $20,000 cash intended for the payroll of the two ordnance plants was stolen from a courier en route to the Farmers State Bank of Illiopolis from the Post Office.
In August 1943, an artillery shell exploded at the Oak ordnance plant, killing Maurice Pryor age 22 of Springfield and injuring ten others.
Following World War II, the facility closed and was mostly dismantled, though some parts still remain. A large portion of the site has returned to farmland. By June 1949, 90% of farmland had returned to production. The land had cost the government $3,186,922, but was sold for $2,126,490, mostly to former owners. The Federal Works Agency received 359 buildings which were dismantled and removed many for use at schools and colleges.
Six warehouses were dismantled and reassembled at the Springfield, Illinois airport.
Numerous wood frame buildings were dismantled so that surplus lumber could be used for the veterans emergency housing program.
In January 1948, it was announced that 553 acres (2.24 km2) of the site and eight buildings were sold to the DeKalb Hybrid Seed Company for $98,000 to be used in a poultry breeding operation.
The last surplus property was sold by April 15, 1948.
Geophysicists take on ordnance plant cleanup
Risk is low at WWII ammunition plant, but caution still advised
The federal government took only six months in 1942 to transform what had been 20,000 acres of farmland into a weapons factory.
According to newspaper reports, initially there were two plants, the Sangamon, on the south side of Illinois 36, and the Midland, on the north. The plants were built on land acquired by the U.S. War Department in early 1942, just weeks after the Japanese attack on Pearl Harbor.
Construction started in April 1942, and as many as 15,000 people worked to get the plants up and running as quickly as possible. The cost topped more than $35 million.
“Each (plant) is a small city with sewage and water systems, 92 miles of roadways, lighting systems, 77 miles of railroads, their own laundries, fire fighting and police forces, adequately equipped hospitals, 17 first aid stations, 17 cafeterias and six dormitories,” according to newspaper reports.
The Remington Rand company, which originally manufactured typewriters and business machines, ran the Sangamon plant, while Johnson & Johnson ran the Midland. Eventually both were combined to become the Sangamon Ordnance Plant, which was operated by Remington Rand.
Most of that land now is back to farmland, although the Formosa Plastics plant, which closed after an explosion on April 23, 2004 that killed five people, occupies part of the site.
The Corps of Engineers study of the Sangamon Ordnance site was part of a nationwide program started several years ago to assess issues that remain with old ammunition factories and to finish cleaning up those sites.
J&J Subsidiary: Midland Ordnance Foundation
From the November 26 1976 Illinois Times
Ghosts of the Sangamon Bomb Factories
During World War II, 12,000 shell stuffers made ammo for the Allies on 18,000 acres of prairie near Illiopolis
Their purpose, ultimately, was destruction, although few of the people who worked there would have described it that way or been much concerned if they did. For three years, from a few months after Pearl Harbor until V-J Day, the Sangamon and Midland (later Oak) ordnance plants on the, eastern fringe of Sangamon County turned out bomb fuses and howitzer shells by the thousands -ammunition to beat the Axis, ammunition to win World War II, ammunition, as they used to say around the Oak Plant, to “keep ‘em shootin.”’
The factories are empty now, but they’re still there, off Route 36 just west of Illiopolis. They’re falling apart, disassembled a board at a time by the years and the weather. Today there probably isn’t one person in a hundred who knows what those buildings were built for or when. Barely one person in four now living in central Illinois was even alive then. The war, to this 75 percent of the population, isn’t something remembered, it’s something read about, dreamed, half-recalled from school (“Was that before or after the Depression?”) or from John Wayne on Omaha Beach, a cowboy movie with tanks. To the children and grandchildren of the people who worked in them, the Sangamon ordnance plants could be Fort Apache or the Alamo, so far are they removed from them in time.
The War Department closed the plants when the war ended. The number of bombs and artillery shells produced there, if it is known at all, is buried somewhere in the bowels of the Pentagon archives, as safely hidden there as if it were buried in the bunkers they stored shells in at Midland. To the north of Route 36, the bunkers look like grass-backed cows sleeping in a pasture.
The first word anyone in Springfield heard about a munitions plant came in the winter of 1942
January, agents of the War Department flew to town to meet with the excited representatives of the Chamber of Commerce. The department, they explained, wanted to build two plants for the assembly of fuses and bomb cores. They had surveyed many possible sites. They needed land—-up to 20,000 acres—and rail facilities to move raw materials in and finished shells out. Most important, they needed people. When they got cranked up to full capacity, it would take 12,000 people (“12,000?", the chamber members must have gasped) to run the plants.
The agents told the businessmen that they had decided upon a site. It was in Sangamon County, just on the Springfield side of Illiopolis, close to where Route 36 jogs to the south on its way to Decatur. The place was midway between Springfield and Decatur and close enough to both that workers could commute each day without too much trouble. The Illinois Terminal Railroad ran right by the site on tracks laid parallel to the highway. And there was nothing out there but bean and corn fields—flat ground that would be cheap to buy and easy to build on.
The department, the agents concluded, had already signed contracts for the construction and operation of the plants. The Remington Rand Corporation would build one plant—the Sangamon Ordnance Plant, on the south side of Route 36.
Johnson and Johnson of Racine, Wisconsin, acting through a subsidiary, would build the second—the Midland plant, across the road to the north. If the chamber helped and everything went according to plan, the first shells would roll off the assembly lines by Christmas.
The news had barely hit the papers when Remington’s first team of managers arrived in Springfield to begin work. They set up a temporary headquarters in unheated rooms at Central High School at Adams and Pasfield. While the Remington staff huddled in their overcoats, the vanguard of the Midland’s administrative crew was setting up shop in more comfortable quarters in Decatur’s Orlando Hotel.
Work on the Sangamon plant’s permanent structures started on March 22 and continued without a break all summer. In June a visitor would note. “Hammers are swinging, saws are singing, trucks are snorting and Diesels are humming.” There was “an electric tingle in the air.” When the work gangs left the sites in September they left behind them the equivalent of two small cities.
Each plant had its own sewage system, its own water supply system, its own lighting and power plants. The 18,000 acres of farmland bought by the War Department were criss-crossed by ninety-two miles of gravel roads and seventy-seven miles of railroad tracks. In addition to the main factory buildings— long barracks-like frame structures which housed the assembly lines—there were garages, maintenance shops, seventeen first aid stations, six dormitories and seventeen cafeterias. The plants had their own laundries, police force and fire departments; in time a print shop, baseball diamonds, tennis courts, a beauty salon and day care centers would be built.
The contractors had been given six months and $35 million to finish the job. It took 15,000 men working around the clock in late snows and through corn-growing summer heat, but the plants were finished on time. By September 1942, the Sangamon and Midland ordnance plants were ready to go.
The summer of 1942 had been a hectic one. Even before the office staff moved into their temporary quarters at the plant site, the Sangamon plant began to publish a newsletter to keep everyone informed of progress. Midland/Oak plant would have a newsletter of its own in time, a fancy two color magazine called the Acorn. It was like most factory newsletters in most respects—typewritten, mimeographed, crammed with news of babies being born, marriages being made, gripes being aired. There were bowling scores—the “RemRand Rollers,” the “Jeeps,” and, inevitably, the “Bombshells” helped make up the plant league—and jokes. But the censors kept news about the building itself, and what would go on when the building was done, to a minimum.
The real purpose of the newsletters was to remind the workers that they were there to help win the war. For instance:
“Illiopolis, Pop. 700” reads the sign approaching the town where we will soon be laboring. “Illiopolis, Pop the AXIS” is the sign we would suggest, is slightly more appropriate after we arrive.
And, as if anyone were likely to forget, this reminder:” Only 162 days left this year to smash the Axis. Have you done your Christmas shopping yet?”
The jokes, the news, the slogans—especially the slogans—all centered around the war. Along with the weather, the war had become the one thing that even strangers shared in common, and, like the weather, everybody talked about it. Workers at Sangamon and Midland were scolded, shamed, kidded and bullied to buy bonds, save rubber, conserve gasoline, keep quiet.
Above all, to keep quiet. “Be smart, play dumb!” became the plant’s slogan. One of the first things the plant managers had to do was to impress upon their workers the importance of being discreet. Saboteurs were everywhere, or were assumed to be—the worst thing about them was that you could never be sure. As early as June of 1942 workers at Illiopolis were being warned:
Now is a good time to begin guarding your speech. No talking about the plant to strangers... Don‘t talk shop; even among friends and relatives. Don‘t be a “gossip hound.” Remember—starting idle rumors sometimes stops victory marches! Don‘t give your country the slip—BUTTON YOUR LIP!
Morale was watched like a fever victim’s temperature and efficiency became a mania among the plants’ managers. “Mesh gears and avoid tears!” was the byword. Whether they pushed a pencil or a broom, the workers at the Sangamon plants were never allowed to forget that they were all soldiers in the home front army. They even had their own marching song, sung to the tune of “I’ve Been Working on the Railroad.
WE’VE BEEN WORKING AT THE SANGAMON
We’ve been working at the Sangamon,
All the livelong day
We’ve been working at the Sangamon,
Just to pass the time away.
Can’t you hear the preacher calling,
Praise the Lord and then,
Pass the ammunition over
And free the world again.
While the carpenters hammered, the administrators and their staffs had begun to organize work schedules, requisition supplies and print forms. Both Rand and Johnson brought in experienced administrators and engineers from their other plans to train local personnel. Twenty-seven of the Rand staff formed the nucleus of the Sangamon’s front office, for example, and locals were given a crash course in munitions production at other plants around the country.
The plant managers also began to hire the factory hands who would actually do the work. Whatever questions lingered about the scale of the new plants were answered by the hiring calls issued. Four thousand men and women were wanted to work at Midland and another 8,000 to work at Sangamon. Locals, taking their cue from hyperbolic union men, had long been accustomed to describing Sangamon County’s 3,000 or so coal miners as an “army”; they did, after all, constitute the single largest category of workers in the county before the war. But all Sangamon County’s coal diggers couldn’t run the smaller Midland plant through one three-shift day. If the miners made an army, what were 12,000 shell-stuffers to be called? And where, many people wondered, would they come from?
Through the months before Pearl Harbor, Springfield and central Illinois were still nursing an economic hangover from the Depression. Employment levels were up from the worst days of 1932 but there were still too many people out of work. The Chamber of Commerce complained about it, the politicians promised relief from it, the unemployed endured it, but employment improved at a maddeningly slow pace.
After Pearl Harbor the Sangamon munitions works weren’t the only war industries in central Illinois, by any means; there was hardly a foundry or trucking firm or assembly plant that didn’t make some money selling to the government. But the Sangamon plants were the biggest of the wartime employers. Applications for jobs at the plants began to be accepted in Springfield on March 17; by the end of the next day more than 1,700 people had signed up. Separate employment bureaus were opened in neighboring towns like Lincoln to handle the applicants there. The available pool of employable males between high school and retirement was quickly exhausted. Those that hadn’t been drafted were added to the assembly lines. When there were no longer enough had their men to fill the jobs the war created, women were hired.
A new class of worker appeared almost overnight—the WOW, or woman ordnance worker. In a few months the sight of a woman in overalls with a lunch bucket in her hand became as common as movie stars at a bond sale. They were, predictably, a varied lot. Some were married, many were not. Some sought work to replace male-earned incomes taken by the draft, others to help win the war, or because the pay was good—or because it was a change from the genteel servitude of life behind a desk or sales counter. By the end of the war they were carrying the weight of war production on their backs. In Springfield, to take just one example, 9,000 of the 14,000 people engaged in war work in the spring of 1944—65 percent—were women.
The change in the work force was reflected in the facilities built for the workers at Illiopolis. Along with the baseball diamonds for pickup lunch hour games, workers were provided day care centers and a beauty salon.
Still there were few concessions made to the workers sex. Many of the women had to tend to children and housekeeping chores in addition to their jobs at the plant. For some this meant starting their days at three or four in the morning. They often made light of their schedules; the Voice of Sangamon, the plant newsletter, once reminded them that were it not for their early morning risings, they would not have been “charmed by the song of the lark.”
This life of toil was not without its rewards. With overtime, some war workers were taking home $100 a week, as much as they could have made in a month during the Depression. For thousands of central Illinoisans, the war was buying the dreams they’d been cheated out of by hard times.
The battalions of overalled workers who staffed the Sangamon plant loaded a deadly assortment of the Midland plant. The Midland plant loaded both high explosive and armor piercing shells for guns and howitzers ranging in size from the 20mm gun to the three inch howitzer.
The WOWs wrote their names on the shells they handled and got back letters from servicemen all over the world. Home front historian Mary Watters tells this story: “To Velma Foster, employee at the Sangamon Ordnance Plant, for instance, came a letter from ‘Private Yank’ (Peoria) on the Anzio beachhead. He wrote to tell her that a fuse signed by her had helped to ‘disorganize’ a group of German tanks. ‘I thought you would like to know,’ he said.”
The war, as Watters said, “was a race for time and distance.” The nation’s first assembly line for the production of 22mm shells was set up at the Sangamon plant. It boosted the rate of production 2,500 percent while reducing costs. By such economies the Sangamon plant was able to meet its production quotas with shells to spare. The War Department awarded Remington Rand and its Illiopolis employees the coveted “E” flag for excellence in July of 1943.
Perhaps in recognition of these achievements, and certainly to eliminate the administrative duplications required to run two plants next door to each other, the War Department awarded the Rand Corporation a new contract in the fall of 1943 for the joint operation of both Sangamon and the Midland plants. From that date until their closing the two plants operated under the name, “Sangamon Ordnance Plant”; it was under that name that the facility won another production award in the winter of 1944.
“Producing for Victory” may have been just another motto, another bright idea from some overeducated and overpaid morale officer, but at the Sangamon Ordnance Plant they worked as if they believed it top to bottom.
Of the 12,000 men and women who eventually signed on at the two plants, roughly three or four thousand lived in Springfield or the immediate Springfield area. The rest came from Decatur, Lincoln, Taylorville and the dozens of crossroads towns which dot central Illinois. Those who didn’t live close enough to commute to work tried to find housing in the Springfield-Decatur area. But this was about as easy as finding a ticket to the seventh game of a Cubs-White Sox World Series. Rooming houses, apartment buildings, trailer courts, even the, cheaper motels and hotels in both cities were all filled. The situation in the small towns was, if anything, even worse. As one account described it, ‘Construction workers often poured into new war plant areas ahead of homes—they slept in cars, on lawns, in haylofts, and city halls.... In August 1942, they were sleeping ‘on the bare ground [in Illiopolis].’’
There wasn’t much improvement by early 1943. A news report read, “If the situation [in Springfield] is acute, the housing problem in Illiopolis itself is almost beyond conception. As an official put it, ‘even the park benches’ are eyed longingly by the war workers.” Illiopolis enjoyed—or suffered— opinion was divided on the point—a population boom. The village of 700 absorbed 400 new citizens, most of them holed up in one of the new trailer camps which sprang up. The camps were home to a migrant breed of industrial worker, tin-bucket Bedouins who moved from plant to plant, trailer camp to trailer camp in search of work. The best efforts of church and business groups in Decatur and Springfield to find housing for the workers failed. The plant managers built dormitories on the plant grounds. The first of these facilities was opened at the Sangamon plant in January of 1943. Christened “Victory Hall,” the dorm had sixty-eight double rooms and twenty-four singles. Tenants got a bed, a dresser, a desk, lamps, a closet, and in the double rooms, a radio, with maid service extra—all the comforts of home for $3.50 a week for a single room. Like most dorm rooms, they were about as inviting as a broom closet. But there was a war on, and even a broom closet is better than a park bench.
Moving 12,000 war workers from home to job and back again proved a tougher problem. The only road into and out of the plant sites was Route 36, a two lane blacktop which connected Springfield and Decatur. It wasn’t enough road to handle the traffic that would result if workers drove cars to work. The answer was trains. The old interurban line which once linked the two cities had long since dropped passenger service through Illiopolis, but the Illinois Terminal tracks ran next to the road between the plants. The railroad agreed to run commuter cars on their line from Decatur and Springfield out to the plants and back.
Workers were encouraged to ride the trains by arguments that were as much patriotic as practical. Gas was in short supply, as were auto tires. Riding the train to work saved both; every gallon of gas saved, every scrap of rubber unused, meant that much more of both that could be used at the front.
But the IT made its living hauling coal not commuters. To accommodate its new cargo, the road bought eleven cars from New York City’s Sixth Avenue ‘El,” shipped them to Decatur and refitted them for use on the run to the ordnance plant. The cars were double-deckers and could handle as many as one hundred passengers each. The gerry-rigged commuter line made its maiden run on November 30, 1942. The train was called, of course, the ‘Victory Special.” (The ‘rumor,” reported in the Sangamon Ordnance Plant newsletter, that “columnist Walter Winchell was coming along with some of the New York elevated cars” proved false, to no one’s surprise; he “couldn’t find any dirt on the cars.”)
The line ran until the plants were closed at the end of the war. Twice per shift the El cars filled with people. They read the paper and talked, about work and about the war and how this son or that husband was getting along at the front. Sometimes, on an especially cold day, the riders passed a coffee jug around and everyone tried to down a swallow or two, tricky business as they bumped along. Once in awhile they sang songs together—Christmas carols, popular tunes, occasionally a “Happy Birthday” when the calendar called for it.
The train ride was just one more thing that the war workers at the Sangamon and Midland shared, along with gossip, the bad cafeteria food and the mind-rotting repetition of the work itself. But they also shared a deeply felt pride in doing something to help the country. The men and women who populated the city in the bean fields felt themselves soldiers, albeit soldiers of a different sort than the ones who killed and were killed by the shells and bombs they helped make. They understood, historians would only come to realize later, that it was America’s factories that won the war—and they were proud of it.
Shells loaded at Illiopolis were used in Allied campaigns in Anzio, Finchaven, China and New Guinea. A 1945 newspaper account noted, with as much awe as pride, ‘that “Fuses which left Sangamon plant on Friday of one week were affixed to shells and shot at the, Germans in Italy by Thursday of the next week.”
The value of Sangamon shells to the Allies in each of these faraway places was measured in blood. But the fact, even if perceived, was only grudgingly acknowledged by those who made their livings making them. Most didn’t think much about what happened to the shells when they reached their destinations. They knew that they could kill and maim, of course. But the workers weren’t killing and maiming people; they weren’t even killing and maiming Germans or Japanese. They were Krauts, Japs, the Axis, ‘the Mikado mob, the Schickel-gruber gang”—the enemy. It was a necessary self deception; the thread of imagination that connected Illiopolis and Anzio was a thin one.
They wanted to help win the war, and they did their part, according to the rules. —James Krohe Jr
Robert Wood Johnson I (February 15, 1845 – February 7, 1910) was an American entrepreneur and industrialist. He was also one of the three brothers who founded Johnson & Johnson.
Robert Wood Johnson II (April 4, 1893 – January 30, 1968) was a United States businessman. He was the president of Johnson & Johnson between 1932 and 1938, and chairman of the board from 1938 until 1963. He was the son of the founder of J&J, Robert Wood Johnson I. He managed the company during the period of growth where J&J became an international corporation.
Robert Wood Johnson II was born on April 4, 1893 in New Brunswick, New Jersey to the upper-class family of Robert Wood Johnson I and Evangeline Johnson. When he was sixteen, his father died, leaving him an estate of $2,000,000. At the time Johnson's father died, he was attending Rutgers Prep. Johnson dropped-out of Rutgers Prep after only a few months and starting working full-time at J&J. This gave him an insight into the workings of the company for the rest of his life. From about 1946-1971 much of J&J ad account was guided by Arthur M. Menadier managing marketing and advertising from three agencies before retiring as EVP from Young and Rubicam charge.
During World War I the company would go though a period of growth that continued until the Great Depression.
Johnson held a reserve commission in the Quartermaster Corps during the 1930s. In World War II, he became a brigadier general and served as chairman of the Small War Plants Corporation (SWPC). During his tenure the SWPC was said to have saved "Small Industry" in America. Johnson personally over saw war contracts given to more than 6,000 companies. However, while in Washington Johnson made many adversaries and was forced to resign, in 1943. Johnson told newspapers that he was too ill to continue.
Regional S.W.P.C. Resigns in Protest
DETROIT, Sept. 29, 1943 (INS)—The Michigan regional division of the Smaller War Plants Corp. today resigned in a mass prote.r. stating the agency was nothing more than a glorified publicity agency.
Thomas W. Moss, regional director, said the resignations of the entire hoard'were included in a resolution sent to Robert Wood Johnson, head 'S. W. P. C. who himself resigned last week effective Oct. 1.
1942: To protect the nation's supply chain during wartime production, Congress created the Smaller War Plants Corp. (SWPC). It made direct loans, encouraged commercial lenders to make credit available to small businesses, and advocated for small businesses with federal agencies and bigger businesses.
1946: SWPC disbanded when the war ended, and its functions folded into the RFC. Department of Commerce started some educational and training functions previously handled by the SWPC. RFC continued to oversee government loans
Johnson's involvement in identifying products needed by the war effort resulted in the Permacell division of Johnson & Johnson inventing duct tape for sealing ammunition boxes. They simply took their existing cloth medical adhesive tape, added a waterproof plastic layer with a more aggressive adhesive and produced it in olive green to match the ammunition cans.
Also during the war Johnson & Johnson would be a major supplier for combat first aid kits and other military supplies. In 1941 Johnson started the Ethicon subsidiary.
His son, Robert Wood Johnson III, was the president of Johnson & Johnson from 1963 to 1965. In 1964 there was a falling out, and Robert Wood Johnson II, as chairman, fired his son.
Robert Wood Johnson II died on January 30, 1968, and left the bulk of his $400,000,000 estate to the Robert Wood Johnson Foundation. His children already had been provided for in a series of trusts. Johnson was buried at Elmwood Cemetery in New Brunswick.
Robert Wood Johnson II was the wartime vice chairman of the War Production Board (WPB)
The WPB and the nation's factories effected a great turnaround. Military aircraft which totaled 6000 in 1940 jumped to 85,000 in 1943. Factories that made silk ribbons now produced parachutes, automobile factories built tanks, typewriter companies converted to machine guns, undergarment manufacturers sewed mosquito netting, and a roller coaster manufacturer converted to the production of bomber repair platforms. The WPB ensured that each factory received materials it needed to operate, in order to produce the most war goods in the shortest time.
From 1942 to 1945 the WPB directed a total production of $185 billion worth of armament and supplies. At war's end, most production restrictions were quickly lifted, and the WPB was abolished on November 3, 1945, with its remaining functions transferred to the Civilian Production Administration.
The WPB, along with other wartime committees which regulated spending and production, helped to reduce the potential for economic catastrophe after the close of World War II
LITTLE BUSINESS: Shot in the Arm
Monday, Aug. 30, 1943
Read more: http://www.time.com/time/magazine/article/0,9171,885148,00.html#ixzz0XJNlHd3W
Since World War II began, professional mourners have repeatedly hung crepe on the door of small business. But small business bullheadedly refused to die. Last week this stubborn survivor got a shot in the arm. Needle wielder was droopy-lidded, deadpan Robert Wood Johnson, boss of the Smaller War Plants Corp. The shot: a new plan for civilian production in small plants.
Fortnight ago, Johnson, who came to SWPC last January from Army Ordnance (which had drawn him from the presidency of Johnson & Johnson), turned in his commission as brigadier general, in order to devote his time to civilian business for smaller war plants. His reason: small war plants have got about all they can reasonably expect in war contracts.
From now on, the job of SWPC will be to get idle small plants humming on civilian items, which calls for a civilian chief.
Desk Policies
After 20 months of war, many small plants without war contracts are hanging on by their eyelids.
Basis of Johnson's new plan is decentralization of SWPC control. Said he: "Policies generated behind a desk frequently do not fit conditions throughout the nation." To make certain that SWPC policies do meet the needs, Johnson has made the 14 SWPC districts in the nation virtually autonomous, has called in local retailers, bankers and credit men to do the spade work that should get idle small plants to work. (Best example of how the plan is working: Manhattan retailers found a surprising number of plants in their area which could increase civilian goods production tomorrow with materials already cached in Manhattan warehouses, where they have been frozen under a months-old WPB blanket freeze order.)
Last week, fast-moving Mr. Johnson, still trying to get some of these materials released by WPB while he looked for other caches, got substantial encouragement for his small business plan. WPB allocated 125,000 tons of steel in the next quarter, a boost of 25,000 tons over the current quarter, for the manufacture of such civilian items as bobby pins, needles, stoves.
Johnson Sheds UniformTo Fight for Civilians
WASHINGTON, Aug. 10,—Concerned that war production may cut too deeply, into the civilian economy, Brig.Gen. Robert Wood Johnson stripped off his Army uniform so that he would be free to make a stronger fight for .more production for civilians.
The 50-year-old businessman and chairman of the Smaller War Plants Corp. said he had had no specific disagreements as yet with Army officials. But he made clear that he thought "from here out" there would be increasing competition between war .and civilian production for supplies of manpower and rawmaterials.
Civilian Champion
He wanted, he told a press conference, to become a "champion of civilian economy to a large degree" and hence had resigned his Army commission. Johnson was an officer of Johnson & Johnson, surgical dressing manufacturers,. when he entered the Army' as a colonel in ordnance.
He was borrowed from the War Department to become head of the S.W.P.C., in which post he also is a vice chairman of the War Production Board. It was agreed at the time that he should retain his military status so long as it proved beneficial in carrying out his duties.
In announcing resignation of his commission, Johnson made public a letter from Chairman Donald M. Nelson of W.P.B. to Secretary of War Simson. This said Nelson shared Johnson's belief that it would be embarrassing to himself and the Army" if he returned to civilian status.
Use Small Plants
The S.W.P.C.'s aim is to make a greater wartime use of small plants. Much of its energy heretofore has been directed toward getting subcontracts on war work for them.
Johnson told his press conference that he believed those small plants not yet converted to war work were the most suitable for civilian production.
Discussing generally his views on production of civilian needs, Johnson said in a statement that essential civilian requirements are "essential war products in the sense that the United States can not maintain its war economy without the production of many such items."
"For example," he said: "a war worker whose electric refrigerator is out of order may lose half a day at the plant waiting at home for ice to be delivered so that food will not be spoiled. A simple civilian item, hitherto unobtainable, might fix the electric refrigerator. Thus, the worker returns' to full production and a growing cause of absenteeism is eliminated."
John Seward Johnson I (July 14, 1895 – May 23, 1983) was the son of Robert Wood Johnson I, the founder of the company Johnson & Johnson. He was also known as J. Seward Johnson, Sr. and Seward Johnson. He founded the Harbor Branch Oceanographic Institution (HBOI).
He was born in New Brunswick, New Jersey on July 14, 1895.
With his Bermuda-born wife, Ruth Dill, sister of actress Diana Dill, he had four children. Divorced, he started a relationship with his Polish maid, Barbara Piasecka, whom he married in 1971. He signed his final will on April 14, 1983 and died in Fort Pierce, Florida one month later. In accordance with the terms of the will, Barbara Piasecka Johnson inherited his $402,824,971.59 fortune.[
Robert Wood Johnson III (September 9, 1920 – December 22, 1970) was a philanthropist and the President of Johnson & Johnson from 1961 to 1965.
He was born in 1920 in New Brunswick, New Jersey to Robert Wood Johnson II. He married Betty Wold and fathered Robert Wood Johnson IV.
He worked for Johnson & Johnson from 1941 to 1965, rising to president of domestic operations until his father fired him. He was succeeded as president by Philip B. Hofmann, the first non-Johnson family member to head the company since 1887. RWJ III also served for ten years on the board of directors of the Robert Wood Johnson Foundation including terms as vice president and president
Robert Wood Johnson IV (born April 12, 1947, in New Brunswick, New Jersey),
Barbara Piasecka Johnson (born as Barbara Piasecka on February 25, 1937 in Poland) is a humanitarian, philanthropist, art connoisseur and collector and widow of J. Seward Johnson, Sr..
She was born in Poland and started as a cook and chambermaid to J. Seward Johnson, Sr., of the Johnson & Johnson fortune. She has a Magister degree from Wroclaw University. She became Seward Johnson's mistress, and then his third wife in 1971, inheriting the bulk of the Johnson & Johnson fortune upon her husband's death in 1983. The children contested the will, even though they already were given substantial money in trusts. The legal battle ended with Barbara getting half a billion dollars in assets, and each of the Johnson children getting an additional $US 30 million.
She is on the Forbes 400 World's Richest People list with an estimated wealth of $2.6 billion, making her the 74th richest person on Earth as of 2006. She converted the family estate in Princeton, New Jersey, named Jasna Polana, into a country club and moved to Monte Carlo, Monaco. As of 2007, Barbara Piasecka Johnson is the fourth richest American who does not live in America.
Barbara Piasecka Johnson has been a major benefactor to a number of charitable projects, especially in her native Poland.
Johnson & Johnson closes Israel HQ
March 23, 2009
JERUSALEM (JTA) -- Johnson & Johnson shut down its headquarters in Israel.
The company's 20 employees, including its CEO were fired, according to Ynet. The announcement of the shutdown, which was scheduled to take place immediately, was made last week.
Johnson & Johnson has been operating in Israel for 13 years. The company reportedly is in the process of closing branches around the world with sales below $50 million. Its products will continue to be sold in Israel.
THE ROCKEFELLERS
William Avery Rockefeller, Sr. (November 13, 1810 – May 11, 1906) was the father of American oil tycoon and billionaire, John Davison Rockefeller (July 8, 1839 – May 23, 1937) and William Rockefeller (1841–1922), who both founded the Standard Oil company.
"Big Bill" was a quack doctor and a confidence trickster. An unreliable father, he played virtually no role in his son's business career, but he lived to a great age.
Rockefeller and his first wife, Eliza Davison Rockefeller (September 12, 1813–March 28, 1889), married in 1837, were the parents of six children:
Although he abandoned the family while John was a teenager, he remained married to Eliza until her death. In 1856, having assumed the name William Levingston, he married Margaret Allen (ca 1835–) in Norwich, Ontario, Canada, without issue. While still married to his first wife, he had two daughters by one Nancy Brown:
After hearing rumours that the richest man in the world — then at the height of his notoriety as a monopolist — had a shameful family secret, the press went into a frenzy. Joseph Pulitzer offered a reward of eight thousand dollars for information about "Doc Rockefeller" who was known to be alive and living under a false name, but whose whereabouts were a family secret. Despite slender clues picked up from interviews with family members and an eighteen month search, the journalists failed to track him down before he died, and the full story wasn't exposed until two years later.
William Rockefeller had spent sometime in Park River, North Dakota under the Levingston alias. He died on May 11, 1906, in Freeport, Illinois and was buried there in Oakland Cemetery. John Rockefeller never publicly acknowledged the truth about his father's life as a bigamist, and William's grave marker was paid for out of his second wife's estate.
John Davison Rockefeller (July 8, 1839 – May 23, 1937)
In 1870, he founded the Standard Oil Company and ran it until he officially retired in 1897.[1] Standard Oil began as an Ohio partnership formed by John D. Rockefeller, his brother William Rockefeller, Henry Flagler, chemist Samuel Andrews, and a silent partner Stephen V. Harkness. Rockefeller kept his stock and as kerosene and gasoline grew in importance, his wealth soared and he became the world's richest man and first American billionaire, and is often regarded as the richest person in history.[
Standard Oil was convicted in Federal Court of monopolistic practices and broken up in 1911.
His fortune was mainly used to create the modern systematic approach of targeted philanthropy with foundations that had a major effect on medicine, education, and scientific research.
When it was found that at least part of Standard Oil's cost advantage came from secret rebates from the railroads bringing oil into Cleveland, the competing refiners insisted on getting similar rebates, and the railroads quickly complied. By then, however, Standard Oil had grown to become one of the largest shippers of oil and kerosene in the country
Rockefeller continued with his self-reinforcing cycle of buying competing refiners, improving the efficiency of his operations, pressing for discounts on oil shipments, undercutting his competition, and buying them out. In less than two months in 1872, in what was later known as "The Cleveland Conquest", Standard Oil had absorbed 22 of its 26 Cleveland competitors. Eventually, even his former antagonists, Pratt and Rogers, saw the futility of continuing to compete against Standard Oil: in 1874, they made a secret agreement with their old nemesis to be acquired. Pratt and Rogers became Rockefeller's partners. Rogers, in particular, became one of Rockefeller's key men in the formation of the Standard Oil Trust. Pratt's son, Charles Millard Pratt became Secretary of Standard Oil.
Standard Oil gradually gained almost complete control of oil refining and marketing in the United States through horizontal integration.
In 1882, Rockefeller's lawyers created an innovative form of corporation to centralize their holdings, giving birth to the Standard Oil Trust. The "trust" was a corporation of corporations
Ohio was especially vigorous in applying its state anti-trust laws, and finally forced a separation of Standard Oil of Ohio from the rest of the company in 1892, leading to the dissolution of the trust. Rockefeller continued to consolidate his oil interests as best as he could until New Jersey, in 1909, changed its incorporation laws to effectively allow a re-creation of the trust in the form of a single holding company. At its peak, Standard Oil had about 90% of the market for kerosene products.
In 1911, the Supreme Court of the United States found Standard Oil Company of New Jersey in violation of the Sherman Antitrust Act and held that Standard Oil, which by then still had a 64% market share, originated in illegal monopoly practices and ordered it to be broken up into 34 new companies. These included, among many others, Continental Oil, which became Conoco, now part of ConocoPhillips; Standard of Indiana, which became Amoco, now part of BP; Standard of California, which became Chevron; Standard of New Jersey, which became Esso (and later, Exxon), now part of ExxonMobil; Standard of New York, which became Mobil, now part of ExxonMobil; and Standard of Ohio, which became Sohio, now part of BP. Rockefeller, who had rarely sold shares, owned substantial stakes in all of them.
Rockefeller gave $80 million to the University of Chicago under William Rainey Harper, turning a small Baptist college into a world-class institution by 1900. Rockefeller also provided financial support to Yale, Harvard, Columbia, Brown, Bryn Mawr, Wellesley and Vassar.
Despite his personal preference for homeopathy, Rockefeller, on Gates's advice, became one of the first great benefactors of medical science. In 1901, he founded the Rockefeller Institute for Medical Research in New York. It changed its name to Rockefeller University in 1965, after expanding its mission to include graduate education.
The Rockefeller Foundation was created in 1913 to continue and expand the scope of the work of the Sanitary Commission, which was closed in 1915. He gave nearly $250 million to the foundation, which focused on public health, medical training, and the arts.
The Rockefeller wealth, distributed as it was through a system of foundations and trusts, continued to fund family philanthropic, commercial, and, eventually, political aspirations throughout the 20th century. Grandson David Rockefeller was a leading New York banker, serving for over 20 years as CEO of Chase Manhattan (now part of JPMorgan Chase). Another grandson, Nelson A. Rockefeller, was Republican governor of New York and the 41st Vice President of the United States. A third grandson, Winthrop Rockefeller, served as Republican Governor of Arkansas. Great-grandson, John D. "Jay" Rockefeller IV is currently a Democratic Senator from West Virginia and a former governor of West Virginia, and another, Winthrop Paul Rockefeller, served ten years as Lieutenant Governor of Arkansas.
David Rockefeller Sr. (born June 12, 1915) is an American banker, statesman, globalist, and the current patriarch of the Rockefeller family. He is the youngest and only surviving child of John D. Rockefeller Jr. and the only surviving grandchild of billionaire oil tycoon John D. Rockefeller, founder of Standard Oil. His five deceased siblings are: Abby, John D. III, Nelson, Laurance and Winthrop.
Rockefeller attended the experimental Lincoln School, at 123rd Street, in Harlem, the brainchild of Abraham Flexner, who had been strongly influenced by the educational philosophy of John Dewey. The school, opened in 1916, was operated by the Teachers College at Columbia University, with crucial funding in its early years from the family's General Education Board, the philanthropic educational institution which had been created by his grandfather and further supported by his father, which was later rolled into the Rockefeller Foundation.
Later, in 1936, he graduated cum laude from Harvard University, doing his senior thesis on Fabian socialism.
In 1940 he received his Ph.D. from the family-created (1889) University of Chicago; his dissertation was entitled: "Unused Resources and Economic Waste".
He then served as assistant regional director of the United States Office of Defense, Health and Welfare Services, from 1941 to 1942.
During World War II he served in North Africa and France (he spoke fluent French) for military intelligence and set up political and economic intelligence units, while also serving for seven months as an assistant military attaché at the American Embassy in Paris. During this period he would call on family contacts and Standard Oil executives for assistance, establish contacts of his own, and come to highly regard the invaluable potential of "networking".
After the war he returned to the family office, Room 5600, in Rockefeller Center, where he joined up with his brothers in their reorganization of this pivotal family establishment and participated in some of their myriad business and philanthropic ventures, especially a major investment in Nelson's Latin American developmental organization, the International Basic Economy Corporation (IBEC), as well as investing in fifty start-up companies of his brother Laurance's venture capital firm Venrock Associates.
It was at this time that the institution of regular "brothers' meetings" was established, where they made decisions on matters of common interest and reported on noteworthy events in each of their lives. David served as secretary to the group, making notes of each meeting. It has been subsequently reported via a family history that these notes would serve as excellent source material for researchers, but that it will be a long time before these notes are released to the public, if ever.
In 1947, Rockefeller was invited onto the board of the Carnegie Endowment for International Peace by its then president, Alger Hiss, later to be embroiled in a spy scandal; serving on the board were such figures as John Foster Dulles (chairman), Dwight D. Eisenhower and the president of IBM , Thomas J. Watson. He duly accepted the prestigious appointment and was subsequently instrumental in relocating the Endowment's headquarters to a site opposite the new United Nations headquarters building, with a Chase Bank branch on the ground floor.
Rockefeller joined the Council on Foreign Relations (CFR) as a director in 1949, the youngest to be appointed to that position up to that time; he was later to become head of the nominating committee for future membership; much later he became chairman of this influential foreign policy think-tank. It was later established, however, that his connection to the Council predated this directorship in 1949.
The Council on Foreign Relations had been financially supported for its establishment, in 1921, by his father, who also provided major funding for its first headquarters. Further ongoing funding was provided by the family's Rockefeller Foundation and family-created oil companies; along with a Standard Oil executive's widow providing the mansion for its expanded New York headquarters, Harold Pratt House, in 1944.
Through his extended membership, including as the prominent long-term chairman, from 1970 to 1985, he met all the major foreign policy figures of successive presidential administrations from Harry S. Truman onwards to the present day — for example, the former United States Secretary of State, Condoleezza Rice and the former vice-president, Dick Cheney, are longtime Council members.
In 1946 Rockefeller joined the staff of the longtime family-associated Chase National Bank ("the Rockefeller Bank"). The chairman at that time was his uncle Winthrop Aldrich, the son of the powerful U.S. Senator Nelson W. Aldrich, and the brother of Rockefeller's mother, Abby Aldrich. Chase National subsequently became the Chase Manhattan Bank in 1955, and is now called JPMorgan Chase. He was chairman and chief executive of Chase Manhattan from 1969 to 1980 and chairman until 1981. He was also, as recently as 1980, the single largest individual shareholder of the bank, holding 1.7% of its shares.
The Chase was primarily a wholesale bank, dealing with other prominent financial institutions and major corporate clients such as General Electric (which had, through its RCA affiliate, leased prominent space and become a crucial first tenant of Rockefeller Center, rescuing that major project in 1930). The bank also is closely associated with and has financed the oil industry, having longstanding connections with its board directors to the successor companies of Standard Oil, especially Exxon Mobil. It was only through the 1955 merger that the bank shifted significantly into consumer banking.
In the 1960s Rockefeller and other businessmen formed the Chase International Advisory Committee (IAC) — which in 2005 consisted of twenty-eight prominent and respected businessmen from 19 nations throughout the world, many of whom were his personal friends; he was subsequently to become chairman until he retired from that position on the IAC in 1999. After the J. P. Morgan merger, this committee was renamed the International Council, and contains prominent figures such as Henry Kissinger, Riley P. Bechtel (of the Bechtel Group), Andre Desmarais, Lee Kuan Yew and George Shultz, the current chairman. Historically, prominent figures on the IAC have included Gianni Agnelli (a longtime associate, who spent thirty years on the Committee), John Loudon (Chairman of Royal Dutch-Shell), C. Douglas Dillon, David Packard and Henry Ford II.
Before becoming Chairman of the Federal Reserve, Paul Volcker worked for Chase. Volcker has had a long association with Rockefeller, becoming a member of the Trust Committee of the family in 1987, after stepping down from his position at the Reserve. The Trust Committee is the pivotal committee which controls the wealth of the family through trusts established by John D. Rockefeller, Jr., as well as the real estate firm that then owned Rockefeller Center, before it was sold.[
An early connection he developed in the 1950s was with the Central Intelligence Agency (CIA). As well as knowing Allen Dulles and his brother John Foster Dulles — who was an in-law of the family [18]- since his college years, it was in Room 3603 in Rockefeller Center that Allen Dulles had set up his WWII operational center after Pearl Harbor, liaising closely with MI6 which also had their principal U.S. operation in the Center. He also knew and associated with the former CIA director Richard Helms, as well as Archibald Roosevelt, Jr., a Chase Bank employee and former CIA agent, whose cousin was the CIA agent, Kermit Roosevelt, Jr., involved in the Iran coup of 1953. Also, in 1953, he had befriended William Bundy, a pivotal CIA analyst for nine years in the 1950s, who became the Agency liaison to the National Security Council, and a subsequent lifelong friend. Moreover, in Cary Reich's biography of his brother Nelson, a former CIA agent states that David was extensively briefed on covert intelligence operations by himself and other Agency division chiefs, under the direction of David's "friend and confidant", CIA Director Allen Dulles.
In November 1979, while chairman of the Chase Bank, Rockefeller became embroiled in an international incident when he and Henry Kissinger, along with John J. McCloy and Rockefeller aides, persuaded President Jimmy Carter through the United States Department of State to admit the Shah of Iran, Mohammad Reza Pahlavi, into the United States for hospital treatment for lymphoma. This action directly precipitated what is known as the Iran hostage crisis and placed Rockefeller under intense media scrutiny (particularly from The New York Times) for the first time in his public life.
In his extensive world travels, flying from country to country in his private jet, he has met a vast range of world leaders, including Fidel Castro, Nikita Khrushchev, Mikhail Gorbachev and, notably, Saddam Hussein. Other notable figures whom he has counted amongst his personal friends include members of the Rothschild, Henry Ford and Dulles families, along with such high profile individuals as Katharine Graham, of the Washington Post, Brooke Astor, Nelson Mandela and Peter G. Peterson, chairman of the Blackstone Group, who succeeded Rockefeller as chairman of the Council on Foreign Relations in 1985.
In 1965, Rockefeller and other senior businessmen formed the Council of the Americas to stimulate and support economic integration in the Americas. The Council subsequently played a key role in the passage of the North American Free Trade Agreement (NAFTA). In 1992, at a Council sponsored forum, Rockefeller proposed a "Western Hemisphere free trade area", which subsequently became the Free Trade Area of the Americas in a Miami summit in 1994. His and the Council's chief liaison to President Bill Clinton in order to garner support for this initiative was through Clinton's chief of staff, Mack McLarty, whose consultancy firm Kissinger McLarty Associates is a corporate member of the Council, while McLarty himself is on the board of directors.
In 1979, he formed the Partnership for New York City, which is another not-for-profit membership organization consisting of a select group of two hundred CEOs ("Partners") from New York City’s top corporate, investment and entrepreneurial firms. They are elected annually and committed to working closely with government, labor and the nonprofit sector to enhance the economy and maintain New York City’s position as the global center of commerce, culture and innovation. Through its roster of blue-chip corporations, Rockefeller sits at the core of a network of the most powerful and influential businessmen and women in corporate America.
In 1992, he was selected as a leading member of the Russian-American Bankers Forum, an advisory group set up by the head of the Federal Reserve Bank of New York to advise Russia on the modernization of its banking system, with the full endorsement of President Boris Yeltsin.
President Jimmy Carter offered him the positions of United States Secretary of the Treasury and Federal Reserve Chairman but he declined both positions, preferring a private role (recommending Volcker instead as Fed Chairman, who was subsequently appointed). Another offer he declined was from his brother Nelson, who offered to appoint him to Robert Kennedy's Senate seat after Kennedy was assassinated in June 1968, a post Nelson also offered to their nephew Jay Rockefeller.
In his private capacity he has worked with every United States president since Eisenhower, at times serving as an unofficial emissary on high-level diplomatic missions (an "ambassador without portfolio").
In 2006 he teamed up with former Goldman Sachs executives and others to form a fund-raising group based in Washington, Republicans Who Care, that supported moderate Republican candidates over more ideological contenders.
Bilderberg, Council on Foreign Relations and Trilateral Commission
A lifelong globalist, due to the strong influence of his father, he had at an early age further spread his connections when he was invited to attend the inaugural elitist Bilderberg Group meetings, starting with the Holland gathering in 1954. He has been a consistent attendee through the decades and has been a member of the "steering committee", which determines the invitation list for the upcoming annual meetings. These have frequently included prominent national figures who have gone on to be elected as political leaders of their respective countries including Bill Clinton who first attended in 1991.
David Rockefeller joined the Council on Foreign Relations as its youngest-ever director in 1949 and subsequently became chairman of the board from 1970 to 1985; today he serves as honorary chairman.
Rockefeller maintains that, although Bilderberg's role is not to resolve disputes, because of the wide-ranging experience of the various attendees participants are 'free to report on what they have heard' to their respective heads of government.
It was a dissatisfaction with the failure of this group to include Japan that subsequently led to him forming the Trilateral Commission (TC) in July 1973, influenced by, among others, Zbigniew Brzezinski, the National Security Advisor under Carter and the author of Between Two Ages: America's Role in the Technetronic Era, published in 1970. They discussed forming the organization at a Bilderberg Group meeting in Belgium in 1972; Brzezinski subsequently became the inaugural United States director. The Commission also launched its own magazine, the Trialogue.
This Commission was to come under media scrutiny when it was later disclosed that Carter appointed 26 former Commission members (who must resign before taking up government positions) to senior positions in his Administration. Moreover, it also came out that Carter himself was a former Trilateral member. (The Clinton Administration, by contrast, had close to a dozen Commission members, including Clinton himself; both Gerald Ford and George Bush Sr. were also Trilateralists.)
There are innumerable instances of prominent world leaders, kings, sheiks and presidents and other personages visiting Rockefeller at the vast family estate and its central mansion, in addition to visits to his own residence there, "Hudson Pines" — President Ronald Reagan, to give just one example, stayed overnight at the family estate in 1986 (see Kykuit).
The prominent longtime Rockefeller-associated law firm of Milbank, Tweed, Hadley & McCloy (with John J. McCloy being the last named partner), located in the JP Morgan Chase headquarters building at One Chase Manhattan Plaza, has served as the family's longterm private legal advisors (and also serves as legal counsel for the Chase Bank) since the days of David's father.
Milbank's roots are traced back to 1866, with the inception of the original firm, Anderson, Adams & Young. The first merger took place in April 1929, when the then-successor firm, Murray & Aldrich, combined with Webb, Patterson & Hadley and became Murray, Aldrich & Webb. In 1931, the Firm merged with Masten & Nichols to become Milbank, Tweed, Hope & Webb.
David ensured that selected members of the fourth generation, known generically as the cousins, also became directly involved in the family's institutions, including Room 5600 and the Rockefeller Brothers Fund, the principal foundation established in 1940 by the five brothers and their one sister. They also became involved in their own philanthropic organisation, formed in 1967 and primarily established by third-generation members, called the Rockefeller Family Fund.
Rockefeller has always limited his giving to institutions directly or indirectly related to the family; for example, in 2005, at age ninety, he gave $100 million to the Museum of Modern Art and $100 million to Rockefeller University, two of the most prominent family institutions; as well as $10 million to Harvard and $5 million to Colonial Williamsburg. In 2006, he pledged $225 million to the Rockefeller Brothers Fund upon his death, the largest gift in the Fund's history. The money will be used to create the David Rockefeller Global Development Fund, to support projects that improve access to health care, conduct research on international finance and trade, fight poverty, and support sustainable development, as well as to a program that fosters dialogue between Muslim and Western nations.[46] The New York Times estimated in November, 2006 that his total charitable donations amount to $900 million over his lifetime, a figure that was substantiated by a monograph on the family's overall benefactions, entitled The Chronicle of Philanthropy.
Some positions held/institutions founded during his lifetime
- Chairman/Honorary Chairman of the Council on Foreign Relations (Chairman: (1970-1985);
- Chairman of the Chase Manhattan Bank (1969-1981);
- Founder and North American Chairman (1977-1991), Honorary Chairman of the Trilateral Commission;
- A U.S. founding member, life member, and member of the Steering Committee of the Bilderberg Group (1954-);
- Founding Chairman of the Partnership for New York City (PFNYC) (1979-1988);
- Board Director, B. F. Goodrich & Co. (1956-64), Punta Alegre Sugar Corp., The Equitable Life Assurance Society of the United States (1960-65);
- Chairman/Chairman Emeritus of the Museum of Modern Art (1948-, Chairman: 1962-1972, 1987-1993);
- Founder and Chairman/Honorary Chairman of the Council of the Americas (1963-);
- Honorary Chairman and Life Trustee of The Rockefeller University (Chairman: 1950-1975);
- Trustee/Life Trustee of the University of Chicago (1947-1962, 1966-);
- Director of the Peterson Institute (Formerly: The Institute for International Economics);
- President and Chairman of the Executive Committee of the Harvard College Board of Overseers (1954-1960, 1962-1968);
- President of the Board of Overseas Study at Harvard University;
- Member, American Friends of the London School of Economics;
- Co-founder and Chairman of the Chase International Advisory Committee';
- Chairman, Chase International Investment Corporation (1961-1975);
- Class A Director of the Federal Reserve Bank of New York;
- Leading member of the Russian-American Bankers Forum (1992);
- Chairman of the New York Chamber of Commerce and Industry;
- Director of the New York Clearing House (1971-1978);
- Founder and Chairman of the Center for Inter-American Relations (CIAR) (Cultural adjunct of the Council of the Americas, 1965);
- Founder and Chairman/Honorary Chairman of the Americas Society;
- Co-founder of the Chairman's Latin American Advisory Council;
- Founder of the Forum of the Americas;
- Honorary Chairman of the Japan Society;
- Chairman of the Downtown-Lower Manhattan Association;
- Director of the World Trade Center Memorial Foundation;
- Co-founder of The Business Committee for the Arts (BAC) (1967);
- Chairman of Morningside Heights, Inc.;
- Board member of the Westchester County Planning Commission;
- Board member of the Commerce Committee for the Alliance for Progress (1961);
- Founder of the Emergency Committee for American Trade;
- Director of the Overseas Development Council;
- Director of American Overseas Finance Corporation;
- Member of Reagan's President's Commission on Executive Exchange (1981);
- Director of the US-USSR Trade and Economic Council;
- Vice-Chairman of the Advisory Council for U.S.-China Trade;
- Founder of the Emergency Committee on American Trade (ECAT);
- Vice-Chairman of the Advisory Council on Japan-United States Economic Relations;
- Chairman of the U.S. Advisory Committee on Reform of the International Monetary System;
- Founding member/Honorary member of the Commission on White House Fellows (1964-1965);
- A Trustee of the John F. Kennedy Library;
- An Honorary Trustee and Chairman of the Executive Committee of International House of New York;
- A Trustee of the Carnegie Endowment for International Peace (1947-1960);
- Primary Founder/U.S. Executive Committee, Dartmouth Conference;
- Founder and Chairman of the International Executive Service Corps (IESC) (Chairman: 1964-1968);
- Co-founder of the Synergos affiliated Global Philanthropists Circle;
- Honorary Advisor/International Advisor of Praemium Imperiale;
- Member of the Peace Parks Foundation;
- Trustee of Historic Hudson Valley (1981-);
- Chairman of the Stone Barns Restoration Corporation;
- Chairman of Rockefeller Financial Services;
- Chairman, The Rockefeller Group Inc. (1983-1995);
- Chairman, Rockefeller Center Properties Inc. (1985-1992);
- Co-founder and Advisory Trustee of the Rockefeller Brothers Fund (RBF) (1940) (Chairman: 1981-1987);
- Co-founder and Honorary Trustee of the Rockefeller Family Fund (RFF) (1967);
- President of his father's Sealantic Fund;
- Founder of the David Rockefeller Fund (1989);
- Founded and funded the David Rockefeller Global Development Fund (RBF) (2006);
- Founded the David Rockefeller Graduate Program at Rockefeller University;
- Co-founded, funded and on the Advisory Committee of the David Rockefeller Center for Latin American Studies (DRCLAS) at Harvard (1994-).
David Rockefeller Jr. (born July 24, 1941) attended the Phillips Exeter Academy at New Hampshire and graduated from Harvard College and Harvard Law School.
He established the Citizens Participation Project in 1983, in an effort to reach the country's 80 million nonvoters that existed at that time.
Also in 1983, he headed a planning committee to draft a new strategy for the family's main philanthropic vehicle, the Rockefeller Brothers Fund, set up in 1940. Their report recommended a one world perspective, focusing on issues of resources and global security, including arms control, international relations, economic development, trade and finance. Because of this effort, and close administrative involvement with the family office, Room 5600, it has been said he will take over leadership of the family upon his father's death.
He is a member of the Council on Foreign Relations in New York, with which his father has had a longstanding association and is currently honorary chairman. He is also, along with his father, a member of the San Francisco-based Bohemian Club and the Stowaway Camp in the Bohemian Grove.
Nelson Aldrich Rockefeller (July 8, 1908 – January 26, 1979) was the 41st Vice President of the United States, the 49th governor of New York, a philanthropist, and a businessman.
John Davison "Jay" Rockefeller IV (born June 18, 1937), generally known as Jay Rockefeller, has served as a Democratic U.S. Senator from West Virginia since 1985. He was Governor of West Virginia from 1977 to 1985. As a great-grandson of oil tycoon John D. Rockefeller, he is the only current politician of the prominent six-generation Rockefeller family and the only Democrat in what has been a traditionally progressive Republican dynasty.[1]
He is related to several prominent Republican supporters and former officeholders: he is a great-grandson of Rhode Island Senator Nelson W. Aldrich, a nephew of banker David Rockefeller and Arkansas Governor Winthrop Rockefeller and of former U.S. Vice President Nelson A. Rockefeller, son-in-law of former Senator Charles H. Percy of Illinois, and cousin of Arkansas Lieutenant Governor Winthrop Paul Rockefeller.
Jay Rockefeller graduated from Phillips Exeter Academy in 1954. He graduated from Harvard University in 1961 with a B.A. in Far Eastern Languages and History after having spent three years studying Japanese at the International Christian University in Tokyo.
Rockefeller, along with his son Charles, is a trustee of New York's Asia Society, established by his father in 1956; he is also a member of the Council on Foreign Relations. He voted against the 1993 North American Free Trade Agreement, which was heavily backed by his uncle, David Rockefeller.
Since 1967, Rockefeller has been married to the former Sharon Percy, the chief executive officer of WETA-TV, the leading PBS station in the Washington, D.C., area, which broadcasts such notable programs as The NewsHour with Jim Lehrer and Washington Week.
Sharon is the daughter of former U.S. Senator Charles H. Percy of Illinois, who had an association with the Rockefeller family.
Rockefeller was elected Governor of West Virginia in 1976 and re-elected in 1980. He served as Governor when manufacturing plants and coal mines were closing as the national recession of the early 1980s hit West Virginia particularly hard. Between 1982 and 1984, West Virginia's unemployment rate hovered between 15 and 20 percent.
In 1984, he was elected to the United States Senate, narrowly defeating businessman John Raese as Ronald Reagan narrowly carried the state in the presidential election. As in his 1980 gubernatorial campaign against Arch Moore, Rockefeller spent over $12 million to win his Senate seat. To date, this has been the last competitive Senate race in West Virginia. Rockefeller was re-elected in 1990, 1996, 2002 and 2008 by substantial margins. He was chair of the Committee on Veterans' Affairs (1993–1995; January 3 to January 20, 2001, and June 6, 2001–January 3, 2003).
Robert Model (born 1942) is the son of Faith Rockefeller Model (1909–1960) and Belgian Jean Model. He is the great-grandson of Standard Oil co-founder William Rockefeller (1841–1922). Model was born in Greenwich, Connecticut.
Model attended The Browning School and then graduated from Elon College in Elon, North Carolina in 1967. He is currently owner and President of Mooncrest Ranch in Cody, Wyoming and President of the Boone and Crockett Club. Model is Vice President of both Stillrock Management and of Elmrock Capital in New York City. Model is also a Director on the board for the Theodore Roosevelt Conservation Partnership. He has previously served as a Director on the boards of CapMAC, Overhills, Inc., and Piggly Wiggly.
Model honored his mother by funding and naming the Faith Rockefeller Model Center for the Arts at Elon University in 1994; however on December 5, 2002, Elon announced that "[t]hrough a complex series of family circumstances the gift simply could not be realized," and the center is now known simply as the Center for the Arts.