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Military版 - 12 月 1 日 又看了一则新闻, 呵呵
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12 月 1 日 又看了一则新闻, 呵呵
刚看了一则新闻关于麦当劳转卖的新闻,对于中国的食品安全,我总是千百个担忧,有
必要好好看一看接手人的背景及相关信息。接手麦当劳不容易啊。我不评论啊,只是观
看。你们撒的毒气越多,电磁波攻击的越强,我阅读的效果就越好。呵呵。
A consortium led by private-equity firm Carlyle Group (CG.O) and Chinese
conglomerate Citic Group Corp has neared a deal to buy McDonald's Corp's (
MCD.N) stores in China and Hong Kong for up to $3 billion, a source with
direct knowledge of the matter said.
The deal is likely to be signed before Christmas, the source said.
Reuters had reported in October that U.S. buyout firms Carlyle and Bain
Capital LLC had been the front runners among the bidders for the fast-food
giant's China assets.
McDonald's in March said it was reorganizing operations in Asia, bringing in
partners as it switches to a less capital-intensive franchise model.
The company hired Morgan Stanley (MS.N) to run the sale of about 2,400
restaurants in China and Hong Kong.
Financial Times reported earlier on Wednesday that Bain Capital had dropped
out of the race, and that a group led by Citic Group and Carlyle were the
front runners to the deal.
Carlyle declined to comment, while McDonald's was not immediately available
for a comment.
(Reporting by Denny Thomas in Hong Kong and Gayathree Ganesan in Bengaluru;
Editing by Anil D'Silva)
$$$$$$$$
The Carlyle Group
From Wikipedia, the free encyclopedia
The Carlyle Group, L.P.
Type Public
Traded as NASDAQ: CG
Industry Private equity
Founded 1987; 29 years ago
Headquarters Washington, D.C., United States
Key people Daniel A. D'Aniello
(Chairman)
William E. Conway, Jr.
(Co-CEO)
David Rubenstein
(Co-CEO)
Glenn A. Youngkin
(Co-President and Co-COO)
Curtis L. Buser (CFO)
Products Leveraged buyouts
Growth capital
Energy
Energy lending
Structured credit
Real estate
Revenue US$ 3.022 billion (2014)[1]
Net income US$ 962 million (2014)[1]
AUM US$ 194 billion (2014)[1]
Total assets US$ 35.994 billion (2014)[1]
Number of employees 1,650 [1]
Website carlyle.com
The Carlyle Group is an American multinational private equity, alternative
asset management and financial servicescorporation. As one of the largest
private equity and alternative investment firms in the world, Carlyle
specializes in four key business areas: corporate private equity, real
assets, global market strategies, and investment solutions.
Carlyle's corporate private equity business has been one of the largest
investors in leveraged buyout transactions over the last decade,[when?]
while its real estate business has actively acquired commercial real estate.
Since its inception, Carlyle has at various times had investments in
companies such as Booz Allen Hamilton, Dex Media, Dunkin' Brands, Freescale
Semiconductor, Getty Images, HCR Manor Care, Hertz, Kinder Morgan, Nielsen,
and United Defense.
Carlyle was founded in 1987 in Washington D.C. by William E. Conway, Jr.,
Daniel A. D'Aniello, and David Rubenstein and currently operates with more
than 1,700 employees across 35 offices in North America, South America,
Europe, the Middle East, Africa, Asia and Australia. Over the course of two
decades, Carlyle has amassed a portfolio of $193 billion in assets under
management across 130 funds and 156 fund of fund vehicles and has made
investments in more than 200 companies and more than 250 real estate
investments. In 2012, Carlyle completed a $700 million initial public
offering and began trading on the NASDAQ stock exchange on May 3, 2012.
According to a 2015 ranking called the PEI 300 based on capital raised over
the last five years, Carlyle was ranked No. 1 as the largest private equity
firm in the world.[2]
Contents
1Business segments
1.1Corporate Private Equity
1.2Real Assets
1.3Global Market Strategies
1.4Investment Solutions
2History
2.1Founding and early history
2.22002–2006
2.3Since 2007
2.4Ownership changes
3Subsidiaries and joint-ventures
3.1Carlyle Capital Corporation
4In documentaries
5Notable employees and advisors
5.1Business
5.2Politicians
5.3Media
6See also
7References
8Notes and references
9External links
Business segments[edit]
The firm is organized into four business segments:
Corporate Private Equity – Management of Carlyle's family of private equity
funds investing primarily in leveraged buyout and growth capital
transactions through a range of geographically focused investment funds;
Real Assets – Management of Carlyle's family of energy and real estate
investment funds focusing on the US, Europe and Asia;
Global Market Strategies – Management of various credit, equities and hedge
fund vehicles with over $37 billion in assets under management; and
Investment Solutions – Management of three investment groups: Corporate
Private Equity, Real Estate and Liquid Market Solutions, which invest in
primary, secondary and co-investments, commingled funds and separately
managed accounts.
Corporate Private Equity[edit]
Carlyle's Corporate Private Equity division manages a series of leveraged
buyout and growth capital investment funds with specific geographic or
industry focuses. Carlyle invests primarily in the following industries:
aerospace, defense & government services, consumer & retail, energy,
financial services, health care, industrial, real estate,technology and
business services, telecommunications & media, and transportation.
Carlyle began investing in Corporate Private Equity in 1990 and since
inception has invested $62.5 billion of capital in 497 investments.
As of March 31, 2015, Carlyle managed 32 active funds with $64 billion in
assets under management consisting of:[3]
Buyout funds – Carlyle manages a group of 22 active funds with
approximately $58 billion in assets under management as of March 31, 2015.[3]
Growth capital funds – Carlyle manages 10 active growth capital funds with
approximately $5 billion in assets under management as of March 31, 2015.[3]
Real Assets[edit]
Carlyle's Real Assets division manages 28 active investment funds focused on
real estate, natural resources and energy. The Real Assets business has
three primary areas of focus:
Real Estate funds – Carlyle manages 9 active real estate funds with
approximately $14 billion in assets under management as of March 31, 2015.[3]
Natural Resources - Carlyle manages 14 natural resources funds with more
than $20 billion in assets under management as of March 31, 2015[3]
including 10 funds advised by Carlyle energy affiliate NGP Energy Capital
Management; one infrastructure fund; two power funds; and one international
energy fund.
Legacy Energy - Through its joint venture with Riverstone Holdings, Carlyle
manages five active funds with more than $9 billion in assets under
management as of March 31, 2015.[3]
Global Market Strategies[edit]
Carlyle's Global Market Strategies division manages 57 investment across a
range of investments including credit, emerging markets, macroeconomic
strategies,commodities trading, leveraged loans, structured credit and
mezzanine debt.
As of December 31, 2012, the Global Market Strategies division had $33
billion of assets under management across several strategies.
Structured Credit funds – Carlyle manages 43 investment funds, including
CLOs with approximately $17 billion in assets under management as of
December 31, 2012.[4]
Distressed and Corporate Opportunities – Carlyle manages 3 funds focused on
investments in distressed debt, with approximately $2 billion in assets
under management as of December 31, 2012.[4]
Mezzanine – Carlyle manages 2 funds focused on mezzanine debt investments
in middle market companies with approximately $700 million in assets under
management as of December 31, 2012.[4] Carlyle also manages a fund focused
on mezzanine debt investments in energy and power projects in North America
with $1 billion of assets under management as of December 31, 2012.[4]
Long / Short Credit – Carlyle’s Claren Road Asset Management subsidiary
manages two hedge funds focused on credit investments with approximately $7
billion in assets under management as of December 31, 2012.[4]
Emerging Markets and Macroeconomic Strategies – Carlyle's Emerging
Sovereign Group subsidiary manages 7 hedge funds with approximately $3
billion in assets under management as of December 31, 2012.[4]
Commodities – Carlyle's Vermillion subsidiary manages 3 investment funds
with approximately $2 billion in assets under management as of December 31,
2012.[4]
Investment Solutions[edit]
AlpInvest Partners
Type Private
Industry Private Equity
Headquarters Amsterdam, Netherlands
Products Fund investments
Secondaries
Co-Investments
Mezzanine
Total assets US$ 49 billion
Website www.alpinvest.com
Main article: AlpInvest Partners
AlpInvest Partners is one of the largest private equity investment managers
globally with over $49 billion under managementas of March 31, 2015,
invested alongside more than 250 private equity firms. Founded in 1999,
AlpInvest has historically been the exclusive manager of private equity
investments for the investment managers of two of the world's largest
pension funds Stichting Pensioenfonds ABP (ABP) and Stichting Pensioenfonds
Zorg en Welzijn (PFZW), both based in theNetherlands. In 2011, Carlyle
acquired AlpInvest and has integrated the business, including its leading
fund-of-funds and secondary platforms, significantly expanding Carlyle's
global asset management business.
AlpInvest pursues investment opportunities across the entire spectrum of
private equity including: large buyout, middle-market buyout, venture
capital, growth capital, mezzanine, distressed and sustainable energy
investments. AlpInvest has offices in New York City, Amsterdam and Hong Kong
with over 75 investment professionals and over 130 employees.
Carlyle's real estate fund of funds group is called Metropolitan, which
provides investors with access to multi-manager real estate funds and
solutions with more than 85 fund managers in the United States, Europe, Asia
and Latin America. Metropolitan constructs and manages U.S., non-U.S. and
global real estate portfolios, which include primary and secondary fund
interests as well as co-investments.
DGAM is Carlyle's liquid solutions team. DGAM provides investors access to
an array of proprietary and third-party hedge funds around the world. DGAM
works to manage the complexities of alternative asset classes with a
complementary blend of investment and operations expertise.
History[edit]
History of private equity
and venture capital
Early history
(Origins of modern private equity)
The 1980s
(Leveraged buyout boom)
The 1990s
(Leveraged buyout and the venture capital bubble)
The 2000s
(Dot-com bubble to the credit crunch)
v
t
e
Founding and early history[edit]
Carlyle was founded in 1987 as an investment banking boutique by five
original partners with backgrounds in finance and government: William E.
Conway, Jr., Stephen L. Norris, David M. Rubenstein, Daniel A. D'Aniello and
Greg Rosenbaum.[5]The founding partners named the firm after the Carlyle
Hotel in New York City where Norris and Rubenstein had often met to discuss
the formation of their new investment business.[6] Rubenstein, who was a
Washington-based lawyer, had worked in the Carter Administration. Norris and
D'Aneillo had previously worked together at Marriott Corporation while
Conway was a finance executive at MCI Communications. Of the founding five
partners Rubenstein, Conway and D'Aneillo remain active in the business
while Rosenbaum left in the first year[7] and Norris departed in 1995.[6][8]
Carlyle was founded with $5 million of financial backing from T. Rowe Price
, Alex. Brown & Sons, First Interstate Equities, and the Richard King Mellon
family.[9][10]
In the late 1980s, Carlyle raised capital on a deal-by-deal basis to pursue
leveraged buyout investments including a failed takeover battle for Chi-Chi'
s.[7][10] The firm raised its first dedicated buyout fund with $100 million
of investor commitments in 1990. In its early years, Carlyle also advised in
transactions including a $500 million investment by Prince Al-Waleed bin
Talal, a member of the Saudi royal family, in Citigroup in 1991.[10]
The Crusader weapon system, developed by United Defense, Carlyle's largest
investment in the defense industry, was cancelled in May 2002[11]
Carlyle initially developed a reputation for acquiring businesses related to
the defense industry. In 1992, Carlyle completed the acquisition of the
Electronics division of General Dynamics Corporation, renamed GDE Systems, a
producer of military electronics systems.[12] Carlyle would later sell the
business to Tracor in October 1994.[13] Carlyle acquired Magnavox Electronic
Systems, the military communications and electronic-warfare systems segment
of Magnavox, from Philips Electronics in 1993.[14] Carlyle sold Magnavox
for approximately $370 million to Hughes Aircraft Company in 1995. Carlyle
also invested in Vought Aircraft through a partnership with Northrop Grumman
.[15] Carlyle's most notable defense industry investment came in October
1997 with its acquisition of United Defense Industries. The $850 million
acquisition of United Defense represented Carlyle's largest investment to
that point.[11][16] Carlyle was able to complete an IPO of United Defense on
the New York Stock Exchange in December 2001 selling a significant portion
of its interest in the company. Carlyle completed a sale of its remaining
United Defense stock and exited the investment in April 2004.[17] In more
recent years, Carlyle has deemphasized its focus on defense industry
investments.[18]
Carlyle's 2001 investor conference took place on September 11, 2001. In the
weeks following the meeting, it was reported thatShafiq bin Laden, a member
of the Bin Laden family, had been the "guest of honor", and that they were
investors in Carlyle managed funds.[19][20][21][22][23] Later reports
confirmed that the Bin Laden family had invested $2 million into Carlyle's $
1.3 billion Carlyle Partners II Fund in 1995, making the family relatively
small investors with the firm. However, their overall investment might have
been considerably larger, with the $2 million committed in 1995 only being
an initial contribution that grew over time.[24] These connections would
later be profiled in Michael Moore's Fahrenheit 911. The Bin Laden family
liquidated its holdings in Carlyle's funds in October 2001, just after the
September 11th attacks, when the connection of their family name to the
Carlyle Group's name became impolitic.[25]
2002–2006[edit]
The Carlyle Group Logo
Following the collapse of the Dot-com bubble in 2000 and 2001, buyout
activity declined significantly. Marked by the two-stage buyout ofDex Media
at the end of 2002 and 2003, large multibillion-dollar U.S. buyouts could
once again obtain significant high yield debt financing and larger
transactions could be completed. Carlyle, together with Welsh, Carson,
Anderson & Stowe, led a $7.5 billion buyout of QwestDex. The buyout was the
third largest corporate buyout since 1989. QwestDex's purchase occurred in
two stages: a $2.75 billion acquisition of assets known as Dex Media East in
November 2002 and a $4.30 billion acquisition of assets known as Dex Media
West in 2003. R. H. Donnelley Corporation acquired Dex Media in 2006.
Shortly after Dex Media, other larger buyouts would be completed signaling
the resurgence in private equity was underway.
Lou Gerstner, former chairman and CEO of IBM and Nabisco, was appointed
chairman of Carlyle in January 2003, replacing Frank Carlucci. Gerstner
would serve in that position through October 2008.[26][27] The hiring of
Gerstner, was intended to reduce the perception of Carlyle as a politically
dominated firm.[28] At the time, Carlyle, which had been founded 15 years
earlier had accumulated $13.9 billion of assets under management and had
generated annualized returns for investors of 36%.[27]
Carlyle also announced the $1.6 billion acquisition of Hawaiian Telcom from
Verizon in May 2004.[29] Carlyle's investment was immediately challenged
when Hawaii regulators delayed the closing of the buyout. The company also
suffered billing and customer-service issues as it had to recreate its back-
office systems. Hawaiian Telcom ultimately filed for bankruptcy in December
2008, costing Carlyle the $425 million it had invested in the company.[30]
Carlyle led the $15 billion buyout ofHertz in 2005
As the activity of the large private equity firms increased in the mid-2000s
, Carlyle kept pace with such competitors as Kohlberg Kravis Roberts,
Blackstone Group, and TPG Capital. In 2005, Carlyle, together with Clayton
Dubilier & Rice and Merrill Lynchcompleted the $15.0 billion leveraged
buyout of The Hertz Corporation, the largest car rental agency from Ford.[31
][32]
The following year, in August 2006, Carlyle and its Riverstone Holdings
affiliate partnered with Goldman Sachs Capital Partners in the $27.5 billion
(including assumed debt) acquisition of Kinder Morgan, one of the largest
pipeline operators in the US. The buyout was backed by Richard Kinder, the
company's co-founder and a former president of Enron.[33]
In September 2006, Carlyle led a consortium, comprising Blackstone Group,
Permira and TPG Capital, in the $17.6 billion takeover of Freescale
Semiconductor. At the time of its announcement, Freescale would be the
largest leveraged buyout of a technology company ever, surpassing the 2005
buyout of SunGard. The buyers were forced to pay an extra $800 million
because KKR made a last minute bid as the original deal was about to be
signed. Shortly after the deal closed in late 2006, cell phone sales at
Motorola Corp., Freescale's former corporate parent and a major customer,
began dropping sharply. In addition, in the recession of 2008-2009,
Freescale's chip sales to automakers fell off, and the company came under
great financial strain.[34][35]
Earlier that year, in January 2006, Carlyle together with Blackstone Group,
AlpInvest Partners, Hellman & Friedman, Kohlberg Kravis Roberts and Thomas H
. Lee Partners acquired Nielsen Company, the global information and media
company formerly known as VNU in an $8.9 billion buyout.[36][37][38] Also in
2006, Carlyle acquiredOriental Trading Company which ultimately declared
bankruptcy in August 2010[39] as well as Forba Dental Management, the owner
of Small Smiles Dental Centers, the largest US chain of dental clinics for
children.[40]
Since 2007[edit]
David Rubenstein, the head of the Carlyle Group, the largest private equity
firm (by investor commitments) during the 2006–07 buyout boom.[41]
On January 28, 2007, the Carlyle group purchased Synagro Technologies, a
municipal sludge hauler and spreader, for $5.76 per share.[42]
Carlyle continued to make large investments into 2007 as the buyout market
reached its peak. In June 2007, Carlyle agrees to acquire HD Supply for $10.
3 billion, along with Bain Capital and Clayton, Dubilier & Rice (with each
agreeing to buy a one-third stake in the division). Home Depot sold their
wholesale construction supply business to fund a stock repurchase estimated
at $40 billion. Also in June 2007, Carlyle announced that it would partner
with Onex Corporation to buy the Allison Transmission unit from General
Motors for $5.6 billion.[43]
On December 18, 2007, David Rubenstein, representing the Carlyle Group,
purchased the Magna Carta (one of seventeen copies) at Sotheby's Auction
House in New York City. He paid the Perot Foundation $21.3 million. Mr.
Rubenstein expressed his intent for it to be returned to the National
Archives for display.
On May 16, 2008, Booz Allen Hamilton announced that it would sell a majority
stake in the US government business to The Carlyle Group for $2.54 billion.
The transaction was expected to be complete July 31, 2008.[44]
In November 2008, The Carlyle Group was named Private Equity firm of the
year in the U.S. at the Financial Times-Mergermarket 2008 M&A Awards.[45]
In March 2009, New York State and federal authorities began an investigation
into payments made by Carlyle's Riverstone Holdings subsidiary to placement
agentsallegedly made in exchange for investments from the New York State
Common Retirement System, the state's pension fund. In 2000, Carlyle had
entered into a joint venture with Riverstone Holdings, an energy and power
focused private equity firm founded by Pierre F. Lapeyre, Jr. and David M.
Leuschen.[46] It was alleged that these payments were in fact bribes or
kickbacks, made to pension officials who have been under investigation by
New York State Attorney General, Andrew Cuomo.[47] In May 2009, Carlyle
agreed to pay $20 million in a settlement with Cuomo and accepted changes to
its fundraising practices.[48]
On October 16, 2009, Carlyle Group bought Metaldyne – a global automotive
components supplier.[49]
On November 30, 2009, David Rosendall, a Synagro executive was sentenced for
conspiring to commit bribery, in the corruption scandal which eventually
brought down the mayor of the City of Detroit.[50] The executive for the
Carlyle subsidiary was caught giving cash to Detroit city leadership.[51]
On September 30, 2010, Carlyle Group announced the completed acquisition of
nutritional supplement manufacturer NBTY for $4 Billion.[52]
On September 4, 2011, the carpet manufacturer Brintons announced that it had
been acquired by the Carlyle Group.[53]
On October 3, 2011, the pharmaceutical contract research organisation PPD
announced that it had been acquired by the Carlyle Group.[54]
In August 2012, Carlyle Group announced that it would purchase DuPont
Performance Coatings (DPC) for $4.9 billion in cash.[55] DPC is a global
supplier of vehicle and industrial coating systems. The transaction closed
in the first quarter of 2013 and the new company was named Axalta Coating
Systems.[56]
In October 2012, Carlyle Group sold its remaining 3.7% stake in Housing
Development Finance Corporation for around $841 million.[57]
In November 2012, the Carlyle Group unveiled the first investment of its new
Sub-Saharan African Fund. Carlyle is part of a small group of investors
that will inject $210 million into Export Trading Group, a Tanzania-based
agricultural company that sources commodities from Africa's small farmers
and sells those goods to China, India and elsewhere.[58]
January 2013, Carlyle Group began talks to sell Synagro after plowing over $
500,000 in 2012 to keep the entity afloat.[59]
April 23, 2013, Carlyle Groups subsidiary, Synagro Technologies, filed for
Chapter 11 bankruptcy, and in lieu of sale, a reorganization and sale of the
company to an affiliate of Swedish private-equity firm EQT. The offer price
was set at $460 million, over $300 million less than what Carlyle group
originally purchased the entity for in 2007.[60]
In September 2013, it was announced that Carlyle Group has purchased a
minority stake in Beats Music for $500m.[61] This came as technology firm,
HTC, liquidated their 24.84% stake in Beats for $265m.[62]
In February 2014, The Carlyle Group acquired Diversified Global Asset
Management (DGAM),[63] a manager of hedge funds with more than USD6.7bn in
managed and advised assets. Equity for the transaction came from Carlyle’s
balance sheet. DGAM became Carlyle’s fund of hedge funds platform, and
George Main and Warren Wright continued in their roles as CEO and CIO,
respectively, managing investments and the day-to-day operations of DGAM[64]
[65][66]
In February 2014, Carlyle entered into exclusive talks with Tyco
International to acquire its South Korean security systems unit, valued at
around $2 billion.[67] On March 3, 2014 Carlyle announced it had reached a
deal with Tyco to purchase its South Korean security business for
approximately $1.9 billion in cash.[68]
In March 2014, Carlyle acquired ECi Software Solutions, a business
management and e-commerce software company.[69]
In June 2014, Carlyle announced that it had raised $1 billion for financial
company investing.[70]
In July 2014, Carlyle Group LP sold a London property to Blackstone Group
for $514 million.[71]
In September 2014, Carlyle Group closed its fourth Asia fund at $3.9 billion
. it is the second-largest private equity fund ever raised for Asia
investments.[72]
In October 2014, Carlyle announced it would acquire a controlling stake in
six power plants in the south eastern US state of Georgia worth $2 billion.[
73]
In December 2014, Carlyle Group announced its chief accounting officer
Curtis Buser would become the company's next chief financial officer.[74]
In August 2015, Carlyle announced it would acquire Symantec's data storage
business, Veritas Technologies, for $8 billion.[75] On January 30, 2016,
Carlyle Group purchased Veritas.[76]
In September 2015, Carlyle Group, along with the Chertoff Group acquired a
majority stake in Coalfire Systems, a global cybersecurity and technology
services provider specializing in cyber risk advisory, compliance
assessments, technical testing and software services for private enterprises
and government organizations.[77]
In September 2015, Carlyle acquired a 51% stake in PA Consulting.[78]
In November 2015, Carlyle Group acquired a majority stake in Brazilian
specialised assistance provider Tempo Participações for an
undisclosed sum.[79]
Ownership changes[edit]
For the first 25 years of its existence, Carlyle operated as a private
partnership controlled by its investment partners. In 2001, the California
Public Employees' Retirement System (CalPERS), which had been an investor in
Carlyle managed funds since 1996, acquired a 5.5% holding in Carlyle's
management company for $175 million.[80] The investment was valued at
approximately $1 billion by 2007 at the height of the 2000s buyout boom.[81]
In September 2007, Mubadala Development Company, an investment vehicle for
the government of Abu Dhabi of the United Arab Emirates, purchased a 7.5%
stake for $1.35 billion.[81][82]
In February 2008, California legislators targeted Carlyle and Mubdala,
proposing a bill that would have barred CalPERS from investing money "with
private-equity firms that are partly owned by countries with poor records on
human rights." The bill, which was intended to draw attention to the
connection between Carlyle and Mubadala Development was later withdrawn.[83]
In May 2012, Carlyle completed an initial public offering of the company,
listing under the symbol CG on the NASDAQ. The firm, which at the time
managed approximately $147 billion of assets, raised $671 million in the
offering. Following the IPO, Carlyle's three remaining founding partners,
Rubenstein, D'Aniello and Conway retained the position as the company's
largest shareholders.[84]
Subsidiaries and joint-ventures[edit]
Carlyle has been actively expanding its investment activities and assets
under management through a series of acquisitions and joint-ventures.
Carlyle Capital Corporation[edit]
In March 2008, Carlyle Capital Corporation, established in August 2006[85]
for the purpose of making investments in U.S. mortgage-backed securities,
defaulted on about $16.6 billion of debt as the global credit crunch brought
about by the subprime mortgage crisis worsened for leveraged investors. The
Guernsey-based affiliate of Carlyle was very heavily leveraged, up to 32
times by some accounts, and it expects its creditors to seize its remaining
assets.[86] Tremors in the mortgage markets induced several of Carlyle's 13
lenders to make margin calls or to declare Carlyle in default on its loans.[
87] In response to the forced liquidation of mortgage-backed assets caused
by the Carlyle margin calls and other similar developments in credit markets
, on March 11, 2008, the Federal Reserve gave Wall Street's primary dealers
the right to post mortgaged-back securities as collateral for loans of up to
$200 billion in higher-grade, U.S. government-backed securities.[88]
On 12 March 2008, BBC News Online reported that "instead of underpinning the
mortgage-backed securities market, it seems to have had the opposite effect
, giving lenders an opportunity to dump the risky asset" and that Carlyle
Capital Corp. "will collapse if, as expected, its lenders seize its
remaining assets."[89] On March 16, 2008, Carlyle Capital announced that its
Class A Shareholders had voted unanimously in favor of the Corporation
filing a petition under Part XVI, Sec. 96, of the Companies Law (1994) of
Guernsey[90] for a "compulsory winding up proceeding" to permit all its
remaining assets to be liquidated by a court appointed liquidator.[91]
The losses to the Carlyle Group due to the collapse of Carlyle Capital are
reported to be "minimal from a financial standpoint".[92]
In documentaries[edit]
Carlyle has been profiled in two notable documentaries: Michael Moore's
Fahrenheit 9/11 and William Karel's The World According to Bush.
In Fahrenheit 9/11, Moore makes nine allegations concerning the Carlyle
Group.[93] Moore focused on Carlyle's connections with George H. W. Bush and
his Secretary of State James Baker, both of whom had at times served as
advisers to the firm. The movie quotes author Dan Briody, who claimed that
the Carlyle Group "gained" from theSeptember 11 attacks because it owned
United Defense, a military contractor, although the firm’s $11 billion
Crusader artillery rocket system developed for the United States Army is one
of the few weapons systems cancelled by the Bush administration.[18] A
Carlyle spokesman noted in 2003 that its 7% interest in defense industries
was far less than several other Private equity firms.[94] Carlyle also has
provided detail on its links with the Bin Laden family, specifically the
relatively minor investments by an estranged half brother.[citation needed]
In The World According to Bush, William Karel interviewed Frank Carlucci to
discuss the presence of Shafiq bin Laden, Osama bin Laden's estranged
brother, at Carlyle's annual investor conference while the September 11
attacks were occurring.[20][95]
Notable employees and advisors[edit]
The following is a list of both current and former employees and advisors.
Business[edit]
G. Allen Andreas – Chairman of the Archer Daniels Midland Company, Carlyle
European Advisory Board
Daniel Akerson – CEO of General Motors, Board member at 7 companies,
Managing director at Carlyle
Joaquin Avila – former managing director at Lehman Brothers, Managing
director at Carlyle
Laurent Beaudoin – CEO of Bombardier (1979–), former member of Carlyle's
Canadian Advisory board
Peter Cornelius – Managing Director of Nielsen Australia.
Paul Desmarais – Chairman of the Power Corporation of Canada, former member
of Carlyle's Canadian Advisory board
David M. Moffett – CEO of Freddie Mac, Former Senior advisor to the Carlyle
Karl Otto Pöhl – former President of the Bundesbank, Former Senior
advisor to the Carlyle Group
Olivier Sarkozy (half-brother of Nicolas Sarkozy, former President of France
) – co-head and managing director of its recently launched global financial
services division, since March 2008.[96]
Politicians[edit]
North America
George H. W. Bush, former U.S. President, Senior Advisor to the Carlyle Asia
Advisory Board from April 1998 to October 2003.
James Baker III, former United States Secretary of State under George H. W.
Bush, Staff member under Ronald Reagan and George W. Bush, Carlyle Senior
Counselor, served in this capacity from 1993 to 2005.
Frank C. Carlucci, former United States Secretary of Defense from 1987 to
1989; Carlyle Chairman and Chairman Emeritus from 1989 to 2005.
Richard G. Darman, Director of the Office of Management and Budget in the
Bush Administration; Managing director from 1993, later Senior Advisor[97]
William E. Kennard, chairman of the Federal Communications Commission from
1997-2001 and United States Ambassador to the European Union; Carlyle
managing director from 2001-2009[98]
Arthur Levitt, Chairman of the U.S. Securities and Exchange Commission (SEC)
under President Bill Clinton, Carlyle Senior Advisor from 2001 to the
present
Luis Téllez Kuenzler, Mexican economist, former Secretary of Communications
and Transportation under the Felipe Calderón administration and former
Secretary of Energy under the Zedillo administration.
Julius Genachowski, former Chairman of the Federal Communications Commission
Frank McKenna, former Premier of New Brunswick, Canadian Ambassador to the
United States between 2005 and 2006 and current Deputy Chairman of Toronto-
Dominion Bank; served on Carlyle's Canadian advisory board.
Mack McLarty, Carlyle Group Senior Advisor (from 2003), White House Chief of
Staff to President Bill Clinton from 1993 to 1994.
Randal K. Quarles, former Under Secretary of the U.S. Treasury under
President George W. Bush, now a Carlyle managing director
Europe
John Major, former British Prime Minister, Chairman, Carlyle Europe from
2001–2004[99]
Asia
Anand Panyarachun, former Prime Minister of Thailand (twice), former member
of the Carlyle Asia Advisory Board until the board was disbanded in 2004[99]
Fidel V. Ramos, former president of the Philippines, Carlyle Asia Advisor
Board Member until the board was disbanded in 2004[99]
Peter Chung, former associate at Carlyle Group Korea, who resigned in 2001
after 2 weeks on the job after an inappropriate e-mail to friends was
circulated around the world[100][101]
Thaksin Shinawatra, former Prime Minister of Thailand (twice), former member
of the Carlyle Asia Advisory Board until 2001 when he resigned upon being
elected Prime Minister.[102]
Media[edit]
Norman Pearlstine – editor-in-chief of Time magazine from (1995–2005),
senior advisor telecommunications and media group, 2006–
See also[edit]
Carlyle Group companies (category)
Arbusto Energy
&&&&&&&&&&&
William E. Conway Jr.
From Wikipedia, the free encyclopedia
(Redirected from William E. Conway, Jr.)
For other people named William Conway, see William Conway (disambiguation).
Bill Conway
Born William E. Conway Jr.
August 27, 1949 (age 67)[1]
Lowell, Massachusetts, U.S.
Education B.A. Dartmouth College; MBAUniversity of Chicago Booth School
of Business
Occupation Managing Director of the Carlyle Group
Net worth US$2.5 billion (August 2015)[2]
William E. "Bill" Conway Jr. (born August 27, 1949) is a co-founder of The
Carlyle Group.[3][4][2]
Contents
1Early life
2Career
3Personal life
4References
Early life[edit]
Conway received his undergraduate degree from Dartmouth College and an MBA
from the University of Chicago Booth School of Business.[3][4][2]
Career[edit]
He started his career by serving in a variety of positions in corporate
finance, commercial lending, workout loans and general management for almost
ten years with First National Bank of Chicago.[3][4] From 1981 to 1986,
Conway had worked in various financial positions at MCI Communications being
named senior vice president and chief financial officer in 1984.[3][4] In
1987, he co-founded Carlyle with David Rubenstein and Daniel D'Aniello.[3][4
][2][5]
He has served as the chairman of the boards of Nextel Communications and
United Defense Industries.[5] He has made charitable donations to the
Catholic Church.[3] As of September 2011, he is the 540th richest person in
the world, and the 139th richest in the United States.[2] He is worth US$ 2.
7 billion.[2]
Personal life[edit]
He is married with one child, and he lives in McLean, Virginia.[2]
$$$$$$$$$$$$
Daniel A. D'Aniello
From Wikipedia, the free encyclopedia
Daniel A. D’Aniello
Born September 14, 1946 (age 70)
Butler, Pennsylvania, US
Alma mater Syracuse University
Harvard Business School
Occupation Chairman, The Carlyle Group
Net worth US$3.0 billion (May 2015)[1]
Spouse(s) Gayle D'Aniello
Children Two
Daniel Anthony D’Aniello (born September 14, 1946) is an American
businessman.[2][3][4][5] He is the cofounder and chairman of the Carlyle
Group, a private equity firm headquartered in Washington, D.C..[4]
Contents
1Biography
1.1Early life
1.2Career
1.3Philanthropy
1.4Personal life
2References
Biography[edit]
Early life[edit]
D'Aniello grew up in Butler, Pennsylvania, and graduated from Butler Senior
High School.[3] He graduated from Syracuse University magna cum laude in
1968, where he was a member of Beta Gamma Sigma, an honor society for
business students and scholars.[2][3][5] He received an M.B.A. from the
Harvard Business School in 1974, where he was a Teagle Foundation Fellow.[2]
[3][5]
Career[edit]
He served as a financial officer at Pepsico and TWA.[2][3][4][5] He later
served as Vice President for Finance and Development at the Marriott
Corporation.[2][3][4][5] He was responsible for the valuation of major
mergers, acquisitions, divestitures, debt and equity offerings, and project
financings.[4]
In 1987, he co-founded the Carlyle Group with William E. Conway, Jr., and
David Rubenstein.[2][3][4][5] He now serves as Chairman of the Board.[4]
He serves on the Board of Trustees of the American Enterprise Institute.[2][
6] He also serves on the Board of Trustees of his alma mater, Syracuse
University, and on the Corporate Advisory Council of its Martin J. Whitman
School of Management.[2][4]
Philanthropy[edit]
Daniel and Gayle D'Aniello support the Washington National Opera.[7]
“I’m a good Italian boy,” he said. “l love opera and anything that ends
in a vowel.”
— Daniel D'Aniello, The Washington Post
Personal life[edit]
He lives in Vienna, Virginia with his wife of thirty-nine years, Gayle.
Together they have two daughters.
$$$$$$$$$$$$$$
David Rubenstein
From Wikipedia, the free encyclopedia
For the founding Executive Director for the Save Darfur Coalition, see David
Rubenstein (activist).
David M. Rubenstein
David M. Rubenstein at the World Economic Forum annual meeting in Davos,
2009
Born August 11, 1949 (age 67)[1]
Baltimore, Maryland, U.S.
Nationality United States
Alma mater Duke University
University of Chicago (J.D.)
Occupation Managing Director of the Carlyle Group
Net worth US $ 2.5 billion (November 2015)[2]
Spouse(s) Alice Nicole Rogoff
Children 3
David Mark Rubenstein (born August 11, 1949) is an American financier and
philanthropist best known as co-founder and co-chief executive officer of
The Carlyle Group,[3] a global private equity investment company based in
Washington D.C. He is also currently serving as chairman of the Kennedy
Center for the Performing Arts and chairman of the board of trustees atDuke
University, his alma mater.[3] According to the Forbes ranking of the
wealthiest people in America, Rubenstein has a net worth of $2.5 billion.[2]
Contents
1Early life and career
2Personal life
3Philanthropy
3.1Duke University
3.2University of Chicago
4Affiliations
5Quotes
6References
7External links
Early life and career[edit]
Rubenstein grew up an only child in a Jewish family in an exclusively Jewish
neighborhood in Baltimore. His beginnings were modest. His father was
employed by the United States Postal Service and his mother was a homemaker.
[4][5]
He graduated from the college preparatory high school Baltimore City College
, at the time an all-male school, and then fromDuke University magna cum
laude in 1970. He earned his law degree from the University of Chicago Law
School in 1973, where he was an editor of the University of Chicago Law
Review. From 1973 to 1975, Rubenstein practiced law in New York with Paul,
Weiss, Rifkind, Wharton & Garrison. Prior to starting Carlyle in 1987, with
William E. Conway, Jr. and Daniel A. D'Aniello, Rubenstein was a deputy
domestic policy advisor to President Jimmy Carter and worked in private
practice inWashington, D.C.
Although in 2006 private equity activity was booming and larger companies
than ever before were bought out, insiders feared the day that it would
abruptly end. On two different occasions David Rubenstein expressed this
fear. In January 2006, he stated: "This has been a golden age for our
industry, but nothing continues to be golden forever".[6] One month later,
he emphasized this concern more explicitly: "Right now we're operating as if
the music's not going to stop playing and the music is going to stop. I am
more concerned about this than any other issue",[7] These concerns proved to
be right as at the end of 2007 the buyout market collapsed. This collapse
can largely be attributed to the credit crunch, which significantly
increased the cost of borrowing. As leveraged loan activity came to an
abrupt stop, private equity firms were unable to secure financing for their
transactions. As the consequences of the credit crunch unveiled themselves,
many previously announced buyouts were cancelled.
In May 2008 David Rubenstein stated: "But once this period is over, once the
debt on the books of the banks is sold and new lending starts, I think you'
ll see the private equity industry coming back in what I call the Platinum
Age - better than it's ever been before. I do think that the private equity
industry has a great future and that the greatest period for private equity
is probably ahead of us."[8]
Personal life[edit]
David Rubenstein's father was a postal service worker earning $7,000
annually and his mother a housewife, the family lived in Baltimore. In a
speaking engagement at theUniversity of Maryland, he revealed that his
mother wanted him to grow up and become a dentist. Rubenstein has stated
that he was once offered to meet Mark Zuckerberg before he dropped out of
Harvard but decided against it. This is his single greatest investment
regret.[9]
He lives in Bethesda, Maryland, and is married to Alice Rubenstein (née
Alice Nicole Rogoff), founder of the Alaska House New York and the Alaska
Native Arts Foundation and owner of Alaska Dispatch News. They met while
Rubenstein was working for the Carter Administration and were married on May
21, 1983.[10] They have three children together, two daughters and a son.
In addition to his main Bethesda residence, he has vacation homes in
Colorado and Nantucket. As of early 2016, he normally drives a fifteen-year-
old Mercedes station wagon.[11]
Philanthropy[edit]
Rubenstein was among the initial forty individuals[12] who have pledged to
donate more than half of their wealth to philanthropic causes or charities
as part of The Giving Pledge.
He has made large gifts to Duke University, Harvard University, Johns
Hopkins University, the University of Chicago Law School, and the National
Park Service.
He was elected to the Board of Trustees of the University of Chicago on May
31, 2007.[13]
In December 2007 Rubenstein purchased the last privately owned copy of the
Magna Carta at Sotheby's auction house in New York for $21.3 million.[14] He
has lent it to the National Archives in Washington D.C.[15] In 2011,
Rubenstein gave $13.5 million to the National Archives for a new gallery and
visitor's center.[16] He has purchased rare Stone copies of the Declaration
of Independence,[17] the Emancipation Proclamation,[18] the 13th Amendment,
[19] and the Constitution and has lent these copies to the State Department,
the National Archives, the National Constitution Center, the Smithsonian
and Mount Vernon.
Rubenstein was elected Chairman of the Board of the Kennedy Center,
Washington, DC, starting in May 2010. He was Vice Chairman of the Board of
the Lincoln Center for the Performing Arts, New York, and chairman of its
fundraising drive. A new atrium was named for him.[20] He is on the board of
regents of the Smithsonian Institution.[21]
In December 2011, Rubenstein donated $4.5 million to the National Zoo for
its giant panda reproduction program.[22] The panda complex was then named
the David M. Rubenstein Family Giant Panda Habitat for the next five years
and conservation biologists in the U.S. and China who are awarded National
Zoo fellowships for their work to save pandas would be named "David M.
Rubenstein Fellows."[23] Another $4.5 million was donated in September 2015,
about four weeks after a male giant panda cub was born.[24]
In 2012, he donated $7.5 million towards the repair of the Washington
Monument.[25][26]
In 2013, he donated $50 million to the John F. Kennedy Center for the
Performing Arts, which is being used for 65,000 square foot addition.[27]
In April 2013 and 2015, he donated a total of $20 million[28] to the Thomas
Jefferson Foundation, which will be used to rebuild at least two buildings
in the slave community on Mulberry Row at Monticello. The funds will also be
used to restore Jefferson's original road scheme, restore the second and
third stories of Jefferson's home which are currently mostly empty, and
replace infrastructure.[29]
In November 2013, he bought a copy of the Bay Psalm Book for $14.1 million,
the highest price ever paid for a printed book, and pledged to lend it to
public collections and exhibitions around the world.[30]
In 2014, he donated $10 million to Montpelier, to support the renovation of
the home of James Madison.[31]
In November 2015, he donated $20 Million for the New Commons Building at the
Institute for Advanced Study. The building will be named Rubenstein Commons
and will feature conference space, meeting rooms, a cafe, and office space.
[32]
On February 15, 2016, Presidents' Day, Rubenstein presented a gift of $18.5
million to the National Park Foundation to expand educational resources,
foster public access, and repair and restore the Lincoln Memorial on the
National Mall in Washington, DC. The park plans to create 15,000 square feet
of visitor space beneath the memorial.[33] This gift, presented during
National Park Service's centennial year, was Rubenstein's fourth gift to
benefit US national parks.[34]
Duke University[edit]
Rubenstein has made several gifts to Duke University. He donated $5 million
to Duke's Sanford School of Public Policy in 2002, after which Rubenstein
Hall was named for him. In 2009, he donated an additional $5.75 million to
the school.[35] In 2011, he also donated $13.6 million to the Duke
University Libraries in support of renovating the university's special
collections library, which was named the David M. Rubenstein Rare Book &
Manuscript Library.[36] In 2012, he donated $15 million to support the
university's Innovation and Entrepreneurship Initiative.[37] That same year,
he gave another $10 million to support Duke Athletics.[38] In 2013,
Rubenstein donated $10 million to fund graduate fellowships and
undergraduate internships at the Sanford School of Public Policy.[39] In
2015, Rubenstein gave $25 million towards the new $50 million, 71,000-square
foot Arts Center, set to be inaugurated in 2017.[40]
University of Chicago[edit]
In 2010 and 2013, he provided a total of $20 million to the Law School for
scholarships. The gifts will fund up to 60 full-tuition scholarships in
three consecutive Law School graduating classes. Approximately 10 percent of
all students from the Classes of 2017, 2018, and 2019 will be Rubenstein
Scholars.[41]
In 2014, he provided the lead funding for a Forum to serve as the University
's principal conference center.[42]
%%%%%%%%%%%%
CITIC Group
From Wikipedia, the free encyclopedia
Not to be confused with CIT Group or Citigroup.
For the main subsidiary, see CITIC Limited.
CITIC Group
Type State-owned enterprise
Industry Investment company
Founded 1979; 37 years ago
Founder Rong Yiren
Headquarters Beijing, China
Area served People's Republic of China
Key people Chang Zhenming (Chairman), Jiong Wang (Vice Chairman,
President, Member of Executive Committee and Member of Nomination Committee)
, Jianzhong Dou (Executive Director and Member of Executive Committee), Wei
Min Ju (Chief Financial Officer)
Products Financial Services, Banking
Revenue CN¥375 billion (2013)
Operating income CN¥71 billion (2013)
Net income CN¥38 billion (2013)
Total assets CN¥4.300 trillion (2013)
Total equity CN¥272 billion (2013)
Owner Ministry of Finance (100%)
Parent Ministry of Finance
Subsidiaries CITIC Limited
Website www.group.citic
Footnotes / references
in a consolidated basis; equity and profit excluded minority interests; in
Chinese Accounting Standards[1]
CITIC Group Corporation Ltd.
Simplified Chinese 中国中信集团有限公司
Traditional Chinese 中國中信集團有限公司
Transcriptions
Standard Mandarin
Hanyu Pinyin Zhōngguó zhōngxìn jítuán yǒuxiàn gōngsī
CITIC Group
Simplified Chinese 中信集团
Traditional Chinese 中信集團
Transcriptions
Standard Mandarin
Hanyu Pinyin zhōngxìn jítuán
CITIC Group Corporation Ltd., formerly the China International Trust and
Investment Corporation, is a state-ownedinvestment company of the People's
Republic of China, established by Rong Yiren in 1979 with the approval of
Deng Xiaoping.[2] Its headquarters are in Chaoyang District, Beijing.[3]
Contents
1Businesses
2History
3Group companies
4Equity investments
5See also
6References
7External links
Businesses[edit]
Its initial aim was to "attract and utilize foreign capital, introduce
advanced technologies, and adopt advanced and scientific international
practice in operation and management."[4] It now owns 44 subsidiaries
including China CITIC Bank, CITIC Holdings, CITIC Trust Co. and CITIC
Merchant Co., Ltd (mainly banks) in China, Hong Kong, the United States,
Canada,Australia and New Zealand.
History[edit]
The founder of CITIC, Rong Yiren, was one of the richest businessmen in
China in the 1980s. He was also one of the earliest capitalists who stayed
in mainland China. .
It was reported on September 17, 2008, that CITIC was in talks to acquire
Morgan Stanley.[citation needed] Instead Morgan sold a substantial portion
of their company to Mitsubishi UFJ Financial Group in addition to applying
for $10 billion from the Treasury Department as part of the $700 billion
Troubled Asset Relief Program.
Its subsidiary, CITIC Pacific (Chinese: 中信泰富, now known as CITIC Limited
), made unauthorized bets on the foreign currency market in October 2008 and
lost HK$14.7 billion (US$1.9 billion, when accounted for in mark-to-market
terms).Senior executives such as Financial Controller Chau Chi-Yin and Group
Finance Director Leslie Chang resigned.[5][6][7] Its stock price plunged 55
.1 percent upon the resumption of trade.[8]
CITIC Group injected most of their assets to CITIC Limited in 2014. However,
CITIC Guoan Group was excluded, which was recapitalized by other private
capital.
In 2015, CITIC Group sold 10% stake of CITIC Limited to a joint-venture of
Itochu and Charoen Pokphand for HK$34.4 billion(US$4.54 billion); the joint
venture also subscribed new convertible preferred shares for HK$45.9 billion
(or US$5.9 billion).[9]It was reported it was the largest investment ever
made by a Japanese general trading company.[10] The transaction is also the
largest acquisition in China by a Japanese company, and the largest
investment by foreigners in a Chinese state-owned enterprise.[11]
In 2015, CITIC Group ranks the 186th among Fortune Global 500, with an
annual revenue of $55,325 million.[12]
Group companies[edit]
Wuhan International Trust and Investment Corporation
CITIC Limited, a subsidiary of CITIC group in Hong Kong
China CITIC Bank
CITIC International Financial Holdings
CITIC Bank International
CITIC Resources
CITIC Construction
CITIC Newedge
CITIC Trust
CITIC Real Estate
Equity investments[edit]
CITIC Guoan Group (20.95%)
CITIC Securities
See also[edit]
China portal
Companies portal
CITIC Plaza, a skyscraper in Guangzhou, PRC
CITIC Tower, a skyscraper in Hong Kong
CITIC Heavy Industries in Luoyang
w*********9
发帖数: 548
2
12月 谈谈间谍问题
我一直感觉Reuters 有日本的间谍,他们会通过报道来传递针对华人屠杀的计划,和发
布不利于华人的报道,制造舆论。最重要他们后边的势力和犯罪集团有关。有必要好好
调查这个组织。
How top U.S. colleges hooked up with controversial Chinese companies
By Steve Stecklow and Alexandra Harney
Filed Dec. 2, 2016, noon GMT
New Oriental, China’s biggest private educator, has been accused of
academic fraud. Thanks to two enterprising Americans, it has also gained
access to leading U.S. college admissions officers.
SHANGHAI/SHELTER ISLAND, New York - Thomas Benson once ran a small liberal
arts college in Vermont. Stephen Gessner served as president of the school
board for New York’s Shelter Island.
More recently, they’ve been opening doors for Chinese education companies
seeking a competitive edge: getting their students direct access to
admissions officers at top U.S. universities.
Over the past seven years, Benson and Gessner have worked as consultants for
three major Chinese companies. They recruited dozens of U.S. admissions
officers to fly to China and meet in person with the companies' student
clients, with the companies picking up most of the travel expenses. Among
the schools that participated: Cornell University, the University of Chicago
, Stanford University and the University of California, Berkeley.
Two companies Benson and Gessner have represented – New Oriental Education
& Technology Group Inc and Dipont Education Management Group – offer
services to students that go far beyond meet-and-greets with admissions
officers.
Eight former and current New Oriental employees and 17 former Dipont
employees told Reuters the firms have engaged in college application fraud,
including writing application essays and teacher recommendations, and
falsifying high school transcripts.
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The New Oriental employees said most clients lacked the language skills to
write their own essays or personal statements, so counselors wrote them;
only the top students did original work. New Oriental and Dipont deny
condoning or wittingly engaging in application fraud.
Building on a model they pioneered for Dipont, Benson and Gessner helped New
Oriental introduce its clients to U.S. admissions officers, linchpin
players in the fast-growing business of supplying Chinese students a
prestigious American education.
Beijing-based New Oriental is a behemoth. Founded in 1993, the company is
China’s largest provider of private education services, serving more than
two million Chinese students a year. Its shares trade on the New York Stock
Exchange. The company generates about $1.5 billion in annual net revenue
from programs that include test preparation and English language classes.
This year, about 10,000 of its clients were enrolled in American colleges
and graduate schools.
Winning the trust of American college admissions officers is an important
part of the business model. New Oriental’s counseling division - Beijing
New Oriental Vision Overseas Consultancy Co - has centers throughout China
and 3,300 counselors and staff. It typically charges students between $1,450
and $7,300 to recommend colleges and prepare applications.
A New Oriental student contract reviewed by Reuters states that its services
include “writing or polishing” parts of college applications. The
contract says New Oriental will set up an email account on behalf of the
client for communicating with colleges, keeping sole control of the password
. Several former employees said some students never even saw their
applications: The company controlled the entire process, including
submitting the application to colleges.
The new insight into the business practices of Chinese education companies
comes at a time when American colleges are relying more heavily on Chinese
undergraduates, who tend to pay full tuition. Their numbers grew 9 percent
to 135,629 students in the 2015-2016 school year, representing nearly a
third of all international undergraduates, according to the Institute of
International Education.
EXCLUSIVE DESTINATION: Stanford University, one of America’s most selective
schools, participated in a 2011 China tour orchestrated by Benson and
Gessner. REUTERS/Beck Diefenbach
CALIFORNIA DREAM: The University of California, Berkeley. Admissions
officers from the top public school have attended five of the Benson-Gessner
China visits. REUTERS/Noah Berger
Helping Chinese kids get into U.S. schools has become a significant industry
, with hundreds of companies having sprung up in China to cash in. These
businesses often charge large sums for services that sometimes include
helping students cheat on standardized tests and falsifying their college
applications.
Ghost-writing applications for students is so common in China that some who
do it speak openly about the practice.
“I wrote essays and recommendation letters for students when I worked at
New Oriental, which I still do right now for my own consultancy,” former
New Oriental employee David Shi told Reuters. “I know there is an ethical
dilemma but it’s the nature of the industry.”
Many of the colleges participating in the New Oriental and Dipont trips said
accepting travel expenses from the Chinese companies was appropriate, that
they hadn’t been aware of the fraud accusations, and that none of the
students received special consideration. Some said they have stopped or will
stop participating in the subsidized trips. (See table.)
Benson, in a statement responding to the fraud accusations, said: “There
are many bad actors and bad practices in the world of admissions counseling,
in both China and the United States. In every visit we have made to China,
we have been strong advocates for the highest standards of honesty in the
admissions process. We believe that we and those who have traveled with us
have upheld these standards.”
New Oriental said its counseling division “prides itself on its
longstanding commitment to education and the very high standards it has.”
It added: “The company’s operations are governed by robust policies and
procedures designed to guard against any unendorsed behavior by employees
who are assisting students.”
Benson, who is 76 and speaks Mandarin, used to be president of Green
Mountain College in Poultney, Vermont. He said he has had a lifelong
fascination with China. He had a Chinese roommate in college and led a
program for a spring term in China as a professor at the University of
Maryland in the 1980s. Benson also is the co-founder of ASIANetwork, a
consortium of about 170 colleges that promotes Asian studies.
“China has been in my blood and in my family history all the way through,”
he said.
He said he first met Gessner, 72, about eight years ago. At the time,
Gessner was a consultant to Shanghai-based Dipont, which runs international
programs in Chinese high schools and college-counseling services that can
cost a student more than $32,000.
Dipont executives said they wanted to help more students study in the United
States. So, they initially hired Gessner, and later Benson, to help train
guidance counselors and develop student exchange programs.
Beginning in 2009, Gessner and Benson launched tours and summer camps for U.
S. admissions officers to meet Dipont students in China and advise them on
applying to colleges. Benson said he and Gessner recruited the universities
through contacts in secondary and higher education.
To establish credibility with the colleges, they said, they set up a New
York-based non-profit called the Council for American Culture and Education
Inc, or CACE.
“It was a more respectable way to work as consultants. It helped us to
recruit colleges,” said Gessner.
ENTERPRISING EDUCATOR: Thomas Benson, ex-president of Green Mountain College
in Vermont, helped create a niche industry: organizing subsidized tours for
U.S. college admissions officers to China. REUTERS/Handout
“There are many bad actors and bad practices in the world of admissions
counseling, in both China and the United States.”
Thomas Benson, education consultant
The strategy worked. The early participants included admissions officers
from such prestigious institutions as Cornell, Stanford, Swarthmore College,
Emory University and the University of Michigan in Ann Arbor.
Reuters reported in October that the New York Attorney General’s office
planned to review the charity, which had failed to disclose its ties to
Dipont in U.S. and New York State tax filings. The review could lead to a
formal investigation if authorities find evidence that CACE violated New
York law.
Reuters also reported that eight former Dipont employees had described how
the company had engaged in application fraud, including writing essays for
students and altering recommendation letters. Since the story, Reuters has
interviewed nine additional former Dipont employees who gave similar
accounts.
In a statement, Dipont said: “We will promptly and thoroughly investigate
any credible evidence of any situation in which the company's legal and/or
ethical standards may not have been upheld by any of its employees, and will
take appropriate action if we find that there have been lapses.”
In 2012, Benson and Gessner said, they were recruited as consultants by New
Oriental and ceded control of CACE to Dipont.
Benson described their financial arrangement with New Oriental as “almost a
carbon copy” of their deal with Dipont: The two Americans received $50,000
for arranging each tour. They also set up another New York-based nonprofit,
the Council for International Culture and Education, or CICE. Benson said
New Oriental has no control over CICE.
The duo enlisted many of the same colleges that had participated in Dipont
camps, and added some others, including Haverford College, the University of
North Carolina at Chapel Hill and the University of Florida. New Oriental
covered travel expenses for tours to various cities in China.
To get the colleges to participate in the New Oriental trips, Benson and
Gessner used the playbook they perfected at Dipont. Both Chinese companies
paid airfare, hotel and other travel expenses for each of the admissions
officers whom Benson and Gessner brought to China between 2009 and last year
. “They wouldn’t go otherwise,” Benson said.
The ethics code for college admissions officers doesn’t address the
propriety of such arrangements. Cigus Vanni, a retired high school counselor
from Wynnewood, Pennsylvania, said it was “absolutely” unethical for
colleges to accept the money. He likened it to a “pay-for-play” scheme in
which prospective Chinese students get special treatment. Many American
applicants to elite U.S. colleges - which can receive five to 20
applications for each available slot - don’t get to directly interact with
admissions officers.
“You’re giving these people direct access to college admissions officers
that no one else has,” said Vanni, who serves on the admissions practices
committee of the National Association for College Admission Counseling. “
And there’s something expected in return for that.”
ETHICAL CONCERN: Cigus Vanni, a member of the college-counseling profession
’s practices committee, argues that admissions officers shouldn’t be
accepting subsidized trips from Chinese education companies. REUTERS/Mark
Makela
“You’re giving these people direct access to college admissions officers
that no one else has. And there’s something expected in return for that.”
Cigus Vanni, member, National Association for College Admission Counseling
New Oriental touts the benefits of this access to prospective clients. In
promotional material on its website, the company described how, during the
2014 tour, it arranged for one of its students “to have opportunities to
have close contact with a Carleton admissions officer.”
The testimonial ends with the young woman receiving an acceptance letter
from Carleton College.
Carleton admissions officers went on tours subsidized by New Oriental in
2013, 2014 and 2015 and participated in six Dipont-subsidized summer camps.
Paul Thiboutot, Carleton’s vice president and dean of admissions, said the
Northfield, Minnesota, college was unaware of the New Oriental ad. He said
Carleton is now reconsidering its involvement in such programs “and most
likely will no longer participate.”
“We do indeed see ethical issues in accepting all-expense-paid trips from
Chinese companies if these companies allegedly engage in college application
fraud,” he said in an email.
Dan Warner, director of admission at Rice University in Houston, said when
Rice agreed to send an admissions officer on a tour in 2014, it believed the
trip was underwritten by CICE, not New Oriental. He said Rice probably
wouldn’t have participated had it known of the company’s role. Benson said
New Oriental’s role was made clear.
Olivia Qiu said she used New Oriental to apply to eight U.S. colleges in
2010. After completing a questionnaire, the counselors took over. “I didn’
t write anything. They wrote everything for me,” she said.
Qiu ultimately didn’t attend any of those eight colleges. Before university
, she took a job at New Oriental in Tianjin and said she wrote essays for
students. Other employees, she said, wrote personal statements, supplemental
essays and recommendation letters. “Sometimes, the student didn’t even
see (the application) before they submitted it” to colleges, she said.
She said she quit over ethical concerns. “I just thought that’s not right,
that’s not how you help students,” she said.
A current New Oriental employee said he once falsified an entire high school
transcript for a student. A former employee who worked in 2014 and 2015
compared New Oriental’s college application process to an assembly line:
One person was in charge of signing a service contract with parents, another
compiling a college list, a third completing the application, and a fourth
submitting it to universities.
“By ‘schmoozing and exchanging ideas’ with admissions officers, you are
halfway to a successful application to a famous school.”
Advertisement for EIC Group of China
Alan Li worked on applications in 2012 and 2013 in Shanghai. He said he
wrote personal statements and edited recommendation letters students had
written about themselves. He said he would use material for essays from
questionnaires the students completed but would invent stories if necessary.
Li said he initially felt “really conflicted” but ultimately decided that
a good student who was a “horrible writer” deserved a break.
By early this year, Benson and Gessner had stopped working for New Oriental
and were focusing on new markets, including India, Sri Lanka and Africa.
But the duo hasn’t abandoned China. In June, CICE organized a tour for
admissions officers from seven U.S. colleges on behalf of another Chinese
company, EIC Group.
“I am getting a late start in putting out invitations for the summer 2016
China tour, primarily because we (CICE) have moved from New Oriental to a
new Chinese partner,” Benson emailed an admissions officer at the
University of Florida in March. “We were invited by EIC, a large, much more
innovative Chinese organization to partner with them on a series of summer
tours - boarding school, college, and graduate school.”
In addition to Florida, the schools included Colorado College, Cornell,
Macalester College, Smith College, the University of North Carolina at
Chapel Hill and the University of Rochester.
EIC Group paid CICE $35,000, according to Benson, and promoted the tour with
an advertisement on its website. “By ‘schmoozing and exchanging ideas’
with admissions officers, you are halfway to a successful application to a
famous school,” said the Chinese-language ad. The ad disappeared after
Reuters questioned the company about it.
A spokeswoman for EIC said the events were open to the public, and aimed to
improve Chinese students’ applications. She didn’t respond to questions
about the ad.
Benson said he hadn’t seen it. “That is really bad, horrible,” he said.
“My goodness.”
Additional reporting by Renee Dudley in Boston, James Pomfret in Hong Kong
and the Reuters Shanghai newsroom
LUCRATIVE INDUSTRY: Outside the Beijing office of New Oriental’s overseas
counseling division. The unit has 3,300 counselors and staff, charging
students between $1,450 and $7,300 to recommend colleges and prepare
applications. REUTERS/Thomas Peter
—————
Cheat Sheet
By Steve Stecklow and Alexandra Harney
Photo editing: Steve McKinley and Damir Sagolj
Design: Catherine Tai
Edited by Blake Morrison and Michael Williams
###############################
Mr Steve Stecklow
Senior Special Writer, News Editor
The Wall Street Journal, Boston
Steve Stecklow is a senior special writer and news editor in the Boston
bureau of The Wall Street Journal. He moved to Boston in July 2005 after
spending seven years at the Journal’s London bureau as a global
investigative reporter. Prior to that, he served as deputy bureau chief in
the Journal's Boston bureau between March 1996 and July 1998. He joined the
Journal in June 1993 as a Boston-based, national education reporter.
Mr. Stecklow has received numerous awards during his career. In April 2007,
he shared the Pulitzer Prize for public service with three Wall Street
Journal colleagues for a series of stories on backdated stock options. The
stories won several other awards, including the $25,000 Ursula and Gilbert
Farfel prize for investigative reporting from the Scripps Howard Foundation.
In 2003, Mr. Stecklow and a Journal colleague, Alix Freedman, were finalists
for a Pulitzer Prize for international reporting for a series on corruption
in the United Nations oil-for-food program. The stories also won a prize
from the United Nations Correspondents Association.
In 2001, Mr. Stecklow and Ms. Freedman received awards for their page-one
story “Bottled Up” about AIDS in Africa. They were recipients of the New
York City Chapter of the Society of Professional Journalist's Deadline Club
Award for best business news series or investigative reporting, of the New
York Press Club Award for business reporting and of the Exceptional Merit
Media Award in the news story category from the National Women's Political
Caucus.
Mr. Stecklow also won or shared the George Polk Award three times. He won it
alone in 1996 for a series on a massive Ponzi scheme.
Mr. Stecklow began his journalism career in 1976 as a reporter at the
Atlantic City Press in Pleasantville, N.J. He became a reporter at the
Philadelphia Bulletin later that year. In 1981, he spent six months as a
reporter at the Washington Star before joining the Philadelphia Inquirer,
where he later became a national correspondent.
Mr. Stecklow also is an adjunct professor at Boston University where he
teaches a course in investigative reporting.
$$$$$$$$$$$
アレクサンドラ・ハーニー
アレクサンドラ・ハーニー(Alexandra Harney、女性、1975年 - )は、アメ
リカ出身、香港在住のジャーナリスト。東京での生活も長い。著書に『中国貧困絶望
工場』がある。
目次
1経歴
2日本での活動
3著作
4脚注
5関連項目
6外部リンク
経歴[編集]
ジャーナリストの両親のもとに、アメリカのワシントンD.C.の郊外で育ち、ニュージ
ャージー州のプリンストン大学で日本語と日本の政治経済を学ぶ。1997年に来日した
際に英紙フィナンシャル・タイムズの当時の東京支局長にスカウトされ、大学
卒業後、1998年にフィナンシャル・タイムスの東京支局特派員となる。
1999年に広州にあるホンダの製造拠点を取材、そこで組み立てられたアコードを見て
、中国は製品製造分野で大国になると実感したことで中国に対する関心を持つ。また
、日本の電機メーカーの社員に「自分が中国語を勉強するのは、彼らが自分の仕事を
奪うからだ」、「中国はいずれ経済大国になる」と言われたこともあって中国語を学
び始めた。
ロンドンの本社へ転勤後は取材活動の傍ら中国語を勉強した。
2003年に香港で支局記者となり、中国本土での取材を始める。しかし、外国人記者へ
の規制が厳しいことや取材に役人が同行するなど制限が多かったため、同社を休職し
て、香港大学の客員教授となり、その資格を使って中国での人脈を広げ、中国本土の
工場経営と労働者の実態を取材した。2008年秋に写真家でジャーナリストのコリン&#
12539;ベーレと結婚し、現在は香港でフリージャーナリスト活動をしている。
日本での活動[編集]
元防衛庁長官の中谷元(当時性鹤h員)の事務所で働いたことがある[1]。
10代だった80年代後半はアメリカで日本脅威論が盛んで、経済大国のことを学ぼうと
思ったのが日本に興味を持ったきっかけであり、高校では日本語を選択し、名古屋市
の隣の尾張旭市に2カ月近くの期間ホームステイも経験している。
作れる料理は東京支局記者時代に覚えた日本料理だけだという。
コンビニの新商品チェックは欠かさず、日本の女性のファッション文化についても興
味を持っているという。
著作[編集]
『中国貧困絶望工場』(The China Price: The True Cost of Chinese Conpetitive
Advantage) 漆嶋稔訳 (New York Penguin Press, 2008)
脚注[編集]
^ Alexandra Harney. “THE CHINA PRICE”. 2015年2月4日閲覧。
関連項目[編集]
経済学
中華人民共和国の経済
外部リンク[編集]
ブログ(The China Price:英語)
カテゴリ:
アメリカ合泄违弗悌`ナリスト
ワシントンD.C.出身の人物
香港大学の教員
香港の人物
1975年生
存命人物
案内メニュー
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Reuters
From Wikipedia, the free encyclopedia
This article is about the Reuters news agency. For the current parent
company, see Thomson Reuters. For the former parent company prior to its
2008 acquisition by The Thomson Corporation, see Reuters Group.
Reuters
Reuters Building, Canary Wharf, London
Type Division
Industry News agency
Founded October 1851; 165 years ago
Headquarters Canary Wharf, London,England, United Kingdom[1]
Owner Thomson Reuters
Website reuters.com
Reuters /ˈrɔɪtərz/ is an international news agency
headquartered in Canary Wharf, London, England, United Kingdom and is a
division of Thomson Reuters.
Until 2008, the Reuters news agency formed part of an independent company,
Reuters Group plc, which was also a provider of financial market data. Since
the acquisition of Reuters Group by the Thomson Corporation in 2008, the
Reuters news agency has been a part of Thomson Reuters, making up the media
division. Reuters transmits news in English, French, Arabic, Spanish, German
, Italian, Portuguese, Russian, Japanese, Korean,Urdu, and Chinese.
Contents
1History
2Journalists
2.1Fatalities
3Criticism and controversy
3.1Policy of objective language
3.2Climate change reporting
3.3Photograph controversies
3.4Accusations of pro-Fernando Henrique Cardoso bias
4See also
5References
6Further reading
7External links
History[edit]
The Reuter agency was established in 1851 by Paul Julius Reuter in Britain
at the London Royal Exchange. Paul Reuter worked at a book-publishing firm
inBerlin and was involved in distributing radical pamphlets at the beginning
of the Revolutions in 1848. These publications brought much attention to
Reuter. He later developed a prototype news service in 1849 in which he used
electric telegraphy and carrier pigeons. The Reuter's Telegram Company was
later launched. The company initially covered commercial news, serving banks
, brokerage houses, and business firms.[2]
The first newspaper client to subscribe was the London Morning Advertiser in
1858.[3] Newspaper subscriptions subsequently expanded.
Over the years Reuter's agency has built a reputation in Europe and the rest
of the world as the first to report news scoops from abroad. Reuters was
the first to report Abraham Lincoln's assassination, for instance[citation
needed]. Almost every major news outlet in the world currently subscribes to
Reuters. Reuters operates in more than 200 cities in 94 countries in about
20 languages.[citation needed]
The last surviving member of the Reuters family founders, Marguerite
Baroness de Reuter, died at age 96 on 25 January 2009, after having suffered
a series of strokes.[4]
Journalists[edit]
The Reuters News Agency employs some 2,500 journalists and 600
photojournalists in about 200 locations worldwide.[5] Reuters journalists
use the Reuters Handbook of Journalism[6] as a guide for fair presentation
and disclosure of relevant interests, to maintain the values of integrity
and freedom upon which their reputation for reliability, accuracy, speed and
exclusivity relies.[6]
In May 2000, Kurt Schork, an American reporter, was killed in an ambush
while on assignment in Sierra Leone. In April and August 2003, news
cameramenTaras Protsyuk and Mazen Dana were killed in separate incidents by
U.S. troops in Iraq. In July 2007, Namir Noor-Eldeen and Saeed Chmagh were
killed when they were struck by fire from a U.S. military Apache helicopter
in Baghdad.[7][8] During 2004, cameramen Adlan Khasanov in Chechnya and Dhia
Najim in Iraq were also killed. In April 2008, cameraman Fadel Shana was
killed in the Gaza Strip after being hit by an Israeli tank.[9]
The first Reuters journalist to be taken hostage in action was Anthony Grey.
Detained by the Chinese government while covering China's Cultural
Revolutionin Peking in the late 1960s, it was said to be in response to the
jailing of several Chinese journalists by the colonial British government of
Hong Kong.[10] He was considered to be the first political hostage of the
modern age and was released after being imprisoned for 27 months from 1967
to 1969. Awarded anOBE by the British Government after his release, he went
on to become a best-selling historical novelist.
Fatalities[edit]
Name Nationality Location Date
Hos Maina Kenyan Somalia 12 July 1993
Dan Eldon Kenyan Somalia 12 July 1993
Kurt Schork American Sierra Leone 24 May 2000
Taras Protsyuk Ukrainian Iraq 8 April 2003
Mazen Dana Palestinian Iraq 17 August 2003
Adlan Khasanov Russian Chechnya 9 May 2004
Dhia Najim Iraqi Iraq 1 November 2004
Waleed Khaled Iraqi Iraq 28 August 2005
Namir Noor-Eldeen Iraqi Iraq 12 July 2007[11]
Saeed Chmagh Iraqi Iraq 12 July 2007[11]
Fadel Shana'a Palestinian Gaza Strip 16 April 2008
Hiro Muramoto Japanese Thailand 10 April 2010
Sabah al-Bazee Iraqi Iraq 29 March 2011
Molhem Barakat Syrian Syria 20 December 2013
Criticism and controversy[edit]
Policy of objective language[edit]
Reuters building entrance in New York City
Reuters has a policy of taking a "value-neutral approach," which extends to
not using the word "terrorist" in its stories, a practice which has
attracted criticism following the September 11 attacks.[12] Reuters'
editorial policy states: "We are committed to reporting the facts and in all
situations avoid the use of emotive terms. The only exception is when we
are quoting someone directly or in indirect speech."[13] (The Associated
Press, by contrast, does use the term "terrorist" in reference to non-
governmental organizations who carry out attacks on civilian populations.[12
])
Following the September 11 attacks, Reuters global head of news Stephen
Jukes reiterated the policy in an internal memo and later explained to media
columnist Howard Kurtz (who criticized the policy): "We all know that one
man's terrorist is another man's freedom fighter, and that Reuters upholds
the principle that we do not use the word terrorist...We're trying to treat
everyone on a level playing field, however tragic it's been and however
awful and cataclysmic for the American people and people around the world.
We're there to tell the story. We're not there to evaluate the moral case."[
12]
In early October 2001, CEO Tom Glocer and editor-in-chief Geert Linnebank
and Jukes later released a statement acknowledging that Jukes' memo "had
caused deep offence among members of our staff, our readers, and the public
at large" and wrote: "Our policy is to avoid the use of emotional terms and
not make value judgments concerning the facts we attempt to report
accurately and fairly. We apologize for the insensitive manner in which we
characterized this policy and extend our sympathy to all those who have been
effected by these tragic events."[14]
In September 2004, The New York Times reported that Reuters global managing
editor, David A. Schlesinger objected to Canadian newspapers' editing of
Reuters articles to insert the word terrorist. Schlesinger said: "my goal is
to protect our reporters and protect our editorial integrity."[15]
Climate change reporting[edit]
In July 2013, David Fogarty, former Reuters climate change correspondent in
Asia, resigned after a career of almost 20 years with the company and wrote
about a "climate of fear" which resulted in "progressively, getting any
climate change-themed story published got harder" following comments from
then deputy editor-in-chief Paul Ingrassia that he was a "climate change
sceptic". In his comments, Fogarty stated that "Some desk editors happily
subbed and pushed the button. Others agonised and asked a million questions.
Debate on some story ideas generated endless bureaucracy by editors
frightened to take a decision, reflecting a different type of climate within
Reuters—the climate of fear," and that "by mid-October, I was informed
that climate change just wasn't a big story for the present. …Very soon
after that conversation I was told my climate change role was abolished."[16
][17] Ingrassia, currently Reuters' managing editor, formerly worked for The
Wall Street Journal and Dow Jones for 31 years.[18] Reuters responded to
Fogarty's piece by stating that "Reuters has a number of staff dedicated to
covering this story, including a team of specialist reporters at Point
Carbon and a columnist. There has been no change in our editorial policy."[
19]
Subsequently, climate blogger Joe Romm cited a Reuters article on climate as
employing "false balance", and quoted Dr. Stefan Rahmstorf, Co-Chair of
Earth System Analysis at the Potsdam Institute that "[s]imply, a lot of
unrelated climate skeptics nonsense has been added to this Reuters piece. In
the words of the late Steve Schneider, this is like adding some nonsense
from the Flat Earth Society to a report about the latest generation of
telecommunication satellites. It is absurd." Romm opined that "We can't know
for certain who insisted on cramming this absurd and non-germane 'climate
sceptics nonsense' into the piece, but we have a strong clue. If it had been
part of the reporter's original reporting, you would have expected direct
quotes from actual skeptics, because that is journalism 101. The fact that
the blather was all inserted without attribution suggests it was added at
the insistence of an editor."[20]
Photograph controversies[edit]
According to Ynetnews, Reuters was accused of bias against Israel in its
coverage of the 2006 Israel–Lebanon conflict after the wire service used
two doctored photos by a Lebanese freelance photographer, Adnan Hajj.[21] In
August 2006, Reuters announced it had severed all ties with Hajj and said
his photographs would be removed from its database.[22]
In 2010 Reuters was criticised again by Haaretz for "anti-Israeli" bias when
it cropped the edges of photos, removing commandos' knives held by
activists and a naval commando's blood from photographs taken aboard the
Mavi Marmara during the Gaza flotilla raid, a raid that left nine Turkish
activists dead. It has been alleged that in two separate photographs, knives
held by the activists were cropped out of the versions of the pictures
published by Reuters.[23] Reuters said it is standard operating procedure to
crop photos at the margins, and replaced the cropped images with the
original ones after it was brought to the agency's attention.[23]
Accusations of pro-Fernando Henrique Cardoso bias[edit]
In March 2015, the Brazilian affiliate of Reuters released a text containing
an interview with Brazilian ex-president Fernando Henrique Cardoso about
the ongoing Petrobrás scandal. One of the paragraphs mentioned a comment by
a former Petrobrás manager, in which he suggests corruption in that
company may date back to Cardoso's presidency. Attached to it, there was a
comment between parenthesis: "Podemos tirar se achar melhor" ("we can take
it out if [you] think it's better"),[24] which is now absent from the
current version of the text.[25] The agency later issued a text in which
they confirm the mistake, explaining it was a question by one of the
Brazilian editors to the journalist who wrote the original text in English,
and that it was not supposed to be published.[26]
See also[edit]
Journalism portal
United Kingdom portal
Agence France-Presse
Agenzia Nazionale Stampa Associata
Anadolu Agency
Associated Press
Caribbean News Agency
Deutsche Presse-Agentur
EFE
Interbank market
Press Association, a UK rival of Reuters
Ruptly
United Press International
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
The Woodbridge Company
From Wikipedia, the free encyclopedia
This article needs additional citations for verification. Please help
improve this article by adding citations to reliable sources. Unsourced
material may be challenged and removed. (May 2016) (Learn how and when to
remove this template message)
The Woodbridge Company Limited is a Canadian private holding company based
in Toronto and the principal and controlling shareholder (59.6 percent)
ofThomson Reuters.[1] Thomson Reuters was formed in 2008, when The Thomson
Corporation acquired Reuters. David Binet is President and Chief Executive
Officer of the company.
In late 2010, Woodbridge sold its 40-percent interest in CTVglobemedia, a
Canadian multimedia company with ownership of CTV, to BCE Inc.; the company
held the largest (85 percent) interest in The Globe and Mail Inc. until
August 2015, when it obtained 100% of The Globe and Mail by acquiring the
remaining 15% owned by BCE.[2]
Woodbridge is the primary investment vehicle for members of the family of
the late Roy Thomson, the first Baron Thomson of Fleet. David Thomson and
his brother, Peter Thomson, became chairmen of Woodbridge upon the death of
their father, Kenneth Thomson in 2006.
According to Canadian Business, Sherry Brydson (child of Irma Thomson, one
of Roy Thomson's two daughters) holds the largest stake in the family
company. It is estimated that she holds 23% of the company's shares.[3]
$$$$$$$$$$$$$$$$$$
BCE Inc.
From Wikipedia, the free encyclopedia
BCE Inc.
Formerly called Bell Canada Enterprises Inc. (1983–1988)
Type Public
Traded as TSX: BCE
NYSE: BCE
S&P/TSX 60 component
Industry Telecommunications
Mass media
Founded 1983
Founder A. Jean de Grandpré
Headquarters Montreal, Quebec, Canada
Key people George Cope (CEO)[1]
Products Fixed line and
mobile telephony
Internet services
Digital television
Radio broadcasting
Print
Revenue $19.49 billion CAD(2014)[2]
Operating income $3.672 billion CAD (2014)
Net income $2.159 billion CAD (2014)
Number of employees 55,250 (2014)[3]
Subsidiaries Bell Canada
Bell Media
Maple Leaf Sports & Entertainment (37.5%)
Bell Mobility
Bell Aliant
Virgin Mobile Canada
Solo Mobile
Bell Internet
Bell TV
Bell Fibe TV
Northwestel
Website BCE.ca
BCE Inc., originally Bell Canada Enterprises Inc., is a Canadian
telecommunications company. It is one of Canada's largest corporations and a
publicly-traded holding company for Canada's largest communications network
. It has been the parent company in the Bell Canada corporate empire since
its creation in 1983 when Bell Canada, Northern Telecom, and other related
companies all became subsidiaries of BCE. In addition to its core
telecommunications operations that also include Bell Mobility, Bell Aliant,
Northwestel, Télébec,NorthernTel, and the CTV Television network, BCE owns
18% of the Montreal Canadiens ice hockey club, and (together with BCE's
pension plan) a 37.5% interest in Maple Leaf Sports & Entertainment, owner
of several Toronto professional sports franchises.[4] It was ranked as
Canada's 17th largest corporations by revenue in 2014[5] and as the 9th
largest by capitalization in 2015.[6]
Contents
1History
1.11983-1998: diversification and expansion
1.21998-2002: convergence strategy / internet boom and bust
1.32002-present: refocus on core business
1.42006 conversion to income trust
1.52007-2008 proposed takeover
1.62010 convergence and consolidation
2Major subsidiaries
2.1Bell Canada
2.2Bell Media
3Other holdings
3.1Montreal Canadiens
3.2Maple Leaf Sports and Entertainment
4Past holdings
4.1Bell Aliant
4.2BCE Development
4.3Montreal Trust
4.4Nortel Networks
4.5Teleglobe Inc.
4.6Telesat Canada
4.7TransCanada Pipelines
5Corporate governance
6References
7External links
History[edit]
The Bell Telephone Company of Canada Ltd. was created by an act of
Parliament on 29 April 1880. Later known as Bell Canada, its charter granted
it the right to construct telephone lines alongside all public rights-of-
way in Canada. Under a licensing agreement with the US-based America Bell
Telephone Company, Bell also manufactured telephones and telephone equipment
, an activity that would be spun off in a separate company that later became
Northern Telecom and then Nortel Networks. In 1983 all the Bell Canada
group of companies (also known as the "Bell Group") were placed under a new
holding company, Bell Canada Enterprises Inc. (BCE). This corporate
reorganization resulted in Bell Canada and its subsidiaries, including
Northern Telecom (later Nortel Networks) and over 80 others, becoming
subsidiaries of the new holding company, BCE. Under the new parent, each
company was owned directly by BCE, which had the benefit of freeing the
manufacturing company, Nortel, and other holdings from the heavily regulated
telephone company, Bell Canada. Under a variety of leaders, BCE has
embarked on a series of diversifications, consolidations, and corporate
strategies.[7] In 1988 Bell Canada Enterprises was renamed BCE Inc.
1983-1998: diversification and expansion[edit]
In 1983, A. Jean de Grandpré, chairman of Bell Canada, was appointed as the
first chairman and chief executive officer of BCE.[8] BCE soon embarked on
a major diversification into property development, the energy sector,
financial services, and other sectors. Within a few years it became the
first Canadian company to report CAD$1 billion in profits.
1998-2002: convergence strategy / internet boom and bust[edit]
When Jean Monty assumed the job of CEO in 1998, he pursued a convergence
strategy, attempting to combine both content creation and distribution
within BCE, and to take greater advantage of the emerging Internet market.
BCE's acquisition in 2000 and subsequent financing of overseas carrier
Teleglobe cost billions of dollars. BCE sold Teleglobe two years later; Jean
Monty resigned and was succeeded by Michael Sabia as CEO.[9][10]
2002-present: refocus on core business[edit]
Michael Sabia refocused BCE on its core telecommunications business,
prompting BCE to buy back the 20% share in Bell Canada that it had sold in
1999 toAmeritech (which was subsequently acquired by SBC Corporation).[11]
BCE also spun off operating units that it did not consider to be core to its
business, including Emergis in 2004, and Bell Globemedia and Telesat Canada
in 2006.
On February 1, 2006, stating the need to remain competitive, Bell Canada
announced job cuts of 3,000 to 4,000 employees by the end of 2006.
On April 28, BCE announced that CEO Michael Sabia was taking a 455% pay
increase, his salary being raised from C$1.21 million a year to $6.71
million a year. The pay included a $1.25 million salary, a $2.2 million
bonus that Sabia converted to deferred share units, a long-term incentive
payout of $3 million and other compensation, the filing shows. Bell Canada
also posted record revenue increases for the previous fiscal year.
2006 conversion to income trust[edit]
Under pressure from investors, on October 11, 2006, BCE announced it would
be wound down, with its remaining assets converted to an income trust so its
income could be distributed directly to shareholders through dividends,
avoiding corporate taxes. The new entity was planned to be named "Bell
Canada Income Fund". As part of this restructuring, Bell Aliant offered to
take Bell Nordiq private, while remaining separate from the new Bell trust.[
12] Due toannounced changes in taxation law by the Canadian federal
government, on December 12, 2006, BCE announced it would not proceed with
its planned conversion to an income trust.[13][14] It then started planning
a restructuring that would have eliminated the BCE holding company,[15][16]
but this was put on hold when the company began attracting takeover bids.
2007-2008 proposed takeover[edit]
Due to its stagnant share price, starting in April 2007, BCE was courted for
acquisition by pension funds and private equity groups, including a
consortium led by the Canada Pension Plan Investment Board (with Kohlberg
Kravis Roberts as one of the participants), a consortium led by the Ontario
Teachers' Pension Plan, and a consortium that included Cerberus Capital
Management.[17] On June 30, 2007, BCE accepted a bid of $42.75 per share in
cash, for a total valuation of $51.7 billion, from the group led by the
Ontario Teachers' Pension Plan, and including Providence Equity Partners,
Madison Dearborn Partners,Merrill Lynch Global Private Equity, and Toronto-
Dominion Bank. The proposed deal would have been the largest acquisition in
Canadian history and the largest leveraged buyout ever.[18][19] The deal was
approved by BCE shareholders,[20] Quebec Superior Court[21] (whose ruling
was overturned by theQuebec Court of Appeal,[22] but was later upheld by the
Supreme Court of Canada[23]), and the CRTC, subject to certain conditions
for its corporate governance structure to ensure that Bell remained under
Canadian control.[24] (See BCE Inc v 1976 Debentureholders for further
information).
Due to the tightening of the credit market caused by the subprime mortgage
crisis, the investment banks financing the deal—led by Citigroup, Deutsche
Bankand the Royal Bank of Scotland—started negotiations on May 16, 2008, to
revise the terms of their loans with higher interest rates and greater
restrictions to protect themselves.[19] On July 4, 2008, BCE announced that
a final agreement had been reached on the terms of the purchase,[25] with
all financing in place, and Michael Sabia left BCE, with George Cope
assuming the position of CEO on July 11.[1]
On November 26, 2008, BCE announced that KPMG had informed BCE that it would
not be able to issue a statement on the solvency of the company after its
privatization, one of the required conditions of the buyout. As a result,
the purchase was cancelled.[26][27]
2010 convergence and consolidation[edit]
With Shaw Communications purchasing the Global Television Network, Vidé
otron launching its wireless telephone network with video content as a key
selling point,[28] and the enormous popularity of wireless and Internet
video and other media streams at the 2010 Vancouver Olympics,[29] Bell once
again sought to bring a content provider into its portfolio. In September
2010, Bell announced a deal to reacquire full control of the broadcasting
properties owned byCTVglobemedia including the CTV Television Network. Bell
also obtained a 15% interest in The Globe and Mail, CTVglobemedia's other
major asset, with the remaining 85% owned by the Thomson family.[30] Through
this acquisition, Bell responded to an increasing trend away from
traditional cable and satellite delivery channels and towards new
distribution methods over the Internet and wireless networks.[31] The CRTC
approved the transaction in March 2011.[32]
In 2016, BCE announced that it had entered an agreement to acquire Manitoba
Telecom Services (MTS) in a transaction worth $3.9 billion. The deal has
been approved by both companies' shareholders and boards of directors, and
is expected to close in late 2016 or early 2017 pending regulatory approval
from the Competition Bureau and other agencies.[33]
Major subsidiaries[edit]
As of 2015, BCE Inc. has three main subsidiaries: Bell Canada, Bell Mobility
, and Bell Media, comprising over 80% of BCE's revenue.[34]
Bell Canada[edit]
Main article: Bell Canada
This is formed primarily of the historic core of the company in central,
Atlantic, and northern Canada.
Distribution (Ontario, Quebec, Atlantic) - Bell Canada, Cablevision du Nord
de Quebec Inc.
Northwestel - Northwestel Inc.
Bell TV - Bell ExpressVu Limited Partnership
Bell Media[edit]
Main article: Bell Media
Bell Media is the BCE broadcast and media subsidiary. In 2000, BCE bought
the CTV Television Network for $2.3 billion. The company combined CTV with
its holdings in the Globe and Mail newspaper to form Bell Globemedia, with
BCE owning 70% and Thomson Newspapers and Woodbridge Co. Ltd. the remainder.
In 2005, BCE sold its controlling interest in Bell Globemedia for $183
million to Woodbridge, Torstar, and the Ontario Teachers' Pension Plan, with
BCE retaining a 20% stake.[35][36] The company was subsequently renamed
CTVglobemedia. In 2010 BCE bought out the other owners, acquiring CTV's
specialty television, digital media, conventional TV and radio broadcasting
platforms.[37] In August 2015, BCE sold its remaining 15% stake in the Globe
and Mail to Woodbridge.[38] Bell Media's subsidiaries:
Bell Media TV
Bell Media TV - Sports Specialty Services
Bell Media TV - Specialty Services (other than Sports)
Bell Media Radio
Bell Media Astral - Radio, TV, & Specialty Services
Other holdings[edit]
Below is partial list of the holdings of the BCE conglomerate.
Montreal Canadiens[edit]
In 2009 BCE partnered with the Molson family in acquiring the Montréal
Canadiens Hockey Club and the Bell Centre. The $575 million purchase was
termed "the richest deal in NHL history"; BCE's share was reported to be $40
million.[39]
Maple Leaf Sports and Entertainment[edit]
In 2011, together with Rogers Communications and Kilmer Sports (holding
company of Larry Tanenbaum), BCE acquired Maple Leaf Sports & Entertainment,
owner of the Toronto Maple Leafs professional hockey team. BCE's interest
is held in partnership with Rogers Communications through the holding
company 8047286 Canada Inc., 50% owned by Rogers and 50% by BCE holding
company 7680147 Canada Inc., which is in turn 74.67% owned by BCE and 25.33%
by BCE Master Trust Fund (investment fund of Bell's pension plan).[40]
Past holdings[edit]
Bell Aliant[edit]
Bell Aliant was a subsidiary company formed in 1998 from the merger of the
four BCE-controlled telephone companies serving Canada's Atlantic provinces.
In 2015, the operations of Bell Aliant were consolidated into those of Bell
Canada.[41]
BCE Development[edit]
BCE Development was founded as Daon Development by Vancouver-based developer
Jack Poole in 1964. In the mid-1970s Daon became known for expanding
aggressively in the United States. The company first entered the American
market in 1976 and nearly quadrupled its total assets to $1.67 billion in
four years.[42] It borrowed heavily to finance deals for premium office
space and condominium conversions. By 1981, the company had assets worth
more than $2 billion. When interest rates soared, however, Daon was caught
overextended, could not meet its debt payments, and was forced into a major
restructuring with its bankers. In 1985 BCE acquired 68% of Daon from its
creditors and changed its name to BCE Development Corporation in February
1986. In March 1986 it agreed to acquire US $1 billion of commercial real
estate from the American subsidiary of the Oxford Development Group Ltd.,
more than doubling BCED's portfolio. BCE stated its goal was to convert from
a land developer to a developer of prime commercial properties.[43]
In July 1990 BCE Inc. sold 50% ownership in BCE Development to Carena
Developments Ltd. (controlled by the Toronto branch of the Bronfman family).
BCED was renamed Brookfield Development Inc. (now Brookfield Asset
Management) followed in 1994 by the remaining 50%.[44][45][46]
Montreal Trust[edit]
In March 1989 BCE bought a 64% stake in Montreal Trust from Power Financial
for $547-million. The diversification was considered a "natural evolution"
due to BCE's long-standing interest in financial services, its familiarity
in selling services to the public, and its in-house money management
operations. In 1993, BCE sold Montreal Trust to Scotiabank for about $290-
million, taking a substantial loss.[47]
Nortel Networks[edit]
When BCE was created in 1983, Northern Telecom was transferred from a
subsidiary of CRTC-regulated Bell Canada to a non-regulated subsidiary of
BCE. In 1998, with Nortel's acquisition of Bay Networks, the company's name
was changed to Nortel Networks. As a consequence of the stock transaction
used to purchase Bay Networks, BCE's holding was diluted to a minority stake
. In 2000, BCE spun out Nortel, distributing its stock in Nortel to its
shareholders. Nortel's share price collapsed with the dot-com crash of 2000
and combined with a mishandling of a subsequent accounting investigation,
the company never fully recovered. It was liquidated in 2009.[48][49]
Teleglobe Inc.[edit]
In 1987 BCE purchased a 30% stake in Memotec Data Corporation for $196
million.[50] When Memotec purchased international telecommunications carrier
Teleglobe Canada from the Canadian government in 1987, the company was
renamed Teleglobe Inc. In March 2000, BCE announced the purchase of the
Teleglobe shares it did not own for $9.65 billion.[51] In April 2002, BCE
announced it was cutting off long-term funding of Teleglobe, would give up
on the company, and take a charge of up to $8.5 billion.[52] In 2005
Teleglobe was sold to the Tata Group and is now known as VSNL International
Canada. In September 2002 it sold its voice and data business for $197
million.[53]
Telesat Canada[edit]
In 1970 Bell Canada acquired a minority interest in satellite
telecommunications carrier Telesat Canada. In 1998 BCE raised its stake to
100% at a cost of CAD$158 million for the 42% of shares it did not already
own.[54] In December 2006, BCE announced the sale of Telesat to Loral Space
& Communicationsand the Public Sector Pension Investment Board for CAD$3.28
billion.
TransCanada Pipelines[edit]
In 1983, BCE acquired a controlling 42% stake in TransCanada PipeLines
Limited (TCPL). In 1990 it announced its departure from the energy sector
and sold its stake in TCPL for $1.1 billion.[55]
Corporate governance[edit]
As of 2016 the current members of the board of directors of BCE are:[56]
Thomas O'Neill (chair), Barry Allen, André Bérard, Ronald Brenneman,
Sophie Brochu, Robert Brown, George Cope, Anthony Fell, Edward Lumley, Jim
Prentice, Robert Simmonds, Carole Taylor, and Paul Weiss.
Since inception, BCE has had four CEOs:
A. Jean de Grandpré: 1983-1988
Jean Monty: 1988-2002
Michael Sabia: 2002-2008
George A. Cope: 2008–present
References
$$$$$$$$$$$$$$$$$$$
Ice hockey
From Wikipedia, the free encyclopedia
For other uses, see Ice hockey (disambiguation).
Ice hockey
The San Jose Sharks (teal) defend their goal against the Anaheim Ducks (
white) during the2007–08 NHL season.
Highestgoverning body International Ice Hockey Federation
First played 19th century Canada
Characteristics
Contact Full contact
Team members 6 per side (including goaltender)
Type Team sport, stick sport, puck sport, winter sport
Equipment Hockey puck, hockey stick, hockey skates, shin pads,shoulder
pads, hockeygloves, hockey helmet (with visor or cage, depending on age of
player and league),elbow pads, jock or jill, hockey socks, hockeyshorts,
neck guard(depends on league),mouthguard (depends on league)
Venue Hockey rink, arena and is sometimes played on a frozen lake or pond
for recreation
Presence
Olympic
1920 (summer)
1924 to present (winter)
Ice hockey is a contact team sport played on ice, usually in a rink, in
which two teams of skaters use their sticksto shoot a vulcanized rubber puck
into their opponent's net to score points. Ice hockey teams usually consist
of six players each: one goaltender, and five players who skate up and down
the ice trying to take the puck and score a goal against the opposing team.
A fast-paced, physical sport, ice hockey is most popular in areas of North
America (particularly Canada and the northern United States) and northern
and eastern Europe. Ice hockey is the official national winter sport of
Canada,[1] where the game enjoys immense popularity. In North America, the
National Hockey League (NHL) is the highest level for men's hockey and the
most popular. The Kontinental Hockey League (KHL) is the highest league in
Russia and much of Eastern Europe. The International Ice Hockey Federation (
IIHF) is the formal governing body for international ice hockey. The IIHF
manages international tournaments and maintains the IIHF World Ranking.
Worldwide, there are ice hockey federations in 74 countries.[2]
Ice hockey is believed to have evolved from simple stick and ball games
played in the 18th and 19th centuryUnited Kingdom and elsewhere. These games
were brought to North America and several similar winter games using
informal rules were developed, such as "shinny" and "ice polo". The
contemporary sport of ice hockey was developed in Canada, most notably in
Montreal, where the first indoor hockey game was played on March 3, 1875.
Some characteristics of that game, such as the length of the ice rink and
the use of a puck, have been retained to this day. Amateur ice hockey
leagues began in the 1880s, and professional ice hockey originated around
1900. The Stanley Cup, emblematic of ice hockey club supremacy, was first
awarded in 1893 to recognize the Canadian amateur champion and later became
the championship trophy of the NHL. In the early 1900s, the Canadian rules
were adopted by the Ligue Internationale de Hockey sur Glace, the precursor
of the IIHF and the sport was played for the first time in the Olympics in
the Olympic Games of 1920.
In international competitions, the national teams of six countries (The "Big
Six") predominate: Canada, Czech Republic, Finland, Russia, Sweden and the
United States. Of the 69 medals awarded all-time in men's competition at the
Olympics, only six medals were not awarded to one of those countries. In
the annual Ice Hockey World Championships, 177 of 201 medals have been
awarded to the six nations. Teams outside the "Big Six" have won only five
medals in either competition since 1953:[3][4] All 12 Women's Olympic and 36
IIHF World Women's Championships medals have been awarded to one of these
six countries, and every gold medal in both competitions has been won by
either the Canadian national team or the United States national team.[5][6]
In Canada, the United States, and some European countries it is known simply
as "hockey"; the name "ice hockey" is used in places where "hockey" more
often refers to field hockey, such as South America, Asia, Africa,
Australasia, and some European countries. In Russia and the Ukraine, where "
hockey" can also refer to bandy, ice hockey is often called "hockey with
puck".
Contents
1History
1.1Name
1.2Precursors
1.3Initial development
1.4Professional era
2Game
2.1Periods and overtime
2.2Penalties
2.3Officials
2.4Equipment
3Injury
3.1Head injuries
4Tactics
4.1Checking
4.2Offensive tactics
4.3Fights
5Women's ice hockey
5.1History
6Leagues and championships
6.1Most popular leagues
6.2North America
6.3Eurasia
6.4Europe
6.5National team competitions
6.6Miscellaneous
7In popular culture
8Attendance records
9Number of registered players by country
10See also
11References
11.1Notes
11.2Works cited
12Further reading
13External links
History
Name
The name "hockey" has no clear origin. Its first known mention is from the
1773 book Juvenile Sports and Pastimes, to Which Are Prefixed, Memoirs of
the Author: Including a New Mode of Infant Education, by Richard Johnson (
Pseud. Master Michel Angelo), whose chapter XI was titled "New Improvements
on the Game of Hockey".[7] The belief that hockey was mentioned in a 1363
proclamation by King Edward III of England is based on modern translations
of the proclamation, which was originally in Latin and explicitly forbade
the games "Pilam Manualem, Pedivam, & Bacularem: & ad Canibucam & Gallorum
Pugnam". The English historian and biographer John Strype did not use the
word "hockey" when he translated the proclamation in 1720.
The 1573 Statute of Galway banned a sport called "'hokie'—the hurling of a
little ball with sticks or staves". A form of this word was thus being used
in the 16th century, though much removed from its current usage.
According to the Austin Hockey Association, the word "puck" derives from the
Scots Gaelic puc or the Irish poc (to poke, punch or deliver a blow). "...
The blow given by a hurler to the ball with his caman or hurley is always
called a puck."[8]
Precursors
Winter landscape, with skaters playing Golf (Hendrick Avercamp, 17th-century
Dutch painter)
Stick-and-ball games date back to pre-Christian times. In Europe, these
games included the Irish game of hurling, the closely related Scottish game
of shinty and versions of field hockey (including "bandie ball," played in
England). IJscolf, a game resembling colf on an ice-covered surface, was
popular in the Low Countries between the Middle Ages and the Dutch Golden
Age. It was played with a wooden curved bat (called a colf or kolf), a
wooden or leather ball and two poles (or nearby landmarks), with the
objective to hit the chosen point using the least number of strokes. A
similar game (knattleikr) had been played for a thousand years or more by
the Norse, as documented in the Icelandic sagas. In England, evidence of
games of "hockey on ice" (the name replaced "bandie ball"), played with a "
bung" (a plug of cork or oak used as a stopper on a barrel) date back to the
1700s. William Pierre Le Cocq stated, in a 1799 letter written in Chesham,
England:
I must now describe to you the game of Hockey; we have each a stick turning
up at the end. We get a bung. There are two sides one of them knocks one way
and the other side the other way. If any one of the sides makes the bung
reach that end of the churchyard it is victorious.[9]
A 1797 engraving unearthed by Swedish sport historians Carl Gidén and
Patrick Houda shows a person on skates with a stick and bung on the River
Thames, probably in December 1796.[10]
British soldiers and immigrants to Canada and the United States brought
their stick-and-ball games with them and played them on the ice and snow of
winter. In 1825, John Franklin wrote "The game of hockey played on the ice
was the morning sport" on Great Bear Lake during one of his Arctic
expeditions. A mid-1830s watercolour portrays New Brunswick lieutenant
governor Archibald Campbell and his family with British soldiers on skates
playing a stick-on-ice sport. Captain R.G.A. Levinge, a British Army officer
in New Brunswick during Campbell's time, wrote about "hockey on ice" on
Chippewa Creek (a tributary of the Niagara River) in 1839. In 1843 another
British Army officer in Kingston, Ontario wrote, "Began to skate this year,
improved quickly and had great fun at hockey on the ice."[11] An 1859 Boston
Evening Gazette article referred to an early game of hockey on ice in
Halifax that year.[12] An 1835 painting by John O'Toole depicts skaters with
sticks and bung on a frozen stream in the American state of West Virginia.[
10]
In the same era, the Mi'kmaq, a First Nations people of Nova Scotia, also
had a stick-and-ball game. Canadian oral histories describe a traditional
stick-and-ball game played by the Mi'kmaq in eastern Canada, and Silas
Tertius Rand (in his 1894 Legends of the Micmacs) describes a Mi'kmaq ball
game known astooadijik. Rand also describes a game played (probably after
European contact) with hurleys, known as wolchamaadijik.[13] Sticks made by
the Mi'kmaq were used by the British for their games.
"Ye Gude Olde Days" from Hockey: Canada's Royal Winter Game, 1899
Early 19th-century paintings depict shinney (or "shinny"), an early form of
hockey with no standard rules which was played in Nova Scotia.[citation
needed] Many of these early games absorbed the physical aggression of what
the Mi'kmaq in Nova Scotia called dehuntshigwa'es (lacrosse). Shinney was
played on the St. Lawrence River at Montreal andQuebec City, and in Kingston
, Ontario[11] and Ottawa, Ontario. The number of players was often large. To
this day, shinney (derived from "shinty") is a popular Canadian[14] term
for an informal type of hockey, either ice or street hockey.
Thomas Chandler Haliburton, in The Attache: Second Series (published in 1844
) imagined a dialogue, between two of the novel's characters, which mentions
playing "hurly on the long pond on the ice". This has been interpreted by
some historians from Windsor, Nova Scotia as reminiscence of the days when
the author was a student at King's College School in that town in 1810 and
earlier.[12][13] Based on Haliburton's quote, claims were made that modern
hockey was invented in Windsor, Nova Scotia, by King's College students and
perhaps named after an individual ("Colonel Hockey's game").[15] Others
claim that the origins of hockey come from games played in the area of
Dartmouth and Halifax in Nova Scotia. However, several references have been
found to hurling and shinty being played on the ice long before the earliest
references from both Windsor and Dartmouth/Halifax,[16] and the word "
hockey" was used to designate a stick-and-ball game at least as far back as
1773, as it was mentioned in the book Juvenile Sports and Pastimes, to Which
Are Prefixed, Memoirs of the Author: Including a New Mode of Infant
Education by Richard Johnson (Pseud. Master Michel Angelo), whose chapter XI
was titled "New Improvements on the Game of Hockey".[17]
Initial development
The early Quebec Skating Rink in 1894, representative of early rinks.
Hockey at McGill University, Montreal, 1901
While the game's origins lie elsewhere, Montreal is at the centre of the
development of the sport of contemporary ice hockey. On March 3, 1875,
thefirst organized indoor game was played at Montreal's Victoria Skating
Rinkbetween two nine-player teams, including James Creighton and several
McGill University students. Instead of a ball or bung, the game featured a "
flat circular piece of wood"[18] (to keep it in the rink and to protect
spectators). The goal posts were 8 feet (2.4 m) apart[18] (today's goals are
six feet wide).
In 1876, the first game played in Montreal was reportedly "conducted under
the 'Hockey Association' rules";[19] the Hockey Association was England's
field hockey organization. In 1877, The Gazette (Montreal) published a list
of seven rules, six of which were largely based on six of the Hockey
Association's twelve rules, with only minor differences (even the word "ball
" was kept); the one added rule explained how disputes should be settled.[20
] The McGill University Hockey Club, the first ice hockey club, was founded
in 1877[21] (followed by the Quebec Bulldogs named Quebec Hockey Club and
organized in 1878 and theMontreal Victorias, organized in 1881).[22] In 1880
, the number of players per side was reduced from nine to seven.[7]
The number of teams grew, enough to hold the first "world championship" of
ice hockey at Montreal's annual Winter Carnival in 1883. The McGill team won
the tournament and was awarded the "Carnival Cup."[23] The game was divided
into thirty-minute halves. The positions were now named: left and right
wing,centre, rover, point and cover-point, and goaltender. In 1886, the
teams competing at the Winter Carnival organized the Amateur Hockey
Association of Canada (AHAC), and played a season comprising "challenges" to
the existing champion.[24]
The original Stanley Cup in theHockey Hall of Fame
In Europe, it is believed that in 1885 the Oxford University Ice Hockey Club
was formed to play the first Ice Hockey Varsity Match against traditional
rival Cambridge in St. Moritz, Switzerland; however, this is undocumented.
The match was won by the Oxford Dark Blues, 6–0;[25][26] the first
photographs and team lists date from 1895.[27] This rivalry continues,
claiming to be the oldest hockey rivalry in history; a similar claim is made
about the rivalry between Queen's University and Royal Military College of
Kingston, Ontario. Since 1986, considered the 100th anniversary of the
rivalry, teams of the two colleges play for the Carr-Harris Cup.[28]
In 1888, the Governor General of Canada, Lord Stanley of Preston (whose sons
and daughter were hockey enthusiasts), first attended the Montreal Winter
Carnival tournament and was impressed with the game. In 1892, realizing that
there was no recognition for the best team in Canada (although a number of
leagues had championship trophies), he purchased a silver bowl for use as a
trophy. The Dominion Hockey Challenge Cup (which later became known as the
Stanley Cup) was first awarded in 1893 to the Montreal Hockey Club,
champions of the AHAC; it continues to be awarded annually to the National
Hockey League's championship team.[29] Stanley's son Arthur helped organize
the Ontario Hockey Association, and Stanley's daughter Isobel was one of the
first women to play ice hockey.
By 1893, there were almost a hundred teams in Montreal alone; in addition,
there were leagues throughout Canada. Winnipeg hockey players used
cricketpads to better protect the goaltender's legs; they also introduced
the "scoop" shot, or what is now known as the wrist shot. William
Fairbrother, from Ontario, Canada is credited with inventing the ice hockey
net in the 1890s.[30] Goal nets became a standard feature of the Canadian
Amateur Hockey League (CAHL) in 1900. Left and right defence began to
replace the point and cover-point positions in the OHA in 1906.[31]
In the United States, "ice polo", played with a ball rather than a puck, was
popular during this period; however, by 1893 Yale University and Johns
Hopkins University held their first ice hockey matches.[32] American
financier Malcolm Greene Chace is credited with being the father of hockey
in the United States.[33]In 1892, as an amateur tennis player, Chace visited
Niagara Falls, New York for a tennis match, where he met some Canadian
hockey players. Soon afterwards, Chace put together a team of men from Yale,
Brown, and Harvard, and toured across Canada as captain of this team.[33]
The first collegiate hockey match in the United States was played between
Yale University and Johns Hopkins in Baltimore. Yale, led by captain Chace,
beat Hopkins 2–1.[34] In 1896, the first ice hockey league in the U.S. was
formed. The U.S. Amateur Hockey League was founded in New York City, shortly
after the opening of the artificial-ice St. Nicholas Rink.
The Ottawa Hockey Club "Silver Seven" (the original Ottawa Senators), 1905
Stanley Cup champions
Lord Stanley's five sons were instrumental in bringing ice hockey to Europe,
defeating a court team (which included the future Edward VII and George V)
at Buckingham Palace in 1895.[35] By 1903, a five-team league had been
founded. The Ligue Internationale de Hockey sur Glace was founded in 1908 to
govern international competition, and the first European championship was
won by Great Britain in 1910. The sport grew further in Europe in the 1920s,
after ice hockey became an Olympic sport. Many bandy players switched to
ice hockey so as to be able to compete in the Olympics.[36][37] Bandy
remained popular in the Soviet Union, which only started its ice hockey
program in the 1950s. In the mid-20th century, the Ligue became the
International Ice Hockey Federation.[38]
Matthews Arena in Boston, in use since 1910
As the popularity of ice hockey as a spectator sport grew, earlier rinks
were replaced by larger rinks. Most of the early indoor ice rinks have been
demolished; Montreal's Victoria Rink, built in 1862, was demolished in 1925.
[39]Many older rinks succumbed to fire, such as Denman Arena, Dey's Arena,
Quebec Skating Rink and Montreal Arena, a hazard of the buildings' wood
construction. The Stannus Street Rink in Windsor, Nova Scotia (built in 1897
) may be the oldest still in existence; however, it is no longer used for
ice hockey. The Aberdeen Pavilion (built in 1898) in Ottawa was used for ice
hockey in 1904 and is the oldest existing facility that has hosted Stanley
Cup games.
The oldest indoor ice hockey arena still in use today for ice hockey is
Boston's Matthews Arena, which was built in 1910. It has been modified
extensively several times in its history and is used today by Northeastern
University for ice hockey and other sports. It was the original home rink of
the Boston Bruins professional team,[40] itself the oldest United States-
based team in the NHL, starting play in the league in today's Matthews Arena
on December 1, 1924. Madison Square Garden in New York City, built in 1968,
is the oldest continuously-operating arena in the NHL.[41]
Professional era
Oxford University vs. Switzerland, 1922; future Canadian prime
ministerLester Pearson is at right front
See also: Professional ice hockey, History of the National Hockey League,
and History of Canadian Hockey
Professional hockey has existed since the early 20th century. By 1902, the
Western Pennsylvania Hockey League was the first to employ professionals.
The league joined with teams in Michigan and Ontario to form the first fully
professional league—the International Professional Hockey League (IPHL)—
in 1904. The WPHL and IPHL hired players from Canada; in response, Canadian
leagues began to pay players (who played with amateurs). The IPHL, cut off
from its largest source of players, disbanded in 1907. By then, several
professional hockey leagues were operating in Canada (with leagues in
Manitoba, Ontario and Quebec).
In 1910, the National Hockey Association (NHA) was formed in Montreal. The
NHA would further refine the rules: dropping the rover position, dividing
the game into three 20-minute periods and introducing minor and major
penalties. After re-organizing as the National Hockey League (NHL) in 1917,
the league expanded into the United States, starting with the Boston Bruins
in 1924.
Professional hockey leagues developed later in Europe, but amateur leagues
leading to national championships were in place. One of the first was the
SwissNational League A, founded in 1916. Today, professional leagues have
been introduced in most countries of Europe. Top European leagues include
theKontinental Hockey League, the Czech Extraliga, the Finnish Liiga and the
Swedish Hockey League.
Game
Typical layout of an ice hockey rink surface
While the general characteristics of the game stay the same wherever it is
played, the exact rules depend on the particular code of play being used.
The two most important codes are those of the IIHF[42] and the NHL.[43] Both
of the codes, and others, originated from Canadian rules of ice hockey of
the early 20th Century.
Ice hockey is played on a hockey rink. During normal play, there are six
players per side on the ice at any time, one of them being the goaltender,
each of whom is on ice skates. The objective of the game is to score goals
by shooting a hard vulcanized rubber disc, the puck, into the opponent's
goal net, which is placed at the opposite end of the rink. The players use
their sticks to pass or shoot the puck.
Within certain restrictions, players may redirect the puck with any part of
their body. Players may not hold the puck in their hand and are prohibited
from using their hands to pass the puck to their teammates, unless they are
in the defensive zone. Players are also prohibited from kicking the puck
into the opponent's goal, though intentional redirections off the skate are
permitted. Players may not intentionally bat the puck into the net with
their hands.
Hockey is an "off-side" game, meaning that forward passes are allowed,
unlike in rugby. Before the 1930s hockey was an on-side game, meaning that
only backward passes were allowed. Those rules favoured individual stick-
handling as a key means of driving the puck forward. With the arrival of
offside rules, the forward pass transformed hockey into a truly team sport,
where individual performance diminished in importance relative to team play,
which could now be coordinated over the entire surface of the ice as
opposed to merely rearward players.[44]
Between the six players on the ice, they are typically divided into three
forwards and two defencemen and a goaltender. The forward positions consist
of acentre and two wingers: a left wing and a right wing. Forwards often
play together as units or lines, with the same three forwards always playing
together. Thedefencemen usually stay together as a pair generally divided
between left and right. Left and right side wingers or defencemen are
generally positioned as such, based on the side on which they carry their
stick. A substitution of an entire unit at once is called a line change.
Teams typically employ alternate sets of forward lines and defensive
pairings when shorthanded or on a power play. The goaltender stands in a,
usually blue, semi-circle called the crease in the defensive zone keeping
pucks from going in. Substitutions are permitted at any time during the game
, although during a stoppage of play the home team is permitted the final
change. When players are substituted during play, it is called changing on
the fly. A new NHL rule added in the 2005–2006 season prevents a team from
changing their line after they ice the puck.
The boards surrounding the ice help keep the puck in play and they can also
be used as tools to play the puck. Players are permitted to "bodycheck"
opponents into the boards as a means of stopping progress. The referees,
linesmen and the outsides of the goal are "in play" and do not cause a
stoppage of the game when the puck or players are influenced (by either
bouncing or colliding) into them. Play can be stopped if the goal is knocked
out of position. Play often proceeds for minutes without interruption. When
play is stopped, it is restarted with a "faceoff". Two players "face" each
other and an official drops the puck to the ice, where the two players
attempt to gain control of the puck. Markings on the ice indicate the
locations for the faceoff and guide the positioning of players.
The three major rules of play in ice hockey that limit the movement of the
puck: "offside", "icing", and the puck going out of play. A player is "
offside" if he enters his opponent's zone before the puck itself. Under many
situations, a player may not "ice the puck", shoot the puck all the way
across both the centre line and the opponent's goal line. The puck goes "out
of play" whenever it goes past the perimeter of the ice rink (onto the
player benches, over the "glass," or onto the protective netting above the
glass) and a stoppage of play is called by the officials using whistles. It
also does not matter if the puck comes back onto the ice surface from those
areas as the puck is considered dead once it leaves the perimeter of the
rink.
Under IIHF rules, each team may carry a maximum of 20 players and two
goaltenders on their roster. NHL rules restrict the total number of players
per game to 18, plus two goaltenders. In the NHL, the players are usually
divided into four lines of three forwards, and into three pairs of
defenceman. On occasion, teams may elect to substitute an extra defenceman
for a forward; this seventh defenceman might sometimes play on the fourth
line as a forward.[further explanation needed]
Periods and overtime
A professional game consists of three periods of twenty minutes, the clock
running only when the puck is in play. The teams change ends after each
period of play, including overtime. Recreational leagues and children's
leagues often play shorter games, generally with three shorter periods of
play.
Various procedures are used if a game is tied. In tournament play, as well
as in the NHL playoffs, North Americans favour sudden death overtime, in
which the teams continue to play twenty-minute periods until a goal is
scored. Up until the 1999–2000 season regular season NHL games were settled
with a single five-minute sudden death period with five players (plus a
goalie) per side, with both teams awarded one point in the standings in the
event of a tie. With a goal, the winning team would be awarded two points
and the losing team none (just as if they had lost in regulation).
From 1999–2000 until 2003–04, the National Hockey League decided ties by
playing a single five-minute sudden death overtime period with each team
having four players (plus a goalie) per side to "open-up" the game. In the
event of a tie, each team would still receive one point in the standings but
in the event of a victory the winning team would be awarded two points in
the standings and the losing team one point. The idea was to discourage
teams from playing for a tie, since previously some teams might have
preferred a tie and 1 point to risking a loss and zero points. The only
exception to this rule is if a team opts to pull their goalie in exchange
for an extra skater during overtime and is subsequently scored upon (an "
empty net" goal), in which case the losing team receives no points for the
overtime loss. Starting in the 2015-16 season, the single five-minute sudden
death overtime session will consist of three players plus a goalie.[45]
International play and several North American professional leagues,
including the NHL (in the regular season), now use an overtime period
identical to that from 99–00 – 03–04 followed by a penalty shootout. If
the score remains tied after an extra overtime period, the subsequent
shootout consists of three players from each team taking penalty shots.
After these six total shots, the team with the most goals is awarded the
victory. If the score is still tied, the shootout then proceeds to a sudden
death format. Regardless of the number of goals scored during the shootout
by either team, the final score recorded will award the winning team one
more goal than the score at the end of regulation time. In the NHL if a game
is decided in overtime or by a shootout the winning team is awarded two
points in the standings and the losing team is awarded one point. Ties no
longer occur in the NHL.
The overtime mode for the NHL playoffs differ from the regular season. In
the playoffs there are no shootouts nor ties. If a game is tied after
regulation an additional 20 minutes of 5 on 5 sudden death overtime will be
added. In case of a tied game after the overtime, multiple 20-minute
overtimes will be played until a team scores, which wins them the match.
Penalties
Main article: Penalty (ice hockey)
Altercations often occur near the goal after a stoppage of play, since
defensive players are highly concerned with protecting theirgoaltender.
In ice hockey, infractions of the rules lead to play stoppages whereby the
play is restarted at a face off. Some infractions result in the imposition
of a penalty to a player or team. In the simplest case, the offending player
is sent to the "penalty box" and their team has to play with one fewer
player on the ice for a designated amount of time. Minor penalties last for
two minutes,major penalties last for five minutes, and a double minor
penalty is two consecutive penalties of two minutes duration. A single minor
penalty may be extended by a further two minutes for causing visible injury
to the victimized player. This is usually when blood is drawn during high
sticking. Players may be also assessed personal extended penalties or game
expulsions for misconduct in addition to the penalty or penalties their team
must serve. The team that has been given a penalty is said to be playing "
short-handed" while the opposing team is on a "power play."
A two-minute minor penalty is often charged for lesser infractions such as "
tripping", "elbowing", "roughing", "high-sticking", "delay of the game", "
too many players on the ice", "boarding", illegal equipment, "charging" (
leaping into an opponent or body-checking him after taking more than two
strides), "holding", holding the stick (grabbing an opponent's stick), "
interference", "hooking", "slashing", "kneeing", "unsportsmanlike conduct" (
arguing a penalty call with referee, extremely vulgar or inappropriate
verbal comments), "butt-ending" (striking an opponent with the knob of the
stick—a very rare penalty), "spearing", or "cross-checking". As of the 2005
–2006 season, a minor penalty is also assessed for "diving", where a player
embellishes or simulates an offence. More egregious fouls may be penalized
by a four-minute double-minor penalty, particularly those that injure the
victimized player. These penalties end either when the time runs out or when
the other team scores during the power play. In the case of a goal scored
during the first two minutes of a double-minor, the penalty clock is set
down to two minutes upon a score, effectively expiring the first minor
penalty. Five-minute major penalties are called for especially violent
instances of most minor infractions that result in intentional injury to an
opponent, or when a "minor" penalty results in visible injury (such as
bleeding), as well as for fighting. Major penalties are always served in
full; they do not terminate on a goal scored by the other team. Major
penalties assessed for fighting are typically offsetting, meaning neither
team is short-handed and the players exit the penalty box upon a stoppage of
play following the expiration of their respective penalties. The foul of "
boarding" (defined as "check[ing] an opponent in such a manner that causes
the opponent to be thrown violently in the boards")[46] is penalized either
by a minor or major penalty at the discretion of the referee, based on the
violent state of the hit. A minor or major penalty for boarding is often
assessed when a player checks an opponent from behind and into the boards.
Some varieties of penalties do not always require the offending team to play
a man short. Concurrent five-minute major penalties in the NHL usually
result from fighting. In the case of two players being assessed five-minute
fighting majors, both the players serve five minutes without their team
incurring a loss of player (both teams still have a full complement of
players on the ice). This differs with two players from opposing sides
getting minor penalties, at the same time or at any intersecting moment,
resulting from more common infractions. In this case, both teams will have
only four skating players (not counting the goaltender) until one or both
penalties expire (if one penalty expires before the other, the opposing team
gets a power play for the remainder of the time); this applies regardless
of current pending penalties. However, in the NHL, a team always has at
least three skaters on the ice. Thus, ten-minute misconductpenalties are
served in full by the penalized player, but his team may immediately
substitute another player on the ice unless a minor or major penalty is
assessed in conjunction with the misconduct (a two-and-ten or five-and-ten).
In this case, the team designates another player to serve the minor or
major; both players go to the penalty box, but only the designee may not be
replaced, and he is released upon the expiration of the two or five minutes,
at which point the ten-minute misconduct begins. In addition, game
misconducts are assessed for deliberate intent to inflict severe injury on
an opponent (at the officials' discretion), or for a major penalty for a
stick infraction or repeated major penalties. The offending player is
ejected from the game and must immediately leave the playing surface (he
does not sit in the penalty box); meanwhile, if an additional minor or major
penalty is assessed, a designated player must serve out of that segment of
the penalty in the box (similar to the above-mentioned "two-and-ten"). In
some rare cases, a player may receive up to nineteen minutes in penalties
for one string of plays. This could involve receiving a four-minute double
minor penalty, getting in a fight with an opposing player who retaliates,
and then receiving a game misconduct after the fight. In this case, the
player is ejected and two teammates must serve the double-minor and major
penalties.
A "penalty shot" is awarded to a player when the illegal actions of another
player stop a clear scoring opportunity, most commonly when the player is on
a "breakaway". A penalty shot allows the obstructed player to pick up the
puck on the centre red-line and attempt to score on the goalie with no other
players on the ice, to compensate for the earlier missed scoring
opportunity. A penalty shot is also awarded for a defender other than the
goaltender covering the puck in the goal crease, a goaltender intentionally
displacing his own goal posts during a breakaway to avoid a goal, a defender
intentionally displacing his own goal posts when there is less than two
minutes to play in regulation time or at any point during overtime, or a
player or coach intentionally throwing a stick or other object at the puck
or the puck carrier and the throwing action disrupts a shot or pass play.
An ice hockey referee is responsible for assessing most penalties during a
game.
Officials also stop play for puck movement violations, such as using one's
hands to pass the puck in the offensive end, but no players are penalized
for these offences. The sole exceptions are deliberately falling on or
gathering the puck to the body, carrying the puck in the hand, and shooting
the puck out of play in one's defensive zone (all penalized two minutes for
delay of game).
In the NHL, a unique penalty applies to the goalies. The goalies now are
forbidden to play the puck in the "corners" of the rink near their own net.
This will result in a two-minute penalty against the goalie's team. Only in
the area in-front of the goal line and immediately behind the net (marked by
two red lines on either side of the net) the goalie can play the puck.
An additional rule that has never been a penalty, but was an infraction in
the NHL before recent rules changes, is the "two-line offside pass." Prior
to the 2005–06 NHL season, play was stopped when a pass from inside a team'
s defending zone crossed the centre line, with a face-off held in the
defending zone of the offending team. Now, the centre line is no longer used
in the NHL to determine a two-line pass infraction, a change that the IIHF
had adopted in 1998. Players are now able to pass to teammates who are more
than the blue and centre ice red line away.
The NHL has taken steps to speed up the game of hockey and create a game of
finesse, by retreating from the past where illegal hits, fights, and "
clutching and grabbing" among players were commonplace. Rules are now more
strictly enforced, resulting in more penalties, which in turn provides more
protection to the players and facilitates more goals being scored. The
governing body for United States amateur hockey has implemented many new
rules to reduce the number of stick-on-body occurrences, as well as other
detrimental and illegal facets of the game ("zero tolerance").
In men's hockey, but not in women's, a player may use his hip or shoulder to
hit another player if the player has the puck or is the last to have
touched it. This use of the hip and shoulder is called "body checking." Not
all physical contact is legal—in particular, hits from behind, hits to the
head and most types of forceful stick-on-body contact are illegal.
A delayed penalty call occurs when a penalty offence is committed by the
team that does not have possession of the puck. In this circumstance the
team with possession of the puck is allowed to complete the play; that is,
play continues until a goal is scored, a player on the opposing team gains
control of the puck, or the team in possession commits an infraction or
penalty of their own. Because the team on which the penalty was called
cannot control the puck without stopping play, it is impossible for them to
score a goal. In these cases the team in possession of the puck can pull the
goalie for an extra attacker without fear of being scored on. However, it
is possible for the controlling team to mishandle the puck into their own
net. If a delayed penalty is signalled and the team in possession scores,
the penalty is still assessed to the offending player, but not served. In
2012, this rule was changed by the NCAA for college level hockey in the
United States. In college games, the penalty is still enforced even if the
team in possession scores.[47]
Officials
Main article: Official (ice hockey)
A typical game of hockey is governed by two to four officials on the ice,
charged with enforcing the rules of the game. There are typically two
linesmen who are mainly responsible for calling "offside" and "icing"
violations, breaking up fights, and conducting faceoffs,[48] and one or two
referees,[49] who call goals and all other penalties. Linesmen can, however,
report to the referee(s) that a penalty should be assessed against an
offending player in some situations.[50]The restrictions on this practice
vary depending on the governing rules. On-ice officials are assisted by off-
ice officials who act as goal judges, time keepers, and official scorers.
The most widespread system in use today is the "three-man system," that uses
one referee and two linesmen. Another less commonly used system is the two
referee and one linesman system. This system is very close to the regular
three-man system except for a few procedure changes. With the first being
the National Hockey League, a number of leagues have started to implement
the "four-official system," where an additional referee is added to aid in
the calling of penalties normally difficult to assess by one single referee.
The system is now used in every NHL game, at IIHF World Championships, the
Olympics and in many professional and high-level amateur leagues in North
America and Europe.
Officials are selected by the league they work for. Amateur hockey leagues
use guidelines established by national organizing bodies as a basis for
choosing their officiating staffs. In North America, the national organizing
bodies Hockey Canada and USA Hockey approve officials according to their
experience level as well as their ability to pass rules knowledge and
skating ability tests. Hockey Canada has officiating levels I through VI.[51
] USA Hockey has officiating levels 1 through 4.[52]
Equipment
Goaltenders use more protective equipment than other players.
Main article: Ice hockey equipment
Since ice hockey is a full contact sport in men's hockey, body checks are
allowed so injuries are a common occurrence. Protective equipment is
mandatory and is enforced in all competitive situations. This includes a
helmet (cage worn if certain age or clear plastic visor can be worn),
shoulder pads, elbow pads, mouth guard, protective gloves, heavily padded
shorts (also known as hockey pants) or a girdle, athletic cup (also known as
a jock, for males; and jill, for females), shin pads, skates, and (
optionally) a neck protector.
Goaltenders use different equipment. With hockey pucks approaching them at
speeds of up to 100 mph (160 km/h) they must wear equipment with more
protection. Goaltenders wear specialty goalie skates (these skates are built
more for movement side to side rather than forwards and backwards), a jock
or jill, large leg pads (there are size restrictions in certain leagues),
blocking glove, catching glove, a chest protector, a goalie mask, and a
large jersey. Goaltenders' equipment has continually become larger and
larger, leading to fewer goals in each game and many official rule changes.
Ice hockey skates are optimized for physical acceleration, speed and
maneuverability. This includes rapid starts, stops, turns, and changes in
skating direction. In addition, they must be rigid and tough to protect the
skater's feet from contact with other skaters, sticks, pucks, the boards,
and the ice itself. Rigidity also improves the overall maneuverability of
the skate. Blade length, thickness (width), and curvature (rocker/radius (
front to back) and radius of hollow (across the blade width) are quite
different from speed or figure skates. Hockey players usually adjust these
parameters based on their skill level, position, and body type. Most skate's
width are about an 1/8 of an inch (3 mm) thick.
The ice hockey stick consists of a long, relatively wide, and slightly
curved flat blade, attached to a shaft. The curve itself has a big impact on
its performance. A deep curve allows for lifting the puck easier while a
shallow curve allows for easier backhand shots. The flex of the stick also
impacts the performance. Typically, a less flexible stick is meant for a
stronger player since the player is looking for the right balanced flex that
allows the stick to flex easily while still having a strong "whip-back"
which sends the puck flying at high speeds. It is quite distinct from sticks
in other sports games and most suited to hitting and controlling the flat
puck. Its unique shape contributed to the early development of the game.
Injury
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Ice hockey is a full contact sport and carries a high risk of injury.
Players are moving at speeds around approximately 20–30 mph (30–50 km/h)
and quite a bit of the game revolves around the physical contact between the
players. Skate blades, hockey sticks, shoulders, hips, and hockey pucks all
contribute. The types of injuries associated with hockey include:
lacerations, concussions, contusions, ligament tears, broken bones,
hyperextensions, and muscle strains. Women's ice hockey players can have
contact but are not allowed to body check.
Head injuries
According to the Hughston Health Alert, "Lacerations to the head, scalp, and
face are the most frequent types of injury [in hockey]."[53] Even a shallow
cut to the head results in a loss of a large amount of blood. Not only are
lacerations common, "it is estimated that direct trauma accounts for 80% of
all [hockey] injuries. Most of these injuries are caused by player contact,
falls and contact with a puck, high stick and occasionally, a skate blade."[
53] One of the causes of head injury is checking from behind. Due to the
danger of delivering a check from behind, many leagues, including the NHL
have made this a major and game misconduct penalty (called "boarding").
Another type of check that accounts for many of the player-to-player contact
concussions is a check to the head resulting in a misconduct penalty (
called "head contact"). A check to the head can be defined as delivering a
hit while the receiving player's head is down and their waist is bent and
the aggressor is targeting the opponent player's head. The most dangerous
result of a head injury in hockey can be classified as a concussion. Most
concussions occur during player-to-player contact rather than when a player
is checked into the boards. Checks to the head have accounted for nearly 50%
of concussions that players in the National Hockey League have suffered.
Concussions that players suffer may go unreported because there is no
obvious physical signs if a player is not knocked unconscious. This can
prove to be dangerous if a player decides to return to play without
receiving proper medical attention. Studies show that, ice hockey causes 44.
3% of all traumatic brain injuries among Canadian children.[54] In severe
cases, the traumatic brain injuries are capable of resulting in death.
Occurrences of death from these injuries are rare, but occur all too much in
a variety of sports.
Tactics
Winning the faceoff can be the key to some strategies. A game betweenSaginaw
and Plymouth's Ontario Hockey League teams.
Checking
Main article: Checking (ice hockey)
An important defensive tactic is checking—attempting to take the puck from
an opponent or to remove the opponent from play. Stick checking, sweep
checking, and poke checking are legal uses of the stick to obtain possession
of the puck. The neutral zone trap is designed to isolate the puck carrier
in the neutral zone preventing him from entering the offensive zone. Body
checking is using one's shoulder or hip to strike an opponent who has the
puck or who is the last to have touched it (the last person to have touched
the puck is still legally "in possession" of it, although a penalty is
generally called if he is checked more than two seconds after his last touch
). Often the term checking is used to refer to body checking, with its true
definition generally only propagated among fans of the game.
Offensive tactics
Peter Bondra of the Atlanta Thrashers shoots the puck and scores against
Roberto Luongo of the Florida Panthers during the 2005–06 NHL season
Main articles: Shot (ice hockey), Slapshot, Wrist shot, Snap shot (ice
hockey), Backhand slapshot, Offside (ice hockey), Extra attacker, and Deke (
ice hockey)
Offensive tactics include improving a team's position on the ice by
advancing the puck out of one's zone towards the opponent's zone,
progressively by gaining lines, first your own blue line, then the red line
and finally the opponent's blue line. NHL rules instated for the 2006 season
redefined the offside rule to make the two-line pass legal; a player may
pass the puck from behind his own blue line, past both that blue line and
the centre red line, to a player on the near side of the opponents' blue
line. Offensive tactics are designed ultimately to score a goal by taking a
shot. When a player purposely directs the puck towards the opponent's goal,
he or she is said to "shoot" the puck.
A deflection is a shot that redirects a shot or a pass towards the goal from
another player, by allowing the puck to strike the stick and carom towards
the goal. A one-timer is a shot struck directly off a pass, without
receiving the pass and shooting in two separate actions. Headmanning the
puck, also known as breaking out, is the tactic of rapidly passing to the
player farthest down the ice. Loafing, also known as cherry-picking, is when
a player, usually a forward, skates behind an attacking team, instead of
playing defence, in an attempt to create an easy scoring chance.
A team that is losing by one or two goals in the last few minutes of play
will often elect to pull the goalie; that is, remove the goaltender and
replace him or her with an extra attacker on the ice in the hope of gaining
enough advantage to score a goal. However, it is an act of desperation, as
it sometimes leads to the opposing team extending their lead by scoring a
goal in the empty net.
One of the most important strategies for a team is their forecheck.
Forechecking is the act of attacking the opposition in their defensive zone.
Forechecking is an important part of the dump and chase strategy (i.e.
shooting the puck into the offensive zone and then chasing after it). Each
team will use their own unique system but the main ones are: 2–1–2, 1–2–
2, and 1–4. The 2–1–2 is the most basic forecheck system where two
forwards will go in deep and pressure the opposition's defencemen, the third
forward stays high and the two defencemen stay at the blueline. The 1–2–2
is a bit more conservative system where one forward pressures the puck
carrier and the other two forwards cover the oppositions' wingers, with the
two defencemen staying at the blueline. The 1–4 is the most defensive
forecheck system, referred to as the neutral zone trap, where one forward
will apply pressure to the puck carrier around the oppositions' blueline and
the other 4 players stand basically in a line by their blueline in hopes
the opposition will skate into one of them. Another strategy is the left
wing lock, which has two forwards pressure the puck and the left wing and
the two defencemen stay at the blueline.
There are many other little tactics used in the game of hockey. Cycling
moves the puck along the boards in the offensive zone to create a scoring
chance by making defenders tired or moving them out of position. Pinching is
when a defenceman pressures the opposition's winger in the offensive zone
when they are breaking out, attempting to stop their attack and keep the
puck in the offensive zone. A saucer pass is a pass used when an opposition'
s stick or body is in the passing lane. It is the act of raising the puck
over the obstruction and having it land on a teammate's stick.
A deke, short for "decoy," is a feint with the body or stick to fool a
defender or the goalie. Many modern players, such as Pavel Datsyuk, Sidney
Crosby andPatrick Kane, have picked up the skill of "dangling," which is
fancier deking and requires more stick handling skills.
Fights
Main article: Fighting in ice hockey
Although fighting is officially prohibited in the rules, it is both a target
of criticism and a considerable draw for the sport. At the professional
level in North America fights are unofficially condoned. Enforcers and other
players fight to demoralize the opposing players while exciting their own,
as well as settling personal scores. A fight will also break out if one of
the team's skilled players gets hit hard or someone gets hit by what the
team perceives as a dirty hit. The amateur game penalizes fisticuffs more
harshly, as a player who receives a fighting major is also assessed at least
a 10-minute misconduct penalty (NCAA and some Junior leagues) or a game
misconduct penalty and suspension (high school and younger, as well as some
casual adult leagues).[55] Crowds seem to like fighting in ice hockey and
cheer when fighting erupts.[56]
Women's ice hockey
Drawing of a female ice hockey player, from Hockey: Canada's Royal Winter
Game(1899)
Ice hockey is one of the fastest growing women's sports in the world, with
the number of participants increasing by 400 percent in the 10 years through
2005.[57] In 2011, Canada had 85,827 women players,[58] United States had
65,609,[59]Finland 4,760,[60] Sweden 3,075[61] and Switzerland 1,172.[62]
While there are not as many organized leagues for women as there are for men
, there exist leagues of all levels, including the Canadian Women's Hockey
League, Western Women's Hockey League, National Women's Hockey League, Mid-
Atlantic Women's Hockey League, and various European leagues; as well as
university teams, national and Olympic teams, and recreational teams. The
IIHF holds a IIHF World Women's Championship tournament annually except in
Olympic years.[63]
A women's ice hockey team in 1921
The chief difference between women's and men's hockey is that body checking
is not allowed in women's hockey. After the 1990 Women's World Championship,
body checking was eliminated in women's hockey. In current IIHF women's
competition, body checking is either a minor or major penalty, decided at
the referee's discretion.[64]In addition, players in women's competition are
required to wear protective full-face masks.[64]
In Canada, to some extent ringette serves as the female counterpart to ice
hockey, in the sense that in many families, the boys play hockey while the
girls play ringette.
History
See also: Canadian women's ice hockey history and History of women's ice
hockey in the United States
Women are known to have played the game in the 19th century. Several games
were recorded in the 1890s in Ottawa, Canada. The women of Lord Stanley's
family were known to participate in the game of ice hockey on the outdoor
ice rink at Rideau Hall, the residence of Canada's Governor-General.
The game developed at first without an organizing body. A tournament in 1902
between Montreal and Trois-Rivieres was billed as the first championship
tournament. Several tournaments, such as at the Banff Winter Carnival, were
held in the early 20th Century and numerous women's teams such as the
Seattle Vamps and Vancouver Amazons existed. Organizations started to
develop in the 1920s, such as the Ladies Ontario Hockey Association, and
later, the Dominion Women's Amateur Hockey Association. Starting in the
1960s, the game spread to universities. Today, the game is played from youth
through adult leagues, and in the universities of North America and
internationally. There are two major women's hockey leagues, the National
Women's Hockey Leaguewith teams in the Northeastern United States which is a
professional league and the Canadian Women's Hockey League with teams in
Canada and the United States, which is semi-professional and is developing
toward becoming a fully professional league.
The first women's world championship tournament, albeit unofficial, was held
in 1987 in Toronto, Canada. This was followed by the first IIHF World
Championship in 1990 in Ottawa. Women's ice hockey was added as a medal
sport at the 1998 Winter Olympics in Nagano, Japan. The United States won
the gold, Canada won the silver and Finland won the bronze medal.[65]
The United States Hockey League (USHL) welcomed the first female
professional hockey player in 1969–70, when the Marquette Iron Rangers
signed Karen Koch.[66] One woman, Manon Rhéaume, has played in the NHL, as
a goaltender for the Tampa Bay Lightning in pre-season games against the St.
Louis Blues and the Boston Bruins. In 2003, Hayley Wickenheiser played with
the Kirkkonummi Salamat in the Finnish men's Suomi-sarja league. Several
women have competed in North American minor leagues, including Rhéaume,
goaltenders Kelly Dyer and Erin Whitten and defenceman Angela Ruggiero.
Leagues and championships
Main article: List of ice hockey leagues
Most popular leagues
League Country Notes Average Attendance[67]
National Hockey League Canada (7 teams)
United States (23 teams) 17487
National League A Switzerland 7026
Deutsche Eishockey Liga Germany 6647
Kontinental Hockey League Russia (22 teams)
Belarus (1 team)
China (1 team)
Croatia (1 team)
Finland (1 team)
Kazakhstan (1 team)
Latvia (1 team)
Slovakia (1 team) Successor to Russian Superleague and Soviet
Championship League 6303
American Hockey League United States (27 teams)
Canada (3 teams) Farm League for NHL 5865
Swedish Hockey League Sweden Known as Elitserien until 2013 5849
Czech Extraliga Czech Republic Formed from the split of the
Czechoslovak First Ice Hockey League 5406
Western Hockey League Canada (17 teams)
United States (5 teams) Junior league 4312
ECHL United States (27 teams)
Canada (1 team) 4297
Liiga Finland Known as SM-Liiga until 2013 4249
Ontario Hockey League Canada (17 teams)
United States (3 teams) Junior league 4117
NCAA Men's Division I Ice Hockey Tournament United States Amateur
intercollegiate competition 3432
Quebec Major Junior Hockey League Canada Junior league 3355
Champions Hockey League Europe Europe-wide championship tournament
league. Successor to European Trophy and Champions Hockey League 3259[68]
Southern Professional Hockey League United States 3037
Austrian Hockey League Austria (8 teams)
Slovenia (1 team)
Hungary (1 team)
Czech Republic (1 team)
Italy (1 team) Features teams from countries of the former Austrian
Empire 2890
Elite Ice Hockey League United Kingdom Teams in all of the home
nations: England, Wales, Scotland and Northern Ireland 2719
DEL2 Germany 2688
United States Hockey League United States Amateur junior league
2647
HockeyAllsvenskan Sweden 2514
National League B Switzerland 1977
GET-ligaen Norway 1936
Ligue Magnus France 1827
Slovak Extraliga Slovakia Formed from the split of the Czechoslovak
First Ice Hockey League 1802
WSM Liga Czech Republic 1691
Metal Ligaen Denmark 1361
Supreme Hockey League (VHL) Russia (24 teams)
Kazakhstan (2 teams) 1287
Asia League Japan (4 teams)
South Korea (3 teams)
Russia (1 team)
China (1 team) 940
Eredivisie Netherlands (6 teams)
Belgium (1 team) 878[69]
Mestis Finland 850
Polska Hokej Liga Poland 778
Elite.A Italy Known as Serie A until 2013 751
Belarusian Extraleague Belarus 750
MOL Liga Hungary (7 teams)
Romania (2 teams) 660
North America
National Hockey League (NHL)
The NHL is by far the best attended and most popular ice hockey league in
the world. The league's history began after Canada's National Hockey
Associationdecided to disband in 1917; the result was the creation of the
National Hockey League. The league expanded to the United States beginning
in 1924. In 1967, the NHL doubled in size to 12 teams, undertaking one of
the greatest expansions in professional sports history. A few years later,
in 1972, a new 12 team league, the World Hockey Association (WHA) was formed
and due to its ensuing rivalry with the NHL, it caused an escalation in
players salaries. As of 1979, the NHL had grown to 17 teams and merged with
the WHA. This created a 21 team league.[70] By 1999, the NHL had expanded to
30 teams, and after a realignment in 2013, these teams were divided into
two conferences and four divisions.[71]
Minor leagues
The American Hockey League (AHL), sometimes referred to as "The A,"[72] is
the primary developmental professional league for players aspiring to enter
the NHL. It comprises 30 teams from the United States and Canada. It is run
as a "farm league" to the NHL, with the vast majority of AHL players under
contract to an NHL team. The ECHL (called the East Coast Hockey League
before the 2003–04 season) is a mid-level minor league in the United States
with a few players under contract to NHL or AHL teams. The Southern
Professional Hockey League (SPHL) is a developmental minor league in the
United States with no NHL affiliations. Most undrafted players get their
start in the ECHL or SPHL.
University competitions
In the United States especially, college hockey is popular and the best
university teams compete in the annual NCAA Men's Ice Hockey Championship.
TheAmerican Collegiate Hockey Association is composed of college teams at
the club level.
Junior leagues
In Canada, the Canadian Hockey League is an umbrella organization comprising
three major junior leagues: the Ontario Hockey League, the Western Hockey
League, and the Quebec Major Junior Hockey League. It attracts players from
Canada, the United States and Europe. In the United States, theUnited States
Hockey League (USHL) is the highest junior league. Players in this league
are strictly amateur, so that they may play college hockey if they wish.
Eurasia
KHL match
Kontinental Hockey League (KHL)
The Kontinental Hockey League (KHL) is the largest and most popular ice
hockey league in Eurasia. The league is the direct successor to the Russian
Super League, which in turn was the successor to the Soviet League, the
history of which dates back to the Soviet adoption of ice hockey in the
1940s. The KHL was launched in 2008 with clubs predominantly from Russia,
but featuring teams from other post-Soviet states. The league expanded
beyond the former Soviet countries beginning in the 2011–12 season, with
clubs in Croatia and Slovakia. The number of teams has since increased to 28
from eight different countries.
Minor leagues
The second division of hockey in Eurasia is the Supreme Hockey League (VHL).
This league features 24 teams from Russia and 2 from Kazakhstan. This
league is currently being converted to a farm league for the KHL, similarly
to the AHL's function in relation to the NHL. The third division is the
Russian Hockey League, which features only teams from Russia. The Asia
League, an international ice hockey league featuring clubs from China, Japan
, South Korea, and the Russian Far East, is the successor to the Japan Ice
Hockey League.
Junior leagues
The highest junior league in Eurasia is the Junior Hockey League (MHL). It
features 32 teams from post-Soviet states, predominantly Russia. The second
tier to this league is the Junior Hockey League Championships (MHL-B).
Europe
Several countries in Europe have their own top professional senior leagues.
Many future KHL and NHL players start or end their professional careers in
these leagues. The National League A in Switzerland, Swedish Hockey League
in Sweden, Liiga in Finland, and Czech Extraliga in the Czech Republic are
all very popular in their respective countries.
Champions Hockey League
Beginning in the 2014–15 season, the Champions Hockey League was launched,
a league consisting of first-tier teams from several European countries,
running parallel to the teams' domestic leagues. The competition is meant to
serve as a Europe-wide ice hockey club championship. The competition is a
direct successor to the European Trophy and is related to the 2008–09
tournament of the same name.
Other
There are also several annual tournaments for clubs, held outside of league
play. Pre-season tournaments include the European Trophy, Tampere Cup and
the Pajulahti Cup. One of the oldest international ice hockey competition
for clubs is the Spengler Cup, held every year in Davos, Switzerland,
between Christmas and New Year's Day. It was first awarded in 1923 to the
Oxford University Ice Hockey Club. The Memorial Cup, a competition for
junior-level (age 20 and under) clubs is held annually from a pool of junior
championship teams in Canada and the United States.
International club competitions organized by the IIHF include the
Continental Cup, the Victoria Cup and the European Women's Champions Cup.
The World Junior Club Cup is an annual tournament of junior ice hockey clubs
representing each of the top junior leagues.
National team competitions
Finland vs Russia in the Winter Olympics 2006 in Turin.
Ice hockey has been played at the Winter Olympics since 1924 (and was played
at the summer games in 1920). Canada won six of the first seven gold medals
to 1952, the exception occurring in 1936 when Great Britain won. TheUSSR
won all but two gold medals from 1956 to 1988 as well as a final time as the
Unified Team at the 1992 Albertville Olympics. The United States won their
first gold medal in 1960. On the way to winning the gold medal at the1980
Lake Placid Olympics amateur US college players defeated the heavily
favoured Soviet squad—an event known as the "Miracle on Ice" in the United
States. Restrictions on professional players were fully dropped at the 1998
games in Nagano. The Games saw the full participation of players from the
NHL, which suspended operations during the Games and has done so in
subsequent Games. The 2010 games in Vancouver were the first played in an
NHL city since the inclusion of NHL players. The 2010 games were the first
played on NHL-sized ice rinks, which are narrower than the IIHF standard.
Ice Hockey World Championships 2010 in Germany
National teams representing the member federations of the IIHF compete
annually in the IIHF Ice Hockey World Championships. Teams are selected from
the available players by the individual federations, without restriction on
amateur or professional status. Since it is held in the spring, the
tournament coincides with the annual NHL Stanley Cup playoffs and many of
the top players are hence not available to participate in the tournament.
Many of the NHL players who do play in the IIHF tournament come from teams
eliminated before the playoffs or in the first round, and federations often
hold open spots until the tournament to allow for players to join the
tournament after their club team is eliminated. For many years, the
tournament was an amateur-only tournament, but this restriction was removed,
beginning in the 1970s. Players are not paid to play in the tournament, but
insurance and expenses are covered from the tournament revenues.
The 1972 Summit Series and 1974 Summit Series, two series pitting the best
Canadian and Soviet players without IIHF restrictions were major successes,
and established a rivalry between Canada and the USSR. In the spirit of best
-versus-best without restrictions on amateur or professional status, the
series were followed by five Canada Cup tournaments, played in North America
. Two NHL versus USSR series were also held: the 1979 Challenge Cup and
Rendez-vous '87. The Canada Cup tournament later became the World Cup of
Hockey, played in 1996 and 2004. The United States won in 1996 and Canada
won in 2004.
Since the initial women's world championships in 1990, there have been
fifteen tournaments.[63] Women's hockey has been played at the Olympics
since 1998.[65] The 2006 Winter Olympic final between Canada and Sweden
marked the only time the women's world championship or Olympic final did not
involve both Canada and the United States.
Other ice hockey tournaments featuring national teams include the World U20
Championship, the World U18 Championships, the World U-17 Hockey Challenge,
the World Junior A Challenge, the Ivan Hlinka Memorial Tournament, the World
Women's U18 Championships and the 4 Nations Cup. The annualEuro Hockey Tour
, an unofficial European championship between the national men's teams of
the Czech Republic, Finland, Russia and Sweden have been played since 1996–
97.
Miscellaneous
Oceania
The Australian Ice Hockey League and New Zealand Ice Hockey League are
represented by nine and five teams respectively. As of 2012, the two top
teams of the previous season from each league compete in the Trans-Tasman
Champions League.
Africa
Ice hockey in Africa is a small but growing sport so no African ice hockey
playing nation has a domestic league.
Pond hockey
Main article: Pond hockey
Pond hockey is a form of ice hockey played generally as pick-up hockey on
lakes, ponds and artificial outdoor rinks during the winter. Pond hockey is
commonly referred to in hockey circles as shinny. Its rules differ from
traditional hockey because there is no hitting and very little shooting,
placing a greater emphasis on skating, puckhandling and passing abilities.
Since 2002, the World Pond Hockey Championship has been played on Roulston
Lake in Plaster Rock, New Brunswick, Canada.[73] Since 2006, the U.S. Pond
Hockey Championships have been played in Minneapolis, Minnesota, and the
Canadian National Pond Hockey Championships have been played in Huntsville,
Ontario.
In popular culture
Main article: Ice hockey in popular culture
Ice hockey is the official winter sport of Canada. Ice hockey, partially
because of its popularity as a major professional sport, has been a source
of inspiration for numerous films, television episodes and songs in North
American popular culture.[citation needed]
Attendance records
Main article: List of ice hockey games with highest attendance
The record for a Stanley Cup playoff game is 28,183, set on April 23, 1996,
at the Thunderdome during a Tampa Bay Lightning – Philadelphia Flyersgame.[
74]
A record was set on December 11, 2010, when the University of Michigan's men
's ice hockey team faced cross-state rival Michigan State in an event billed
as "The Big Chill at the Big House." The game was played at Michigan's (
American) football venue, Michigan Stadium in Ann Arbor, with a capacity of
109,901 as of the 2010 football season. When UM stopped sales to the public
on May 6, 2010, with plans to reserve remaining tickets for students, over
100,000 tickets had been sold for the event.[75] Ultimately, a crowd
announced by UM as 113,411, the largest in the stadium's history (including
football), saw the homestanding Wolverines win 5–0. Guinness World Records,
using a count of ticketed fans who actually entered the stadium instead of
UM's figure of tickets sold, announced a final figure of 104,173.[76][77]
The record was approached but not broken at the 2014 NHL Winter Classic,
which also held at Michigan Stadium, with the Detroit Red Wings as the home
team and the Toronto Maple Leafs as the opposing team with an announced
crowd of 105,491.
Number of registered players by country
Number of registered hockey players, including male, female and junior,
provided by the respective countries' federations. Note that this list only
includes the 37 of 77 IIHF member countries with more than 1,000 registered
players as of September 2016.[78][79]
Country Players % of population
Canada 639,500 1.762%
United States 543,239 0.168%
Czech Republic 109,103 1.034%
Russia 102,179 0.071%
Finland 74,150 1.342%
Sweden 60,408 0.613%
Switzerland 26,898 0.321%
Germany 25,430 0.032%
France 21,451 0.033%
Japan 18,988 0.015%
United Kingdom 12,462 0.019%
Slovakia 12,380 0.228%
Austria 9,493 0.111%
Latvia 6,699 0.343%
Norway 6,629 0.126%
Ukraine 6,278 0.014%
Italy 5,896 0.010%
Netherlands 5,600 0.033%
Kazakhstan 5,041 0.028%
Belarus 4,968 0.052%
Hungary 4,776 0.049%
Denmark 4,716 0.083%
Australia 3,918 0.016%
Poland 3,586 0.009%
South Korea 2,591 0.005%
North Korea 2,320 0.009%
Belgium 2,180 0.019%
Mexico 1,964 0.002%
Hong Kong 1,785 0.024%
Lithuania 1,585 0.056%
Estonia 1,393 0.106%
India 1,276 0.000%
New Zealand 1,255 0.027%
Romania 1,206 0.006%
China 1,101 0.000%
Turkey 1,092 0.001%
Slovenia 1,017 0.049%
$$$$$$$$$$$$$$$$$$$$$$$$$$$$
Thomson Reuters
From Wikipedia, the free encyclopedia
This article is about the Thomson Reuters Corporation. For the Thomson
Reuters Foundation, see Thomson Reuters Foundation.
Thomson Reuters Corporation
Headquarters in Times Square, New York City
Type Public
Traded as NYSE: TRI
TSX: TRI
S&P/TSX 60 component
Industry Mass media
Predecessor Reuters Group
The Thomson Corporation
Founded 17 April 2008 (Toronto,Ontario, Canada)
Headquarters
3 Times Square
New York, NY 10036
U.S. (operations)
333 Bay Street, Suite 400, Toronto, Ontario, Canada (legal domicile)
Area served Worldwide
Key people David Thomson (Chairman)
James C. Smith (CEO)[1]
Revenue US$ 12.607 billion (2014)[2]
Operating income US$ 2.498 billion (2014)[2]
Net income US$ 1.909 billion (2014)[2]
Total assets US$ 30.597 billion (2014)[2]
Total equity US$ 14.178 billion (2014)[2]
Owner The Woodbridge Company(59.6%) [3]
Number of employees 53,000 (Q1, 2015)[4]
Subsidiaries Reuters
Sweet & Maxwell
West
Website ThomsonReuters.com
Wikinews has related news:Thomson Corporation and Reuters agree to merge
Thomson Reuters Building in Canary Wharf, London Borough of Tower Hamlets.
Thomson Reuters Corporation (/ˈrɔɪtərz/) is a
multinational mass media and information firm with operationalheadquarters
at 3 Times Square in Manhattan, New York City. The firm was founded in
Toronto, Ontario,Canada, and its legal domicile offices are located at 333
Bay Street in Downtown Toronto.[5][6] Thomson Reuters shares maintain a dual
listing on the New York Stock Exchange (NYSE: TRI) and the Toronto Stock
Exchange(TSX: TRI).
Thomson Reuters was created by the Thomson Corporation's purchase of British
-based Reuters Group on 17 April 2008,[7] and is majority owned by The
Woodbridge Company, a holding company for the Thomson family.[8]Thomson
Reuters was ranked as Canada's "leading corporate brand" in the 2010
Interbrand Best Canadian Brands ranking.[9] Thomson Reuters operates in more
than 100 countries, and has more than 60,000 employees around the world.[4]
Contents
1History
1.1The Thomson Corporation
1.2Reuters Group
1.3Post-acquisition
2Operations
3Market position and antitrust review
4Purchase process
5Acquisitions
6Sponsorships
7See also
8References
9Further reading
10External links
History[edit]
The Thomson Corporation[edit]
Main article: Thomson Corporation
The company was founded by Roy Thomson in 1934 in Ontario as the publisher
of The Timmins Daily Press. In 1953 Thomson acquired the Scotsman newspaper
and moved to Scotland the following year. He consolidated his media position
in Scotland in 1957 when he won the franchise for Scottish Television. In
1959 he bought theKemsley Group, a purchase that eventually gave him control
of the Sunday Times. He separately acquired theTimes in 1967. He moved into
the airline business in 1965, when he acquired Britannia Airways and into
oil and gas exploration in 1971 when he participated in a consortium to
exploit reserves in the North Sea. In the 1970s, following the death of Lord
Thomson, the company withdrew from national newspapers and broadcast media,
selling the Times, the Sunday Times and Scottish Television and instead
moved into publishing, buying Sweet & Maxwell in 1988. The company at this
time was known as the International Thomson Organisation Ltd (ITOL).[10]
In 1989, ITOL merged with Thomson Newspapers, forming The Thomson
Corporation. In 1996 The Thomson Corporation acquired West Publishing, a
purveyor of legal research and solutions including Westlaw.[11]
Reuters Group[edit]
Main article: Reuters Group
The Company was founded by Paul Julius Reuter in 1851 in London as a
business transmitting stock market quotations.[11] Reuter set up his "
Submarine Telegraph" office in October 1851 and negotiated a contract with
the London Stock Exchange to provide stock prices from the continental
exchanges in return for access to London prices, which he then supplied to
stockbrokers in Paris, France.[11] In 1865, Reuters in London was the first
organization to report the assassination of Abraham Lincoln.[11] The company
was involved in developing the use of radio in 1923.[11] It was acquired by
the British National & Provincial Press in 1941 and first listed on the
London Stock Exchange in 1984.[11] Reuters began to grow rapidly in the
1980s, widening the range of its business products and expanding its global
reporting network for media, financial and economic services: key product
launches included Equities 2000 (1987), Dealing 2000-2 (1992), Business
Briefing (1994), Reuters Television for the financial markets (1994), 3000
Series (1996) and the Reuters 3000 Xtra service (1999).[11]
Post-acquisition[edit]
The Thomson Corporation acquired Reuters Group PLC to form Thomson Reuters
on April 17, 2008.[12]Thomson Reuters operated under a dual-listed company (
“DLC”) structure and had two parent companies, both of which were publicly
listed — Thomson Reuters Corporation and Thomson Reuters PLC. In 2009, it
unified its dual listed company structure and stopped its listing on the
London Stock Exchange and NASDAQ. It is now listed only as Thomson Reuters
Corporation on the New York Stock Exchange and Toronto Stock Exchange (
symbol: TRI).[13][14]
In June 2008, it was reported that it would be launching a news channel to
rival Bloomberg TV and CNBC. This turned out to be false. The company
released Thomson Reuters Eikon in 2011.[11]
On February 13, 2013, Thomson Reuters announced it would cut 2,500 jobs to
cut cost in its Legal, Financial and Risk division.[15] On October 29, 2013,
Thomson Reuters announced it would cut another 3,000 jobs, mostly in its
Legal, Financial and Risk division.[16]
In July 2016, Thomson Reuters announced it would be selling its Intellectual
Property and Science business to private equity funds.[17]
Operations[edit]
The chief executive of the combined company is James C. Smith, who was the
chief executive for the professional division, and the chairman is David
Thomson, who was the chairman of Thomson.[18][19][20]
In late 2011, the company announced a new organizational structure with five
divisions:[21]
Financial and Risk
Legal
Intellectual Property & Science
Tax & Accounting
Global Growth Organization[21]
Thomson Reuters competes with Bloomberg L.P., in aggregating financial and
legal news.[22]
Market position and antitrust review[edit]
Thomson Reuters Building as seen from Eighth Avenue in Midtown Manhattan.
The Thomson-Reuters merger transaction was reviewed by the U.S. Department
of Justice and by the European Commission. On February 19, 2008, both the
Department of Justice and the Commission cleared the transaction subject to
minor divestments.[23] The Department of Justice required the parties to
sell copies of the data contained in the following products: Thomson's
WorldScope, a global fundamentals product; Reuters Estimates, an earnings
estimates product; and Reuters Aftermarket (Embargoed) Research Database, an
analyst research distribution product. The proposed settlement further
requires the licensing of related intellectual property, access to personnel
, and transitional support to ensure that the buyer of each set of data can
continue to update its database so as to continue to offer users a viable
and competitive product.[24] The European Commission imposed similar
divestments: according to the Commission's press release, "the parties
committed to divest the databases containing the content sets of such
financial information products, together with relevant assets, personnel and
customer base as appropriate to allow purchasers of the databases and
assets to quickly establish themselves as a credible competitive force in
the marketplace in competition with the merged entit
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