Victoria Rosemond Bond by Jon Rosamond 6/23
Dear Governor Kotek; I have been composing a message to Herbert Boyer for almost a week. Herbert is a co-founder of Genentech that is moving out of South San Francisco. They are in Hillsboro Orgon. For a year I have been posting on your Facebook, selected post from my blog ‘Royal Rosamond Press. I have been blogging on the movies Barbie and Oppenheimer this morning and came upon an old post that is the Genesis of the one I have been working on, Rosenmund De La Roche. How uncanny. The Matrix of Truth and the Giedeon Computer is about the Matrix of Artificial Intelligence that Genetech says it is exploring – and leading the way with!
I am asking for your help in owning credibility and getting assistance in understanding what is going on in my blog, and with me. I appear to have a real gift of prophecy that may have its roots in a archetypal theme which may be able to keep Artificial Intelligence at bay. Have I found an antidote?
Sinerely
John Presco
Herbert Boyer receiving Winthrop Sears
https://en.wikipedia.org/wiki/Genentech
https://en.wikipedia.org/wiki/Herbert_Boyer
A rose plant that began as cells grown in a tissue culture
Karl Wilhelm Rosenmund
natal chart (Placidus)
This monring I read an articel about Genetech is SF Gate, and I was reading my family history – pastand present. This is Kismet, or, the work of a hgher power we can now define that influence our DNA choice the old fashioned way, via Family Trees?
“One of the disciples of good barrel and service to meet the conditions of their customers, is William Broderick, sales manager of the California Barrel Company, San Francisco, Calif. Mr. Broderick attended the convention, stopping off at Chicago en route. Mr. Broderick is a natural born salesman, and certainly has the creative idea in salesmanship which is demonstrated by the fact not withstanding from the loss of business from wine and whiskey operations, the cooperage shops in the country and the manufactures supplying the same have kept busy even in maximum capacity during the past year and half, since prohibition arrived, which leads us all to do the same kind of constructive salesmanship. Malaga grapes have always been shipped in kegs and packed in ground cork, but in the last years, California has a become a great factor in furnishing the world with Malaga grapes packed in redwood sawdust. The California Barrel Company, as well as other cooperage institutions on the coast, are making kegs to deliver these grapes seasoned without moisture, to various markets of the world. Bill Broderick is one of the fellows who made this possible by demonstrating to our merchants the value of California grapes packed in the right way, in the right kind of packaging!”
of the art world
Swiss collector Maja Hoffmann inherited a huge fortune – and an obsession with fine art now on display in her impressive new gallery
ByCaroline Roux13 July 2021 • 5:00am
If Arles once belonged to Vincent Van Gogh, from this summer he might have to share its starry night reputation with Maja Hoffmann. Though the Dutch artist only spent 15 months in the southern French city, he used the tumultuous period to create some of his most famous works including the wheatfields and sunflowers that help to define his oeuvre.
Maja Hoffmann (born 1956) is a Swiss art collector, art patron, documentary producer, impresario, and businesswoman. She is the founder and president of the LUMA Foundation. She is also part of the shareholder pool made up of descendants of the founder of the Roche Holding AG, which controls the Swiss health-care company Hoffmann-La Roche.[1]
Early life and education[edit]
Hoffmann is the granddaughter of the industrialist Emanuel (Manno) Hoffmann (1896-1932), daughter of Daria Hoffmann-Razumovsky (1925–2002) and the pharmaceutical magnate and renowned naturalist Luc Hoffmann (1923–2016).[2] She grew up in the Camargue region of southern France.[3] Her sister is the publisher and philanthropist Vera Michalski and her brother is the businessman André Hoffmann. Maja’s other sister, Daria (Daschenka) Hoffmann, passed away in 2019 at the age of 59.[4]
Hoffmann’s grandmother, Maja Stehlin (1896–1989), collected Pablo Picasso, Jean Arp, Fernand Léger, Jean Tinguely and Georges Braque. She created the Emanuel Hoffmann Foundation (whose collection forms the main core of the Schaulager) in 1933 to honor her grandfather Emanuel, who had died when his car was hit by a train when her father, Luc, was still a child.[5]
In the 1980s, Maja studied film at the New School and at New York University in New York City. She then made a documentary film about the fishermen of the Sahara.[6]
https://www.ddpsinc.com/about-us
Biotechnology had a significant impact on many areas of society, from medicine to agriculture to environmental science. One of the key techniques used in biotechnology is genetic engineering, which allows scientists to modify the genetic makeup of organisms to achieve desired outcomes. This can involve inserting genes from one organism into another, creating new traits or modifying existing ones.
Biotechnology had a significant impact on many areas of society, from medicine to agriculture to environmental science. One of the key techniques used in biotechnology is genetic engineering, which allows scientists to modify the genetic makeup of organisms to achieve
desired outcomes. This can involve inserting genes from one organism into another, creating new traits or modifying existing ones.
Rosenmund Lab
In the Rosenmund Lab, we study the process of communication between neurons at their point of contact—the synapse. At the synapse, an incoming electrical response triggers the release of a chemical signal, the neurotransmitter, in a process called exocytosis. The neurotransmitter molecules activate an electrical response in the receiving cell and, thus, the signal is propagated. While many of the essential protein players in transmission at a chemical synapse have been defined, many open questions about the details of this process remain.
Our overarching goal in the Rosenmund Lab is to understand how different proteins, structures or genes determine neurotransmitter release properties. Why does synaptic transmission differ between cell types? How do proteins work together to assure the speed and efficiency of synaptic exocytosis? We use diverse approaches to reveal the molecular mechanisms underlying synaptic processes
Professor of Geodesy and Topography at the Swiss Federal Polytechnic
Max Rosenmund
E-Pics Image Archive Online
Max Rosenmund was born on 12 February 1857 in Liestal and grew up in Riesbach near Zurich.
https://freepages.rootsweb.com/~rosamondgenealogy/genealogy/index2.htm
http://www.rosenmundlab.de/?fbclid=IwAR2MJwPYv4YlO1D9qp1byOv_1i5iYk55v8yPk4qdxVVm5yN8bC5HqPKakao
ROSENMUND
The Rosenmund brand is well known for high quality filtration and drying equipment in pharmaceutical and chemical processes. A long time leader in innovation of filter-dryers, Rosenmund has been integrated in the De Dietrich Process Systems group since 1999.
The Guedu brand, known for filter-dryers, pan dryer and powder blenders, has been successively integrated in Rosenmund and then De Dietrich Process Systems.
Founded in 1810, in Switzerland, Rosenmund is the recognized world leader in the design, development, construction, installation and support of filtration, mixing and drying equipment for the pharmaceutical and chemical industry.
Rosenmund is a leader of:
- Mechanical solid/liquid separation
- Mechanical liquid/liquid separation
- Drying for chemical and pharmaceutical products
- Accordance to cGMP and FDA guidelines
Karl Wilhelm Louis Rosenmund (15 December 1884 – 8 February 1965) was a German chemist. He was born in Berlin and died in Kiel.
| Karl Wilhelm Louis Rosenmund | |
|---|---|
| Born | 15 December 1884 Berlin, Germany |
| Died | 8 February 1965 (aged 80) Kiel, Germany |
| Alma mater | University of Berlin |
| Known for | Rosenmund reduction Rosenmund-Kuhnhenn method Rosenmund–von Braun reaction |
| Scientific career | |
| Doctoral advisor | Otto Paul Hermann Diels |
Rosenmund studied chemistry and received his Ph.D. 1906 from University of Berlin for his work with Otto Diels. He discovered the Rosenmund reduction, which is the reduction of acid chlorides to aldehydes over palladium on barium sulfate as catalyst (Lindlar catalyst). The Rosenmund–von Braun reaction, the conversion of an aryl bromide to an aryl nitrile is also named after him. Rosenmund-Kuhnhenn method is suitable for the determination of iodine value in conjugated systems (ASTM D1541).
Friedrich Rosenmund 
| Gender: | Male |
|---|---|
| Birth: | January 31, 1552 Basel, Basel-Stadt, Basel City, Switzerland |
| Death: | August 29, 1620 (68) Basel, Basel-Stadt, Basel City, Switzerland |
| Place of Burial: | Basel, Basel-Stadt, Basel City, Switzerland |
| Immediate Family: | Son of Hans Rosenmund and Katharina Rosenmund Husband of Barbara Rosenmund and Unknown Rosenmund Father of Lucas Rosenmund; Niklaus Rosenmund; Maria Brandmüller and Hans Rosenmund Brother of Magdalena Rosenmund Half brother of Johannes Rosenmund; Hans Rosenmund and Elisabeth Rosenmund |
| DNA Markers: |  details |
| Added by: | Jimmy Dale Rosamond on March 21, 2009 |
| Managed by: | Jimmy Dale Rosamond, Marsha Gail Veazey (Kamish) and Peter Kooijmans (v/d Weijden) |
Friedrich Rosenmund was a weaver and guild master, a member of the Basel Grand Council and an advisor of the weavers’ guild and a city captain from 1593-1620 in Basel. Ordered at the St. Leonhard Church in Basel
Immediate Family
Showing 12 of 13 people
- Unknown Rosenmundwife
- Barbara Rosenmundwife
- Lucas Rosenmundson
- Niklaus Rosenmundson
- Maria Brandmüllerdaughter
- Hans Rosenmundson
- Hans Rosenmundfather
- Katharina Rosenmundmother
- Magdalena Rosenmundsister
- Anna Rosenmundstepmother
- Johannes Rosenmundhalf brother
- Hans Rosenmundhalf brother
Rosenmund Reduction
As discussed in the introduction, the Rosenmund reduction is a reaction where acid chlorides are converted into aldehydes by employing hydrogen gas over palladium poisoned by barium sulfate. An example of this catalytic hydrogenation of acyl chlorides forming aldehydes is shown below.
Due to the high reactivity of hydrogen gas, it readily initiates a substitution in the acyl
South San Francisco: The Bioindustrial City / Genentech’s birthplace evolves into a biotech mecca
Tom Abate, Chronicle Staff Writer
Dec. 14, 1998
Through a combination of luck, geography and city planning, South San Francisco has quietly become the world capital of biotechology.
“In biotech, South San Francisco has a special place because that’s where Genentech was born,” Pellerito said.
It was certainly South San Francisco’s good fortune in 1976, when scientist Herb Boyer and venture capitalist Bob Swanson planted the seeds for Genentech in a semivacant warehouse.
They were looking for a cheap place to start a company based on an unproven idea: that they could create new drugs by manipulating the DNA inside cells to make proteins. This differed from traditional pharmaceutical researchers, who were chemists mixing compounds into drugs.
Boyer and Swanson found their corporate home in the eastern part of South San Francisco, a region then dominated
by old meat packing plants, rusting steel mills and dusty truck depots.
“Bob likes to tell how they had to put up plastic sheets to keep the dust from the ceiling from falling into their experiments,” said Genentech spokeswoman Laura Leber.
Today, Genentech has grown into a biotech giant with over $1 billion in sales and more than 3,200 in South San Francisco. Along the way, it has spawned more than two dozen spin-offs and become a magnet for 37 smaller firms grouped in the same industrial zone where it was born.
This cluster lures more biotech firms to the city. Sugen Inc. recently relocated its 200-person headquarters from Redwood City to South San Francisco.
“We like the idea of being in a biotech neighborhood,” said James Knighton, Sugen’s chief financial officer. “We get a lot of cross-fertilization from the other companies and have access to a qualified labor pool.” Tularik Inc. is a 5-year-old biotech firm in South San Francisco founded by David V. Goeddel, formerly a chief scientist at Genentech. When Tularik doubled the size of its headquarters, there was really no question that it should make the expansion in South San Francisco.
“South City is almost an ideal location,” said Andrew Perlman, Tularik’s vice president of medical research. “It’s halfway between Stanford and UCSF, two centers of excellence in biomedical research. And it’s strategically located close to the venture capital community on Sand Hill Road” in Menlo Park.
Although biotech firms sometimes use hazardous chemicals in manufacturing or research, there was never much neighborhood opposition because the area had always been an industrial zone, without housing.
Those in the industry credit city zoning and business policies with cementing South San Francisco’s position as the biotech center.
“The city leaders have seen the potential of what we call the east of 101 area and made the changes they needed to develop it,” said Peter Yee, Genetech’s senior planner.
City Manager Mike Wilson, who came to South San Francisco 25 years ago, said it took years for voters and elected officials to get comfortable with this strange, new industry.
“Our historic roots as a city were in the stockyards and the meat- slaughtering houses, just like South Chicago and South Omaha,” Wilson said.
Founded in 1908, South San Francisico attracted a succession of blue-collar employers, like steel and paper mills.
By the 1970s, however, most of those heavy industries had left or were leaving. Trucking and warehousing firms filled the void, taking advantage of cheap land, a willing workforce and proximity to the airport.
In the 1980s and early 1990s, these companies had to compete for space with a burgeoning Genenetech and its spin-offs.
According to Wilson, four years ago, the City Council decided to discourage new truck-related facilities from locating in the industrial zone, to save the remaining land for new biotech firms.
“That created quite a little concern with some of the business community,” said Jim Datzman, who is both mayor of South San Francisco and executive director of its Chamber of Commerce. “We thought it made sense to settle that by grandfathering in the existing truckers while encouraging the expansion of biotech.”
For the city, biotech had clear tax-generating advantages, according to Marty Van Duyn, the city’s director of economic development.
Van Duyn said warehouses cost as little as $70 per square foot to build. But a fully equipped biotech laboratory can cost $350 to $450 per square foot. The more expensive the building, the greater the property tax revenues that can flow into the city’s coffers, he said.
City Manager Wilson said the biotech firms also provide a range of jobs that are accessible to the city’s general workforce. “These are growing companies that need receptionists and technicians and security guards,” he said. “There are a lot of good paying jobs, and not just for the scientists and the engineers.”
Mayor Datzman said the biotech community has been a good corporate neighbor. Each year, Genetech provides employees with a total of $100,000 in scrip to spend in the city’s downtown. And biotech firms have worked with the local high schools and community college to train workers for technician jobs in the industry.
Genentech’s Yee said the city has made a few big changes to its zoning laws, such as raising the maximum building height from 65 feet to 150 feet, to accommodate biotech companies that might want to build high-rises.
But most of the changes have been modest, he said. For instance, a change in parking regulations made it easier for Genentech to spread its 3,200 headquarters employees throughout 28 buildings and 2.2 million square feet of office, lab, manufacturing and warehouse space.
Under the old zoning laws, if a company wanted to increase its staff at one site, it had to have parking on that same parcel. Yee said the new zoning law treats all of Genentech as a single campus, so it can add the parking anywhere it wants and provide shuttles to move its employees around.
Bob Bristow, president of Oakland’s Brittania Developments, said the zoning changes encouraged firms like his to buy raw land and erect the specialized buildings biotech clients need.
Each story of a lab building must be 17 feet tall. The first 10 feet are given over to the normal ceiling. The other seven feet, though hidden from view, house pipes, air filtration systems and other plumbing needed to supply the labs with water and chemicals.
Bristow said he completed his first project two years ago, when he built a new home for Tularik. Last year he developed a custom building for FibroGen. Since then he’s created lab and office space for three other tenants — Sugen, Metaxen and Cor Therapeutics — and has other projects slated for occupancy in the spring.
“Our problem now is that land in South San Francisco is getting scarce,” Bristow said. “We have more likely clients than vacant dirt.”
Of course, biotech has never been confined to South San Francisco’s borders.
Chiron, another biotech pioneer, makes its home across the bay in Emeryville. Biotech firms have popped up in Alameda, Richmond and Fremont. And of course there are biotech clusters in San Diego, Boston and several European nations.
But the Peninsula can justly lay claim to being the cradle of biotechnology, just as San Jose was the birthplace of the computing industry.
Owing to some of the same geographic factors as South San Francisco — namely proximity to research universities and venture capital — smaller biotech clusters have sprung up in Foster City, Redwood City, Menlo Park, San Carlos, Belmont, Burlingame and San Mateo. Together, San Mateo County boasts over 70 biotech companies with a combined employment of about 5,100, according to the county’s economic development association.
And though employment in biotech pales compared to the computer industry — all 110 Peninsula biotech firms have roughly the same local employment as networking giant Cisco Systems — the potential for future growth is there.
“If you think about industries as having a 40-year growth cycle, biotech is probably in its 10th year,” said Pellerito, the industry analyst. “They have lots of growth opportunity ahead of them.”
Max Rosenmund (* 12. Februar 1857 in Liestal; † 18. August 1908 in Küsnacht; heimatberechtigt in Liestal) war ein Schweizer Geodät und Hochschullehrer.
Max Rosenmund (ca. 1909)
Inhaltsverzeichnis
LebenBearbeiten
Max Rosenmund, Sohn des Kaufmanns Daniel und der Maria Dorothea, geborene Berri, war mit Frieda Fierz, Tochter des Robert, verheiratet.
Er besuchte die Industrieschule in Lausanne. Anschliessend, von 1875 bis 1879, absolvierte er ein Bauingenieur-Studium am Polytechnikum Zürich, der heutigen ETH Zürich.
SchaffenBearbeiten
Zwischen 1881 und 1904 war Rosenmund zunächst als Aufnahmeingenieur, danach (ab 1882) als Triangulationsingenieur und schliesslich als Adjunkt für die Eidgenössische Landestopographie tätig. Rosenmund untersuchte die Anwendung der Photogrammetrie für topografische Aufnahmen sowie die Änderung des Projektionssystems der schweizerischen Landesvermessung.
Ab 1898 war Rosenmund an der Richtungsbestimmung der Tunnelachse im Simplontunnel beteiligt. Zwischen 1904 und 1908 war er Professor für Vermessungskunde und Geodäsie am Polytechnikum Zürich. Des Weiteren war Rosenmund Mitglied der Eidgenössischen Geodätischen Kommission sowie Oberst der Artillerie. Er wurde mit dem Dr. h. c. der Universitäten Genf, Lausanne und Basel ausgezeichnet.
LiteraturBearbeiten
- Professor Dr. M. Rosenmund. In: Schweizerische Bauzeitung. 51./52. Jg., Nr. 8, 1908, S. 109 (archiviert in E-Periodica der ETH Zürich; PDF; 1,2 MB).
- Friedrich Becker: Professor Dr. Max Rosenmund. In: Verhandlungen der Schweizerischen Naturforschenden Gesellschaft. 91. Jg., 1908, S. 89–96 (mit Werkverzeichnis; archiviert in E-Periodica der ETH Zürich; PDF; 10,9 MB).
- Eduard Dolezal: Professor Dr. Max Rosenmund. In: Österreichische Zeitschrift für Vermessungswesen. 6. Jg., Nr. 11, 1908, S. 327 (PDF; 6,4 MB).
- Professor Dr. Max Rosenmund. In: Zeitschrift des Vereins Schweizerischer Konkordatsgeometer. 6. Jg., Nr. 9, 1908, S. 137–139 (archiviert in E-Periodica der ETH Zürich; PDF; 1,6 MB).
WeblinksBearbeiten
- Urban Schertenleib: Max Rosenmund. In: Historisches Lexikon der Schweiz. 1. Dezember 2009.
- Max Rosenmund in Schweizerische Eliten des 20. Jahrhunderts.
| Diese Fassung des Artikels basiert auf dem Eintrag im Historischen Lexikon der Schweiz (HLS), der gemäss den Nutzungshinweisen des HLS unter der Lizenz Creative Commons – Namensnennung – Weitergabe unter gleichen Bedingungen 4.0 International (CC BY-SA 4.0) steht. Sollte der Artikel so weit überarbeitet und ausgebaut worden sein, dass er sich erheblich vom HLS-Artikel unterscheidet, wird dieser Baustein entfernt. Der ursprüngliche Text und ein Verweis auf die Lizenz finden sich auch in der Versionsgeschichte des Artikels. |
Normdaten (Person): GND: 1048061213 (lobid, OGND) | VIAF: 198762276 | Wikipedia-Personensuche
The Company
De Dietrich Process Systems is composed of the organizations formerly known as De Dietrich Glass Lining, Rosenmund-Guedu, and QVF Process Systems.
Through the integration and synergies of these three companies, De Dietrich Process Systems has become one of the most comprehensive global suppliers of engineered systems, equipment and services for the fine chemical and pharmaceutical industries.
Worldwide there are more than 1,100 people and fifteen subsidiaries that form a network to serve our customers.
The California Barrel Company of San Francisco
Posted on March 9, 2020 by Royal Rosamond Press
Bohemian Club Members of the Bohemian Club, including California Gov. Ronald Reagan (centre left) and U.S. Vice Pres. Richard Nixon (centre right), at Bohemian Grove, California, 1967.The California Barrell Company
The California Barrel Company
by
John Presco: President of Royal Rosamond Press
Copyright 2020
An idea for a book, movie, and cable series.
William Broderick supervised the loading of two hundred barrels onto the freight car in Dogpatch, and now accompanied them on the barge to the dock in Oakland. He could just make out Joaquin Miller’s white home in the hills that sat as a Bohemian Beacon above the Stuttemeister orchard. Bill had picked a fight with the old curmudgeon and fraud about having his brigades of artistic circus clowns marching up and down the road they shared that was in theory, the Stuttmeister Road, that was later changed to Berlin Way. Now there were Japanese poets coming and going, and this made Bill’s German kindred, nervous. After the great earthquake, the Suttmiesters found sanctuary in Oakland, along with a couple of hundred well to do German Pioneers that had gone to the San Francisco Opera to hear Caruso sing.
When Miller took a keen interest in his daughter, Melba Broderick, who he carried on his knee when they took the trolley Frisco, Bill bought a new Victorian home on 13th. Street in Oakland. To his chagrin, Melba found out Gertrude Stein lived down the street and had known her idol, Isadora Duncan. At ten, Melba was found having tea and scones with literary greats, she helping Gertrude conduct her salon just before it moved to Paris. She was paid to do the dishes. There was no escaping the influence of Joaquin, who Bill had run into at the Bohemian Club, and, had to indure his non-stop bragging about the royalty he met when he went to Europe, and the Pre-Raphaelite artists he had dinner with at Gabriel Rossettis.
Bill celebrated Miller’s death in his own way. When he heard Bohemian Club members had built a funeral pyre and were going to burn the bloated braggard, he notified the authorities. Broderick had complained about the outdoor Japanese barbeques that filled the air with the stench of all kinds of meat, that wafted downhill under certain conditions, and wiped out the beautiful smell of cherry blossoms on the ranch When the cherries were ripe, they were sold for a pretty penny in Jingle Town, a cannery located on the Oakland Estuary where Jack London docked his oyster boat.
Frederick Jacob Koster had invited Bill Broderick to the Bohemian Grove Hijinks. It was while talking to a railroad magnet about how Prohibition was ruining many honest businessmen, that Bill came up with his brilliant plan to provide Bootleggers with barrels, and keep the profits of freightage rolling into the pocket of railroad owners.
“What if we put another product in our barrels that can be consumed. The Feds can not stop us. One is left with an empty barrel – to do with it you please. What if we shipped grapes? We can pack them in sawdust. We got plenty of that!”
“Sounds like a brilliant plan! I know an Italian who has planted a vineyard in Sonoma. Infact, there he is chatting with Frank Buck. You will want to talk to him, too. He’s becoming the biggest grower in California.”
Bill Broderick of Barrel and Box
Posted on February 26, 2019by Royal Rosamond Press
This morning I found an article about Bill Broderick and the California Barrel Company. What an historic account, that I have sent to the Mayor of San Francisco, and the Board of Supervisors. It’s all here, the elements that made San Francisco, and California – great!
William Frederick Broderick is trying to save a successful business, that due to prohibition, is on the ropes. My mother told me Bill traveled across America selling barrels. Bill has stopped in Chicago where Al Capone is making a fortune as a bootlegger, and arrives in Cleveland Ohio. Bill’s boss, Frederick Koster, must be furious to see organized crime families prospering, while he and his five hardworking bothers are desperate to keep their cooperage business afloat. Frederick is a member of the Bohemian Club, and the Law and Order Club. He may be one of the reasons the Mafia never got a foothold in the Bay Area. Frederick is ahead of his time in how he treated those who worked for him. They were like family. He shortened their work day, and paid good wages. Bill and Fred are promoting California Grapes. They made barrels for this billion dollar industry. They are Pioneers!
“One of the disciples of good barrel and service to meet the conditions of their customers, is William Broderick, sales manager of the California Barrel Company, San Francisco, Calif. Mr. Broderick attended the convention, stopping off at Chicago en route. Mr. Broderick is a natural born salesman, and certainly has the creative idea in salesmanship which is demonstrated by the fact not withstanding from the loss of business from wine and whiskey operations, the cooperage shops in the country and the manufactures supplying the same have kept busy even in maximum capacity during the past year and half, since prohibition arrived, which leads us all to do the same kind of constructive salesmanship. Malaga grapes have always been shipped in kegs and packed in ground cork, but in the last years, California has a become a great factor in furnishing the world with Malaga grapes packed in redwood sawdust. The California Barrel Company, as well as other cooperage institutions on the coast, are making kegs to deliver these grapes seasoned without moisture, to various markets of the world. Bill Broderick is one of the fellows who made this possible by demonstrating to our merchants the value of California grapes packed in the right way, in the right kind of packaging!”
Bravo!
I have put forth an idea for a Working Museum that preserves very valuable history, and creates jobs by giving new life to the ancient art of cooperage. I follow in my grandfather’s footsteps. It is my ambition to make the people of San Francisco – Big Winners!
John Presco
President: Royal Rosamond Press
Copyright 2019
Dear Mayor and Board;
My great grandfather, William F. Broderick, was a salesman and Director for the California Barrel Company that was located near the Portreo Power Plant that was just purchased for Redevelopment. The CBC got started by shipping Spreckels sugar. Claus Spreckels did business with president, Frederick Jacob Koster, and his four brothers. Their businesses were next to each other.
This morning I found an article about William who was interviewed by a reporter for . He speaks about shipping Malaga Grapes to cities across America – in barrels! Here is a merger with California grapes. Prohibition has just begun, and the cooperage industry is in crisis. Frederick Koster has gone abroad to map ut market in the Orient. Barrel and sailing ships go hand in hand. What I am proposing is a cooperage museum that would contribute to San Francisco’s tourist trade, and cooper college at the old site. There is a historic building and facade that could be used for this Trade College. The art of barrel making is coming back.
I have seen beautiful Japanese and Chinese packaging in museum. I saw wondrous labels on crates when I worked as lumper in the produce market in Jack London Square. Packaging is an art form, a craft that can give merchants new ideas.
To help fund this college a museum, I suggest quality prints be made of the amazing machinery invented to make barrels. I put a copyright in this book, but, your people may know how to do this. I have found no cooperage college in America. Meg Whitman purchased the PPP property and founded Qubi. She might want to imitate Alva Spreckels who was give the title ‘The Grandmother of San Francisco. The people around Meg have been selfish with information. Perhaps this is because I copyrighted the CBC name in 2011, and am the owner of californiabarrelcompany.co.
Associate Capital chose this name for a company that is floating around in Business Law World for reasons that are beyond my understanding. I have sent e-mails to several people offering my ideas. I got not response. The way I see it, the People of San Francisco deserve to see their history preserved, and, bring Civic Prosperity – now! Let’s build a dream – today!
https://www.potreropowerstation.com/about/
Sincerely
John Presco
President: Royal Rosamond Press
In December 2021, Roche and Genentech entered into a collaboration with Recursion Pharmaceuticals to explore new territories of cell biology and develop new treatments in key areas of neuroscience and an oncology indication. The partnership will leverage Recursion’s technology-enabled drug discovery platform in combination with our extensive single-cell data generation and ML capabilities to cast a wide, comprehensive net for novel drug targets, and advance and expedite the development of small molecule medicines.
The scale of this project is almost unheard of. We’ll be screening libraries of small molecules in parallel with genetic perturbation and RNA profiling approaches, so we’ll have an immediate path forward with potential medicines, which is a decisive benefit. There is a lot of risk involved in pursuing novel targets because we just don’t know enough about the underlying biology. Getting more confidence about targets and potential treatments would be a huge leap forward in neuroscience and other disease areas.
Scientists at Roche are also seeking novel approaches to the identification of adeno-associated virus (AAV) capsids in partnership with Roche subsidiary Spark Therapeutics and Dyno Therapeutics. Today’s gene therapies are delivered using naturally occurring viruses, which can carry limited payloads and only target certain tissue types. With Dyno’s AI-powered CapsidMap technology, the partners aim to optimize tissue targeting and immune-evading properties, in addition to improving packaging capacity and manufacturability of gene therapy solutions for central nervous system (CNS) and liver diseases.
https://en.wikipedia.org/wiki/Paul_Sacher
Paul Sacher – Unlikely Billionaire
With his newfound wealth, Paul took his passion for classical music to a whole new level. He paid for orchestras to travel the globe. He commissioned more than 80 new classical works and funded continual public performances at his Basel Chamber Orchestra.
Paul also launched the Paul Sacher Foundation which, among other actions, curated a library in Basel that included the world’s most important collection of musical manuscripts. Today the library houses manuscripts and letters from dozens of classical music’s most important composers.
When Paul wasn’t indulging his passion for classical music he was overseeing Hoffman-La Roche. He spent more than six decades as a board member, playing a crucial role in steering the company from a post-WW2 low point to global domination.
https://en.wikipedia.org/wiki/Roche
The Hoffmann-La Roche family is Switzerland’s richest and one of the most secretive families.[75] Many members of the family don’t carry the last name Hoffmann anymore. Some are known as Oeri, Michalksi, Faber-Castell, Fabre, Schmid or Duschmalé.[76]
https://en.wikipedia.org/wiki/Rosenmund_reduction
https://www.cnbc.com/2021/03/15/roche-agrees-to-buy-genmark-diagnostics-in-1point8-billion-deal.html
https://www.dedietrich.com/en/rosenmundr-universal-dryer
Dr. Jana Kroll
Contact Details
Guest scientist
CC02 für Grundlagenmedizin
Neurowiss. für zelluläre molek. Neurobiologie
-AG Rosenmund-
Charité Universitaetsmedizin Berlin
Charitéplatz 1
10117 Berlin
Germany
Tel. +49-(0)30-450-639 157
jana.kroll(at)charite.de
jana.kroll@mdc-berlin.de
Protein structure-function
Thanks to pioneering work in the late 20th century, we know the identities of most proteins involved in neurotransmitter release. However, many details about the structure of these proteins, their interaction partners, and the amino acids essential for their functions are not yet elucidated. In the Rosenmund Lab, we investigate the detailed interactions and mechanisms by which synaptic proteins control neurotransmitter release.
Our approach to investigate the function of synaptic proteins is to perform ‘rescue’ experiments with mutant proteins in neurons where the protein-of-interest has been eliminated. We then assay the effects on neurotransmitter release by assaying the electrophysiological responses of cultured neurons. Our ability to carefully quantify the neurotransmitter release characteristics under different conditions is attributable to our favorite specialized culture system—the autapse.
Human neuroscience
Ultimately, a major goal in neuroscience research is to understand the human brain, in health and disease. While model systems play an invaluable role in this endeavor, new research has revealed that human neurons have physiological properties that diverge from those of model systems. Differences in function between human neurons and other model organisms is particularly important in modeling disease mechanisms. In the Rosenmund Lab, we investigate aspects of human neurophysiology using human induced pluripotent stem cell (hIPSC) and patient tissue.
Research Focus
Neurons in the brain transmit information to each other through specialized connections called synapses. This process is initiated when the action potential invades the presynaptic terminal, which in turn causes the fusion of transmitter-filled vesicles with the presynaptic membrane releasing its content. Then transmitters can diffuse through the synaptic cleft and activate postsynaptic receptors thereby altering the postsynaptic membrane potential. This process is highly complex yet occurs with amazing speed and astonishing precision millions of times at every second within our brain. Moreover, functional properties of synapses within the brain can vary dramatically and can undergo rapid and lasting changes, and this in turn affect how information in the brain are encoded, and even how we learn and forget, how we think and feel, how we sense our environment and act. In our lab we study the basic principles of synaptic transmission with a major focus on the process of neurotransmitter release. In particular, we examine the molecular mechanisms underlying this process in central synapses. Within the presynaptic terminal, release of neurotransmitter-filled vesicles is restricted to active zones.
Clair Sapilewski, Opinion Editor| March 26, 2021
The Catalyst / Clair Sapilewski
Historic Ralston Hall dominates the scene behind NDB.
After being at NDB for nearly three years, it was hard for me to miss the looming mansion seated between NDB and Notre Dame De Namur University (NDNU). Ralson Hall is a beautiful piece of architecture but was always a mystery to me until I decided to look a little closer at its history.
Ralston Hall was built in 1868 by William Ralston. To put the building’s age in perspective, Filoli, San Mateo’s historic mansion, was built in 1917, nearly 50 years later.
William Ralston was a wealthy businessman who made a fortune in San Francisco after founding the Bank of California. Ralston Hall was built as a summer home for him and his family. After he drowned in the San Francisco bay in 1875, his 55,360-square-foot mansion’s ownership moved down to his business partner, Senator William Sharon. Over the next decades, the property was passed through many different ownerships and purposes, from private residences to a girls’ finishing school.
At last, in 1923, the mansion was bought by the Sisters of Notre Dame de Namur after they moved their college from San Jose to what would later become Belmont. From that point onward, the 80 room mansion served as a residence for the sisters and the heart of the University itself. In 1966, the mansion was recognized as a national historic landmark.
In 2012, the beloved Ralston Hall was declared a seismic hazard and closed to the public. A campaign to save Ralson Hall began. $5 million was needed, but with the help of many generous benefactors, the goal was reached in 2015.
Oddly enough, the building was not opened, and the seismic concerns were not addressed, even with the proper funding.
Years passed and the global pandemic hit. With far fewer students attending, universities around the country were in dire need of funding, NDNU included. For this reason, the renovation project was never executed, and the university used the funds to keep itself running instead of reopening the mansion.
Tied to a university with a very real risk of closing due to a lack of funding, I worry that if NDNU goes under, so will Ralston Hall. This would be a tragedy to both the community as a whole and to the history of our state.
Filoli serves as a model for Ralston Hall. Filoli runs on annual funds and donations from visitors, coupled with money from weddings and daily tours. If Ralston Hall could once again become that beloved community building, it might be able to support itself without being tied to an institution like NDNU.
Ralston Hall is not only a breathtakingly beautiful location but a historically fascinating heart of Belmont. The building that has entertained figures like Ulysses S Grant, Mark Twain, and Leland Stanford remains closed due to seismic concerns and a lack of funding for a small university. It seems almost an insult to the majesty of the building to be shut down for such trivial reasons. A landmark like this should be treated with utmost respect and be a high priority for California to save.
Victor Hugo – Last Bohemian
Posted on February 22, 2020by Royal Rosamond Press
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The New Nation of Helvetia
Posted on January 24, 2020 by Royal Rosamond Press
On this day, January 24, 2020, at 3:00 A.M. I John Presco, Re-found the Nation of Helvetia, that was founded by John Augustus Sutter, who honored the place of his Ancestors – Switzerland!
To become a Citizen of New Helvetia, that encompasses the boundaries of California, one must be a registered Democrat. As a Democrat you will be able to buy stock in New Helvetia. One will get a low interest credit card, and low interest home loans and college education. There will be Rent Control and the building of low cost housing. Senior and Homeless Communal Living will be encouraged, and will play a big role in our International Bank and Investment Enterprise that will make our Cities beautiful again.
This morning I studied the ideas for California seceding from the Union. this State’s fabulous economy was cited, and the truth the Democrats need the Cal-Vote to win National elections. It is my belief Trump is using the evangelicals that took over John Fremont’s Republican Party, as a private investment club. His speech at a Prosperity Gospel church, his coming speech at a Pro-life church, and his threat to make cuts in Social Security Disability, is aimed at swing voters and Christians who may be registered Democrats. Never before has an organized religion got so involved in our National Economy. This is superstitious politics mixed with a voo-doo church. Christianity has always been a International Religion. Jesus did not support Nationalism.
Millions of Americans need a powerful haven where they can practice normal economics. New Helvetia is a Cyber-Bank-Nation that will be a collective of Guilds free of church-politics and demi-gods. I suspect John Fremont and Sutter had united their desire to form a New Nation in the West. I would like to believe Alexander von Humboldt was on board. His ideas may save the World Environment. New Helvatia will have real economic clout.
https://en.wikipedia.org/wiki/Alexander_von_Humboldt
It is my goal to create a Powerful Nation of Democrats who will trump the ambitions of a Liar and Mad Man, reestablish Diplomatic ties with our Allies, and sign Sane Economic Treaties. We will concentrate on helping our neighbors, the farmers and ranchers in the red states. Peace!
My suspected ancestors belonged to two Swiss Guilds. John would bless this continuation of his dream.
John Presco
President; NSBC
Copyright 2020
John Augustus Sutter
(1803-1880)
At one time the absolute ruler of what amounted to a private kingdom along the Sacramento River, John Sutter saw his immense wealth and power overrun in the world’s rush to pick California clean of gold.
Sutter was born John Augustus Sutter in Baden, Germany, though his parents had originally come from Switzerland, a lineage of which he was especially proud. In 1834, faced with impossible debt, he decided to try his fortunes in America and, leaving his family in a brother’s care, set sail for New York. There he decided that the West offered him the best opportunity for success, and he moved to Missouri, where for three years he operated as a trader on the Santa Fe Trail.
By 1838, Sutter had determined that Mexican California held the promise of fulfilling his ambitious dreams, and he set off along the Oregon Trail, arriving at Fort Vancouver, near present-day Portland, Oregon, in hopes of finding a ship that would take him to San Francisco Bay. His journey involved detours to the Hawaiian Islands and to a Russian colony at Sitka, Alaska, but Sutter made the most of his wanderings by trading advantageously along the way. When he finally arrived in California in 1839, Sutter met first with the provincial governor in Monterey and secured permission to establish a settlement east of San Francisco (then called Yerba Buena) along the Sacramento River, in an area then occupied only by Indians.
Sutter was granted nearly fifty thousand acres and authorized “to represent in the Establishment of New Helvetia [Sutter’s Swiss-inspired name for his colony] all the laws of the country, to function as political authority and dispenser of justice, in order to prevent the robberies commited by adventurers from the United States, to stop the invasion of savage Indians and the hunting and trapping by companies from the Columbia.” In other words, Sutter was to serve the California authorities as a bulwark against the assorted threats pressing in on them from American-controlled territories to the north and east.
Ironically, as headquarters for his domain, Sutter chose a site on what he named the American River, at its junction with the Sacramento River and near the site of present-day Sacramento. Here, with the help of laborers he had brought with him from Hawaii, he built Sutter’s Fort, a massive adobe structure with walls eighteen feet high and three feet thick. Two years later, in 1841, Sutter expanded his settlement when the Russians abandoned Fort Ross, their outpost north of San Francisco, and offered to sell it to him for thirty thousand dollars. Paying with a note he never honored, Sutter practically dismantled the fort and moved its equipment, livestock and buildings to the Sacramento Valley.
Within just a few years, Sutter had achieved the grand-scale success he long dreamed of: acres of grain, a ten-acre orchard, a herd of thirteen thousand cattle, even two acres of Castile roses. His son came to share in his prosperity in 1844, and the rest of his family soon followed. At the same time, during these years Sutter’s Fort became a regular stop for the increasing number of Americans venturing into California, several of whom Sutter employed. Besides providing him with a profitable source of trade, this steady flow of immigrants provided Sutter with a network of relationships that offered some political protection when the United States seized control of California in 1846, at the outbreak of the Mexican War.
Barely a week before the war’s end, however, there occurred a chance event that would destroy all John Sutter’s achievements and yet at the same time link his name forever to one of the highpoints of American history. On the morning of January 24, 1848, a carpenter named James Marshall, who was building a sawmill for Sutter upstream on the American River near Coloma, looked into the mill’s tailrace to check that it was clear of silt and debris and saw at the water’s bottom nuggets of gold. Marshall took his discovery to Sutter, who consulted an encyclopedia to confirm it and then tried to pledge all his employees to secrecy. But within a few months, word had reached San Francisco and the gold rush was on.
Suddenly all of Sutter’s workmen abandoned him to seek their fortune in the gold fields. Squatters swarmed over his land, destroying crops and butchering his herds. “There is a saying that men will steal everything but a milestone and a millstone,” Sutter later recalled; “They stole my millstones.” By 1852, New Helvetia had been devastated and Sutter was bankrupt. He spent the rest of his life seeking compensation for his losses from the state and federal governments, and died disappointed on a trip to Washington, D.C. in 1880.
Roche touts Swiss-led R&D unit after years in Genentech’s shadow
By John Miller
5 MIN READ
ZURICH (Reuters) – Roche is touting prospective new drugs from its long-underperforming Swiss-led research unit after years of leaning on its California-based Genentech arm to restock its medicine cabinet.Logo of Swiss drugmaker Roche is seen beside the entrance of its research unit Roche Glycart AG in Schlieren, Switzerland December 18, 2017. REUTERS/Arnd Wiegmann
This year, the Swiss drugmaker – the top global spender in pharmaceutical research and development (R&D) – has been talking up several medicines being trailed by Roche Pharma Research & Early Development, or “pRED”, as potential stars.
Its pRED unit operates independently from Genentech “gRED” research and Roche’s Chugai R&D arm in Japan.
A resurgence would be timely. Chief Executive Severin Schwan needs his R&D operations firing on all cylinders to fulfill promises of growth as patents expire on Rituxan, Avastin and Herceptin. These Genentech-developed drugs, which have combined sales of $20 billion a year, are either already exposed to rivals’ cheaper copies in leading markets or soon will be.
“In pRED, some exciting opportunities are now coming through after a time when many things did not work,” Schwan told Reuters in a recent interview. “It goes in waves. You can’t program to have a certain number of molecules coming through the pipeline every year in each unit.”
Topping pRED’s list of pipeline hopefuls is CEA-TCB, a so-called bispecific antibody drug that brings a patient’s cancer-fighting T-cells closer to tumor cells in order to kill them. Other promising products include a replacement for eye drug Lucentis, idasunutlin for diseases including acute myeloid leukemia and an autism drug in mid-stage Phase II trials.
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“THANK GOD”
Though approvals remain some way off – idasunutlin’s planned filing date is 2019, for instance – Roche insiders in Basel are relieved that pRED appears to have regained its footing following years in Genentech’s shadow.
“Thank God,” one Roche executive said, requesting anonymity. “It took a while, but pRED is finally starting to deliver.”
From the 1990s, Roche has thrived largely on Genentech’s hit-making machine. After Rituxan, Herceptin and Avastin came Lucentis and cancer drugs Perjeta and Kadcyla.
Since 2016, Genentech’s labs added cancer immunotherapy Tecentriq and multiple sclerosis drug Ocrevus, seen by analysts as hitting $1 billion sales this year.
Additionally, Roche’s recently-approved hemophilia drug Hemlibra, predicted by some as a $5 billion-per-year medicine, emerged from Chugai’s labs. So did Alecensa for lung cancer, another drug with blockbuster aspirations.
So pRED still has much catching up to do. “Roche’s three big drug hopefuls – Ocrevus, Tecentriq and Hemlibra – aren’t from pRED, they’re from elsewhere in the company,” said Michael Nawrath, a Zuercher Kantonalbank analyst.
“Without the Americans, Roche would be just a specialized diagnostics company.”
FUMES OF YESTERYEAR
By contrast, the reputation of Roche’s own research organization, after inventing Valium in the 1960s and antibiotic Rocephin in the 1980s, has run on the fumes of yesteryear.
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Even pRED’s much-heralded Rituxan follow-up drug Gazyva has so far produced just modest results with $200 million in 2016 sales, though recent expanded approvals could accelerate revenue.
In 2010, Roche closed a U.S. branch of pRED’s labs in Nutley, New Jersey, and slashed 1,000 jobs. Its third research chief since 2012, John Reed, joined four years ago from California’s Sanford-Burnham Medical Research Institute.
His mission was to help get pRED’s 2,200 scientists in Switzerland, Britain’s Welwyn Garden City, Germany and Shanghai back on track by focusing less on “blue sky” projects and more on medicines underpinned by a solid hypothesis.
“BIG SAUCE”
A fund manager who owns Roche shares sees Reed’s arrival in Basel as a watershed. “The effectiveness of Roche R&D in Switzerland has been transformed by John Reed,” the investor said. “I am quite optimistic about Swiss R&D starting to produce new drugs.”
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Some analysts also see pRED closing the gap to Genentech, perhaps partly by emulating its focus on therapeutic antibodies that the San Francisco-based company pioneered.
“Quite a few competitive products in development at pRED are based on antibodies,” said Baader Helvea’s Bruno Bulic. “It might be that at some point, the student might surpass the master.”
In 2009, when Roche bought the 44 percent of Genentech it did not already own for $47 billion, Schwan insisted on keeping the pRED, gRED and Chugai research organizations separate on the grounds that a combined R&D monolith would “kill innovation”.
With pRED potentially re-emerging from the drug-development wilderness, Schwan remains adamant it was the right decision.
“I can understand that if somebody looks at it from outside, they might ask why the hell we have three research units,” he said. “But I believe it doesn’t make sense to put it all together and make one big sauce out of it. You should still see the components.”
23 rue de Bitche
67110 Niederbronn les Bains, Alsace
France
Company Perspectives:
Since De Dietrich was founded in 1684 in a valley north of Strasbourg in the northeast of France, the Group has remained closely devoted to its region of origin which lies, today, at the geographic and economic heart of Europe.
History of De Dietrich & Cie.
After more than 300 years in operation in France’s Alsace region, on the German border, De Dietrich & Cie. qualifies as one of Europe’s oldest firms. One secret to the company’s survival has been the De Dietrich family’s devotion to location, rather than to any one single product line. After producing railroads, home appliances, and even automobiles, the De Dietrich of the turn of the century operates in three major areas. The company’s De Dietrich Thermique division produces a range of standing cast iron boilers and furnaces, as well as hot-water tanks, wall-mounted boilers, burners, radiators, and control equipment. De Dietrich Thermique is Europe’s second largest producer of cast iron boilers and furnaces and contributed 43 percent of the company’s total sales in 1998. Cogifer, the company’s railroads subsidiary, is Europe’s leading provider of fixed railroad and other rail-guided installations, offering turnkey new railroad design and installation, as well as signaling, switching, safety, and other equipment and maintenance services for rail-guided systems ranging from tramways to high-speed train lines. Representing 44 percent of De Dietrich’s total sales, Cogifer provides equipment and services throughout Europe, with subsidiary operations in eight countries. The third segment of De Dietrich’s operations is De Dietrich Chemical, the world’s second largest manufacturer of glass-lined steel equipment for the pharmaceuticals and chemicals industries. Operating on a global scale, with subsidiary operations in Brazil, China, Japan, Spain, South Africa, and the United States, De Dietrich Glass-Lined Equipment produces a range of reactors, columns, agitators, and storage tanks, providing 13 percent of the company’s annual sales. This division was boosted with the January 1999 acquisition of Switzerland’s Rosenmund-Guèdu, a world-leading provider of downstream filtration and separation equipment. In 1998, De Dietrich’s annual sales reached FFr 3.96 billion (approximately US $660 million). In that year, the company sold off its remaining shares in its former De Dietrich Ferroviaire holding; the company also sold off its forestry division, including one of the Alsace region’s largest forestry holdings. De Dietrich remains controlled by the founding De Dietrich family, who hold 35 percent of the company’s shares.
The Founding of a Dynasty in the 17th Century
The De Dietrich family’s involvement with the political and economic life of Strasbourg and the Alsace region began in the 16th century when Demange Didier, 12 years old and from a well-to-do Protestant family near Nancy in the Lorraine, fled the persecution against the Protestants led by the Duke of Lorraine. Didier arrived in Strasbourg in 1561, where he gained a position in the commercial business of Nicolas de Turckheim. Didier changed his name to the more Germanic form Dietrich and soon became a leading figure of Strasbourg society. Dietrich’s son Jean went into business for himself; Jean Dietrich’s son Dominique became mayor of Strasbourg in 1660. When the Alsace region was annexed to France by King Louis XIV in 1681, Dominique Dietrich led negotiations to guarantee the region’s Protestants freedom to practice their religion. Four years later, however, Louis XIV sought to break the influence of Protestantism on the region, calling upon a number of notable Protestants, including Dominique Dietrich, to renounce their faith. Dietrich’s refusal led to his forced exile.
The Dietrich family, however, remained in the region, continuing their merchant activities. At the same time the family sought a means to preserve their social and economic standing, while also searching for a means to gain the return of Dominique Dietrich. In 1684, Dominique Dietrich’s son Jean Dietrich II purchased a 20 percent share of an iron works in Jaegerthal, itself built in 1602. Although mostly in ruins, the iron works would provide the basis of the family’s future fortune and remain in operation for more than 200 years. In 1685, Jean II decided to buy up the remaining 80 percent of the iron works and invested in restoring and refitting its forge and other equipment, including the addition of a high furnace. Jean II quickly turned his iron works toward service of the king and began supplying weapons for the French army on the eastern front. In this way, Jean II hoped to gain favor for his exiled father and to improve the condition of Strasbourg’s Protestant community in general. Serving the monarchy provided a way for the Dietrich family to avoid persecution in the Catholic-dominated France.
In addition to manufacturing arms and equipment for the French army, the Dietrichs turned their commercial experience to the royal benefit. The family also branched out into banking. When Jean II died in 1740, the industrial side of the family business was taken over by his son, Jean-Daniel. The family’s banking arm was placed under the guidance of grandson Jean III, whose marriage into the Hermanny banking family gave the family a prominent position in the French financial world. In this way, the Dietrich family became indispensable for financing the War of Austrian Succession from 1741 to 1748 and the Seven Years’ War, which began in 1756.
Such service to the king was not without its rewards. In 1761 the Dietrich family was granted noble standing, both by the French king and by the German emperor. As such, the Dietrichs were given the right to add ‘de’ (of) to the family name. Nobility had two immediate effects on the family business. First, the De Dietrichs were obliged to exit from banking, as this profession was considered unseemly for a member of the nobility. Second, the family was granted the right to own land–a right given only to the nobility. As such, the De Dietrich family acquired vast sections of Alsatian forest land and, therefore, a ready supply of the lumber fuel necessary for the Jaegerthal iron works.
Assuring lumber supply became a driving force behind the De Dietrichs’ business growth. Unable to purchase the land surrounding the Jaegerthal works because of a dispute with another family, the De Dietrichs established four new smithies, at Niederbronn, Reichshoffen, Rothau, and Rauschendwasswer, after purchasing the land. Before long, the De Dietrichs had become the single largest landowners in the Alsace region. By then, Jean III, departing from the typical role of noble landholders and iron works owners, had taken an active role in the company’s forge operations. By the dawn of the French Revolution, the De Dietrich works employed more than 1,000 workers.
19th Century Industrialist
The De Dietrichs did not have long to enjoy the privileges of nobility. The Revolution threatened the family with ruin. Philippe-Frédéric Dietrich, son of Jean III and mayor of Strasbourg, was guillotined by Robespierre in 1793. Broken, Jean III died a year later. Leadership of the family’s iron works was taken over by Jean-Albert-Frédéric, the 20-year-old son of Philippe-Frédéric. Jean-Albert Dietrich fought to maintain the company’s operations, succeeding in keeping the family’s control over the iron works. Yet Jean-Albert died in 1806, at the age of 33. After more than 100 years as an important influence in French society, the De Dietrich family appeared set to fade into obscurity.
Jean-Albert left behind a widow, four children, and an iron works in debt. But Amélie de Dietrich was determined to keep the family’s business in operation. Her first move was to sell off the business’s money-losing units, including the Rothau forges, returning the focus of operations to the Jaegerthal works. There, she pointed the company toward its future direction, extending beyond the manufacture of weapons to the production of the industrial machinery necessary for the dawning Industrial Age. Before long, the company’s name had changed, to Veuve (widow) de Dietrich & Fils. Aided by Napoleon Bonaparte, who restored much of the family’s landholdings, the family rebuilt itself into one of the region’s most prominent independent businesses.
The De Dietrich forges were transformed into true factories; by the time of Amélie de Dietrich’s death in 1855, the company operated six factories and were award-winning producers of wrought iron and steel products ranging from ornamental railings to bridges. In 1850, the company produced its first wood-burning stove, launching the company into a product range that remained a company hallmark for nearly 150 years. Nevertheless, cast iron and forged iron became less important to the company as it increased its participation in mechanical products and, especially, took a leading role in building the country’s railroad system. After the death of Amélie de Dietrich, her sons took over operations and continued building the company, focusing its manufacturing arm more and more on the manufacture of railroad and railroad equipment.
The German annexation of Alsace-Lorraine in 1870 once again threatened the company’s existence. Whereas most of the region’s industrialists chose to abandon the region to rebuild their businesses within the newly declared French borders, De Dietrich decided to remain. Its determination to remain loyal to its Alsatian origins came to mark the company more than any single product line. In Germany, the company was all but excluded from its chief product line, that of manufacturing for railroads. To succeed in the German marketplace, the company quickly adapted its product offerings, developing an extensive line of consumer goods, including heating stoves and equipment, cooking stoves, wood furniture, enameled cast iron and other cast iron products, such as bathtubs. An early interest in chemical equipment brought the company to begin production of distilling equipment as well. This period marked the beginning of De Dietrich as a diversified group with a geographic focus–that of its Alsace base. While continuing to exploit its forest lands, De Dietrich also branched out into a more unlikely area–trout farming.
Into the 21st Century
The company continued to expand on its diversified product range in the 1880s when a new form of transportation began to attract the attention of the public. De Dietrich was one of the first manufacturers of the new motor vehicles, and one of the few industrialists to turn production to the new product line. Led by Eugène de Dietrich, the company’s automobile division picked up speed toward the turn of the century, after the company acquired a patent from Amédé Bollée. The company’s Bollée-based automobile won the first international automobile race, the Paris-Amsterdam race of 1898. The boost in reputation brought orders from throughout Europe, and the company soon found itself with a waiting list of some 20 months. At the same time, the company opened a Berlin office, its first move beyond the Alsace region. De Dietrich’s automobiles continued to win races and to prove remarkably hardy, crossing some 3,000 kilometers from Paris to St. Petersburg in just a matter of weeks.
De Dietrich’s automobile adventure was to be short-lived, however. In 1902, De Dietrich hired a young engineer from Italy, who had already built his first car. Ettore Bugatti began designing for De Dietrich, producing the first De Dietrich-Bugatti the following year. But manufacturing automobiles–and keeping up with the steadily increasing pace of technical innovations–required too much capital for the De Dietrich company and, in 1904, the company produced its last automobile. Instead, De Dietrich entered the new century focused on mechanical construction and engineering, farm equipment, urban railway equipment and systems, and household appliances. The company also entered the young chemicals industry, supplying equipment to chemical and pharmaceutical laboratories.
The diversity of De Dietrich’s product offerings enabled it to survive the most turbulent periods of the new century. By the end of the First World War, De Dietrich found itself once again on French soil, as the defeated Germans were forced to cede the Alsace-Lorraine region to France. In the Depression years, De Dietrich’s diversified products helped buffer it against the collapse of many of its markets. During this time, the company’s operations were taken over by five De Dietrich cousins, each of whom took an interest in a particular product area. In this way, De Dietrich’s product divisions developed into de facto subsidiary operations.
De Dietrich’s Electromenager (household appliance) division achieved great popularity with the French consumer in the second half of the century as the company continued producing heaters and heating equipment as well as ovens and ranges for the kitchen, including the first French-branded built-in stove in the late 1960s. During this time, Gilbert de Dietrich, who had joined the company in 1957, took over as head of the company, helping to unify the company’s product strategy.
De Dietrich continued to build in four primary areas: home appliances; equipment for the chemicals industry, with a growing focus on glass-lined steel and iron tanks; railroad and railway equipment; and boiler tanks and other industrial heating equipment. The company also continued its activities in the forestry and lumber markets, because of its extensive landholdings. To fund growth, particularly beyond France and across most of Europe, De Dietrich went public in 1974. Nevertheless, the De Dietrich family remained the company’s primary shareholder.
By the end of the 1980s, however, De Dietrich faced into the beginning of a new economic recession, which would last through the first half of the 1990s throughout most of Europe. Fearing hostile takeover attempts, the company reduced its market capitalization, buying back shares, while transferring other shares to a ‘friendly’ shareholder group led by the Duval-Fleury family; together the two families controlled more than 55 percent of the company’s shares and voting rights. Meanwhile, De Dietrich’s appliance sales had stagnated. Despite contributing nearly FFr 1 billion to the company’s annual sales, the division was judged too small to compete against the international giants, such as Whirlpool or Bosch. In 1991, therefore, De Dietrich announced that it had formed a joint venture with France’s Thomson Electronics to form the Thomson Electromenager partnership. De Dietrich tranferred its home appliance operations to the joint venture, in exchange for 51 percent control of the partnership.
The deepening recession, however, forced De Dietrich to exit the home appliance market altogether in 1992. Instead, De Dietrich now sought to concentrate its activities where it had achieved market leadership. As such, its Cogifer railway systems division, its De Dietrich Thermique division, and its De Dietrich Chemical Equipment division became the company’s three-pronged strategy for continued growth into the new century. After helping define the new strategy, Gilbert de Dietrich stepped down from the company’s leadership in 1996, replaced by new CEO Regis Bello. At the end of 1998, the company sold its remaining shares of its De Dietrich Ferroviaire railroad construction subsidiary to France’s Alstom Transports. At the same time, De Dietrich exited the forestry business, selling off its vast forest lands. Meanwhile, the company began boosting its three core divisions. In January 1999, the company extended its Chemical Equipment Division with the purchase of Switzerland’s Rosenmund, whose leading position in the filters and filter-dryers market provided a means for the company to extend its sales downstream in the chemical and pharmaceuticals equipment market. In July 1999, the company boosted its Thermal division with the acquisition of the boiler-manufacturing operations of Schäfer, of Germany.
Principal Subsidiaries: De Dietrich Thermique; De Dietrich Equipment Chimique; Cogifer S.A.; De Dietrich Heiztechnik (Germany); De Dietrich Heiztechnik (Austria); De Dietrich Technika Grzewcza (Poland; 85%); Serv’Elite; Oertli Thermique; Pacific S.A.; De Dietrich USA; De Dietrich Singapore; De Dietrich do Brasil; Nihon Dietrich (Japan); DDG Glasslining (South Africa; 40%); Rosenmund VTA (Switzerland); Cogifer T.F.; Cogifer Americas (USA); Teijo (Finland); Redelokken (Norway); Kihn (Luxembourg; 89.2%); Futrifer (Portugal; 61%); Amurrio (Spain; 50%).
Principal Competitors: Robbins & Myers.
Chronology
- Key Dates:
- 1561: Demange Didier arrives in Strasbourg.
- 1684: Jean Dietrich II purchases Jaegerthal iron works.
- 1761: Dietrich family receives noble status.
- 1806: Amélie de Dietrich takes over operations.
- 1850: First wood-burning stove produced by De Dietrich.
- 1898: Production of Dietrich-Bollee automobile.
- 1902: Production of De Dietrich-Bugatti automobile.
- 1904: De Dietrch exits from automobile manufacturing.
- 1974: Company is listed on the Paris Stock Exchange.
- 1992: Exit from home appliance manufacturing.
- 1999: Company acquires Rosenmund, a filters and filter-dryer manufacturer, and the boiler manufacturing operations of Schäfer of Germany.
De Dietrich
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From Wikipedia, the free encyclopedia
| De Dietrich | |
|---|---|
| Jean de Dietrich | |
| Current region | France |
| Place of origin | Europe |
| Members | Philippe-Frédéric de Dietrich |
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The history of the de Dietrich family has been linked to that of France and of Europe for over three centuries. To this day, the company that bears the family name continues to play a major role in the economic life of Alsace. De Dietrich is a holding company based in France which traces its history back to 1684. The incumbent chairman of the supervisory board Marc-Antoine de Dietrich represents the 11th consecutive generation at the helm of the company. De Dietrich has been active in the automobile, railway and industrial equipment industry amongst others.
History[edit]
South side of Château d’Angleterre seen through the gardens in 2013
1684 : Johann von Dietrich acquires the Jaegerthal forge.
1719 : The family is made Baron by the Holy Roman Empire.
1749-1751 : Baron Jean de Dietrich has the castle and gardens of Château de la Cour d’Angleterre built in Bischheim near Strasbourg
1761 : Baron Jean de Dietrich is made Count du Ban de la Roche by Louis XV. He becomes the largest land owner in Alsace and expands the family’s industrial empire by building or acquiring forges and furnaces.
Rouget de Lisle singing the “Marseillaise” – Pils
1778 : Louis XVI grants Jean de Dietrich the use of a hunting horn trademark to deter counterfeiters. This logo still serves as a symbol of quality today.
1792 : Philippe-Frédéric de Dietrich (Jean’s son), first mayor of Strasbourg in republican France, orders captain Rouget de Lisle to compose a military hymn for the Army of the Rhine. First sung in Philippe-Frederic’s parlor on Place Broglie, “La Marseillaise” became France’s national anthem.
1848 : De Dietrich embraces the industrial era by progressively reducing the production of cast irons in favor of mechanical and railroad equipment.
1870 : Despite the annexation by Germany of Alsace-Lorraine, the Dietrich family decides to remain close to the factories and employees and stays in Alsace. This choice calls for a diversification of De Dietrich’s activities in order to adapt to German market demands and having been effectively shut out of the French railroad market. The company then turns towards consumer durables: stoves, cookers, wooden furniture, enameled cast iron bathtubs – and urban or industrial equipment – tramways, distillation equipment, industry specific wagons.
1896 : De Dietrich enters automobile manufacturing. Eugene, Baron de Turckheim, buys manufacturing rights to Amédée Bollée, fils‘ design.[1] During its automotive development it hired amongst others the services of famous car builder Ettore Bugatti to design of the cars and Émile Mathis to handle commercialization.
Bugatti’s first car
Logo for the Lorraine-Dietrich cars
1905 : De Dietrich decides to pull out of automobile manufacturing to focus on mechanical construction, railroad equipment, process systems, central heating equipment and appliances.
1992 : De Dietrich assumes control of Cogifer, market leader fixed railroad installations and forgives control of the appliances business to Thomson, control later on assumed by Fagor-Brandt until this day.
1995 : De Dietrich sells its interest in rolling stock railroad equipment manufacturing “De Dietrich Ferroviaire” (DDF’s factory is in Reichshoffen“. A majority stake in DDF was acquired by Alstom and the company is now known as Alstom-DDF.
2000 : After the successive acquisitions of Rosenmund-Guedu and QVF, De Dietrich renames its chemical equipment division “De Dietrich Process Systems”. De Dietrich is the object a Public Tender Offer by the la Société Industrielle du Hanau (SIH), controlled by ABN AMRO Capital Investissement France and the De Dietrich family.
2001 : In July 2001, after 50 years of quotation, De Dietrich is pulled out the market.
Château De Dietrich – De Dietrich Headquarters – Reichshoffen
2002 : In September 2002, De Dietrich sells the control of Cogifer and Cogifer TF, to Vossloh a German Industrial group specialized in railroad equipment. In December 2002, the “Société Industrielles du Hanau” takes over De Dietrich & Cie and assumes the name “De Dietrich”.
2004 : In July 2004, De Dietrich divests from “De Dietrich Thermique”, market leader in water heating equipment to Remeha. The new entity formed De Dietrich Remeha, becomes one of Europe’s largest heating industry player, particularly in the fields of condensing boilers and renewable energies.
In December 2004, the family regained 100% control of the holding company. This operation represents one of Europe’s largest family re-investments in recent years. De Dietrich today focuses on De Dietrich Process Systems(DDPS). DDPS is a leading worldwide provider of API process and other process equipment to the pharmaceutical and fine chemical industries. with an industrial presence in Asia, Europe and USA. The latest factories added to the Group are located in Hyderabad and Wuxi.
Genealogy[edit]
Demange Dietrich (1549-1620), Strasbourg bourgeois x Anne Heller │ └── Jean Dietrich (17 février 1579-1642), councilman and merchant in Strasbourg x Agnès Meyer │ └── Dominique Dietrich (1620-1694), “amnestre” of Strasbourg (Mayor) x Ursule Wencker (1627-1662) │ └── Jean-Nicolas Dietrich (1688-1726), merchant, banker x Marie-Barbe Kniebs (1665-1747) │ └── Jean de Dietrich (1719-1795), Count of the “Ban de la Roche” x Amélie Hermanny (1729-1766) │ ├── Jean de Dietrich (1746-1805) │ x Louise-Sophie de Glaubitz (1751-1806) │ └── Philippe-Frédéric de Dietrich (1748- beheaded 1793), mayor of Strasbourg x Sybille-Louise Ochs (1755-1806) │ └── Jean-Albert de Dietrich (1773-1806), head of Bas-Rhin region x Amélie de Berckheim (1776-1855) │ ├── Amélie de Dietrich (1799-1854) │ x Guillaume de Turckheim (1785-1831), Major │ ├── Baron Albert de Dietrich (1802-1888), │ x 1828 Octavie von Stein (1801-1839) │ │ │ ├── Baron Albert de Dietrich (1831-) │ │ x Sophie von und zu der Tann-Rathsamhausen (1832-1890) │ │ │ x 1840 Adélaïde von Stein │ │ │ └── Eugène-Dominique de Dietrich (1844-1918), deputy for Alsace at the Reichstag │ x Cécile Vaucher │ │ │ └── Dominique de Dietrich (1892-1963), │ x Inès-Agnès de Pourtalès │ │ │ └── Gilbert de Dietrich (1928-2006), CEO of De Dietrich from 1968 to 1996 │ x Suzanne Syz (29 août 1925 – 15 février 1975) │ │ │ └── Baron Marc-Antoine de Dietrich, Incumbent Chairman of De Dietrich Supervisory board │ x Catherine Probst | | │ └── Gaetan de Dietrich, Olympia de Dietrich, Amaury de Dietrich │ └── Jean-Sigismond de Dietrich (1803-1868), x Virginie Mathis (1810-1867) │ └── Amélie de Dietrich (1841-1874)
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