LIBRARY OF THE 
 
 UNIVERSITY OF ILLINOIS 
 
 AT URBANA-CHAMPAIGN 
 
 338.1 
 C412h 
 
 I.H.S.
 
 THE HOUSE OF MORRELL
 
 THE 
 
 HOUSE OF MORRELL 
 
 BY LAWRENCE OAKLEY GHEEVER 
 
 I, . nil 
 JggL ^ 
 
 With a Foreword by William J. Petersen 
 and Illustrations by Elmer Jacobs 
 
 CEDAR RAPIDS, IOWA: THE TORCH PRESS, 1948
 
 COPVRIGIIT 1948 IIV 
 
 John MoRRr.r.t, & Co.
 
 FOREWORD 
 
 FOR MORE THAN A GENERATION MEAT PACKING HAS BEEN ONE OF THE 
 largest industries in the United States. A close rival of the motor 
 vehicle industry for first place during the days of Presidents Coo- 
 lidge and Hoover, meat packing in 1939 ranked second to motor 
 vehicles in the cost of materials, third in the value of its products, 
 and eighth in the number of wage earners employed. Within the 
 brief space of three score years from 1870 to 1930, American inven- 
 tive genius, enterprise and capital substituted the modern assembly 
 line for archaic handicraft methods, allowing meat packing to 
 achieve a position of preeminence on the American economic scene. 
 
 The westward expansion of the meat packing industry followed 
 the trail of the pioneers across the Alleghenies and down the Ohio. 
 As early as 1818 Cincinnati began packing hogs, the "Queen City" 
 of Ohio being credited by contemporaries as the town which "orig- 
 inated and perfected the system which packs fifteen bushels of corn 
 into a pig and packs that pig into a barrel, and sends him over the 
 mountains and over the ocean to feed mankind." In 1833, the same 
 year the Black Hawk Purchase was first invaded by the Iowa pio- 
 neers, De Bow's Review described Cincinnati as the "most hoggish 
 place in all the world." 
 
 Until 1850 Cincinnati bore the sobriquet, "Porkopolis," its strate- 
 gic rail, river and canal connections, its banking facilities and ample 
 labor supply, combining to make it an ideal meat packing center. In 
 the meantime such towns as Louisville, Alton and Saint Louis took 
 up the industry because of their nearness to the supply and their ad-
 
 mirablc transportation facilities. Thereafter, the completion of the 
 Illinois-Lake Michigan Canal in 1848 and the facilities afforded by 
 the Great Lakes caused Chicago to forge ahead as a packing center, 
 especially of beef. 
 
 By 1856 it was observed that "Iowa would bear the palm for 
 hogs." The main roads and side roads of Iowa were alive with swine 
 being driven to market, causing "one universal squeal" to arise in 
 the meat packing Mississippi river towns. At McGregor, boys used 
 to catch rides on farmers' bobsleds coming in from the country with 
 freshly butchered frozen hogs. Those boys enjoyed more than the 
 sleigh ride, for they carried sharp knives with which they cut off 
 frozen pig tails, roasted them over a roaring fire, and ate them. 
 
 Such incidents revealed that Iowa farmers were quick to discover 
 that wheat to be profitable required mills, whereas corn needed only 
 hogs. Shrewd lowans, like Cincinnatians a generation before, had 
 learned that a hog was nothing more than "fifteen or twenty bushels 
 of corn on four legs!" And since the Mississippi was the great north- 
 south highway and Saint Louis the chief entrepot for Iowa goods, 
 river towns of the Hawkeye State grew fat on meat packing. A sur- 
 vey of the whole United States was said to show only three towns 
 ahead of Keokuk as the new Porkopolis. 
 
 But a significant form of transportation was developing — the 
 railroad — a mode of conveyance which was destined to revolution- 
 ize the meat packing industry. By the spring of 1852 Chicago was 
 united with the Atlantic by two railroads; by 1854 the "Iron Horse" 
 linked the "Windy City" with the Mississippi opposite Davenport. 
 In another three years Chicago had extended her connections with 
 the Mississippi at Prairie du Chien, Dubuque, Clinton and Burling- 
 ton. 
 
 The mid-fifties saw railroad construction proceed at a feverish 
 pace in the Hawkeye State — Ottumwa, Iowa City, Cedar Rapids 
 and Waterloo all enjoying railroad connections with the Mississippi 
 by i860. The Civil War interrupted railroad building temporarily, 
 but by 1867 the "Iron Horse" of the North Western had thundered 
 across the lush prairies of Iowa, to win the race to Council Bluffs
 
 on the Missouri. Three other railroads (including the Burlington 
 and Missouri) had tapped the Missouri at Council Bluffs by 1869. 
 The invention of the refrigerator car was followed by the first ship- 
 ment of meat from Chicago to New York in 1869 — the very year 
 that Council Bluffs achieved its union with the Atlantic seaboard by 
 four different railroads. The stage was now set for establishing flour- 
 ishing meat packing plants in the inland towns of the Hawkeye State. 
 
 Railroads and refrigeration, the presence of the Des Moines river 
 and a struggling packing plant, coupled with Ottumwa's favorable 
 position on the frontier, all combined to cause Thomas D. Foster to 
 select the county seat of Wapello County as the site of the first great 
 western packing plant of John Morrell & Co. in 1877. Foster in later 
 years recalled that as a lad in Ireland he had seen a box of bacon 
 packed by "Mitchell, Ladd & Co., Ottumwa, Iowa, U. S. A." He 
 never forgot the name, and when he visited the town later on he 
 found it located on the largest inland Iowa river with superior rail- 
 road connections. These advantages, combined with a good supply 
 of intelligent laborers and a progressive citizenry anxious to secure 
 the Morrell plant, had swung the decision of Thomas D. Foster in 
 favor of Ottumwa. 
 
 Time proved the wisdom displayed in selecting Ottumwa. A 
 glance into the Iowa Agricultural Report for 1878 reveals that in 
 the three years beginning with 1874 the Burlington and Missouri rail- 
 road transported an annual average of half a million live hogs east- 
 ward over its lines, or almost one-third the total number of live hogs 
 carried eastward by the twelve major Iowa railroads. The Keokuk 
 and Des Moines (which likewise passed through Ottumwa) stood 
 fourth among Iowa railroads in this period, transporting an average 
 of 140,000 live hogs eastward each year. 
 
 The strategic position of Ottumwa in the hog belt insured a 
 healthy growth for pork packing. In 1877 Iowa led the states in hog 
 production with 3,263,200 head; in 1942 Morrell plants at Ottumwa, 
 Sioux Falls, S. D., and Topeka, Kans., packed 3,059,561 hogs. This 
 was almost seven times as many as were packed by the fourteen lead- 
 ing hog centers in Iowa in 1877, which with the smaller packing
 
 plants in the Hawkeye State, accounted for only 486,850 hogs that 
 year. Furthermore, it represented almost 25% of the 13,360,839 hogs 
 marketed in Iowa in 1942. 
 
 The selection of Iowa as a primary hog packing center indicated 
 sound judgment. By 1900 Iowa produced 6.2% of the nation's pigs; 
 in 1930 the state raised 18.6% ! Swine production was the most im- 
 portant enterprise in Iowa, fully 40% of the commonwealth's agri- 
 cultural income coming from the hog industry. Nearly 86% of 
 Iowa's farms were classified as hog-producing in 1930. The three 
 Morrell plants packed almost three times as many pigs as they did 
 sheep and cattle combined in 1942. 
 
 Second in importance to hog production in Iowa is the raising 
 of beef cattle. Although 70% of Iowa's farms produce beef cattle 
 the industry accounted for only 15% of the state's agricultural in- 
 come in 1930. In 1942 the three Morrell plants slaughtered 350,402 
 head of cattle and calves, or about one-ninth the number of hogs 
 slaughtered that year. Sheep raising, once a leading pioneer industry, 
 accounted for only 1% of Iowa's income in 1930. The bulk of those 
 produced in Iowa were concentrated either in the Ottumwa area, or 
 in readily accessible northern Missouri. 
 
 Despite drought and depression the cash farm income in Iowa 
 from hogs, cattle and calves, and sheep and lambs rose from $377,- 
 962,000 in 1940 to $935,275,000 in 1944, the latter figure forming a 
 juicy per cent of the total agricultural income of $1,483,374,000 for 
 Iowa farmers that year. The increase, of course, was due largely to 
 price, rather than to the amount of livestock slaughtered. 
 
 If livestock forms the hub of Iowa agriculture, meat packing has 
 stood for years at the forefront of the state's industries. The value of 
 meat products in 1929 was $244,725,726 out of $907,929,170 — the 
 total value of all Iowa's industrial products that year. When one 
 remembers that Iowa jumped from tenth in 1914 to fourth in 1929 
 as a meat packing state, it is not surprising to record that this great 
 industry grew more rapidly in Iowa since 1914 than in any other 
 state. The expansion of John Morrell & Co. during this period 
 played an impressive part in establishing this record!
 
 The great Morrell plant at Sioux Falls played a vital role in 
 achieving this record. Located in South Dakota a few miles from the 
 Iowa-Minnesota boundary line, the Sioux Falls plant receives its 
 tribute of livestock from northwestern Iowa, southwestern Minne- 
 sota, and southeastern South Dakota. Since livestock production 
 dominates South Dakota's extensive agricultural activity with meat 
 packing following much the same pattern as in Iowa, it is not sur- 
 prising that the Sioux Falls plant should actually equal and some- 
 times surpass the Ottumwa plant in total output. The phenomenal 
 growth of Sioux Falls in population — from 23,000 in 1930 to 40,000 
 in 1940 — can be attributed in large measure to the some 3,000 men 
 and women employed by the Sioux Falls plant of John Morrell & 
 Co. Although newer and much smaller than Ottumwa and Sioux 
 Falls, the Topeka plant plays an important part in the story of John 
 Morrell & Co. 
 
 The history of John Morrell & Co. runs the gamut of the meat 
 packing industry. From a relatively simple handicraft beginning in 
 England in 1827, the company slowly pushed its tentacles to Ireland 
 in 1855, to New York in 1864, to Canada in 1868, to Chicago in 1871, 
 to Ottumwa in 1877, to Sioux Falls in 1909, and to Topeka in 1931. 
 In 1947, exactly 120 years after the parent company was formed, the 
 position of John Morrell & Co. was securely established among the 
 great meat packers of the nation. 
 
 The story of John Morrell & Co. is replete with drama. It is a 
 story of international trade, of tariflf barriers and restrictive meas- 
 ures, of foreign capital investing in the future of a raw and sparsely 
 settled American frontier. It is the story of financial ventures, of 
 panics and depressions, of fires, floods and labor disputes, of all the 
 heartaches and successes that beset a youthful industry seeking a 
 firm footing in an economic field which was fast developing into the 
 largest industry in the nation. Aside from the normal competition it 
 met from such companies as Armour and Swift, Hammond, Morris 
 and Cudahy, the firm of John Morrell & Co. had problems to solve 
 that taxed the mental, moral and financial resources of its leaders. 
 Its strong financial position as the fifth largest privately-owned meat
 
 packing company in the United States in 1928 was a tribute to the 
 vision and enterprise, the wisdom, faith and unremitting toil of the 
 men who had steered the company through a century of time. 
 
 For 101 years — from 1827 to 1928 — John Morrcll & Co. was 
 a closed corporation. While the names Morrell and Foster have 
 dominated the officers and directors of the company, a family tradi- 
 tion has persisted that the fledglings should learn the business from 
 the bottom — up! Although there were perhaps few finer family men 
 than Thomas D. Foster, he was a rugged individualist when it came 
 to rearing his sons. Each one was required to step lively, to pay board 
 at home, and to go on any job where he was needed! Thus, T. Henry 
 Foster started out at 5 cents an hour in 1889, when common laborers 
 received 15 cents an hour, and skilled cutters 25 cents per hour. As 
 a result of negotiations in December, 1946, the average wage of the 
 hourly paid employee was $1.08 per hour — basic common laborers 
 getting 96 cents per hour. 
 
 There is a good reason for the slogan "Morrell Pride Meats." 
 Quality has always been the watchword for any Morrell product. 
 On one occasion George A. Morrell went to Washington to seek 
 permission to use labels which would feature the three diet idea 
 which John Morrell & Co. planned to break on the canned dog 
 food world. When he met with Bureau of Animal Industry officials, 
 they questioned whether dogs, or for that matter human beings, 
 could distinguish between the three proposed Red Heart flavors — 
 beef, fish or cheese. Morrell contended that they were quite dififerent 
 and suggested that human beings could take the blindfold test and 
 quickly tell what they were eating. Morrell actually took the blind- 
 fold test to prove his point and the Bureau gave the company per- 
 mission to use the designations of Diets A, B and C. Red Heart dog 
 food came on the market in January, 1934; the faith of George Mor- 
 rell in his company's product was a deciding factor. 
 
 Historians owe the officers of John Morrell & Co. a vote of thanks 
 for preparing this company history. The need for such historical 
 records has long been recognized and the larger corporations of the 
 United States are each year realizing the necessity for preserving
 
 company records and inviting historians to catalogue and prepare 
 them for just such books as L. O. Cheever's The House of Morrell. 
 The story of meat paclcing in Iowa and the nation is greatly enriched 
 by this fine industrial history. 
 
 William J. Petersen, Superintendent 
 The State Historical Society of Iowa 
 Iowa Citv, Iowa
 
 THE HISTORY OF 
 
 JOHN MORRELL & CO, 
 
 BY L . O . C H E E V E R 

 
 
 Dedicated to all those 
 
 whose efforts hai'c made 
 
 the company's 120 years 
 
 of progress possible
 
 1 B 3t T 
 
 1 n 3 6 
 
 (^li^ter 
 
 In the gloom of early morning Elizabeth watched 
 
 her husband, George, and their older children depart 
 
 =ir 311 ^r ior the mills. The younger members of the family 
 
 would soon be up and working in the house. These were hard times 
 
 in England and the times held no exception for the Morrells of 
 
 Bradford, England. 
 
 England was trying to recover from two wars with her former 
 colonies in the new world as well as from a war on the continent. 
 During the course of these wars higher and higher taxes had been 
 imposed upon the people until the plight of the little fellow was a 
 sorry one. 
 
 George Morrell, a wool-comber by trade, had finally migrated 
 from Ripon, Yorkshire, to Bradford, in the same county where op- 
 portunity for employment was fairly certain. He entered the mills 
 and was gradually joined by the older children of the family. Work 
 was even taken home for the younger children, because it was pos- 
 sible for the mills to parcel out a portion of their work for process-
 
 ing in the homes of the town. The continual strife on the continent 
 and the wars with her colonies had resulted in a low production 
 efficiency for England. In order to enjoy a bare subsistence every- 
 one capable or old enough had to work — and work long hours. 
 
 As Elizabeth Dove Morrell watched her family go off on this 
 smoky, foggy morning there was nothing to indicate that it would 
 be different from any other day. Although she didn't work in the 
 mills her day was no less strenuous. It started around four a.m. when 
 she arose to begin preparation of breakfast for those who must be on 
 the job by five. It didn't end until five or later in the evening when 
 Mary, the only daughter in the family of seven children, would come 
 in usually so tired she couldn't wait to complete her evening meal 
 before falling asleep. 
 
 But on this October day of 1827 word came to Elizabeth Dove 
 Morrell that her uncle, Robert Hubie of Barlby, had died and left 
 her a bequest of £80, about $325 in present day funds. The bequest was 
 paid in cash and represented more money than the Morrells had ever 
 seen at one time or had even hoped to possess. Undoubtedly a family 
 meeting was held to decide just what should be done with the money. 
 The decision finally reached is of credit to the family of Morrell 
 and to John Morrell & Co. of today. Surely the father and mother 
 must have considered the needs of their family; but to George Mor- 
 rell there was one thing more important. While the family was liv- 
 ing in Hull, hard days had come to them and they were forced to 
 borrow a sum of money from other members of the family. That 
 money had not been repaid. That debt must be repaid before any of 
 the bequest should be spent for the Morrell family of Bradford. 
 
 To save money George walked to Selby and then took a steam- 
 packet to cover the 50 miles to Hull. After the debt had been repaid 
 a small sum remained. It was too precious to squander; thoughtful 
 consideration must be given to a proper investment so that it would 
 benefit the family to the greatest extent. 
 
 George Morrell's actions in regard to his wife's bequest were not 
 unusual. Even though life had not treated him or his family favora- 
 bly he still retained his faith in God's way. To him, his actions rep-
 
 resented God's wishes. And if future events are accepted, they did. 
 Up until the time of the bequest, George's life had been one of hard- 
 ship, privation and economic insecurity of the worst kind. He was 
 born in the village of Masham, Yorkshire, on June lo, 1778. 
 
 George Morrell was born to poverty and apparently continued 
 in that state until late in life when, as the result of the legacy, some 
 measure of success came to him and life became a little easier. Very 
 little is known of his early life, his occupation or his residence until 
 his marriage to Elizabeth Dove of Barlby. To this union were born 
 seven children: William, George, John, Mary, Thomas, Robert and 
 Nicholas. 
 
 During the early years of the nineteenth century George was liv- 
 ing at Prestonpans, near Hull, and was keeper of the poorhouse 
 there. Apparently this position failed to supply the funds necessary 
 to keep the family living in any degree of comfort and the children 
 were forced to go to work while young in years. John showed very 
 early in life his natural bent for business. His acumen at the age of 
 10 years indicated clearly the qualities that were to hold him stead- 
 fast while later leading the struggling provision firm of John Mor- 
 rell & Co. to a sound national and international footing. Even at this 
 age he could be found about the docks of Hull, gathering rags and 
 iron which he sold to junk dealers. This occupation seems to have 
 developed in the young lad an instinct for trading that was to stand 
 him in good stead in later years. 
 
 Sometime between 1821 and 1825 the family migrated to Ripon, 
 in Yorkshire, and then later to Bradford. And so we find the Mor- 
 rells in Bradford, working in the mills and eking out a meagre liv- 
 ing in this October of 1827. 
 
 Following George's return from Hull, after the payment of the 
 debt, he went back to the mill. His way to work led past the canal 
 which linked Bradford with the sea and along which were lined the 
 mills. Smoke and fog combined to make the gloom of early morn- 
 ing weigh heavily on George as he left home to grope his way to 
 work. But as he walked along the canal he noticed barge loads of 
 produce and other supplies brought from distant points to be sold 
 
 6
 
 on the Bradford market. Particularly he noticed a barge load of 
 oranges. All through the day, as he worked at his trade as a wool- 
 comber, he thought of that boat load of oranges and wondered if 
 that might not be the best method for expending the small sum re- 
 maining from the bequest. 
 
 That night, on his return home, he talked the matter over with 
 his wife and it was decided to expend the money for the oranges. 
 The next day George didn't go to his job in the mill; instead he 
 stopped at the canal and bargained for and finally purchased the 
 oranges. Father and sons sold the oranges on the streets of Bradford. 
 A profit having been made in this first transaction, the money was 
 reinvested in fruit and green groceries. This furnished stock for a 
 stall in the Bradford Public Market. George Morrell indicated bus- 
 iness foresight in the selection of this first stall; it was at the foot of 
 a flight of stairs leading from the upper market to the lower. These 
 stairs were traversed by many people in the course of a day. George 
 Morrell was now a thriving fruit merchant and what is now John 
 Morrell & Co. had come into existence. 
 
 About 1830 Morrell decided to add provisions to his line of fruits 
 and green groceries. Another stall, immediately opposite the orig- 
 inal one, was rented and was devoted to the retail sale of hams, bacon, 
 cheese, butter and eggs. George Morrell managed this market and 
 his wife took over supervision of the first one. The curing of hams 
 and bacon soon became the most important part of the business and 
 Morreli's York Hams acquired an enviable reputation in England, 
 a reputation that soon spread even to the continent. 
 
 Business came easily to the firm with the addition of cured hams 
 and bacon; further expansion was made necessary. Additional stalls 
 in the market were rented from time to time. Finally, it was neces- 
 sary that a building be leased to conduct the business. This building 
 was on Market Street near the George Hotel. At this same time a 
 partnership was formed under the name of George Morrell and 
 Sons. While at the Market Street location the nature of the business 
 changed again with the dropping of green groceries and the addition 
 of flour and other articles. As far as the records show there is no
 
 definite information as to which sons were connected with the busi- 
 ness, but it is quite likely they were John, Thomas, Robert and 
 George. Future events were to prove that John, born April 23, 181 1, 
 was to be the leader and the most important one. 
 
 As we have said previously, to George and Elizabeth Dove Mor- 
 rell seven children were born. All of them, as soon as they were old 
 enough, went to work in the mills of Bradford. They continued in 
 the mills until such time as they were able to take up trades of their 
 own or were required at home. William continued in the mills until 
 migrating to America. In America he undoubtedly continued in the 
 same line of work because he took up his residence in Lowell, Mass., 
 famous then as now for its mills. George became a shoemaker, while 
 Mary left her work to become the wife of William Foster, head 
 counter-man at the firm's Westgate shop. John became a bobbin 
 maker and continued in that work until joining his father in the pro- 
 vision business. Robert became a cabinet maker, while nothing is 
 known of the trades taken up by Thomas and Nicholas. 
 
 It is known that both mother and father were God-fearing peo- 
 ple and of sterling character. They tried to instill in their children 
 a love of God and a desire to live upright lives and to get ahead 
 through earnest endeavor. It was their hope to bring up their chil- 
 dren in a respectable manner, somewhat above their immediate sur- 
 roundings. Of the children Mary and John seem to have been the 
 most religiously inclined. Mary attended a class in Kirkgate Chapel 
 from childhood. John, in his later years, made it a rule that all em- 
 ployees, residing in his home, must be present at daily family wor- 
 ship and attend chapel at least once on Sunday.
 
 1837 4^ ia46 
 
 (^\i^ 
 
 The partnership, formed at the end of the com- 
 , ^.^ J. pany's first ten years, between George Morrell and his 
 ^r ^ ^r son, John, did not last long. Records are not available 
 covering the reasons for dissolving it, but John Morrell left the com- 
 pany and set up in business for himself in Toad Lane, Bradford. 
 George Morrell continued to carry on the earlier established con- 
 cern. 
 
 John Morrell married Margaret Ackroyd when he was 24 years 
 old. It was probably at her instigation that John left his father and 
 set up for himself. Margaret Ackroyd Morrell, although a valued 
 helpmate to her husband in business matters, was not one in whom 
 John found continuous bliss as far as household matters were con- 
 cerned. She was said to have been a woman of imperious, exacting 
 and a frequently petulant disposition. The house of John Morrell 
 was not blessed with children, but it was often, shared with his 
 nephews and nieces. Emily, daughter of his brother, George, came 
 to his home in her youth and remained there until her death in 1872.
 
 JililL 
 
 rvi O R R E. L. I_
 
 He was deeply impressed by the kindness of his brothers and sister 
 in sharing their children with him. In them John lavished the love 
 and afifection he might have given to children of his own flesh and 
 blood. 
 
 The split between father and son didn't last very long. The part- 
 nership was again resumed at a new location, 91 Westgate. The shop 
 on Market Street was given up. Later another was opened on Sun- 
 bridge Road. John managed one of the shops; his wife the other. 
 
 Westgate is one of the more interesting streets in Bradford. Ris- 
 ing from the bottom of a hill it makes a steep ascent for three or four 
 blocks; following a stretch of several blocks of steady incline, it 
 reaches into the residential district of the city. A few years ago the 
 building at 92 Westgate still showed evidences of its former place 
 in the provision trade at Bradford. On the casement of the window 
 could be seen the skewers or hooks on which were hung beef, hams 
 and bacon for display. But 91 Westgate, across the street, had giv- 
 en way to a large modern building. 
 
 A block or two further along Westgate is Silsbridge Lane, now 
 known as Grattan Road. It was here that George and Elizabeth 
 Morrell lived while conducting their business at 91 Westgate. It was 
 here that William Foster, head counter-man of the shop, made his 
 home with them. And it was here that William Foster met Mary 
 Morrell, fourth child and only daughter of the Morrells. They saw 
 a great deal of each other and in time developed a mutual interest 
 and love for each other that finally led to their marriage. At 48 
 Westgate, Robert, brother of John Morrell, opened a provision bus- 
 iness for himself. Here his shop looked out over a street filled with 
 cattle which had been driven there from the surrounding country- 
 side for sale to the provision merchants of the neighborhood. The 
 name of Morrell looked down on this same section of Westgate until 
 March 31, 1930. Robert had taken over the shop at 91 Westgate 
 from John because he preferred the retail business to that of whole- 
 saler. He continued there until moving into his own shop about 1857. 
 
 In 1842 the firm passed through a most trying financial crisis. 
 George Morrell had invested a considerable sum in an enterprise
 
 outside his own business. This business failed and, because of exist- 
 ing English bankruptcy laws, efi'orts were made to tie up the funds 
 of George Morrcll and Sons in the liquidation. The whole business 
 of the company was in jeopardy and on the brink of ruin. It was at 
 this point that John Morrcll stepped in and showed the astuteness, 
 the skill that was to feature his business life. In a prompt and busi- 
 ness-like manner John took over the business and saved it from 
 threatened financial catastrophe. 
 
 John Morrell now took control of the entire business and it was 
 at this time that the firm name was changed to John Morrell & Co. 
 There were no partners in the business; John was sole owner. He 
 gave his mother and father an annuity which enabled them to re- 
 tire. They went to Selby and took up their residence there. George 
 Morrell was well along in years at this time, had lost his hearing and 
 just did not have the ability to meet and combat the circumstances 
 of the times. It v/as well that John was around to save the struggling 
 firm from threatened bankruptcy. 
 
 George Morrell lived out his span of years in Selby and at his 
 death, in 1848, was buried in the parish churchyard just outside the 
 wall of the Church where his daughter and William Foster had been 
 married three years before. As time passed the headstone used to 
 mark his last resting place was removed and later was discovered to 
 be in use as one of the flagstones in the path used by sight-seers to 
 the Abbey. Many years later, among the visitors, came George Mor- 
 rell's grandson, Thomas D. Foster, and the latter's son, T. Henry 
 Foster. They came to the Abbey seeking the exact place of George 
 Morrell's burial. During their wanderings they located the head- 
 stone in the path, had it removed and later arranged for it to be 
 placed within the Abbey. It is now located in the north aisle near 
 the entrance to the choir. 
 
 With the death of George Morrell, Elizabeth was left alone in 
 her sorrow and bereavement. Naturally she turned to her only 
 daughter at such a time. At Mary's urging she left Selby to live in 
 the Foster home at Bradford. Elizabeth's sister, Mary Dove, also 
 found a welcome in the Foster home. In this household the two sis-
 
 ORGANIZER OF JOHN MORKliLL S: CO.
 
 tcrs enjoyed the comforts of a happy home arnl shared with a deeply 
 religious group the joys of family life until the days of their deaths. 
 Mary Dove died first, on June 20, 1855, at the age of 76 years. 
 Elizabeth Dove Morrell followed less than two months later, on Au- 
 gust 13, aged 80 years. Both sisters were buried in William Foster's 
 plot in God's Acre in the parish churchyard at Bradford. 
 
 A third death in 1855 took the youngest of William Foster's chil- 
 dren, Heber. He died on January 9, aged seven months. In one year 
 aunt, grandmother and grandson were taken from the household by 
 death. 
 
 It was during this period of the company's history that another 
 family became connected with the firm, a family that was to be inti- 
 mately connected with its history to the present day. William Foster, 
 as we have already recorded, was head counter-man at the Westgate 
 shop. An orphan, he had come to make his home with the Morrells 
 after accepting employment with the company. It was in this man- 
 ner that he became acquainted with and married Mary Morrell in 
 .845. 
 
 William Foster was the son of John Foster and Martha Gresham 
 Jackson Foster of Wistow, a village about four miles from the town 
 of Selby. He was born January 29, 1805. Little is known of John 
 Foster and that little is far from being to his credit. His grandson, 
 Thomas D. Foster, wrote after the turn of the century, "John Foster 
 was a dissolute man given to free indulgence in liquor and made no 
 provision for his family." William's mother, however, was an ad- 
 mirable woman and did everything possible to make up the short- 
 comings of her husband to their six children. 
 
 The Foster name was well-known in Wistow, a record having 
 been found of one, Robert Foster, as far back as 1420. The Jacksons 
 had also lived in the region for generations. 
 
 William Foster's mother died when he was six years old and he 
 and the other children were left to make out for themselves. William 
 was taken into the home of his mother's parents, but they died soon 
 after and he was left an orphan, to make his own way in the world. 
 
 In the years that followed he went from place to place, accepting 
 
 14
 
 employment in whatever occupation might be available. He worked 
 as a farm laborer, hostler and gardener. In this latter capacity he 
 worked for one William Paven of Pickfield, and with him William 
 Foster established a reputation for skill and fidelity. The friendship 
 between the two lasted until Mr. Paven's death. 
 
 In all of his positions, during the years between his sixth and 
 nineteenth birthdays, he established an outstanding record of skill, 
 diligence and faithfulness. The following story which is told about 
 him gives clear indication of his character. He was employed by a 
 family which expected him to do certain things which his conscience 
 did not approve. Even though only lo years old at the time, he re- 
 fused. William tied the few things he possessed in a handkerchief, 
 threw them out his bedroom window; and going downstairs passed 
 into the darkness, seeking a new position and home. He walked all 
 night, finally coming to the home of friends. These friends treated 
 him sternly but approved of his action. Ever afterwards their treat- 
 ment of him was better and more cordial. 
 
 His sister, Ann, had married Isaac Wright of Bradford. The 
 Wrights established a grocery business in Bradford and it grew rap- 
 idly. When William was about 19 years old he went to Bradford to 
 assist his sister in the conduct of the business, her husband having 
 died. He staj'ed with her until her death in 1840. 
 
 Following Ann's death he went to work for George Morrell and 
 Sons as head counter-man in the Sunbridge shop and later was con- 
 nected with the Westgate shop. In both of these shops he proved to 
 be a valuable as well as a reliable worker. 
 
 In some historical notes written by Thomas D. Foster in the early 
 1900s, he comments as follows about his mother and father: ''Being 
 in the b.ome of George and Elizabeth Morrell he met Mary Morrell, 
 their daughter, and forming an attachment for each other, they were 
 married in 1845. A short time before, my father had commenced 
 business in the grocery line on his own account in Silsbridge Lane, 
 Bradford, and furnished a house in connection with it which was the 
 home my mother went to when married. My father and mother were 
 married in Selby parish church, that is the Abbey, to which my 
 
 I?
 
 grandparents, George Morrell and Elizabeth iMorrell, had retired 
 a few years before, grandfather having become so deaf as to be unfit 
 for business." 
 
 The home which was established by William and Mary Foster 
 was a completely happy one. And to make it even happier four chil- 
 dren came to bless their union, Thomas Dove, born November 25, 
 1847; Martha Thomaison, Ann Elizabeth, and Heber. Martha and 
 Heber died in infancy. Thomas Dove lived to become a major 
 factor in the firm's growth and Ann Elizabeth married Alfred Illing- 
 worth, another name to become important in the records of the com- 
 pany. 
 
 16
 
 1 8 t T 
 
 I S 
 
 /^JL/ltstQi' The third ten year period in the history of John 
 \7\±^ Morrell & Co. seems to have been a period of picking 
 
 "T ^ ^^ up the loose ends, picking up and knitting them into a 
 fabric strong enough to stand the vicissitudes of time. It was a period 
 when John Morrell began to expand his business; a period when he 
 began to gather around him men loyal to him and his business ideals; 
 and a period when movement toward an original source of supply 
 became necessary. All of these factors must enter the history of any 
 company at some time and it was the years between 1 847 and 1 856 
 that they appear in the story of John Morrell & Co. 
 
 Following the retirement from the business of George Morrell, 
 John Morrell continued to enlarge and carry on at the Sunbridge 
 Shop. Sometime between 1845 and 1850 that shop was given up and 
 premises at Tyrrel and Aldermanbury Streets were occupied. These 
 premises were at the bottom of the hill from the first location in the 
 stalls of the Bradford Public Market. Here the nature of the firm's 
 business again changed. Sale of flour was discontinued and whole- 
 sale groceries were added to the provision line. 
 
 17
 
 With the enlargement of the business, traveling salesmen and an 
 office force were added. At this time John Morrell began to gather 
 around him a group of men who were to play a considerable part in 
 the history of the company. We have already mentioned William 
 Foster; others were Frederick Jackson, George Lees, Alfred Ack- 
 royd, John Ackroyd, brother and half-brother of his wife; Thomas 
 Atkinson, Humphrey Bell, and Alfred lUingworth, husband of his 
 niece, Ann Elizabeth Foster. Members of the Morrell family were 
 well represented in the business too. There were his brothers, Thomas 
 and George; his nephews, John and Alfred Morrell. Alfred died 
 in 1865, ^ youth of only 17 years. But in that short span he had shown 
 considerable business foresight and had been counted on by his uncle 
 for an important place in the business. 
 
 George Lees inaugurated a system of bookkeeping that was used 
 by the firm for some 40 years. Fred Jackson continued with the com- 
 pany until his death in 1896. Jackson was one of the first directors 
 of the company after it was incorporated and at one time was a full 
 partner in the business with John Morrell. 
 
 Because John Morrell was an able trader and merchant the busi- 
 ness began to grow. Because he was aggressive in spirit and ambi- 
 tious in his chosen line it was necessary that he seek an adequate 
 source of supply for his expanding business. Because he was already 
 showing success in his operations he was successful in surrounding 
 himself with a group of qualified individuals. Because of John Mor- 
 rell, John Morrell & Co. was ready to bring forth the fruits of his 
 abilities. 
 
 The first step in the movement of expansion occurred in the early 
 fifties. At that time, John Morrell, anxious to get into the quality 
 grocery business, formed a partnership with one, George Isitt, then 
 engaged in such a business on Market Street in Bradford. Follow- 
 ing the formation of this partnership the firm name was changed to 
 Morrell & Isitt. This partnership lasted only a short time. 
 
 A second move in expanding the firm's operations was initiated 
 in 1846 when John Morrell was persuaded by Patrick Dennison to 
 visit Ireland. Dennison was a dealer in Irish produce in Bradford
 
 and turned over a considerable portion of his import to John Morrell 
 & Co. The two men made the trip to Ireland, visiting the towns of 
 Bailey-Raggett and Castlccomer. This visit convinced John Morrell 
 that Ireland was the logical source for the supplies necessary to carry 
 on his ham and bacon business in England. 
 
 Following thoroiigii consideration of all factors, Castlecomer was 
 selected as the location for the firm's Irish operations. Premises were 
 secured for a retail grocery shop, a slaughterhouse and a curing plant. 
 Company records do not indicate a definite starting date for the op- 
 erations in Ireland. It would seem, however, that they might have 
 begun sometime before 1856 when Thomas Atkinson was placed in 
 charge. Atkinson had been connected with the company for many 
 years in Bradford prior to going to Ireland. 
 
 20
 
 STORY OF MEAT — U. S. A. BACKGROUNDS 
 
 The story of meat in the United States is full of glorious and romantic 
 episodes. It is the story of an industry which has been a definite factor in 
 the growth of this country. 
 
 Cattle now in the United States are known to have come from two 
 sources. One was the Mexican herd which had its basis in the cattle brought 
 from Spain by Cortes. The other herd was brought together on the At- 
 lantic coast by the piecemeal importation of cattle from Europe and by 
 cattle brought into the region by new settlers. 
 
 On March 4, 15 19, Hernando Cortes, famous Spanish conquistador, 
 landed on the Mexican coast near Vera Cruz with his troops and a few 
 Andalusian cattle. After the wars, Cortes' men settled down to peacetime 
 pursuits, becoming settlers and going into the business of stock raising. 
 The Andalusian cattle were withdrawn from their wartime uses to help 
 the settlers become established. And it was from such cattle that our fa- 
 mous Texas Longhorns came. 
 
 While the Mexican herd's story is more romantic, the development of 
 the cattle industry on the Atlantic coast was of greater importance. It was 
 from this source the colonists were to see their beef needs satisfied, and it 
 was in this section that the first packing plants were to come into existence. 
 
 When explorers sailed from Europe for the new world they left 
 behind them many kinds of domesticated animals. It is believed that 
 Columbus had "packed" meat in his ship's stores when he set out seeking 
 a western route to India. It is almost certain that he brought with him, 
 on his second voyage to America in 1493, cattle and hogs. Likewise it is 
 almost certain that settlers coming to this newly discovered land did not 
 leave their homelands without some of the domesticated animals they had 
 come to depend on for their meat needs. It was hazardous enough to colo- 
 nize a new land without having to depend upon the unknown sources of 
 meat available to those already inhabiting that land. 
 
 Background observations would seem to indicate the Indians did not 
 have any domesticated animals resembling our cattle, hogs or sheep. How- 
 ever, it can be assumed that meat from native wild animals had always 
 formed an important part of their diet. It Is known that the red man es-
 
 tccincd liiifhly meat from buffalo, elk, caribou and moose. We know they 
 made pemmican from the lean Hcsh of the buftalo or venison, sun-dried and 
 pounded. 
 
 Perhaps the earliest settlers secured some of their ideas for handling 
 meat from the Indians but it is also known they brought with them some 
 of the practices common in Europe, curinjr, smoking and packing meats. 
 
 The earliest authentic record of importation of swine into this country 
 is dated 1538 and covers swine brought from Cuba to Florida by Ferdi- 
 nand de Soto. Cattle and hogs were delivered to Newfoundland and Nova 
 Scotia by Portuguese traders in 1^53. Although some cattle had reached 
 Virginia before 1609, the first big shipment arrived in 1610. The first 
 sheep came from England to Virginia in 1609. 
 
 Each group of settlers brought in the domestic animals natural to their 
 land. And as they pushed westward in search of a home, they took along 
 with them their sheep, hogs and cattle. 
 
 Meat as a food product was so vital, so important to those first settlers 
 that, in order to protect valuable animals which had been so carefully 
 transported across the sea, an edict was published which forbade the kill- 
 ing of domestic animals of any kind. Of course there was reason behind 
 this edict and it served its purpose admirably. Because of it farmers had 
 to protect their domestic animals and use them for breeding stock, and in 
 this manner herds increased rapidly. 
 
 The penalties set up for infractions against the edict were so severe 
 that no one willingly disobeyed them. The owner could be sentenced to 
 death; an accessory stood the chance of having his hand burned or losing 
 an ear, while anyone concealing product handled in direct violation of the 
 law might find himself sentenced to a 24 hours' whipping. Harsh though 
 these penalties may have been, even for the seventeenth century, they 
 served to protect the meat needs of the colonists, and herds were built up 
 in good measure. And the country was ready for the beginnings of the 
 meat packing industry. 
 
 Settlers in the New England states found their dairying, cattle feeding, 
 and hog raising operations were becoming increasingly larger. In the val- 
 ley of the Connecticut river an important cattle industry had developed. 
 Market days came into existence as a means of disposing of surplus stock 
 and providing stock for butchering purposes. Rudolf Alexander Clemens, 
 in his American Live Stock and Meat Indus try, quotes a piece from the 
 Country Gentleman of i860 which gives a pretty good idea of what one 
 of these market days was like. He writes: 
 
 "Thursday of every week which by common consent and custom is the 
 market day, changes the generally quiet village of Brighton into a scene 
 of bustle and excitement. At early morning the cattle, sheep, etc., are hur- 
 ried in and soon the morning train from Boston, omnibuses, carriages and
 
 other 'vehicular mediums' bring in a throng of drovers, some from as far 
 away as Maine, buyers, speculators and spectators; so that, by ten o'clock 
 there are generally gathered as many as two or three hundred vehicles in 
 the area fronting the Cattle Fair Hotel. The proprietors thereof throng 
 the spacious barroom for the purpose of warming themselves in winter, 
 and in summer 'cooling off' — the process for effecting both results being 
 precisely the same. The portico of the hotel is occupied by hawkers and 
 peddlers, who sell clothing, jewelry, soap, watches, knives, razors, etc. 
 (to say nothing of their customers), at astonishingly low rates. An 'Eng- 
 lish hunting lever eighteen carats fine,' is frequently sold for five or six 
 dollars, and of course is a genuine article. In the region round about 'Mam- 
 moth Steers," 'Living Skeletons,' 'Snakes,' etc., are on exhibition at reason- 
 able prices. 
 
 "All morning the butchers and the drovers are busily engaged in their 
 traffic. The fattest and best of the cattle in the pens find a ready sale, and 
 long before all the drovers are In, select lots begin to be driven from th; 
 grounds. Men and boys hurry up and down the lanes and through the 
 pens, each armed with a stick which is a sort of a shillalah, shouting to the 
 half-crazed cattle, and with screams and blows directing them where they 
 should go. Occasionally a drove of cows and calves come along, the latter 
 muzzled, and the former lowing and bellowing in chorus to the shouts of 
 their drivers. Farmers from the neighboring towns are selecting 'stores' 
 from the large number of that class in the pens, and dairymen carefully 
 examining the 'milk-mothers' that are so anxious, seeking their young from 
 the midst of their companions. Working oxen are driven in by the farmers 
 from the vicinity, who sell only after much banter, to buy again when 
 prices are low. In the midst of these, dogs and goats and mules are offered 
 for sale, and nearby are the hog pens containing at this season, only stores 
 which are sold singly and in pairs to small farmers, mechanics and others 
 who think they can afford to 'keep a pig.' 
 
 "The forenoon is busy enough. At high noon the huge bell of the hotel 
 announces dinner, and for a brief period there is a breathing spell for man 
 and beast. After dinner, business again resumes its way. The voice of the 
 hawker becomes hoarse, but it Is by no means silenced. Drovers who have 
 not made many sales get nervous, and pens are cleared out without much 
 regard to profit on the part of the seller. The butchers begin to turn then- 
 faces homewards, and the drovers, generally with well-filled wallets, start 
 for Boston. A few, not liking the prices and hoping for 'better times,' 
 make arrangements to turn out their cattle to pasture, and hold over to 
 another week. By five o'clock the business of the day is over, and Brighton 
 subsides once more into a quiet, matter-of-fact Massachusetts village, till 
 another Thursday brings round another market day." 
 
 Just as the market day was one of festivity, so butchering day on the 
 
 23
 
 farm was a festive occasion. Many of us are familiar with the methods of 
 farm slaughter. 
 
 The hog to be butchered is selected. The farmer, assisted by several 
 neighbors, kills the hog, usually slitting the throat with a knife. Earlier 
 in the day a big kettle has been placed over a fire and the water brought 
 to a boil. After the hog has been killed, the carcass is rolled into a barrel 
 and the hot water poured over it. The hot water loosens the hair and soon 
 busy hands using knives have the carcass a shining white. The hog is then 
 swung upon poles to remove the viscera. Then come the cutting operations, 
 trimming of meat, rendering the fat into lard, making of sausage and the 
 many other jobs necessary to get the meat properly prepared so that the 
 family may have meat through the long winter months. Usually the wives 
 of the farmers assisting in the killing have assembled in the home and 
 prepare a tasty meal for their husbands. This method of farm slaughter 
 has changed very little since the days of the Pilgrim fathers. 
 
 However, there soon came a time when people began to congregate 
 in the cities and farm slaughter was unable to take care of their meat 
 needs. It was time for the meat packing industry to come on the scene. 
 
 Industry historians have long debated the identity of the individual 
 responsible for the meat industry in America. Some of them give credit to 
 William Pynchon; others to his son, John. There seems to be no one else 
 mentioned with any degree of regularity. 
 
 William Pynchon was born in England and came to America with Gov- 
 ernor John Winthrop, of the Massachusetts Bay Colony, in 1630. For a 
 time he was treasurer of the colony. But because of religious difficulties he 
 withdrew and moved to the Connecticut river valley where he helped 
 found the town of Springfield, Mass. He became quite prosperous, built 
 the first brick house in that region and engaged in various beef feeding 
 and trading operations. Ele went to England in 1650 and while there pub- 
 lished a religious volume that displeased the legislature of the Massa- 
 chusetts Bay Colony. When he returned he was tried by the legislature, con- 
 victed, his books burned in the public square of Boston, and banished from 
 the colony. He returned to England in 1652 and died in that country ten 
 years later. 
 
 John Pynchon, son of William, was born in England and accompanied 
 his father to America in 1630. He succeeded his father in the Springfield 
 government in 1652. Through his father he gained much land and by pur- 
 chase secured considerably more. He was a friend of the Indians and 
 participated freely in the politics of the colonies. 
 
 During the time William was living in Springfield his operations in the 
 beef industry led him to a consideration of the problems of city dwellers 
 who were not able to have a hog or a cow at their disposal for satisfying 
 their meat needs. He decided, or possibly his son, John, did, that the Pyn- 
 
 24
 
 chons should kill, cure and pack both beef and pork for the colonists living 
 in the neighboring towns. This project ^^'e^t over so well tliat they were 
 soon exporting to the Bahamas. 
 
 The success of the Pynchons brought other colonists into the field and 
 by 1640 a considerable export business was being done with the West In- 
 dies. England's civil war of that period was primarily responsible for the 
 growth of this business. The colonists took over the business of supplying 
 the Islanders with their meat needs with livestock, barreled beef and pork, 
 bacon and hams. These meats were "packed"'; that Is, "salted down" and 
 packed in barrels. A fact w^hich, incidentally, gave to the meat packing 
 industry Its name. 
 
 The history of the meat industry in America can be logically broken 
 into three periods. The first period covers the beginnings during the early 
 days of the colonization of the eastern coast. At first the coast and the 
 adjacent strip of land supported the incoming settlers, but as more and 
 more came, more land was needed and the westward movement began. 
 As the settlers moved west they took with them their domesticated animals 
 and their knowledge of slaughtering as practiced on the coast. By the latter 
 part of the eighteenth century the movement of settlers to the west had 
 crossed through the Allegheny Mountain passes and along the river val- 
 leys Into the middle western states. 
 
 With the arrival of the whites In this great middle western empire the 
 second period opened. But it took "The Whiskey Rebellion" of 1793 to 
 open the faucets for stock raising. "The Whiskey Rebellion" took place 
 in western Pennsylvania and after it was put down farmers turned their 
 corn production to the feeding of livestock rather than hogsheads. And 
 that was the thing needed to bring livestock into the middle western pic- 
 ture. A further aid was the "Battle of Fallen Timbers" fought with the 
 Indians in the northwestern part of Ohio in 1794. When the Indians lost 
 this battle to "Mad Anthony" Wayne they v/ere forced to sign treaties 
 which opened the territory to white settlers and guaranteed safer pas- 
 turage. 
 
 A look at the centers of hog production through the period gives good 
 indication of the growth of the industry. In 1840 the center was near the 
 junction of the states of Ohio, West Virginia and Kentucky. Ten years 
 later it had moved farther west to a point near Paris, Ky. In i860, the 
 center of hog production had reached to a point just south of Louisville, 
 still in Kentucky. Then the center began to move north and west through 
 southern Indiana to a point In southeastern Illinois by 1880. This north 
 and west movement continued until 1890 when It turned back to a point 
 directly east and a little south of the center of state. By 1910 It reached a 
 point near Hannibal, Mo., and ten years later was at a point north of St. 
 Louis. The movement of cattle production centers paralleled that of hog
 
 production, except that it stinted t;iitluT c;ist aiui fiuicci up hirther west, 
 at St. Joseph, Mo. 
 
 There is no need Id tell here the part that the development ot (lie live- 
 stock industry played in tiie winning of the west. That story has been told 
 many, many times, in fact and fiction, on the artist's canvas and on the 
 silver screen. But it might be well to sum up the picture in the words of a 
 writer on the western scene as he says: "The story of America's cattle 
 trade is one of the most romantic tales of modern times. In its swing and 
 its dignity, it truly is a saga. This story deals with more than mere meat, 
 hides ami tallow; for its cogent, salient chapters have as much to do with 
 men and their achievements as with animals and their products. It is con- 
 cerned as much with the cowboy as it is with beefsteak. It begins by recit- 
 ing the doings of a Spanish knight in armor. It continues with accounts of 
 Indian conflicts, of range wars, of bravery and of cowardice, of heroic 
 generosity, of sordid thievery, of gentleness, murder and sudden death, 
 of the thousand and one things that happened upon America's frontier 
 and in the lonely wastes beyond. It tells of men who, raising livestock, not 
 only provided foodstuffs for a nation but also shaped materially that na- 
 tion's social and political thought." 
 
 It was during the second period in the story of meat that Cincinnati 
 became known as "Porkopolis," a city that had "perfected the system 
 which packs lifteen bushels of corn into a pig and packs that pig into a 
 barrel and sends him over the mountains and over the ocean to feed man- 
 kind." At that time Cincinnati was the center of the area west of the Alle- 
 ghenies and east of the Mississippi river. This area produced great quan- 
 tities of corn and feeding that corn to hogs became a major industry. Cin- 
 cinnati was accessible to these interests and was easily in reach of markets 
 to the east and to the south. Railroads came to Cincinnati at this time, 
 too. And with the Ohio river giving her access to the Mississippi and the 
 south, transportation no longer offered any difficulties. Cincinnati did its 
 share in making meat packing the industry it is today ! 
 
 But Cincinnati's place in the picture was to dim as the great corn pro- 
 ducing areas of Illinois and Iowa were opened; as the railroads reached 
 farther and farther west; and as the people inhabiting these areas began 
 to demand a more convenient market. The factor clinching the meat pack- 
 ing industry for Chicago was the Civil War. Chicago, far distant from 
 the scenes of major battles, moved into the picture easily, eagerly. Every- 
 one, producers, commission merchants and manufacturers, moved in and 
 produced the huge quantities of meat desired by the Union army. They 
 produced in such large quantity that Chicago took over the major share 
 of the meat producing business, and still maintains a large portion of it 
 today. 
 
 Meat's third period may be saitl to have started in i860 when the war 
 
 26
 
 between the states brought great demands on those in the meat packing 
 business. This period was, however, one of internal changes in the industry. 
 The first two periods covered migration of the people, improving and in- 
 creasing the livestock population, and the development of the packing in- 
 dustry. 
 
 With the third period packers began to improve their methods of pro- 
 duction in the plant, and at the same time began steps to improve their 
 organization in financial, administrative, and merchandising operations. 
 
 The big step, and one that cannot be overlooked because of its impor- 
 tance to the packing industry, was the invention of refrigerating ma- 
 chinery. This invention took meat packing out of the winter work only 
 classification because it was possible only to chill carcasses properly during 
 the cold weather In order to prevent spoilage. Even though early packers 
 had learned to use ice in their operations, work was pretty well confined 
 to the winter months until the invention of this machinery. The second 
 was the Introduction of the refrigerator car, which the packers invented 
 and built themselves. The first refrigerator cars were so top-heavy and 
 bulky that it was only with the greatest difficulty that railroads were per- 
 suaded to handle them. The railroads felt It was impossible for them to 
 furnish such cars to the packers, so they had to continue building their own 
 refrigerator cars, inaugurating the first private car lines in America. Both 
 of these factors allowed the packer to locate In the field, at the source of 
 supply. He didn't have to worry about his distance from the market. Now 
 he could kill and ship without thought of the possible spoilage of his man- 
 ufactured product. 
 
 The packing Industry in America had advanced much more rapidly 
 than the same Industry In England or Ireland. In fact, American produc- 
 tion was such that foreign markets were being sought. And so it was that 
 John Morrell & Co. found Itself In competition with American goods on 
 the Irish market. Because American production methods were so advanced, 
 products could be put on the Irish market cheaper than similar products 
 made in Ireland. In time John Morrell & Co. found that its Irish opera- 
 tions were unprofitable and their withdrawal from the Irish market was 
 desirable. But these same conditions were found to hold true In Eiverpool, 
 where John Morrell & Co. was now located, and the company found that 
 to maintain Its place in the English market it would have to think about 
 beginning operations in America. 
 
 27
 
 IBS 7^ IU66 
 
 /^liiUllPi* Operations in Ireland during the late '50s and early 
 S^^**^f^^'*^ '5os overshadowed activities in England. In Ireland, 
 
 J|_ jm^ jj^ ° 
 
 ir Tt "ir Thomas Atkinson, and later Humphrey Bell and Wil- 
 liam Foster, expanded the Hrm's operations, making possible larger 
 shipments of Irish produce to the English market. In England, John 
 Morrell wound up his activities in Bradford, transferred his busi- 
 ness to Liverpool, and at the close of the period entered the Ameri- 
 can market by opening an office in New York. 
 
 The necessity' for an original source of supply had brought about 
 the opening of a branch in Ireland in the middle '50s. As already re- 
 ported, John Morrell sent Thomas Atkinson to Ireland to open a 
 branch at Castlecomer. 
 
 Castlecomer, located about 90 miles south and west of Dublin, 
 is in the County of Kilkenny. It proved to be a good starting point 
 for Irish operations. Atkinson immediately started buying butter, 
 eggs and poultry for shipment to England; he also carried on some 
 pig slaughtering for export to England. As the Castlecomer business 
 
 29
 
 continued to prosper, Atkinson gradually added to his operations the 
 sale of American bacon, flour, meal and groceries to the Irish trade. 
 
 By 1859 the company's Irish operations had reached such volume 
 that is was necessary to open another branch. The town selected was 
 Kilkenny, a castle town about fourteen miles from Castlecomer. The 
 premises selected were at No. 3 Irishtown. Here a business similar 
 to that of Castlecomer was carried on, except that groceries, flour 
 and meal were omitted. 
 
 Atkinson and Bell, the latter having arrived from England with 
 the William Fosters in 1859, were sent to Kilkenny to manage the 
 business there. Atkinson also acted as manager of purchases for the 
 firm outside Kilkenny, making frequent trips to Waterford and 
 Thurles. At Waterford he purchased singed long sides from Denny 
 and Richardson for shipment to England. It was also at Waterford 
 that he became acquainted with William S. Thompson, then a part- 
 ner in the firm of Richardson & Company, who will enter our story 
 again in a few years. This arrangement continued at Kilkenny until 
 J 861 when Humphrey Bell resigned to go into the provision busi- 
 ness for himself in London. To assist Atkinson, George Morrell II 
 and Frank Ackroyd, a brother-in-law of John Morrell, were sent to 
 Ireland. In 1862 Atkinson withdrew from Ireland to become associ- 
 ated with John Morrell & Co. in Liverpool. Shortly after this Ack- 
 royd resigned to enter the wool trade. Humphrey Bell, not succeed- 
 ing in his London venture, returned to Ireland and joined with 
 George II in the management of the Kilkenny operations. 
 
 To handle the Castlecomer store, William Foster was prevailed 
 upon to resume his former association with John Morrell & Co. 
 Foster, following his marriage to Mary Morrell, severed his connec- 
 tion with the company and started in the grocery business for him- 
 self in Silsbridge Lane, Bradford. In 1851 the Fosters moved to 
 Birksland Street, New Leeds, a part of Bradford, where the grocery 
 business was continued until September of 1859. 
 
 The Fosters arrived in Castlecomer on October i, 1859, and Wil- 
 liam Foster took over the direction of the company's property there. 
 Business at both locations continued to flourish for the next three 
 
 31
 
 or four 3'ears. Then gradunlly it declined as American meat began 
 to come on the Irish and Knglish markets in greater quantities and 
 at a lower price. It was not possible for Foster at Castlecomer, or 
 Atkinson and Bell at Kilkenny, to meet this competition with the 
 livestock resources available in Ireland. The first break came in 1862 
 when William Foster purchased the Castlecomer premises from 
 John Morrell & Co. and continued operations on his own account. 
 The Kilkenny business was closed in 1864 and Atkinson and Bell 
 were sent to New York to open an office there. 
 
 Thomas Dove Foster, later to become head of the company, spent 
 
 six years of his life in Castlecomer 
 
 — the formative years from 1859 
 to 1865. Born November 25, 1847, 
 he was only 12 years old when 
 the family arrived in Ireland. He 
 took a prominent part in the vari- 
 ous sports of the neighborhood and 
 was considered a leader of the 
 town's youth. He continued with 
 his school work until 1863. But 
 his youthful days were short lived. It was necessary that he get into 
 the business and assist his father in many ways. While he did some 
 work in the store, most of his time was spent with the firm's buyer 
 who traveled over the country buying pigs, some of which were 
 shipped alive to England and others for slaughter and local sale as 
 well as shipment to England as bacon. It was at Castlecomer that 
 young Thomas learned the rudiments of the packing business. 
 
 It was while he was working for his father in the Castlecomer 
 shop that he noticed a box of bacon recently arrived from America. 
 This box carried the notice that it had been packed by "Mitchell, 
 Ladd & Co., Ottumwa, Iowa, U.S.A." As he looked at the Indian 
 names, Ottumwa and Iowa, he visioned the exciting life of the west 
 in America and resolved then and there that some day he would visit 
 America and find that town. During his boyhood days in Ireland 
 he was an avid reader of James Fenimore Cooper's "Leatherstocking
 
 Tales." The books of this series gave him an extraordinary interest 
 in the noble redskin, hence the more than ordinary appeal of an In- 
 dian name. 
 
 Speaking of this incident in later years he said, ''I never forgot 
 the name Ottumwa; somehow it stuck in the back of my brain, al- 
 though I had only a hazy idea of where it was located." But little 
 did he know then that in only a few years he would be starting a 
 plant in Ottumwa, Iowa, that in time would become the headquarters 
 of John Morrell & Co. Possibly it was good fortune looking after 
 Morrell interests again. We have already mentioned the bequest 
 which put George Morrell into the provision business, the beginning 
 of what is now John Morrell & Co. And later on we shall see vi^hat 
 came of young Foster's notice of the names, Ottumvva and Iowa, on 
 a box of American bacon. 
 
 Commenting on the use made of the bequest by George Morrell, 
 George M. Foster, now president of John Morrell & Co., said: 
 "Handling that legacy as George Morrell did, came out like win- 
 ning the daily double. In 99 per cent of similar cases, the capital 
 would be lost, and they would be back at work in the mills worse off 
 than they were before." 
 
 His statement is true but the facts cannot be altered. Divine guid- 
 ance must be acknowledged. The success of George Morrell's han- 
 dling of the bequest is still evident today — 120 years later. How, 
 too, can the importance of a youngster's first notice of the Indian 
 names, Ottumwa and Iowa, be overlooked in the company's history? 
 
 Foster sold his business in Castlecomer and returned to England 
 in May of 1865. 
 
 While operations were being carried on in Ireland, John Morrell 
 was still continuing his business in England. He had achieved a con- 
 siderable measure of success and the business was growing. In fact, 
 it had grown to such an extent that Bradford no longer served ade- 
 quately as the company's headquarters. The first step in the move 
 from Bradford came when John Morrell sold his residence and took 
 up quarters in Southport, near Liverpool. For probably a year or 18 
 months he watched the operations of the Liverpool market, acclimat- 
 
 33
 
 ing himself to business conditions of the larger market. There is no 
 record indicating that he opened an office or place of business dur- 
 ing this period. 
 
 The Bradford business was disposed of in i860 and premises tak- 
 en at No. I Temple Court, L^iverpool. Four employees of the Brad- 
 ford business went to Liverpool with John Morrell — Frederick 
 Jackson, John Lawrence, Henry Sagg and Alfred Tllingworth. Jack- 
 son has already been mentioned in these pages. John Lawrence joined 
 the Bradford firm in 1857, ultimately becoming head bookkeeper 
 and cashier. He resigned in 1867 to accept a similar position with 
 Robert Morrell & Co., Bradford. John Lawrence was kind to those 
 under his direction and, in turn, was loved by them, but with it all 
 commanded their respect. Alfred Illingworth had become appren- 
 ticed to John Morrell as a boy of 12 years in 1857. When his appren- 
 ticeship expired on November 20, 1865, he elected to continue with 
 John Morrell & Co. and in the years that followed rose to positions 
 of high responsibility. Henry Sagg had charge for a time of the 
 Liverpool business at No. i Temple Court and afterwards traveled 
 for the company. He resigned in the late '60s to accept a similar po- 
 sition with another Liverpool provision house. At the close of the 
 period, in September of 1865, Thomas Dove Foster entered the firm 
 and was placed in charge of dock work, checking packages landed 
 from steamers and sailing vessels. 
 
 As at Bradford, development of the firm's business in Liverpool 
 was steady and soon the No. i Temple Court quarters were too small. 
 In 1862 the hrm was located in Button Street and in the next year 
 quite extensive premises were taken in Sir Thomas' Building in 
 Whitechapel. Before moving to the Whitechapel location, his asso- 
 ciates have reported, John Morrell visited the Manchester Market 
 each Tuesday and made sales of firkin butter, sometimes in 100 to 
 250 firkins quantities. These were shipped direct from Castlecomer 
 and Kilkenny by Atkinson and possibly John Morrell's brother, 
 George Morrell H, who was in Kilkenny at this time. 
 
 During the first years in Liverpool, John Morrell found himself 
 in a very satisfactory situation. His operations in Ireland were going 
 
 34
 
 well, thus placing him on an equal footing with his competitors, as 
 far as imports were concerned. He was receiving meat products and 
 lard from the Irish branches, as well as butter; from commission 
 houses, and later directly from dairies, came the cheese now so im- 
 portant in the firm's business. These products John Morrell sold 
 direct to distributors and large retailers. 
 
 It didn't take long for the American bacon which had been ar- 
 riving in Ireland to find its way to the English market, and John 
 Morrell was one of the first importers to push that product in Eng- 
 land. So to his cheese trade was added American bacon; and later 
 the extensive drying of bacon and hams and the refining and manu- 
 facturing of lard oil were begun. The Irish branches were unable to 
 accommodate the demands of the English market for product and 
 considerable purchasing through middlemen became necessary. All 
 of these factors added up to the important decision of whether or not 
 an office should be opened in America. Hodgson Bros., of Liverpool, 
 had an office in New York and acted as the purchasing agent for 
 John Morrell & Co. in that market. As the company's volume in- 
 creased it became more and more apparent it would be impossible to 
 build up business under the conditions then confronting the com- 
 pany. It had to be New York. 
 
 John Morrelfs decision to move to New York was a natural one 
 for him to make. His vision was always forward. He had seen what 
 American bacon had done to his Irish connections. He had become 
 thoroughly acquainted with American meat products and liked them. 
 Above all he realized that the new source for the best in meat prod- 
 ucts was to be the land of English-speaking people on the other side 
 of the Atlantic. Once having made up his mind that his next move 
 was to establish an office in New York, he wasn't long in putting it 
 in effect. 
 
 He selected Thomas Atkinson and Humphrey Bell to be his New 
 York agents and they arrived in New York in September of 1864 
 and opened an office at 61 Exchange Place. The Morrell firm was 
 then almost 40 years old. Atkinson soon became acquainted with the 
 New York market and his purchases of provisions, particularly of 
 
 3i
 
 cheese, were very extensive. He secured large shipments of this com- 
 modity on consignment, which developed the cheese business to such 
 an extent that John Morrell & Co. became known as the largest im- 
 porter of cheese on the Liverpool market. With the contacts made 
 by these two men in New York, and through connections made with 
 one, Davies of Canada, for meat products the Liverpool organiza- 
 tion flourished. 
 
 36
 
 I a a 7 
 
 1 B T e 
 
 dtiiplcr 
 
 The success of Thomas Atkinson and Humphrey 
 Bell in the New York market, especially in their pur- 
 ir 5 ^r* chases of cheese, brought John Morrell to the conclu- 
 sion that the company's Whitechapel premises were unsuitable, out 
 of the way for buyers who personally visited the company's show 
 rooms to make purchases of cheese. The decision made, the White- 
 chapel quarters were disposed of and another location taken at 33 
 North John Street in the spring of 1867. The office was larger and in 
 connection with it there was an ample display room for exhibiting 
 cheese. 
 
 Thomas Atkinson handled personally most of the purchases made 
 on the New York market. A shrewd trader, he made himself felt in 
 that market because of his abilities to judge the character of the 
 product in which he was dealing. Many buyers, after they had 
 learned the price Atkinson had bid for a piece of goods, were known 
 to pay just a little more, resting secure in the fact they would re- 
 ceive full value. During his New York days, Atkinson was a unique
 
 Ill Ul
 
 and forceful character, an indefatigable worker, and although a man 
 of limited education, he had a wonderful grasp of figures and a re- 
 tentive memory. 
 
 Regularly he was contacted by the Liverpool steamship lines to 
 fill out empty freight space in their boats before they must sail for 
 England. In those days the freight rate on cheese was around 70 
 shillings a ton; because the boats had this empty space to fill, Atkin- 
 son usually could get a rate of 10 to 20 shillings below the regular 
 rate. Immediately he would take advantage of the opportunity. Re- 
 membering different parcels of goods he had not bought previously, 
 he would contact the dealers again, picking up at considerable re- 
 duction goods which had missed the market and had to be sold so 
 that the various commission men could remit to their clients the next 
 day. In order to complete such transactions night work was necessary 
 and often day was dawning when the last truck load had been re- 
 ceipted for by the receiving clerks at the docks. 
 
 But not only did the New York office handle cheese on a large 
 scale, but butter, hams and bacon were dealt in extensively. Con- 
 cerning this particular period in the company's history, Thomas D. 
 Foster has written: 
 
 "At that time the cheese trade was transacted almost exclusively 
 in stores in Broad and Whitehall and those streets near the old Prod- 
 uce Exchange, which was situated where the government warehouses 
 now stand. The butter business, and a little cheese business, was 
 transacted in the neighborhood of Chambers, Barclay, and Green- 
 wich Streets, though a large quantity of cheese was shipped directly 
 from the cars at Park Freight Depot and from Albany via the Peo- 
 ple's Line Steamship Company. 
 
 "The bacon business was carried on largely on the west side by 
 wholesale butchers who bought dressed hogs and cured them in their 
 cellars. Bacon was bought at only one place, where the hogs were 
 slaughtered and that was by the North River near 33rd Street. The 
 hogs were cut warm, and in the summer time, all boned — long 
 clears, and bellies. The only chilling was a piece of ice on the shoul- 
 der-end of the sides. The cellars were kept at a temperature of 45° to 
 
 39
 
 5o°. I was the inspector and had great trouble with the curers on ac- 
 count of the unsatisfactory flavor of the meat and the many tricks re- 
 sorted to to work off the boxes of rejected pieces with the boxes of 
 good. 
 
 "Much of the cheese handled by the firm was on consignment, be- 
 tween 1866-1870, but like all consignment business it became less 
 and less satisfactory," until by the "summer of 1872 it entirely ceased 
 and this branch of the business for which the firm had been famous 
 for forty years, was given up." 
 
 By 1868 butter exports from the United States had practically 
 ceased, and from Canada by 1870. To make up for the business lost 
 when it was no longer possible to export butter and cheese, Atkinson 
 began to export grain, flour and linseed cake. This business at one 
 time assumed liberal proportions. Atkinson chartered entire sailing 
 vessels to freight his purchases of these commodities, but the business 
 was given up in 1872 because no member of the firm in Liverpool 
 sufficiently understood these products. But the main reason for giv- 
 ing them up was that the firm's ventures in packing hams and bacon 
 in the United States and Canada and refining lard in the Birkenhead 
 works were proving more profitable. 
 
 Atkinson resigned from the company on May i, 1872, after 17 
 years of service. His departure was made with bitter recrimination 
 on the part of the firm and left a sting years could not heal. It had 
 been discovered that he had been sending the Liverpool office fraud- 
 ulent invoices covering cheese and bacon shipments for several years, 
 and on departure he was some £800 short in his accounts. 
 
 Even with the success of the company's operations in America 
 the way wasn't smooth in England. From correspondence of the 
 period it would seem that John Morrell was always overselling and 
 usually strapped for money. There are many letters written to the 
 manager of a bank at Bradford, all in the same vein, explaining why 
 the firm had gone over its limits and promising "to pay next Tues- 
 day." Even so these financial troubles must have been a source of 
 worry to John Morrell. In fact, they were if this letter is any 
 indication : 
 
 40
 
 2 1 St. December, 1871 
 Messrs. Budgett & Co., 
 Bristol 
 Dear Sirs, 
 
 As you appear to be doing more in the provision trade, 
 and I am thinking of retiring from it, I thought perhaps my 
 business and connections might be something in your way. If 
 so, I shall be glad to hear from you, when I would either 
 come over to Bristol or meet you here. 
 
 It would be quite premature for me to say anything about 
 the returns, profits or value of the business at present, but 
 everything would be thrown open for your fullest investiga- 
 tion when the time arrives. Your reply at your earliest con- 
 venience will much oblige. 
 
 Yours truly, 
 (Signed) JOHN MORRELL 
 
 P.S. The strictest confidence is required. 
 
 Evidently this letter brought no reply from Budgetts because 
 he had to write them again in January of 1872, reminding them of 
 his letter and of the fact he had not had a reply. He ended by asking 
 them to please make a decision. Apparently his offer was turned 
 down because no further correspondence on this subject has been 
 found. It is interesting to note that Budgett & Co. is still in business 
 and is a customer of the Liverpool organization at the present time. 
 
 We have already reported the company's move to 33 North 
 John Street in Liverpool because of the increase in imports from the 
 United States. Expanding business through the company's Amer- 
 ican connections made several moves necessary in the next few years. 
 In 1869 or 1870 quarters were taken at 5 North John Street and in 
 1 87 1 a warehouse was taken over at 3 Bankhall Street, Derby Road, 
 Kirkdale. In 1873 a lard refinery was established at Dock "C," Dock 
 Warehouses, Birkenhead, across the Mersey River from Liverpool. 
 It is quite possible that lard refining on a minor scale had been 
 started in Sir Thomas' Building in 1867. There are several vague 
 
 41
 
 references to such an operation in notes and correspondence of some 
 of the firm's individuals, but there arc no substantiating records. In 
 1874, the company moved to 5 York Buildings, 14 Dale Street. That 
 was the last move of this period. 
 
 But to go back to the lard refining business again. It is quite pos- 
 sible that lard refining was started in 1867 because bacon and hams, 
 exported from the United States and Canada, were packed in lard 
 to preserve them in a fresh and mild condition for summer use. In 
 fact hams and bacon packed in this manner became an important 
 feature in the company's English business at this time. Sides were 
 packed in hogsheads and the hams in tierces, surrounded by unre- 
 fined lard. After the meats arrived in England they were unpacked 
 as needed and dried or smoked, the lard was then refined at the 
 Birkenhead works, or if earlier, at the refinery in Sir Thomas' Build- 
 ing. The discovery of packing in lard was made too late to become 
 a major factor in the shipment of meats from the States. By that 
 time summer curing by the use of ice had reached such a state of 
 perfection, that the lard process was rendered unnecessary. How- 
 ever it is to the company's credit that John Morrell discovered the 
 lard packing process and was granted a patent on it. 
 
 The background to John Morrell's discovery of the lard packing 
 process for meat is a strange story. A vessel, making the cargo run 
 between New York and Liverpool, ran short of fuel before reaching 
 her destination at Liverpool. This fact compelled the use of the 
 cargo as fuel and as lard and bacon were the handiest and most 
 inflammable, they were used. When the voyage was completed, the 
 remainder of the bacon and lard was shoveled indiscriminately into 
 boxes and tins and delivered to the company. Expecting the product 
 to be worthless, the goods were allowed to lie for a considerable 
 length of time in such condition. But when the boxes were opened 
 and the bacon washed, it was still found in excellent condition. The 
 result was lard packing, a process for which John Morrell was 
 granted a patent. The process was used by the company for about 
 six years and was a most important factor in developing the ham and 
 bacon import branch of the business. 
 
 42
 
 When the Birkenhead refinery was opened George Morrell was 
 placed in charge and was later succeeded by Alfred Illingworth. 
 Illingworth had become apprenticed to the firm as a boy of 12 years, 
 this apprenticeship expiring November 20, 1865. He was a brother- 
 in-law of Thomas D. Foster, having married the latter's sister, Ann 
 Elizabeth Foster, in 1871. He takes an important place in the his- 
 tory of the company and Foster, an associate as well as a contempor- 
 ary, said of him: "During the following 22 years (1865-1887) of his 
 identification with the business he filled every position of trust in the 
 firm from stock clerk to cashier and general manager of the Birken- 
 head works (lard refinery). He enjoyed the confidence of John Mor- 
 rell to the fullest degree and it was to his watchfulness and faithful- 
 ness that the business owes much of its success." 
 
 After three years with the English firm, Thomas D. Foster was 
 selected by John Morrell to go to New York to become associated 
 with Atkinson and Bell in the company's office in that city. When he 
 left Liverpool he was employed as intaking stock clerk. Arriving in 
 New York on July 25, 1868, he started as a clerk and later became 
 office manager. 
 
 At the time of Foster's transfer to New York, the directing heads 
 of the company were: John Morrell, the principal; Alfred Ackroyd, 
 confidential bookkeeper and assistant to John Morrell; George Mor- 
 rell II (fourth in direct succession) in charge of warehouses, re- 
 finery and salesmen; Alfred Illingworth, cashier and office manager; 
 Fred Jackson, principal traveling man at Bradford; and Thomas 
 Atkinson, Humphrey Bell and Thomas D. Foster in New York. 
 Alfred Ackroyd had returned to work for the company during the 
 winter of 1866-7. He was advanced to manager of finances, buying 
 and selling, and also given control over the American interests. In 
 his capacity of manager of the American business he made several 
 trips to America, his first in 1870 when he came across the ocean with 
 Robert Morrell. His last visit as a member of the firm was made in 
 
 1875. 
 
 There is some discussion as to whether John Morrell made one 
 or two visits to America, or for that matter, if he ever landed on 
 
 43
 
 North American shores. Foster, in his notes written in 1909, states 
 definitely that "the principal made two visits to the States and Can- 
 ada." He says the first visit was made in the spring of 1866 and that 
 John Morrell was accompanied on this trip by his wife. They visited 
 Cincinnati and Chicago but were forced to hasten home because of 
 the failure of Averend Gurney & Co. of London, a failure which 
 brought a serious monetary panic in England. 
 
 According to Foster the second trip was made in the spring of 
 1868. It came about through a plan John Morrell had for setting 
 up a separate firm in New York, consisting of Atkinson and Foster. 
 The new firm was to be patterned after the style of W. P. Sinclair 
 & Co., Liverpool, and John and Thomas Sinclair in New York. 
 
 In spite of this direct reference to John Morrell's visits in Ameri- 
 ca, there seems to be evidence to indicate that he never did make such 
 visits, and nothing to corroborate Foster's statement. 
 
 However plans for a separate New York firm fell through and de- 
 cision to lease plant facilities in Canada was made. The quality of 
 meat products coming to the English market during the association 
 with Davies of Canada had created a demand for Canadian meats 
 in England. The English trade felt that the quality was superior to 
 that of meat coming from the United States. Consignments from 
 Davies were discontinued after about a year, thus making it neces- 
 sary that a move be made to Canada to meet the requirements of the 
 English trade. 
 
 Bell was transferred to London, Canada, in November of 1868 
 to take charge of the firm's packing house there. Foster now became 
 manager of the New York office and continued in that position un- 
 til December of 1870 when he also was transferred to Canada to 
 assist Bell. 
 
 The move to a Canadian source of supply in 1868 was another 
 natural move for the company. The connection with Davies of 
 Canada had proven profitable to the firm and the English trade had 
 come to like Canadian products. Bell was transferred to London, 
 Ontario, Canada in the fall of 1868 and started operations in a leased 
 plant at 72 and 74 King Street. This plant was a small one, started 
 
 44
 
 the year before by James Fergusson. Old records would seem to in- 
 dicate that Fergusson did an annual business of about $50,000 and 
 employed approximately 20 persons. Following the lease of this 
 plant by John Morrell & Co., it is estimated that their business vol- 
 ume and employment figures approximated those of Fergusson's for 
 the first season. 
 
 Hogs were slaughtered in the London plant and the meat cured 
 and shipped to England during the cooler months. When warm 
 weather arrived activities were confined to the purchase and export 
 of butter and cheese, much of which was produced in that section of 
 Canada. 
 
 The Morrell business in London grew and late in 1870 Thomas 
 D. Foster was transferred to assist in the management of the plant 
 there. In the fall of 1871 he was sent to Chicago to open another 
 plant. During the year that followed he divided his time between the 
 London and Chicago plants, and occasionally went to New York to 
 attend to the affairs of that office. 
 
 In 1872 big plans for the expansion of the business were made. 
 Already two plants, in London and Chicago, were being operated. 
 It was planned to open two more in London, and a fifth in Toronto. 
 But while these plans were developing, Humphrey Bell resigned to 
 go into business for himself in Canton, 111. Foster, who was living in 
 Chicago at the time, was forced to return to London with his wife 
 and family and to take up residence there. Undoubtedly, the chief 
 reason for giving up the plans for expansion was the resignation of 
 Bell. 
 
 Following Bell's resignation, Foster was made manager of the 
 company's business and the chief representative in the United States. 
 His selection illustrated the sagacity, as well as the sentiment, in the 
 character of John Morrell. Foster was his nephew, the son of his 
 dearly beloved sister, Mary. Foster had been brought up in a strictly 
 religious family and had been trained in the business since boyhood. 
 Those two factors meant a lot to John Morrell. Foster was ready to 
 take over the management of the company's operations in the United 
 States and Canada. He had worked with his father in the shop in 
 
 45
 
 Castlecomcr; had worked in the curing and slaughtering plants in 
 Ireland; had traveled with the pig buyer over the Irish countryside; 
 there were the many years spent with Atkinson and Bell in Ireland 
 and New York; and finally there was his experience in the Liverpool 
 office and on the docks where he acted as shipping clerk. 
 
 When Foster became manager of the company's operations in the 
 United States and Canada it marked a new departure in the business. 
 Foster knew bacon; he was not a specialist in butter, cheese, flour, 
 grain or linseed. It was his policy to concentrate only on what he 
 knew about and to make good on that. Therefore, it was only natural 
 that bacon should receive the greatest attention and that other lines 
 would be dropped. 
 
 There is some question as to the various moves made by the com- 
 pany while located in London, Canada. London directories for the 
 years that John Morrell & Co. was located in that city would seem to 
 indicate the first plant was at 72 and 74 King Street. However, in- 
 terviews held several years ago with a former employee of the Lon- 
 don plant and the wife of another, would indicate a possible ques- 
 tion. James Treneman, who worked both in London and Ottumwa, 
 said : 
 
 "I started to work for Thomas D. Foster in London on October 
 14, 1872, at the English Packing plant on Talbot Street. The place 
 was found inadequate to meet the needs of the growing business and 
 in the spring of 1873, Robert Morrell (who had come over from 
 England to assist Foster in the management of the London and Chi- 
 cago plants) and Mr. Foster rented the Fergusson packing house 
 on York Street. The business soon grew beyond its limits and they 
 made arrangements to lease the Shaw packing house on King Street. 
 
 "Hogs were killed at the English Packing plant until the city 
 made complaint. Then Mr. Foster had some lots in East London 
 fenced and built a slaughterhouse there and moved from the English 
 Packing plant and killed there." 
 
 Mrs. Fred Bullock, Sr., a resident of l,ondon at the time and wife 
 of Fred Bullock, Sr., former superintendent at Ottumwa, says that 
 while the company was in London three separate buildings were 
 
 46
 
 leased, one for killing, one for curing, and one for shipping. She 
 had no recollection of operations being carried on at any other point. 
 At another time, Mrs. Bullock reported that the company had killed 
 hogs in a building which was owned by her father-in-law, but that 
 it did not have a King Street location. 
 
 However, it is definitely certain that quarters were taken on King 
 Street in 1873, at a site about eight blocks east of the first King Street 
 location. This property was owned by Benjamin Shaw, a London 
 commission man, who joined the company and assisted in its opera- 
 tion. 
 
 Foster's papers tell something of the busy life he led during his 
 years in London. He bought many of the hogs, directed operations 
 of the plants, went on scouting trips for ice, ran the engine when 
 the engineer failed to show up, and trained the workmen so that the 
 meats would be processed and handled according to Morrell stand- 
 ards. Frequently, in hot weather, slaughtering would be started at 
 midnight so as to avoid the heat of the day. Even with the use of ice, 
 it was difficult to control temperatures accurately and the condition 
 of the meat as it went into the cellars was a continual source of worry. 
 
 At London, and later in Chicago, the company did some experi- 
 menting with a singeing machine, designed to turn out meats for Ire- 
 land, to compete with the singed Wiltshires cured there. But it seems 
 this machine was far from being perfected and required the attention 
 of an experienced mechanic much of the time. However, it was the 
 first singeing machine in either London or Chicago. It was also from 
 London that Morrell meats were shipped packed in lard. 
 
 Foster had been sent to Chicago in September of 187 1, and was 
 there when the great fire occurred, October 8 of that year. He was 
 living temporarily at Briggs House on the corner of Randolph and 
 Wells Streets. An office had been taken in a building at the south- 
 west corner of Clark and Washington Streets and a small packing 
 house on Archer Avenue and Quarry Street leased. Although the 
 downtown offices of the firm were destroyed the packing house was 
 not harmed and did not suffer a day's loss in its operations. One of 
 the outstanding reports of the great Chicago fire was written by 
 
 47
 
 Foster to his parents and it seems logical that it have a place in this 
 history. The letter was written on Hallowe'en, three weeks later. 
 It was a long letter and therefore several omissions will be noted, but 
 the main story is given just as he penned it. He wrote: 
 
 "To begin ... I took my usual Saturday evening (October 7, 
 1 871) stroll, 'round the city, just ready to look at anything interest- 
 ing. Nothing happened; but just as I was going into the hotel at 
 10 o'clock iherc was a glare of a fire in the sky. I did not feel like 
 going to bed so thought I might spend an hour looking at the flames. 
 It was a big fire in my eyes then, a large wooden house near a row of 
 splendid brick ones; the latter they were trying to save, and suc- 
 ceeded. 1 was in a splendid position for seeing, without getting any 
 of the water the firemen directed at the crowd every few minutes. It 
 was nearly over and I was just going to leave, when someone shouted 
 that there was a fire on the west side. I looked up and saw the sky all 
 lurid and started off to see the new one. It looked very awful, sweep- 
 ing houses before it like chaff, until it got to a lumber yard. Then 
 the efforts of the firemen appeared useless, twenty acres of buildings 
 and wood were all ablaze; the sight thrilled me through, as I thought 
 there would be no stopping it. I assisted people to carry things out 
 of their houses, and did what I could to help them, until the fire ap- 
 peared to be so far under way that there was no further danger. I 
 hung 'round until 2 o'clock then went home, got into bed satisfied 
 I had seen a tremendous calamity. The biggest of any I had ever 
 seen or hoped to see. But alas, how much was I disappointed! . . . 
 
 "I had been reading about half an hour (this was Sunday evening, 
 October 8) when the fire bell tolled 'three-forty-two' three times. 
 I looked out and saw the sky red in the direction of the fire of the 
 previous evening, but paying no attention to it, I turned 'round and 
 read away. I looked again and saw it increasing . . . the fire was 
 more than two miles away, still I felt very uneasy and could not go 
 to bed. ... 1 concluded to go see it. . . . 
 
 "I got up to the fire at 10:45, but could not get near it on account 
 of the heat. How the firemen stood it, 1 don't know! A general 
 alarm was sounded and thirty steam lire engines were on the spot 
 
 48
 
 soon after I arrived. It was a grand sight, but hellish in the extreme; 
 streets, houses, trees and everything in one grand furnace. It was not 
 a bhize like the night before but a white melting heat; volumes of 
 flames were cut off from the seat of the fire itself and carried over 
 into other streets. In addition to this there was a perfect shower of 
 sparks, all red and glowing. The fall of them was like golden snow, 
 as far as the eye could reach upward, the air was filled with them; 
 not only sparks, but burning brands of wood six inches to two feet 
 long, and from one inch thick to six inches. This may seem incredi- 
 ble but it is true. I saw them myself; saw them fall in the streets, and 
 worse than that, on houses with wooden roofs, and on people's heads, 
 almost knocking them down. The wind was blowing a fearful gale 
 at this time and that accounts for it. 
 
 "At II :i5 these brands set fire to the roof of a church 300 yards 
 from the main fire. . . . The edifice was of wood and it went like a 
 matchbox. . . . This is where the real trouble commenced. There 
 were two immense fires now, and the fire brigade divided. This left 
 the first fire almost to itself and in a few minutes it joined the second 
 one; the sight was now dreadful. It swept along, burning wood, 
 bricks, stone alike; I never saw the equal. The two latter materials 
 gave out sooner than the wood; they melted down like wax, while 
 the wood burned so long as a stick remained. It flew from house to 
 house, almost as quick as one could walk, until it reached the river. . . . 
 
 "The people were mostly looking at the fire, but as soon as they 
 saw their homes in danger a general packing up could be observed 
 in all the houses and soon after a regular exodus, everyone, old and 
 young, carrying something. The men looked pale and callous as a 
 rule; the women ran about in an excited manner, but none fainted. 
 . . . Old women were carrying weights too heavy for men, and 
 young women were dragging trunks, (enough for a donkey to pull), 
 no doubt containing their best clothes, or sat on them and wept 
 quietly when they could not pull any longer, and had to leave them 
 for the fire to lick up, as a giant would swallow a midge. I was not 
 an idle observer during all this. I carried boxes and bundles without 
 number, placing them in nooks the owners considered safe. Vain 
 
 49
 
 delusion. Everything I laid hands to save was eventually burnt. . . . 
 r crossed (over the river) to what is called the south side. 
 
 "It was thought it (the fire) could not cross eighty yards of water. 
 The firemen made a hard fight here to prevent its going any further, 
 and it looked somewhat as if they might succeed. At this point 1 
 left, a fire having broken out behind me about 400 yards away. . . . 
 The old fire soon jumped the river, and joined the new one. ... I saw 
 that it was within a few yards of the gas works so thought I had bet- 
 ter quit and plant myself at a reasonable distance from it. In going 
 away I took the liberty of hammering people up, as the fire was 
 spreading so rapidly it might reach them before all of them could 
 get out. ... I was busy enough assisting to put out little fires . . . until 
 I got to the heart, and best part of the city where all buildings were 
 built of brick, stone, iron, or marble, and many of them without any 
 wood except the office desks and furniture. I felt sure the fire would 
 never go through these buildings; still, to make my mind easy I went 
 to the Brigg's House and commenced packing. This was i o'clock, 
 the wind was still blowing a gale, the fire was within a quarter of a 
 mile from my hotel and just beginning to cross the street to the good 
 part of the city. Although I was packing I really did not believe 
 the fire would reach the place where I was. ... I again walked out- 
 side to see the progress of the fire. It had taken full possession of the 
 fine buildings I before mentioned. It was surprising to see the way 
 they tumbled; marble buildings cracked away for a time, then burst 
 out in a volume of flame; the walls parted, and down came the whole 
 fabrication a jumbled mass of smouldering ruins, other buildings 
 were burning and tumbled the same way. I was watching in one 
 place, when a cry was raised that the city hall was on fire. . . . 
 
 ''I now thought it about time to move, and see after my things, 
 so commenced lugging them downstairs. . . . When I had them down 
 I went to look for a carriage or an expressman to take them away. 
 They were asking fifty dollars for a carriage; as this would not do I 
 went up the street a piece, met a man with a light wagon, asked 
 what he would take me a mile away for. He said five dollars down. 
 'Done,' I said. ... Just as I was leaving the place took fire, and I 
 
 SO
 
 heard people offering one hundred dollars then one hundred and 
 fifty dollars for a carriage, but they could not get away. As I was 
 going along people applied to the expressman offering him three 
 or four dollars for the conveyance of a trunk, but ten dollars was now 
 his charge. People refused to pay him that amount and I am sure 
 they all lost their things, as we were the last to cross the bridge. We 
 took up a young fellow with a similar lot of traps to mine and we 
 stuck together. The expressman put us down at his own house, (in 
 the north part of the city). We left our things inside and went to 
 see how the fire was getting along. . . . The wind was blowing in the 
 north-easterly direction and I thought the fire would wear out at the 
 lake and not be able to cross the river to the north side. In this I was 
 mistaken . . . for we found the bridge we had just crossed on fire, and 
 that the north side was doomed unless the wind changed. . . . We 
 hired a boy with a wagon who drove over to the west side. Here 
 we considered ourselves safe, put down our luggage on the side-walk 
 and sat on it 'till daylight. . . . This place was partly a prairie so had 
 a splendid view of the fire although fully three miles from it. The 
 smallest print could be read with ease, the light was so intense. As 
 day dawned the light faded, but daylight revealed the volumes of 
 smoke rolling up from the city, and the ruins of the previous night's 
 destruction. The fire was now sweeping the north side entirely un- 
 checked, the waterworks being burnt and no water in the town." 
 
 Mr. Foster then describes how he and his friend moved their 
 luggage on to a place the latter knew and left it there, returning to- 
 wards the city afoot. The road was crowded with all sorts of vehicles 
 carrying furniture and personal baggage of the refugees. Mr. Foster 
 then sought out the home of a Mr. Small, to learn the whereabouts 
 of a mutual friend, Mr. Kenny, whom he had not seen since Sunday 
 evening, each supposing the other dead. Mr. Kenny did not appear 
 until that evening. Mr. Foster was surprised to find the south side 
 still burning, with the fire working against the wind at a rapid rate. 
 He and Mr. Small went to inspect the extent of the fire; the letter 
 continues : 
 
 "The north side was swept clear out to the country, burning up 
 
 51
 
 Lincoln Park and a Catholic cemetery. Seventy-five thousand peo- 
 ple resided on the north side, and every house, with one exception, 
 was burned to the ground, not even the walls standing. Altogether 
 100,000 people were rendered homeless and had to camp out on the 
 prairie without any covering for two days and nights, having little 
 to eat and scarcely any water to drink. This is something awful to 
 think of. ... A great many died, and no wonder. 
 
 "The fire lasted thirty-six hours, clearing everything before it for 
 a distance of five and a half miles, commencing in a point, and finish- 
 ing two miles in width. . . . 
 
 "Next day the city was put under martial law, General Sheridan 
 commanding. I was made a patrol between 12 and 4 o'clock at night; 
 this was to prevent ruflians from firing other places. Several of them 
 were caught and immediately shot or hung up to some lamp post. 
 The city was without water ten days, and fourteen without gas, so it 
 presented a miserable appearance. Mr. Kenny and myself went to 
 the lake twice a day and brought as much water as supplied the 
 Small family. . . . People a long way from the lake suffered fear- 
 fully; all the water carts were put to hauling water, but all they 
 could draw was only a speck of what was needed. . . . 
 
 "I was greatly amused by the unlikely things that many people in 
 their excitement tried to save. On the west side the rage appeared 
 to be to save their stores and crockery. . . . The first thing brought 
 out was a stove, then a lot of tins and glassware; in other places I saw 
 people open their windows upstairs, and throw out looking glasses, 
 chairs, wash pitchers and basins, all of which were broken the mo- 
 ment they touched the ground. . . . When the fire got amongst the 
 stores, cabmen, expressmen and roughs in general were dressed up 
 in much better style than usual. A large number of silk hats being 
 particularly observable on the gents, showing plainly that some 
 stores had suffered. A lot of prisoners in the city jail were let loose; 
 the first thing they did was to run over to the jewelry stores and plun- 
 der them of all the valuables that were convenient. Many of the store 
 owners saved what they could and then opened the doors and told 
 the multitude to help themselves. One piano store owner commenced 
 
 52
 
 pulling pianos out of a third story window. This was the worst piece 
 of business that I saw, for they were smashed to splinters when they 
 struck the ground and greatly endangered the lives of people around. 
 Pistols were freely used, a great many ruffians were shot for trying 
 to break into diflferent places, and in return, a few respectable men 
 were shot by them. One expressman that we employed was going 
 to drop our things out on the street after he got a few yards, when 
 my newly-made acquaintance drew his revolver and told him he 
 would blow his brains out if he did. He drove quietly on after that. 
 
 "A great many lives were lost, more than will ever be known. 
 A lot of people congregated in the tunnel under the river and most 
 of them were smothered or burned. There were two things that 
 helped the fire along wonderfully. They were the wooden pave- 
 ments and the things thrown out of homes and left there." 
 
 With Foster in Chicago prior to the time of the fire were Alfred 
 Ackroyd and Patrick Kenny. Ackroyd had left Chicago for Mil- 
 waukee just before the fire began. He had gone to consult with Fred- 
 erick Layton, pork packer, merchant and personal friend of John 
 Morrell, who was supplying the firm with Wisconsin and Minnesota 
 flour. Kenny had just arrived from Waterford, Ireland, to begin 
 the singeing of hogs for the new Chicago plant. 
 
 Foster was continually impressed with the idea that the company 
 should locate nearer the center of the hog producing area. His ac- 
 tivities in Chicago gave him opportunity to observe the increase in 
 population of the corn belt and to note its continually increasing 
 producing acreage. He discussed his thoughts along this line with 
 John Morrell, and the latter, forward looking as ever, instructed 
 Foster to survey the field at the earliest possible moment. 
 
 So on June i8, 1874, soon after his return from a trip to Ireland 
 and England, he left London for his trip to the west. Foster kept a 
 diary of this trip and recorded a brief, minute record of his observa- 
 tions of each place visited; the packing houses already established; 
 those for rent or sale; the number of hogs, cattle and sheep slaugh- 
 tered; the existing freight rates to the large distributing centers as 
 well as to distant markets; the prices demanded and the prices se- 
 
 53
 
 cured for hogs and cattle delivered in these centers he visited; and 
 the general characteristics of the social, religious and economic life 
 of the communities. His journey took him through the following 
 towns and cities in the order named: Detroit, Indianapolis, Chicago, 
 Cedar Rapids, Burlington, Ottumwa, Dcs Moines, Council Bluffs, 
 Omaha, St. Joseph, St. Louis, Vincennes, Terre Haute, Decatur, 
 back to Chicago, and on to London. 
 
 He arrived in Ottumwa in the evening of June 24, 1874, regis- 
 tered, and spent the night in the Ballingall Hotel. At last he was in 
 the town whose name had made such an impression on him as a lad 
 in faraway Ireland. And at last, he would be able to keep a promise 
 made on shipboard. On the morning of June 25 he called on Captain 
 J. G. Hutchison, who drove him about the city. His account of the 
 day was brief: "Looked through Ballingall's packing house situated 
 on the Des Moines River. Country all wooded and hilly. Went to 
 Mr. Moss' to tea and Mr. Palmer's croquet party." 
 
 The next day he conferred with Messrs. Ballingall and Ladd, 
 both of whom had packing houses in Ottumwa. He noted that the 
 price of hogs was from "fifty to seventy-five cents below Chicago — 
 can get moderate selection — sometimes send drovers out — but 
 generally can get hogs brought in — - hogs are fed and watered here 
 — freight over Chicago 10 cents to 20 cents average 15 through to 
 Liverpool." He then left Ottumwa to continue his trip. 
 
 Apparently his visit in Ouumwa didn't register with the news- 
 papers or with the chamber of commerce, if there was such an or- 
 ganization in that day. His visit was not recorded in either of Ot- 
 tumwa's two papers. However, if he had time to look over either 
 paper he might have noticed two items of interest. 
 
 The item in The Daily Courier (June 24, 1874) read: 
 
 "We are informed that $800 is still wanting, in the way of a loan 
 for two years, to secure the rebuilding of Ladd & Co's. Pork House. 
 When built it will be of brick and much more convenient than the 
 old house was. Have we not men enough who have the magnanimity 
 and public spirit to subscribe that $800? Let this be made up im- 
 mediately and work will at once be commenced." 
 
 54
 
 And this item came from the Spirit of the Titncs, a weekly of 
 the same date: 
 
 "LIVE STOCK. — One hundred and sixty-five car loads of cat- 
 tle, hogs and sheep passed through here on the C. B. & Q. on Sunday 
 morning." 
 
 Though Foster's stay in Ottumwa was short it represented much 
 to him. A dream of his youth had been realized. He had not only 
 visited the town but also the actual factory from which had come 
 that box of bacon. Likewise it is important to note that the first per- 
 son he visited was Captain Hutchison, thus renewing an acquaintance 
 that had grown aboard ship on a trip from England to America. 
 Quite possibly it was the trip from which he had just landed when 
 he started his western journey of exploration. He was indeed for- 
 tunate in making friends with the Captain. Captain Hutchison was 
 a "gentleman of the old school," courtly in manner, solid and depend- 
 able in his citizenship, successful in merchandising, generally sincere 
 and active in his religious duties. The two were of like minds and 
 the visit in Ottumwa only confirmed the shipboard friendship. Hut- 
 chison added to his previous propaganda about Ottumwa during 
 Foster's visit, and acted as his personal escort during his stay. The 
 Captain's courtesy and fellowship made a definite impression on 
 Foster and sealed their friendship, a friendship that was to be broken 
 only by the death of Captain Hutchison. 
 
 However, the decision which was to bring John Morrell & Co. 
 to Ottumwa was not made until some three years later. 
 
 Operations in the Canadian plants were discontinued in 1874 
 and all slaughtering was concentrated in Chicago. 
 
 In the last chapter mention was made of William S. Thompson, 
 a resident of Waterford, Ireland. This gentleman and his family had 
 left Ireland for the United States five years before Thomas D. Foster 
 set sail from Liverpool to take up new duties for tlie company in New 
 York. The Thompson family soon became settled and the only 
 daughter, Eliza Matilda, completed her education in New York 
 schools. When Foster arrived in New York this young lady was em- 
 ployed as a governess in the family of Thomas Atkinson, principal 
 
 55
 
 reprcsentatixc of John Morrell & Co. in the United States and the 
 man with wliom he was to work. Soon after his arrival Foster met 
 Miss Thompson and was very strongly attracted to her. He was 
 quite in love with her before many months had gone by and soon let 
 her know what was in his heart and mind and pleaded for her accep- 
 tance. That her answer was nut delayed is indicated by this brief 
 record which Foster wrote himself: "July 2, 1869 (lacking just a 
 few days of one year since he landed in New York) 1 was engaged to 
 Eliza Matilda Thompson, who was the only daughter of William 
 Sparrow Thompson, a freeman of the city of VVaterford, Ireland, 
 and Elizabeth Thompson, a daughter of Mr. ?vlichael Ardagh and 
 sister of Robert Ardagh of Pouldrew, County Waterford, Ireland. 
 In October, 1872, we were married at the Church of our Saviour, 
 Clinton Street, Brooklyn, and took up our residence at London, 
 Canada, and until November, 1874, resided alternately at London, 
 Brooklyn and Chicago. At that time (1874) we rented and furnished 
 our iirst house, corner of Prairie Avenue and Twenty-first Street." 
 (Chicago) 
 
 It was while the Fosters were living in Brooklyn that their first 
 son. \Villiam Heber, was born, July 20, 1873. After Mrs. Foster's 
 death in 1879, her family name was added to the eldest son's name. 
 When William Heber was 16 months old the family moved to Chi- 
 cago, to the location given previously. The second son, Thomas 
 Henry, was born in Chicago, January 31, 1875. In that same year 
 a residence was found at Cottage Grove Avenue and Thirty-first 
 Street which seemed more desirable and the family moved into it. 
 During their stay in this home a daughter was born. 
 
 56
 
 I 8 f 7 
 
 1 a b 6 
 
 /^XiAtslo^ The period from 1877 to 1886 was one of great 
 S^^'^*jr**^ change and considerable expansion for John Morrell 
 ^r ^y ^f & Co., both in England and America. In England, 
 quarters serving the company to this day were taken, and in Amer- 
 ica, packing operations were started at Ottumwa, Iowa. This period 
 saw the death of John Morrell and the passing of the business into 
 the hands of his four nephews. 
 
 The continued expansion of tlie packing business in America and 
 greater receipts of meats from that country made it necessary for the 
 company to seek more adequate quarters in Liverpool. In 1878 such 
 quarters were found at 2 Victoria Street. And in 1886 the final move 
 was made to 57 Victoria Street. That has been the address of the 
 English headquarters ever since. 
 
 The earliest minute book in the possession of the Liverpool office 
 begins with the minutes of a meeting of the directors held in Liver- 
 pool on May 14, 1880. A sheet pasted in the front of this book records 
 the fact that George Morrell, John Morrell and Thomas D. Foster 
 
 57
 
 were elected directors on October i, 1879. It would appear therefore 
 that October i, 1879, should be accepted as the starting date for con- 
 stituting the company as a corporation and the establishing of a 
 board of directors. 
 
 Inasmuch as John Morrell owned the business personally at this 
 time, it was John Morrell, the younger, referred to above as having 
 been elected a director. The minute book records a meeting on Au- 
 gust 6, 1880, and the following directors attended: John Morrell, 
 George Morrell, and John Morrell, the younger. Thomas D. Foster 
 was in America and could not be present. The membership of the first 
 board of directors of John Morrell & Co., Ltd., then was John Mor- 
 rell, George Morrell, John Morrell, the younger, and Thomas D. 
 Foster. 
 
 In 1880, because of failing health, John Morrell decided that 
 he no longer wished to be so actively engaged in the business and 
 therefore took steps to have the business converted into a limited lia- 
 bility company. He incorporated the company on April 21, 1880, 
 and about a month later an agreement was drawn up and registered, 
 and under its terms he parted with the company. The details of this 
 agreement are given here inasmuch as they represent an important 
 step in the history of the business. Under John Morrell the company 
 was wholly his property. Under the terms of the agreement, while 
 he was to remain as chairman until his death, others entered into the 
 active management of the business. 
 
 Alt Aor^^m^ttt made the Twenty-seventh day of May, 1880, 
 between JOHN MORRELL the elder, of Liverpool, in the County 
 of Lancaster, Provision Merchant, hereinafter referred to as 
 the Vendor, of the First part: FREDERICK Haigh, of The Dock 
 Warehouses, Birkenhead, in the County of Chester; GEORGE 
 Morrell, of No. 2, Victoria Street, Liverpool aforesaid; John 
 MORRELi> the younger, of No. 2, Victoria Street, Liverpool 
 aforesaid; FREDERICK Jackson, of Bradford, in the County of 
 
 59
 
 Yorkshire; ALFRED Illingworth, of The Dock Warehouses, 
 Birkenhead aforesaid; TilOMAS DoVE FOSTER, of Ottumwa, in 
 the United States of America; and THOMAS MORKELL, of The 
 Dock Warehouses, Birkenhead aforesaid; all late in the em- 
 ployment of the said John Morrell, and now of John Morrell 
 and Company, Limited, of the Second part: and JOHN MOR- 
 RELL & Co., Limited, hereinafter referred to as "The Com- 
 pany," of the Third part. 
 
 WHEREAS the vendor has heretofore carried on business at Liverpool 
 aforesaid, and at Birkenhead, in the county of Chester, and at Ottumwa 
 and Chicago, in the United States of America, and at Paris, in the Re- 
 public of France, as a provision merchant and curer and importer of hams, 
 bacon, and lard, and refiner of lard, and other businesses connected there- 
 with, under the firm or style of John Morrell & Co. AND WHEREAS 
 the vendor is entitled to a patent of the United Kingdom, granted to him 
 by I,etters Patent, dated the 26th day of August, 1870, for improvement 
 in the packing of bacon, hams and lard, and in the mode of preserving 
 bacon and hams. AND WHEREAS the Company has been formed with 
 the object of purchasing the business, stock-in-trade, book debts, and other 
 property and assets of the vendor, embarked in the said business, includ- 
 ing the said patent. AND WHEREAS a balance sheet of the stock-in-trade, 
 assets, credits, debts, and liabilities of the said vendor in his said business, 
 upon the 30th day of September, 1879, has been drawn up and agreed 
 upon by all the parties hereto, and a copy thereof is contained in the first 
 schedule to these presents. AND WHEREAS upon the treaty for the for- 
 mation of the Company, it was agreed that the parties hereto of the sec- 
 ond part should take shares in the Company, to the respective amounts 
 set against their respective names in the third schedule to these presents, 
 and that the respective amounts, due to the said Frederick Haigh, George 
 Morrell, Thomas Morrell, Frederick Jackson, Alfred Illingworth, and 
 Thomas Dove Foster, from the said vendor on deposit as appearing in 
 the said balance sheet, should be applied, as far as the same may be re- 
 spectively required and will extend in payment for such shares. AND 
 WHEREAS the Company was incorporated under the Companies' Acts, 
 1862 to 1879, on the 21st day of April last. AND WHEREAS the nom- 
 inal capital of the Company is £100,000, divided into One Thousand 
 Shares of £100 each, of which 600 are ordinary or A shares, and 400 are 
 deferred or B shares, the relative rights of the A and B shares being such 
 as are provided by the Articles of Association of the Company. 
 
 60
 
 Now It is hereby agreed as follows: — 
 
 I. — The vendor shall sell and the Company shall purchase: — First 
 the freehold hereditaments at Ottumwa, in the State of Iowa, in the 
 United States of America, described In the second schedule to these pres- 
 ents, together with all the erections and buildings thereon, with the appur- 
 tenances thereto belonging. Secondly, the tenancies and interest of the 
 vendor in the warehouse and premises now occupied by him in carrying 
 on his said business in Birkenhead, in the county of Chester, and which he 
 holds under the Mersey Docks and Harbour Board, and of the counting 
 houses and premises in Victoria Street, Llv-erpool, and in Paris, and any 
 other premises occupied or used by him or his agents in his said business, 
 in England, France, or America. Thirdly, all that the invention of the said 
 vendor, patented by the said Letters Patent, on the 26th day of August, 
 1870, and the said Letters Patent for the same, together with the full 
 benefit of all extensions and prolongations of the term by the said letters 
 patent granted, and also all improvements on the said invention which 
 have been already, or may hereafter be discovered by the vendor in con- 
 nection with the packing of bacon, hams, and lard, or with the mode of 
 preserving bacon and hams, or which can be used for any purpose for 
 which the said invention can be used, and all if any other patent rights of 
 the vendor. In respect of the same Invention in the United Kingdom or 
 elsewhere. 
 
 Fourthly — the plant, machinery, furniture, tools, implements, stock 
 of provisions and lard, and other stock-in-trade, chattels and effects what- 
 soever of the vendor, now being in or about the said premises, described 
 in the said second schedule, or in or about the said last mentioned ware- 
 houses and premises at Birkenhead, or In or about the counting houses 
 or other premises occupied or used by the vendor or his agents in Victoria 
 Street, in Liverpool, Paris, and elsewhere, and all other provisions, lard, 
 and other goods wheresoever situate and whether in transit or otherwise 
 belonging to the vendor as part of the stock-in-trade of his said business, 
 on the 30th day of September last. 
 
 Fifthly — the good-will of the said business and all book and other 
 debts due to the vendor in connection with the said business, comprised 
 in the said balance sheet, and the full benefit of all securities for the said 
 debts, and of all contracts, engagements, rights, and privileges to which 
 the vendor was entitled In relation to the said business on the said 30th 
 day of September last. 
 
 2. — The consideration for the said sale shall be the sum of £70,661 
 OS 8d, which shall be paid and satisfied as follows, namely, as to the sum 
 of £30,661 OS 8d, part thereof in manner hereinafter specified, and as to 
 
 61
 
 the sum of £40,000, the residue thereof by the allotment to the vendor 
 of the four hundred deferred or B shares in the Company of £100 each, 
 and the credit of the full sum of £100 upon each such share. 
 
 3. — The said business and the stock-in-trade, and book and other debts 
 of the vendor as appearing in the books of the said vendor, and the aggre- 
 gates of which are set forth in the said balance sheet, all of which said 
 debts are guaranteed by the vendor as good debts, shall be taken over by 
 the Company, as from the 30th day of September, 1879, up to which day, 
 all rents, rates, taxes, and other outgoings of the freehold and other prem- 
 ises occupied or used by the vendor hereinbefore mentioned, have been 
 or shall be borne and paid by the vendor, and all the purchases, sales and 
 other transactions of the vendor under his said firm of John Morrell & 
 Co., subsequent to the said 30th day of September, 1879, and all debts 
 and credits on account of the same, and all rents, rates, taxes, and other 
 outgoings of the said freehold and other premises hereby agreed to be 
 conveyed or transferred thereafter accruing, shall be deemed respectively 
 as the case may require to have been entered into and made on account of 
 and to be payable or receivable by the Company, and the Company shall 
 duly pay all the debts of the vendor incurred in the business carried on 
 under his said firm of John Morrell & Company, and appearing in the said 
 books of the vendor and the aggregate of which appears in the said bal- 
 ance sheet, but not the debt or claim (if any) of one Henry Lafone, which 
 is disputed by the said John Morrell, and shall also pay all debts and 
 liabilities of the vendor incurred in the said business, after the said 30th 
 day of September, 1879, and duly entered in the books of the business, 
 and shall be entitled to all profits made subsequently to the said 30th day 
 of September, 1879, and shall indemnify the vendor, his executors and 
 administrators and his and their estates and effects from all actions, pro- 
 ceedings, costs, and expenses, claims and demands in respect thereof. 
 
 4. — The Company shall undertake and perform and have the benefit 
 of all contracts and engagements of the vendor in his said business; which 
 were current on the 30th day of September, 1879, and shall indemnify 
 the vendor, his executors, administrators, and assigns, and his and their 
 estates and effects from and against all actions, proceedings, costs and 
 expenses, claims and demands in respect thereof. 
 
 5. — The title of the vendor to the said premises comprised in the 
 said first schedule, and to the said letters patent, shall be accepted by the 
 Company and the Company shall not make any objection or requisition in 
 respect of the same. 
 
 6. — The purchase shall be completed as soon as conveniently may be, 
 and at furthest within 30 days after the incorporation of the Company, 
 
 62
 
 when the Company shall allot the said four hundred B shares to the ven- 
 dor, and credit the same in manner aforesaid, and the vendor shall there- 
 upon, or as soon as conveniently may be, transfer the possession of the 
 said warehouses and premises at Birkenhead, and the said counting houses 
 and premises in Victoria Street, Liverpool, and in Paris and America, and 
 all the stock-in-trade, furniture, machinery, implements, utensils, and chat- 
 tels, hereby agreed to be sold, and the books relating to the said business 
 to the Company, and shall at any time thereafter, on the request and at 
 the expense of the Company, execute a proper assignment to the Company, 
 of the said letters patent, and also do any acts and execute any convey- 
 ance, transfer, or other deeds or documents that may be requisite or nec- 
 essary for conveying the said premises described in the said second sched- 
 ule hereto to the said Company. The vendor shall not be required to enter 
 into any covenant in the assignment of the said letters patent. 
 
 7. — The said sum of £30,661 os 8d, the balance of the said purchase 
 money, shall bear interest at the several rates and shall be paid in manner 
 following, that is to say: — £12,000 part thereof, together with interest 
 at the rate of £5 per centum per annum, from the 30th day of September, 
 1879, shall be paid by the Company to the vendor, on the 31st day of 
 March, 1880; the sum of £10,000 further part thereof, shall bear interest 
 at the rate of £7 los per cent, per annum, from the 30th day of September, 
 1879, which interest shall be paid by the Company to the vendor half year- 
 ly, on every 31st day of March and 30th day of September, until payment 
 of the principal, and the said principal sum of £10,000 shall be paid by 
 the Company to the vendor on the 30th day of September, 1882, and the 
 sum of £8,661 OS 8d, the balance of the said sum of £30,661 os 8d, shall 
 remain in the hands of the said Company at call, and shall bear interest 
 after the rate of £5 per cent, per annum, which shall be paid on the half- 
 yearly days hereinbefore mentioned, or at the option of the vendor, with 
 each instalment of principal, provided always that the vendor, his execu- 
 tors or administrators shall only be entitled to require payment of the 
 said sum of £8,661 os 8d, in sums of not exceeding £3000 each, and shall 
 give to the Company three calendar months previous notice in writing be- 
 fore requiring any payment to be made and shall not require any payment 
 to be made until after the expiration of at least six calendar months from 
 the due date of any preceding payment, and also that the Company shall 
 not require the vendor, his executors or administrators to accept payment 
 of any part of the said sum of £8,661 os 8d in larger amounts than £3,000 
 each, and shall give to him or them three months previous notice in writ- 
 ing of their intention to make any such payment, and shall not require pay- 
 ment to be taken except at an interval of at least six calendar months from 
 the due date of any preceding payment. 
 
 63
 
 
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 64
 
 8. — The said parties hereto of the second part shall subscribe for and 
 take the number of £ioo A shares set after their respective names in the 
 said third schedule to these presents, and the respective amounts due to 
 them by the said vendor, on the 30th day of September, 1 879, as appearing 
 in the said balance sheet (which said amounts are to be taken over and 
 paid by the Company as a debt of the vendor incurred in the business), 
 shall be applied as far as the same may respectively be necessary, and as 
 the same respectively will extend in payment for the same shares, and 
 the sums so applied shall cease to bear interest after the said 30th day of 
 September, 1879, and where the amounts so due to any of the said parties 
 hereto of the second part respectively, are less than the respective amounts 
 payable upon the shares so to be taken by them respectively, the deficiency 
 shall be paid by them respectively forthwith, together with interest at the 
 rate of £73-4 per cent, per annum from the 30th September, 1879. 
 
 9. — The Company shall pay all the costs, charges and expenses of 
 and incident to the preparation and registration of these presents and of 
 the Memorandum and Articles of Association of the Company and of 
 such other assurances and things as aforesaid, and generally all costs, 
 charges and expenses in relation to the formation and establishment of 
 the Company. 
 
 10. — Before any of the shares to be allotted to the several parties 
 hereto, pursuant to these presents are issued, a proper agreement shall 
 be filed pursuant to section 25 of the Companies' Act, 1867, and compli- 
 ance with this Act is hereby expressly declared to be a condition precedent 
 to any agreement to accept an allotment of any of the said shares. 
 
 II. — If any doubt, question, difference or dispute shall arise between 
 the parties to these presents, touching these presents or the construction 
 thereof, or any clause or thing herein contained, or any matter in any way 
 connected with these presents or the operation thereof, or the rights, 
 duties or liabilities of any party in connection with the premises then, and 
 in every or any such case the matter in difference shall be referred to two 
 arbitrators or their umpire pursuant to and so as with regard to the mode 
 and consequences of the reference and in all other respects to conform to 
 the provisions in that behalf contained In the Common Law Procedure 
 Act, 1854, or any then subsisting statutory modification thereof. And upon 
 every or any such reference the costs of and incidental to the reference 
 and award respectively shall be in the discretion of the arbitrators or um- 
 pire respectively who may determine the amount thereof, or direct the 
 same to be taxed as between solicitor and client or as between party and 
 party or otherwise, and may award by whom and to whom and in what 
 manner the same shall be borne and paid, and every or any such reference 
 
 65
 
 shall be made a rule of Her Majesty's High Court of Justice upon the 
 application of either party, and such party may instruct Counsel to consent 
 thereto for the other parties. 
 
 In Witness whereof the parties hereto of the first and second parts 
 have hereunto set their hands and seals, and John Morrell & Co., Limited 
 have caused their Common Seal to he hereto affixed. 
 
 THE SECOND SCHEDULE ABOVE REFERRED TO 
 
 First — All and singular the land, real estate and premises comprised 
 in and conveyed to the vendor by Edward H. Stiles and Emma his wife, 
 of the City of Ottumwa, County of Wapello and State of Iowa, by a 
 Deed bearing date the 22nd day of July, 1878, duly filed for record on 
 the 23rd July, 1878, by the description following, that is to say the fol- 
 lowing described real estate, lying and being in the County and State afore- 
 said, to wit: — All that part of the east half of the south east quarter of 
 section thirty (30), Township seventy-two (72), north of range thirteen 
 (13), west of the 5th P.M., south of the south line of the right of way of 
 the Burlington and Missouri River Rail Road, subject to the right of way 
 of the Des Moines Valley Rail Road, and except Lots numbered one ( i ), 
 nineteen (19), Twenty (20), one hundred and thirty-one (131), one hun- 
 dred and thirty-two (132), one hundred and thirty-three (133) and one 
 hundred and thirty-four (134) of what M'as known as Stiles Addition 
 (covering and embracing a portion of the premises herein conveyed) be- 
 fore the vacation thereof this day executed and made, said Lots having 
 been heretofore conveyed according to said description by said Stiles to 
 purchasers thereof, said tract herein conveyed, containing sixty acres more 
 or less, subject to whatever right the public may have in a lane now open 
 along the west side of said premises; and Secondly, All and Singular the 
 piece of land, real estate, hereditaments and premises comprised in and 
 conveyed to the vendor by Joseph Hayne and Mary Hayne husband and 
 wife, of Wapello County and State of Iowa, by a Deed bearing date the 
 23rd day of July, 1878, and duly filed for record on the same day by the 
 description following, that is to say — The following described premises 
 situated in the County of Wapello and State of Iowa, to wit: — A piece 
 of land beginning at south east corner of the west ( J4 ) half of the south 
 east, {}i) quarter of section — 30 Township, 72 range, 13 west — thence 
 north 935 5/10 feet, thence west 1527 feet to low water mark on the Des 
 Moines River, thence south along the Des Moines River 6 Vo, east 
 5304/10 feet to a point where low water mark on the east bank of the 
 Des Moines River intersects the south line of said section 30, thence east 
 on said south line of said section 30 to the place of beginning, containing 
 30 3/10 acres more or less. Together with the full right and privilege for 
 
 66
 
 ever to take ice from the Des Moines River along said land, and to use 
 the said River for the purpose of discharging sewerage therein and for 
 all other purposes. 
 
 THE THIRD SCHEDULE ABOVE REFERRED TO 
 
 Frederick Haigh 
 
 30 A. Shar 
 
 George Morrell 
 
 20 
 
 John Morrell, Junior .... 
 
 20 
 
 Frederick Jackson 
 
 20 " 
 
 Alfred lUingworth 
 
 15 
 
 Thomas Dove Foster ..-. 
 
 IS 
 
 Thomas Morrell 
 
 10 " 
 
 At a meeting of the board of directors on August 20, 1880, fol- 
 lowing the incorporation, John Morrell was elected chairman. It 
 appears his approval was necessary to all resolutions of the directors, 
 as several times in the minutes of meetings at which he was not pres- 
 ent there follows this note, "I agree to the above resolutions. John 
 Morrell, Chairman." 
 
 On June 16, 1881, John Morrell died at the age of 70 years. He 
 left a going business to his heirs through the terms of his will, "I 
 give to my four nephews, George Morrell and Thomas Morrell (the 
 sons of my late brother, George) John Morrell, the younger (son of 
 my brother, Robert) and Thomas Dove Foster (son of my late sister, 
 Mary Foster) in equal shares the forty fully paid up B or deferred 
 shares of the value of £100 each in John Morrell & Co., Ltd., which 
 are allotted or to be allotted to me in part consideration of the pur- 
 chase money of the business sold by me to the said company with all 
 the advantages incidental thereto under the contract by which I 
 agreed to sell the same and under the articles of Association of the 
 said company and if any of the nephews shall die in my lifetime then 
 I give the share whether original or accruing of any so dying unto 
 my trustees in trust for such one or more of his children (if any) 
 as being sons or son shall attain the age of 21 years or being daugh- 
 ters or a daughter shall attain that age or marry under that age in 
 equal shares if more than one with power for my trustees during 
 
 67

 
 the infancy of any such child to apply the whole or any part of the 
 income of such share in or towards the maintenance, education or 
 advancement of all or any such children as they shall in their un- 
 controlled discretion think fit . . ." 
 
 In a meeting of the nephews after the provisions of the will were 
 made known, George Morrell was named chairman (president) and 
 Thomas D. Foster was renamed head of the company's American 
 interests, duties which he had assumed in 1872. 
 
 In 1882 the will of John Morrell was taken to court in a friendly 
 suit to determine the correct interpretation of the wording in regard 
 to the number of B or deferred shares in the company owned by the 
 deceased. When the original agreement was drawn up John Morrell 
 received 400 B shares, while his will called for 40 shares to be dis- 
 tributed equally among the four surviving nephews as listed in that 
 portion of the will already quoted. 
 
 It seems that when the will was written in 1880 John Morrell 
 was in very poor health and that the draft and final writing of the 
 will had been read to him by the attorneys. He never actually read 
 it himself. For some unknown reason the figure "forty" had been in- 
 serted at four different places in the will between the words "my" 
 and "B shares." The attorney could not explain how this came about, 
 stating he knew definitely that it was the deceased's intention that 
 the four nephews should receive the 400 shares in equal parts. Mrs. 
 John Morrell also stated definitely that it was the intention of her 
 husband that the nephews have the 400 shares, in equal parts. The 
 court rendered a favorable decision for the nephews and the word 
 "forty" was ordered stricken out wherever it might appear and re- 
 placed by the figures "400." 
 
 Following the death of John Morrell, Frederick Jackson was 
 elected to the board of directors on December 16, 1881. This appears 
 to have been the only change in the original board. 
 
 In the years that followed the English company continued busi- 
 ness primarily as an importing concern; however, the lard refining 
 business was still carried on in Birkenhead. 
 
 The closing act of the period in England was the approval in 1886 
 
 69
 
 I838-I893 
 
 CHAIRMAN, 1881-1890
 
 of certain resolutions for the amendment of the articles of incorpora- 
 tion. Most important of these resolutions were: 
 
 "That the capital of the company be increased to £250,000 by 
 the creation of 1,500 new shares of £100 each. 
 
 "That John Morrell, the Elder, having died on the i6th June, 
 1881, and there being no arrears within Article 108 on the A Shares, 
 all distinction between the A and B Shares has and shall be treated 
 as having ceased. 
 
 "The present Directors of the Company are and shall be John 
 Morrell, George Morrell, Thomas Dove Foster, and Frederick 
 Jackson. 
 
 "The said John Morrell, George Morrell, Thomas Dove Foster, 
 Alfred Illingworth and Charles Edward Linaker Gregson, shall be 
 the salaried officers, and shall so long as they remain such salaried 
 officers be entitled to the following salaries to be computed from the 
 30th September, 1885, ^"d paid quarterly, that is to say: — the said 
 John Morrell, £485 per annum, the said George Morrell, £430 per 
 annum, the said Thomas Dove Foster, £485 per annum, the said 
 Alfred Illingworth, £400 per annum, and the said Charles Edward 
 Linaker Gregson, £200 per annum." 
 
 Now the scene shifts to America where Thomas D. Foster was 
 representing the company in the Chicago area. 
 
 He had arrived in Chicago in 1871 and by dint of hard work, had 
 succeeded in making John Morrell & Co. an important factor in the 
 competition of the Chicago livestock and meat packing market. He 
 worked diligently to establish the company on a sound basis, to ex- 
 pand its production and the quality of its product. With his very 
 thorough knowledge of the meat packing business he soon became 
 known as one of the most competent of the men who were to become 
 famous as packers in later years. The soundness of Foster's organiza- 
 tion, the competency of his stafif, and his own enterprise compelled 
 the respect and recognition of such men as Philip D. Armour, G. F. 
 Swift, Nelson Morris and others. 
 
 In June of 1877 there came from Liverpool the instructions Fos- 
 ter had been looking for ever since his western visit some three years 
 
 71
 
 before. He was told to make another trip to the west and hunt out a 
 location that would be most advantageous to the firm for opening a 
 new plant. Knowing where he wanted to locate, he went immediately 
 to Ottumwa, Iowa. In Ottumwa he found the foundations for the 
 new plant and business already laid in the old Mitchell, Ladd pack- 
 ing plant, then standing idle on the north bank of the Des Moines 
 river near Vine street. After a conference with the Ottumwans, Fos- 
 ter's proposals were accepted and the plant was leased. Foster in 
 later years wrote concerning his thoughts as he stepped ofif the train 
 to begin negotiations for an Ottumwa location: 
 
 "I had selected Ottumwa because of the railroad facilities, the 
 abundant water supply, the proximity of the raw product, the nat- 
 ural beauty of the city, and the friendliness of the people. Men like 
 Captain J. G. Hutchison, Captain S. H. Harper, Colonel P. G. Bal- 
 lingall. Major Samuel Mahon, Major T. P. Spilman, Major A. H. 
 Hamilton, J. H. Merrill, W. B. Bonnifield, J. W. Garner, W. R. 
 Daum, and many others made me feel at home at once. 'This is the 
 place,' I said, 'and I never regretted the choice.' " 
 
 As these words would indicate Foster had studied seriously the 
 notes made during his visit in 1874. Ottumwa, to his thinking had 
 the physical properties necessary for a packing plant; it had the ad- 
 vantages of a fine livestock area; its shipping rates to Liverpool were 
 favorable; it had suitable packing plants available for purchase or 
 rent; to these factors were added the friendliness of the citizens and 
 the cordial, sincere friendship of the church. 
 
 Following completion of negotiations, Foster made arrangements 
 for the killing season which would start as soon as cold weather set 
 in during the late fall. Sent from the Chicago plant were C. E. L. 
 Gregson, who was to be manager of the new plant, Thomas Swords, 
 ham trimmer; Jack Kinsella, gutter; Jerry Drennan, hog scraper; 
 Adam Urich, side trimmer, and R. N. Morrell, who was to work in 
 the office. There may have been others but such mention is not made 
 in company records. Undoubtedly many of those employed were for- 
 mer workers in the Ladd plant. R. N. Morrell, mentioned here, was 
 
 72
 
 the son of John Morrell's brother, Nicholas, who had emigrated to 
 America in the '40s. 
 
 The first kill at Ottumwa was made on November 13, 1877. And 
 two months later the Ottiumva Daily Courier, issue of January 9, 
 1878, had this to say about Ottumwa's newest industry: 
 
 "The J. D. Ladd packing house is now being operated by John 
 Morrell & Co., of Chicago and Liverpool, England, and they are 
 doing quite a large business. Notwithstanding the few weeks of un- 
 favorable weather, they have killed about 9,000 hogs since the mid- 
 dle of November (1877) to date. They came here with the intention 
 of locating permanently, and cutting meats not only for England 
 and European trade generally, but for the local, western, southern 
 and eastern market. For their English trade they cut their meats dif- 
 ferently for almost all the different counties or shires in England, 
 besides they prepare special cuts for Paris, Scotland and Ireland; 
 most of their meats are distributed from their Liverpool house. They 
 have a residence agent in Paris and are engaged in putting up meats 
 for exhibition next year, and do a large business in American prod- 
 uct which goes in direct competition with the best French produc- 
 tion. 
 
 "They are now building an immense icehouse, capable of hold- 
 ing several thousand tons of ice, and intend to prosecute their busi- 
 ness the year round. If the necessary ice cannot be had here they will 
 get it elsewhere and business will go on. 
 
 "A capital of about $75,000 is required to run a house of this 
 kind. 
 
 "The house in this city is presided over by Chas. E. L. Gregson, 
 who attends to the financial affairs of the concern. W. D. McCue is 
 foreman, and under his management the house is running along 
 smoothly. They work a large number of hands." 
 
 When Foster moved to Ottumwa to take over active supervision 
 of the plant, Gregson returned to Chicago to assist in the manage- 
 ment of the business there. It was following Gregson's departure 
 that Thomas Swords was named as first superintendent of the plant. 
 
 Foster wrote a letter to his wife in Chicago on July 21, 1878, 
 
 73
 
 which gives a good insight to the character of the man. Operations 
 had been successfully inaugurated in Ottumwa and he was ready to 
 move to the town permanently. This letter shows his faith in the 
 guidance which had been extended to him from above. It reads: 
 
 "I got here yesterday afternoon. The trip was pleasant, not too 
 hot, though hot enough. I got through with part of my business, that 
 part which decides upon our locating here. So tomorrow hope to be 
 able to look for a house. Mr. Knight, the minister, is going to in- 
 quire. He might hear of something. I was at church this morning. 
 He preached a beautiful sermon as he always does. His text was 
 from the 55th Chap. Isaiah, first part first verse. I was wishing you 
 could hear it. This is a beautiful day. Quite a breeze blowing. Frank 
 and I went for a walk in the woods. They are nice and quite near. 
 From the edge of them there is a most beautiful view all over the 
 country. I hope, darling, you will like the place. Would not like 
 you to be disappointed or dissatisfied, and think you won't when 
 you see it. I am sorry to leave Chicago for many reasons, but think 
 I can be contented here and trust the change will be for the best. I 
 have made it a matter of very earnest prayer and left it entirely to 
 our Heavenly Father. I have not desired it against His wish, and 
 from the way things have continually been occurring making it more 
 favorable to our coming here, I cannot help but feel sure His hand 
 is in it. As He has led me well before, I can firmly trust Him 
 now . . ." 
 
 A few days after Foster wrote this letter to his wife, the Courier 
 reported the decision to locate in Ottumwa in the following words: 
 
 "We, a short time since, alluded to the improvement that would 
 count largely in the progress of our city, and which we then were 
 not at liberty to give the details of. As the preliminaries for the im- 
 provement are now definitely arranged, we feel at liberty to speak 
 of it as one of the to be accomplished facts. We allude to the erec- 
 tion of a mammoth pork packing house by Messrs. Morrell & Co., 
 of Liverpool, England. This firm has been doing business in this city 
 since last fall, and has become convinced that Ottumwa is one of the 
 best points in the western country for a general packing business. 
 
 74
 
 Their packing business has heretofore been conducted exclusively in 
 Chicago, and the business here the past winter and spring was a mere 
 experiment; but it has been successful, their meats already having 
 acquired a favorable and extensive demand, that they have finally 
 concluded that it was better to concentrate their entire packing busi- 
 ness at this point. 
 
 "With this object in view, Mr. Thomas D. Foster, their active 
 and intelligent business manager in this country, recently visited 
 England and has received full authority to carry out his views in 
 the erection of a mammoth pork packing establishment, and all the 
 necessary concomitants thereto. For this purpose he has purchased 
 an extensive tract of land, some 6i acres of Hon. E. H. Stiles, and 25 
 to 30 acres of Jos. Hayne, on which to erect a packing house, ice 
 house, cooper shop, cribs, pens, tenement houses, etc., all of which 
 are necessary to the extensive business which they expect to carry on 
 . . . The land . . . , lying as it does immediately adjoining the city is 
 convenient to railroads, and borders on the river, by means of which 
 they can obtain the large supplies of ice necessary in their summer 
 packing. They propose to commence work building immediately . . ." 
 
 The Ottumiva Daily Democrat for July 25, 1878, commented in 
 part on the company's decision to locate in Ottumwa: 
 
 "The firm of John Morrell & Co. of Liverpool, England, have 
 at last concluded to make a permanent investment in this city and 
 have purchased sixty-one acres of land from the Hon. E. H. Stiles 
 and thirty acres from Mr. Joseph Hayne . . . They will go to work 
 immediately in building, and have their plans and specifications 
 already prepared. This will not only give immediate work to a large 
 number of laborers and mechanics, but the work when completed 
 will give permanent employment to about 200 men in the packing 
 business . . ." 
 
 The company's New York office had been closed in 1874 and 
 American headquarters had been moved to Chicago, with Foster in 
 charge of all operations of the company in America. When he and 
 his family moved to Ottumwa in August of 1878, it became neces- 
 sary to make some changes in the administration of the Chicago of- 
 
 75
 
 fice. George Morrell, grandson of the founder of the company and 
 now chairman, transferred from Liverpool to look after the business 
 at Chicago. He was assisted by his eldest son, John H., who had 
 joined the Liverpool office force in 1870. His second son, Alfred, 
 went to Ottumwa to become connected with that organization. 
 
 When Morrell came to Ottumwa in 1877, meat packing was still 
 a winter business and so it wasn't surprising when readers of the 
 Courier read the following item in their paper for November 12: 
 
 "John Morrell & Co. will open the packing season at Ladd's 
 Packing House to-morrow afternoon. We understand that the busi- 
 ness will be prosecuted through the season probably to the full ca- 
 pacity of the house whenever the weather is favorable. This will be 
 a good thing for our farmer friends, as it will always prove a con- 
 stant, reliable and usually a better market for hogs than could other- 
 wise be obtained. Several hands have already been employed at good 
 wages which is a good thing for them, and with our water works 
 will furnish labor for all those who want to work." 
 
 Mention of our "farmer friends" calls attention to a letter writ- 
 ten by Foster to a farmer living near Ottumwa. This letter is repro- 
 duced on the opposite page. It shows graphically Foster's intention 
 of making his nev/ venture a success in Ottumwa by a mutually agree- 
 able relationship between producer and supplier. 
 
 As killing operations continued at a good scale during the last 
 two months of 1877, the name of the plant was changed from Ladd's 
 Packing House to Ladd's Pork House. In December a market was 
 established uptown for retail, as well as wholesale selling of meats. 
 This must have struck a responsive chord with Ottumwans because 
 the December 31 issue of the Courier carried the following item: 
 
 "A want that has been long felt in this city, is supplied. It has 
 been the custom heretofore to cut and cure large amounts of hogs in 
 this city and ship the product to eastern markets, leaving the markets 
 here entirely unsupplied, unless hams, sides, lard, etc. were re- 
 shipped from Chicago, and two wholesale profits, the retailer's 
 profit and freight both ways added to the price. This now is done 
 away with, since Messrs. Morrell & Co. have opened a shop for sale 
 
 76
 
 
 '-**•*' — »- - *^ ^ •- » •-^^r <r- *- w . I » w 'IF ^ ^* -*r'-^r%'**^ip^,«T*— ' y^^i t .i »ffi« i . —j ^- ^ .< r ii*<^ '■w^^^jw^* 
 
 iife^'^o ,/ttn>-t^ ,v^**'*,*_. jt^</iXi,^ iT i:^ i6-«. r-r-e.-* v*'^ 
 
 
 v**?»
 
 of meats, that would do credit to any city in the Union. Everything 
 about it is as clean as a parlor and Mr. William Bullock, who is at 
 the head of the concern, understands the business in all its various 
 branches. At this shop you can get all kinds of smoked and fresh 
 meats, put up in the most artistic and tempting style; lard as white 
 as snow, canned meats, pickled meats, tongues, etc., that, when 
 cooked will tempt the taste of an epicure. All these articles are sold 
 wholesale or retail, from i,ooo lbs. to a single lb. or slice, at the low- 
 est cash rates. This saves our people considerable money, and is a 
 very great convenience beside . . ." 
 
 In a company advertisement in this same issue, readers were in- 
 formed they could purchase tenderloins at 7c a lb., pork trimmings at 
 5c, sausage at 8c, spare ribs at 3c, roasts of pork at 5c, pork chops at 
 6c, lard, leaf and rendered, brought 9c, while salt pork brought the 
 highest price of the meats quoted, 9c a lb. 
 
 The plant which the company had leased from the Ladd inter- 
 ests served the company admirably that first winter but it was soon 
 found that it would not serve adequately the needs of the expanded 
 killing operations. So, early in 1878 land was bought at the site of 
 the present plant and the first company building was erected that 
 year. 
 
 The Courier for August 21, 1878, told its readers about the new 
 building in these words: 
 
 "We have taken occasion to find out and lay before our readers 
 something about the dimensions of our mammoth pork packing es- 
 tablishment now being erected by Messrs. Morrell & Co., of Liver- 
 pool, England, under the direction of Mr. T. D. Foster, their general 
 business manager in this country. 
 
 "The pork packing house will be 96 x 160 ft. with wing 96 x 48 
 ft., three stories high above ground. First story (which will be base- 
 ment, so called) 10 ft. high, 2nd story, 13 ft. high; 3rd story, 16 ft. 
 high. The roof will have a ventilator of the entire length of the build- 
 ing 4 ft. high, 32 ft. wide. 
 
 "The entire building will be divided into a large number of sec- 
 tions, and on all sides a large number of doors and windows. There 
 
 78
 
 will be vats, cess pools, chill rooms and ice boxes of large dimensions. 
 The entire building will be on the most improved plan in all respects 
 for a first class pork packing house and is to be ready for use No- 
 vember I, 1878 . . ." 
 
 Killing operations were carried on in the new building during 
 the winter of 1878-79, as well as at the Ladd plant. The Courier re- 
 ported late in December of 1878 that 1 10 men were employed in the 
 new Morrell building, while a full set of hands were working at the 
 Ladd premises. According to this same item, "About an average of 
 900 hogs now give up the ghost daily at the two houses." The Chi- 
 cago packing plant was closed in 1878 and all killing operations 
 were centered in Ottumwa. 
 
 When Humphrey Bell left the company's employ at London, 
 Canada, he went to Canton, 111., to take over a small packing plant. 
 A splendid provision man, while under the direction of someone 
 else. Bell was not able to carry on a business of his own successfully. 
 The friendship between Foster and Bell continued after the lat- 
 ter's departure from Canada. Foster gave him all the assistance pos- 
 sible in the operation of the Canton business, but Bell could not 
 make it go. In 1878 John Morrell & Co. took over Bell's Canton 
 plant and operated it for some three or four years. 
 
 The Canton plant was one of the few operating the year round 
 at that time. By using ice that had been cut and stored during the 
 winter, killing operations on a small scale were carried on during 
 the summer. During the height of the Canton killing season from 
 45 to 50 men were employed, killing about 400 hogs a day. Most of 
 the meat was exported directly to England. 
 
 The company finally had to withdraw from the Canton area 
 when competition with stock buyers from Peoria became too strong. 
 Another influencing factor in the decision to leave Canton was a 
 light ice harvest. The plant was sold to private buyers who operated 
 it for only a short time when it burned. 
 
 The years in Chicago from 1874 to 1878 were happy and pros- 
 perous ones for the Foster family. A second daughter had joined 
 the two boys and a girl in 1878, and to these children the mother and 
 
 79
 
 father gave all their love and devotion. A third residence, at Vernon 
 Avenue, had been taken in 1877. 
 
 The Foster family left Chicago on August i, 1878, to take up 
 permanent residence in Ottumwa, but sadness came to the family 
 a year and a day after their arrival in the death of Mrs. Foster. 
 
 During the years that followed Foster applied himself to the 
 business and his motherless children. He worked hard, long hours 
 and results of the Ottumwa operations were showing continued 
 improvement. 
 
 There came to Ottumwa in the autumn of 1883 a young lady 
 who was to teach in the public schools. She was an active church- 
 goer and soon came to the attention of Foster. Their mutual interest 
 in each other led to their marriage on August 19, 1885, at her home 
 in Washington, Pa. Immediately following the wedding the Fosters 
 left for England more particularly to see his aging father who was 
 in delicate health at the time. The Fosters returned to Ottumwa in 
 October of 1885. A daughter was born to them in June of 1886. 
 
 It was during this period that the company began identifying 
 its product by brands and labels. The first brand to be used was the 
 word "Morrell" in simple block letters. It was first used in England 
 during 1877. It was applied to hams and bacon primarily as a brand 
 mark, stamped in indelible ink. Registered in both England and 
 America it has been in continuous use ever since 1877. 
 
 There is quite a story behind the next trade-mark to be adopted 
 by the company. It seems the four nephews to whom John Morrell 
 was to leave the business in 1881 were holding a meeting in the home 
 of John Morrell, the younger, in 1880. They were considering the 
 idea of adopting a trade-mark which could be used on product 
 being shipped from Ottumwa for the Liverpool market. The men 
 were in the library, or den, enjoying a smoke and in a rather general 
 way discussing difTerent ideas of what design the new mark should 
 be. As they sat and talked Foster noticed a framed picture on the 
 wall, a picture of three nice fat pigs eating out of a trough. The 
 print and the idea for a mark hit him simultaneously; immediately 
 he suggested to the other three men that the picture be the basic
 
 idea for the new trade-mark design. The others liked the idea and 
 agreed the suggestion was a good one. The next day the picture 
 was taken to a printer who was instructed to make a sketch that 
 would be suitable for a trade-mark design. The sketch was made, 
 approved, proofs taken and approved, and the brand adopted before 
 Foster sailed for America. 
 
 The "Three Pigs" design has been continuously used since May 
 of 1880. It is not so well known to the present generation of Morrell 
 
 sZ"'"'"^ ..I iS5w^^^^ 
 
 employees because its use is restricted almost entirely to liners for 
 export shipments of lard. Originally it was used on hams, bacon, 
 shoulders, picnics and lard. Through the years the mark has been 
 changed many times, or other material incorporated with the basic 
 design. There has been the use of the words alone, the three pigs 
 and a butcher boy, three pigs and lettering in a shield shape label, 
 and the three pigs without the trough. 
 
 The third mark, the words only "Iowa's Pride," came into ex- 
 istence in August of 1880 and was to be used only on meat products 
 being produced in the Ottumwa plant. "Iowa's Pride" has not been 
 used in recent years, but during a period of some thirty years it 
 became world famous as a brand name for meats coming out of the 
 Morrell plant in Ottumwa, Iowa. This mark, likewise, has been 
 changed many times during the years. 
 
 In the 10 years between 1877 and 1886 names began appearing 
 on the company's payroll at Ottumwa that are known to many today. 
 Among those named were William F. Jennings, who started as an 
 office boy during the winter of 1877; George M. Jennings, who was 
 employed in general work around the plant; Frank Vivian, By- 
 products; Patrick Phillips, Export Packing; Nevil W. Glew, Hog
 
 Kill and Cut; A. R. Brown, Zell Zimmerman, Trimming; Mike 
 Moffitt, Box Shop; Major T. P. Spilman, stock buyer; J. J. Allott, 
 Frank Briggs, Ben Cline, William Dunning, John Foxx, Charles 
 Ilallberg, Joe Hanrahan, John and Orris Harry, James McDonald, 
 Walter Owens, W. B. Ramsell, John Rogers, Otto Schaub, Heston 
 Simmons, Patrick Whalen, and many, many others. Then we find 
 the names of the first (1877) killing gang — Alex Crosby, F. J. 
 Bullock, Robert Williams, John Cassiday, John Van Hewesling 
 and Peter Liddy. In England William A. Venables was apprenticed 
 to John Morrell and began a period of service that was broken only 
 by his retirement on July 31, 1945. The papers authorizing Ven- 
 ables' apprenticeship are still in existence. Little did father and son 
 realize when this agreement was signed on July 9, 1879, that the son, 
 when he retired, would have built up the longest period of continu- 
 ous service ever recorded for any Morrell employee. Details of the 
 agreement as worked out by John Morrell and John K. Venables, 
 father of William, are as follows: 
 
 THIS INDENTURE, Made the Ninth Day of July in the Year of 
 Our Lord One Thousand Eight Hundred and Seventy-nine BETWEEN 
 John Morrell trading under the style or firm of John Morrell and 
 Company, Provision Merchants of Liverpool in the County of Lan- 
 caster of the first part; and William Alfred Venables, of Birkenhead 
 in the County of Chester of the second part; and John Kendrick 
 Venables, parent of the said William Alfred Venables of the third 
 part. 
 
 WITNESSETH, 7'hat the said William Alfred Venables doth by 
 these Presents, put, place, and bind, himself a Covenant Servant or 
 Apprentice to the said JOHN MORRELL from the Day of the Date 
 hereof, during the Term of Five Years thence next ensuing, and fully to 
 be completed and ended. AND the said John K. Venables doth covenant, 
 promise, and agree, to with the said JOHN MORRELL that he the said 
 Apprentice shall and will faithfully serve his said Master, his secrets keep, 
 his lawful commands gladly obey and do; hurt to his said Master he shall 
 not do, or suffer to be done by others, when it is in his power to prevent 
 the same. His Master's goods he shall not waste or embezzle, the same 
 give or lend without Leave; day or month absent himself from his said 
 Master's service; nor do any other Act, Matter, or Thing whatsoever, 
 to the Prejudice of his said Master, but in all things shall bemean and
 
 behave himself towards his Master, and all lie as a faithful Apprentice 
 ought to do. AND the said 
 
 John K. Venables, his Executors, Administrators, or Assigns, shall 
 and will find and provide for the said Apprentice during the whole 
 of the said Term, good and sufficient meat, drink, washing and 
 lodging, and also clothing and wearing apparel, fit and suitable for 
 the said Apprentice, and also Medical Attendance in case of need. 
 
 IN CONSIDERATION HEREOF, and of the faithful service of the 
 said Apprentice, the said JOHN MORRELL shall and will pay 
 and allow to the said Apprentice the sum of ONE HUNDRED 
 POUNDS sterling, to be paid in the manner following: 
 
 £io viz: "On the ninth day of July 1880 the sum of Ten Pounds 
 £15 On the ninth day of July 1881 the sum of Fifteen Pounds 
 
 £20 On the ninth day of July 1882 the sum of Twenty Pounds 
 
 £25 On the ninth day of July 1883 the sum of Twenty-five Pounds 
 
 £30 On the ninth day of July 1884 the sum of Thirty Pounds" 
 
 £100 
 
 AND the said JOHN MORRELL doth hereby for himself, his Execu- 
 tors, Administrators, and Assigns, covenant, promise and agree to teach, 
 inform, and instruct, or cause and procure to be taught, informed, and 
 instructed, the said Apprentice, by the best Ways and Means he can in 
 the Art, Trade or Business of Provision Merchant. 
 
 IN WITNESS WHEREOF, the said Parties to these Presents, their 
 Hands and Seals Interchangeably have put, the Day and Year first above 
 written. 
 
 Sealed and delivered 
 in the Presence of Us, 
 
 (Signed) Alfred lUingworth 
 Cashier, 
 Birkenhead. 
 
 (Signeil) p.p. John Morrell 
 
 George Morrell 
 
 (Signed) John Kendrick Venables 
 
 (Signed) William Alfred Venables 
 
 83
 
 1887* 18d6 
 
 y^l.'Trrtn*. In 1887 the company divided its business with John 
 
 ^^^Nij/^«^ Morrell, the younger, taking over the lard refining and 
 
 Jt> ^9 J^ 
 
 "ir M. ^r oleo, while George Morrell, Frederick Jackson, C. E. 
 
 L. Gregson and Thomas D. Foster took over the packing house and 
 
 its business. It was following this division that the business structure 
 
 of the concern was changed again. It became a company limited by 
 
 shares under the following provisions as registered with the English 
 
 government on March 28, 1887: 
 
 I St. — The name of the Company is "JOHN MORRELL & COM- 
 PANY, LIMITED." 
 
 2nd. — The Registered Office of the Company will be situate in Eng- 
 
 land. 
 
 3rd. — The objects for which the Company is established are: — 
 
 L — The purchasing and acquiring of tlie business carried on by 
 John Morrell & Co., Limited, at Liverpool, England; and at 
 Ottumwa and Chicago, in the United States of America, under 
 the firm of John Morrell & Co., Limited; and the freehold, 
 leasehold, and other property, credits, stock-in-trade, book 
 
 85
 
 debts, and other assets occupied, used, or employed by or be- 
 longing to the said John Morrell & Co., Limited, in connec- 
 tion with their said business, and the discharging the debts and 
 liabilities of the said business. 
 
 II. — The carrying on at Liverpool, Ottumwa, and Chicago afore- 
 said, and at any other place or places, of the business of ham, 
 bacon, lard, and provision merchants, curers and packers, lard 
 refiners, manufacturers of substitutes for butter and lard, and 
 any other trades or businesses which can be conveniently car- 
 ried on in connection with the said trades or businesses, or any 
 of them. 
 
 III. — The acquiring for an absolute or any less interests, any patent 
 rights, and any other real or personal property in the United 
 Kingdom of Great Britain and Ireland, the Dominion of Can- 
 ada, the United States of America, or elsewhere, the acquisi- 
 tion of which may be desirable for the purpose of the trades 
 or businesses above mentioned or referred to, or any of them, 
 or otherwise, in connection with the objects of the Company. 
 
 IV. — The purchasing, holding, and re-issuing of the Shares and 
 Stock of this Company. 
 
 V. — The borrowing and raising money by the issue of or upon 
 bonds, debentures payable to bearer or otherwise, bills of ex- 
 change, promissory notes, or other obligations or securities 
 of the Company, or by mortgage or charge of all or any part 
 of the property of the Company, or of its uncalled capital, or 
 in such other manner as the Company shall think fit. 
 
 VI. — The selling, demising, or otherwise disposing of, altering, im- 
 proving, or building upon any property acquired by the Com- 
 pany, or any part thereof. 
 
 VII. — The doing of all such other things as are incidental or con- 
 ducive to the above objects or any of them. 
 
 4th. — The liability of the Shareholders is limited. 
 
 5th. — The nominal capital of the Company is £250,000, divided into 
 2,500 shares of £100 each. Any shares for the time being unissued, and 
 any new shares from time to time to be created may from time to time be 
 issued with any such guarantee or right of preference, whether in respect 
 of dividend or of repayment of capital or both or with any such other 
 special privileges or advantage over any shares previously issued or then 
 about to be issued, or at such a premium or with such deferred rights as 
 compared with any shares previously issued or then about to be issued or 
 
 87
 
 subject to any such conditions and provisions and generally on such terms 
 as the Company may from time to time by special resolution determine. 
 
 Members of the English firm and others who participated in this 
 action and who agreed to take shares in the limited company were: 
 George Morrell, chairman; Charles E. L. Gregson, salesman; Al- 
 fred Morrell, cashier; Frederick Jackson, salesman; M. A. H. Greg- 
 son; Alfred Illingworth, provision merchant; John Morrell, lard 
 refiner; and M. J. Jackson. C. E. L. Gregson had returned from 
 America in 1883 to become a salesman for the English company. 
 
 The first directors of the newly incorporated company were 
 George Morrell, Foster, Frederick Jackson, and C. E. L. Gregson. 
 The first break in this group came with the death of Morrell in 1893. 
 His place on the board was taken by his son, Alfred, on May 16, 
 1894. Two years later Frederick Jackson died and was succeeded by 
 John Jackson. John H. Morrell, brother of Alfred, was appointed 
 to the board at the same time, after the articles of incorporation had 
 been changed to raise the membership of the board to five. 
 
 Following the reorganization of the company in 1887, Illing- 
 worth resigned his position to become general manager of the Birk- 
 enhead refinery, under the direction of John Morrell, the younger. 
 
 The English concern continued under the direction of George 
 Morrell until about 1890 when he gave up his business activities. 
 John Morrell, the younger, was then elected chairman and contin- 
 ued in that position until 1893, when he resigned and moved to Cape- 
 town, South Africa, with his family. Thomas D. Foster, who had 
 headed the company's activities in America since 1872, was then 
 elected chairman and succeeded to the management of the company's 
 entire business in England and the United States. 
 
 George Morrell died in 1893. 
 
 The firm's Chicago plant was closed in 1888 and all slaughter- 
 ing operations were concentrated at Ottumwa. However, an office 
 was maintained in Chicago as was a building called the Baldwin 
 House. This building was used for storage, mostly of excess product 
 shipped from Ottumwa. On receipt in Chicago this product was
 
 packed for shipment to England, a small portion reserved for the 
 local market, and bellies were sold for shipment to the south. 
 
 Prior to the close of the Chicago plant John H. Morrell was in 
 charge of operations, assisted by Edward Coleman, Arthur St. Clair 
 and Frederick Batty, all natives of England. Working in the Bald- 
 win House were P. E. Henneberry, who was transferred to Ottum- 
 wa in 1889; W. C. Thompson, who succeeded Henneberry; and 
 Arthur Jackson, who worked until the building was closed. 
 
 Batty, who started with the Liverpool office in 1886, came over 
 from England in October of 1888 and was bookkeeper in Chicago 
 until transferred to Ottumwa as office manager. He left Ottumwa in 
 1894, returning to England to be married. Following their marriage, 
 Mr. and Mrs. Batty returned to Ottumwa for a two year stay. Mrs. 
 Batty was unable to stand Iowa's hot summers and the Battys were 
 forced to return to England where he became Morrell agent in the 
 north of England. Coleman, who had been sent to the United States 
 in 1882 as office manager for John Morrell & Co. in Chicago, went 
 to Ottumwa in 1890 and returned to Chicago two years later to 
 handle the Chicago office. John H. Morrell was transferred to Ot- 
 tumwa in 1888 to become associated with Foster in the management 
 of the American business. 
 
 The Ottumwa plant was increasing its kill each year and ship- 
 ping more and more product to England. It was making itself felt 
 as an economic factor in the community. Possibly a contemporary ac- 
 count of the plant in 1889 will give good indication of the progress 
 made in the space of 12 years in Ottumwa. This account appeared in 
 the Ottumwa Daily Courier in 1889 and gives a vivid picture of 
 operations. It reads: 
 
 "Ottumwa's greatest institution is the John Morrell & Co. pack- 
 ing house. With financial interests up in the thousands, with an un- 
 limited credit, with 500 employees finding steady and remunerative 
 employment, with a migration of nearly a half million hogs annually 
 in four thousand cars, a train over twenty-five miles in length, with 
 a pay roll of $23,000 per month, it can claim without any effort the 
 front rank in all of Ottumwa industries. This great institution was 
 
 89
 
 founded in 1878 with T. D. Foster as resident manager who has been 
 at the head of the institution ever since. Under his careful and pru- 
 dent management, a management which has been marked with wise 
 foresight, and a generous policy with the farmer, the employee, and 
 the business interests of the city, it has steadily grown in magnitude 
 and reputation till Ottumwa is now one of the leading packing points 
 in the west and the 'Three Pig' brand meats, or 'Iowa's Pride' ham 
 and bacon of Morrell & Co. are known in every city in the state and 
 sought for in the great markets of England and Scotland. 
 
 "As these train loads of hogs come into the city one wonders how 
 they are all disposed of and when he actually ascertains that 2,500 
 of these porkers are assassinated and transformed within a few sec- 
 onds into the food product which creates bone and sinew and muscle, 
 it seems like a fairy tale. It is this romance in real life that we will 
 now unfold. Let us follow briefly the various stages of the porker 
 from the time his shrill and dying squeal rends the atmosphere till 
 he comes forth anew in the sizzling bacon or the luscious ham with- 
 out which any picnic would be a dull and prosy afifair. 
 
 "The shackle pen is his first appointment after he has taken his 
 excursion into the city. The employee in the shackle pen places a 
 chain around the hog's hind leg and attaches the chain to a rope 
 connected with a wheel, which revolving quickly draws the hog up 
 by simply pressing a lever which throws the wheel in gear. The hog 
 is then suspended from a greased inclined rail, and is carried by its 
 own weight to the sticker who stands with knife in hand ready to do 
 his gory work. His aim is unerring and in less than half a minute 
 from the time the hog reaches him it has bled to death. The sticker 
 can kill 2,500 hogs in a day. After the hog is dead it is shoved fur- 
 ther down on the inclined rail over the scalding tub, where a man 
 loosens the shackle from the hog's foot and drops him into the tub, 
 which is about thirty feet in length. Around this vat are a number 
 of men who continually watch the hogs during the process of scald- 
 ing, who carefully test them, not allowing them to remain in too 
 short, nor too long a time. Some of them require a more thorough 
 bath than others, according to the age, etc. As fast as the hogs become 
 
 90
 
 ready to scrape, they are raised from the vat on what is called the 
 'hog-out,' a sort of a fork, which is worked by touching a lever, 
 throwing the wheel attached to the 'hog-out' in motion. 
 
 "The bristle puller is the next to pay attention to his hog-ship. 
 The bristles are very valuable for making brushes, and that in itself 
 is a great industry. Ordinarily only the bristles from the back of the 
 hog are taken, but frequently a hog is put through from which nearly 
 all the hair is saved, being coarse enough for brushes. Then a hook is 
 placed in the under jaw and the hog is quickly drawn into the scrap- 
 ing machine head first through the entire length of the scraper, very 
 little hair remaining. The scraping bench is the next place for the pork 
 passenger. Four men on each side of the scraping bench quickly re- 
 move what hair remains after passing through the scraping machine. 
 The scraping machine, by the way, works automatically, taking the 
 porker through and back and dropping him on the scraping bench 
 without a touch of a hand either to hog or machine. Next he goes 
 into the hands of the four shavers who are supplied with long knives 
 and who shave the hog quickly, while cold water is running upon 
 him, leaving him clean and ready to 'take another degree.' The gam- 
 brel is then put into his two hind legs and he is quickly hoisted to 
 another track upon an inclined rail. He is then gutted and thoroughly 
 washed with hose, weighed, his head taken of¥, and started down the 
 inclined rail that leads to the chill room. Two thousand five hundred 
 hogs can be put through in this way in a day. From the time the 
 hog is shackled and hoisted to the sticker until received at the chill 
 room it is not over ten minutes. The temperature of the chill room is 
 from 36 to 40 degrees, and it has a capacity of 6,000 hogs. On being 
 received there the workmen proceed to split them. One man with a 
 knife draws a line completely through the fat of the back, while 
 others, with cleavers, cut them in two. 
 
 "The pork is left hanging in the chill room forty-eight hours. It 
 is then taken to the cutting room where a large number of men are 
 employed. The halves of hogs are placed upon large cutting blocks, 
 where before they are cut up, an inspector gives his orders as to the 
 different kinds of meat the hog is to be made into. There are from 
 
 91
 
 twenty to twenty-five different cuts into which a hog may be made. 
 The feet are cut off and thrown into one pile, the ham is taken out 
 with one cut of the knife, the tenderloins arc pulled, the leaf lard 
 is taken out, and so on, in less time than it takes to tell it. The hams 
 and sides are taken to tables, quickly and carefully trimmed and put 
 into the admirable shape that we find them for sale in the market. 
 Then they are put into the chutes and then to various parts of the 
 curing room, according to their class, the finer hams being put by 
 themselves to make the celebrated 'Iowa's Pride' brand that is so 
 popular throughout the country. The hams are put into their re- 
 spective places and salted or cured according to their quality and 
 the market for which they are intended. There are several kinds of 
 hams such as Manchester, Stafifords, Long Cut and the American put 
 in salt or pickle as the case demands. 
 
 "It is a magnificent sight, that of hundreds of thousands of pounds 
 of choice hams and the various cuts of meats piled up in long tiers 
 covering large areas of space in the vast cellars beneath the build- 
 ings. Everything is in perfect order and works with great accuracy, 
 neatness and dispatch. All the meat is weighed after being cut and 
 sent down the chutes, and when distributed where it belongs, a card 
 is placed upon each pile showing when the meat was placed there, 
 how many pieces and how many pounds there are in it. The meats 
 are kept from thirty to sixty days, when they are packed. The hams 
 are weighed and packed in boxes, and each ham before being packed 
 is placed upon a red hot brand which burns in circular form the 
 'Three Pig' brand. This is in order that other hams may not be 
 palmed ofif for those of Morrell & Co. The boards for the covers are 
 placed upon the boxes, the hams usually being higher than the boxes, 
 and placed in a press that works with a screw, which presses the 
 boards down on the box, when they are quickly nailed, the box 
 marked with the net weight of the hams, number of pieces, etc., and 
 it is then ready for shipment. 
 
 "Refrigerator cars stand at the door only a few feet from the 
 packing department, and it takes but a short time to fill a train load. 
 The side meats, shoulders, mess pork and other meats that are packed 
 
 92
 
 in boxes or barrels go through nearly a similar process. No piece of 
 meat is allowed to leave the packing house until tested by an expert 
 and found in first class order. The bulk of this vast product is sent 
 to the British Isles and Germany. It is put on refrigerator cars at 
 the packing house, shipped to New York and put on steamships for 
 European markets. Considerable of the meats, however, are con- 
 sumed in American or home markets, and neither at home nor abroad 
 are there any more desirable or more popular meats. 
 
 "The hogs are weighed four times, once when received alive, 
 again after being dressed, but before the head is cut ofif. The various 
 pieces are weighed again after leaving the cutting rooms previous 
 to being distributed to their respective places, and the fourth and 
 last time so far as the packing house is concerned, when they are put 
 in boxes and barrels for shipment. 
 
 "Returning to the cutting rooms, let us look at other parts of the 
 hog. The tenderloins, of which of course there are thousands of 
 pounds each day, are placed in the home market or shipped to the 
 various parts of the country the same day they are taken out, and 
 are in great demand. The feet are all quickly taken to the pig foot 
 department where a large force is employed in cooking, cleaning 
 and packing them for shipment. Then there is a large amount of 
 clippings from the hams. The lean parts of the clippings are taken 
 to the sausage room, and this is another quite important branch of 
 the business. Several thousand pounds of sausage are made daily, 
 including pork sausage, bologna, Frankfort, or what is by some 
 called Vienna, and other kinds which find their way in vast quanti- 
 ties to the pineries of Wisconsin and Michigan and elsewhere. The 
 bologna is covered with beef casings; the pork sausage with pork 
 casings, which are sent from the packing house to Chicago parties 
 when first taken from the hog, and then purchased from them after 
 having been properly prepared, that being a regular business and 
 a very extensive one, too, in Chicago. The Frankfort or Vienna 
 sausage is put in English sheep casings, which are very fine. 
 
 "The fat parts of the clipping from the hams are placed on an 
 'elevated railroad' just outside the building from the cutting rooms, 
 
 93
 
 ^^^^J^T^uuuIJ 
 
 1845-1905 
 
 CHAIRMAN, 1890-1893
 
 and are taken to the lard vats a number of feet distant. The lard is 
 put up in various ways, in tierces, barrels, and smaller packages to 
 suit the trade. This is a department in which Morrell & Co. are pre- 
 eminently leaders. This is a growing feature of the business, the firm 
 making a specialty of pure old-fashioned lard which has leaped into 
 popular favor by its superiority in comparison with recent combina- 
 tions of fats, which while very pleasant to look at contain very little 
 of the hog. The sediment from the lard, together with a vast amount 
 of other parts and pieces and bones are sent to the fertilizing depart- 
 ment, where they are made into fertilizer by being put through a 
 hot oven process, and the fertilizer is shipped to various parts of the 
 country; chiefly to the south. Nearly a carload of fertilizer is made 
 each day. 
 
 "Returning to the slaughter department we find that the heads, 
 after the tongues have been taken out for pickling, are sent to the 
 lard vats, and the sediment from them in turn finds its way to the 
 fertilizing department. The lights or lungs also go to the fertilizing 
 department, being entirely worthless for anything else. The blood, 
 of which there is a vast amount each day, is also made into fertilizer. 
 In fact everything that cannot be used for anything else is made into 
 fertilizer, so that absolutely no part of the hog is lost. The intestines 
 are cleaned the moment they are taken from the hog, and shipped 
 to Chicago where parties are engaged in cleansing and preparing 
 them for the purpose for which they are afterwards to be used — 
 covering sausage. There is also another important branch of the busi- 
 ness, that of packing boneless hams and pickled hocks, which have 
 become so popular during the past few years. 
 
 "All the boxes and barrels, and cooperage work of every descrip- 
 tion is done in the company's own buildings. No description can con- 
 vey even a fair idea of the vastness of the business, nor the extent of 
 the buildings. 
 
 "About 500 men are employed at present. An office force of six- 
 teen is required to attend to the accounting department of the busi- 
 ness. The Western Union Telegraph lines from every direction run 
 into the office, and an operator is kept busily engaged in sending and 
 
 95
 
 receiving messages. Contracts for hogs are made by wire. We would 
 not forget to mention the power which runs this vast concern. There 
 are six engines of 375 horsepower, used in the manufacture of 
 'Iowa's Pride.' The cooling plant is one of the most costly pieces of 
 mechanism, but the Morrell & Co. institution early saw that this was 
 one of the necessities, and six years ago equipped their institution 
 with it, leading other Iowa packing institutions in this respect. This 
 process preserves an even temperature the year round. 
 
 "The packing house is supplied with a full set of pumps which 
 will come in splendid play in case of a fire, for while the city water 
 works are ample, Morrell & Co. have an independent system of their 
 own which can be used promptly in case of an emergency. They also 
 have a splendid fire department on watch day and night. 
 
 "The 'Three Pig' brand of meats bear a reputation second to none 
 in the land. All of Morrell & Co.'s meats are mild cured and sold 
 on that feature. Their bacon is a world-beater anywhere, and their 
 hams, mess pork, sausage, etc., are eagerly sought for in all markets. 
 The plant has grown so steadily in popular favor that a new building 
 costing $40,000 was a positive necessity and has been added this year, 
 doubling the curing capacity. No one has more amply deserved this 
 success than Morrell & Co., and all Ottumwa congratulates them on 
 the prosperity of these twelve years of their existence, and every 
 Ottumwan congratulates the city on the good wheel of fortune which 
 turned Mr. T. D. Foster hither over a decade ago." 
 
 Mention is made in this Courier article of "a splendid fire de- 
 partment on watch day and night." The Morrell fire department 
 had been organized just a short time before the appearance of the 
 article. It was a purely voluntary organization, made up of men 
 who lived in the immediate vicinity of the plant. Although volun- 
 tary in nature, the department was well supplied with the necessary 
 implements for fighting a fire. 
 
 In event of fire the group was called together by the plant's 
 whistle. The fire fighters were well trained and knew their indi- 
 vidual jobs and assigned places in cases of emergency. That they 
 were able to do well when the need arose is attested to by their 
 
 96
 
 activities in connection with the Ottumwa plant's disastrous fire of 
 1893. 
 
 The volunteer department continued in existence until about 
 1904 when a sprinkler system was installed. At that time a regular 
 fire department was established. Six plant men were hired to sleep 
 in the fire hall each night. For this each man received $3 a week 
 extra. With this change the department was on duty 24 hours a day, 
 ready at any time in case of a fire. 
 
 Among the early Morrell fire fighters were Ed Vlasak, John 
 Dawson, who was chief in 1906, John Nash, Andy Doggett, Fred 
 Twedell, Arthur Bean and Thomas Vaughan, who later became 
 chief. 
 
 In 1889 the Chicago packers and stockyard men brought before 
 the Interstate Commerce Commission the matter of rates for west- 
 ern packers. Foster felt very strongly on this matter and believed 
 that if the rates were changed western packers would find themselves 
 in a serious condition and that a crisis would face them. Accordingly 
 he wrote the Liverpool office on January 30, 1889: 
 
 "The Chicago packers and stockyards men are going to bring the 
 rates of hogs and product from the west to Chicago before the Inter- 
 state Commerce Commission, asking for an equalization of rates on 
 hogs and product. The rate on hogs is 25c, Ottumwa to Chicago. If 
 product is given the same rates we may as well close Ottumwa at once 
 except for local trade. The Iowa packers met at Des Moines last 
 week to devise plans for defending our interests. We only employed 
 an attorney and appointed a committee to gather material for de- 
 fense." 
 
 Apparently the crisis Foster feared did not develop because there 
 is very little mention of this particular rate case in his later corre- 
 spondence. The Ottumwa plant was not closed to all but local trade; 
 in fact, shipments to Chicago and to the east coast for England stead- 
 ily increased and the Ottumwa plant continued to grow. 
 
 In 1890, because of a growing cry for help from meat packers 
 and livestock producers, the government was forced to take steps to 
 inaugurate a service that would inspect and certify to foreign gov- 
 
 97
 
 ernments the healthfulness of American animals and the wholesome- 
 ness of our meat. John Morrell & Co. in America was vitally inter- 
 ested in this matter because its main business was shipping meat 
 products to the English market. 
 
 During this period of the firm's history in America there had 
 been a widespread development of the livestock industry. For that 
 reason there was need for access to foreign markets for distribution 
 of the growing surplus of livestock and meat products. Of course, 
 foreign producers looked with alarm at this growing American in- 
 dustry, and for one reason or another brought about certain restric- 
 tions in their own countries against imports from America. 
 
 The first restriction came in England in 1879 when an order was 
 put into efifect requiring that all cattle imported from America be 
 slaughtered within 10 days on the dock where they were landed. 
 This order was issued on the grounds that pleuropneumonia in cat- 
 tle existed in the United States. In that same year, Italy and Hungary 
 issued orders banning the import of American pork because of trich- 
 inae. The next year similar orders were issued against pork by Ger- 
 many and Spain; by France, Turkey and Roumania in 1881; by 
 Greece in 1883, and by Denmark in 1888. 
 
 The existence of pleuropneumonia and trichinae could not be 
 denied by American authorities, but their prevalence was so exag- 
 gerated in these foreign lands that a grave injustice was done Amer- 
 ican meats. Exports began to fall ol¥. 
 
 Action had to be taken by the American meat packers and live- 
 stock producers to see that something was done on a national scale. 
 The agitation came to a head in August of 1890 when the first legis- 
 lation was passed, providing for federal meat inspection. This act 
 was a feeble attempt on the part of the government to satisfy the 
 packers and producers and its application soon showed that it could 
 not be effective. On March 3, 1891, Congress passed another law. 
 This law was of sufficient force and breadth to enable the establish- 
 ment of a meat inspection service of real value and which could 
 command the confidence of European governments. Although our 
 present-day Meat Inspection Division offers primarily a service in 
 
 98
 
 hygiene and sanitation, it came into existence solely as an economic 
 factor. 
 
 The suggestion for the change in the law was made by the Sec- 
 retary of Agriculture. In the new law, he was given the powers of 
 enforcing its provisions. Dr. U. G. Houck in his study of the Bureau 
 of Animal Industry comments on the law of March 3, 1891, as fol- 
 lows: 
 
 "The inadequacy of the law soon became apparent, and the foreign 
 governments refused to recognize the inspection certificates issued 
 thereunder. The Secretary of Agriculture called the attention of 
 Congress to the situation and suggested a more effective enactment. 
 In accordance with that suggestion Congress passed the Act of March 
 3, 1891. That law provided that the Secretary of Agriculture should 
 cause to be made a careful inspection of all cattle intended for ex- 
 portation, the inspection to be made at such times, places and man- 
 ner as the Secretary might deem proper; for this purpose he was 
 authorized to appoint inspectors to make the necessary examina- 
 tions and to give official certificates stating the condition of the ani- 
 mals or of the meats. It was further provided that no clearance could 
 be given any vessel having on board cattle or meats for exportation 
 to a foreign country unless the owner or shipper thereof had an offi- 
 cial certificate stating that the cattle or the meats were sound and 
 free from disease. The law also provided that an inspection should 
 be made prior to slaughter of the cattle, sheep and hogs which were 
 the subjects of interstate commerce, and that in addition to an in- 
 spection of the live animal the Secretary could, whenever he deemed 
 it necessary or expedient, cause to be made a post-mortem examina- 
 tion of the carcasses of cattle, sheep and hogs about to be prepared 
 for human consumption and interstate commerce . . ." 
 
 Under the provision of this law each packing plant was given a 
 number and the first inspection was made in New York City on May 
 12, 1891. In June of that same year federal inspection was inaugu- 
 rated in Chicago and other midwestern plants. John Morrell & Co. at 
 Ottumwa, Iowa, was given the establishment number 17, a number 
 still used to indicate our federal inspection to this date. 
 
 99
 
 Agents of European countries which had set up restrictions on 
 American imports watched the results as the new law began to op- 
 erate fully. Germany was the first country to act, removing its re- 
 strictions on pork on September 3, 1891, and within a short time sim- 
 ilar actions were taken by Denmark, France, Italy and Hungary. 
 Exports immediately picked up and American meat packers were 
 the first to recognize the benefits of this worth-while legislation. 
 
 As with all packers at that time, John Morrell & Co., Ltd., had 
 to count on a good ice harvest each winter to carry regular killing 
 operations through the next summer. Ice was cut from the Des 
 Moines river by crews hired to do that work when ice on the river 
 was thick enough to cut. As the ice was cut it was stored in the ice 
 house to be brought out as necessary during the warmer months of 
 the year. The ice harvest was not always sufficiently large enough to 
 meet plant requirements and hence was a source of continual worry 
 to Foster. A small ice machine had been bought but its capacity fell 
 far short of the needs. 
 
 The ice harvest during the winter of 1890-91 gave every indica- 
 tion of falling off almost completely and so on January 30, 1891, 
 Foster wrote as follows to Liverpool : 
 
 "The cooling of our plant the coming summer is now an impor- 
 tant problem. We have saved about 5,000 tons ice. It will take 10,- 
 000 to run us. There is no ice here and does not look like any (though 
 any day conditions may change). If we have to go north it will mean 
 that the ice will cost us equal to 23/^ or $3 per ton in our packing 
 house next summer. 
 
 "The decision to be made now is whether we should buy ice at 
 this price or put in another machine. If we put the money into ice 
 it is gone ; if into a machine it will be there. It is only a matter of time 
 when we shall have to get one and we shall save 6 to $8,000 of its cost 
 this summer. Believe we should put in a 100-ton machine. It will 
 probably cost $25,000 to $30,000 with additional boiler capacity. But 
 should recommend getting a good one. We have too many repairs on 
 the Arctic and the cost of ammonia is very heavy. 
 
 "We also desire to draw your attention to the condition of our 
 
 100
 
 chill rooms which have fallen behind (in point of principle and 
 work) to those now being built, especially the two old ones. Because 
 of their location they cannot be rebuilt without more expense than 
 the room warrants. They have done very well for light hogs, but have 
 caused us considerable loss on heavy, every part of the hog having 
 been affected. Besides we require the room absolutely for our re- 
 finery . . . 
 
 "We should remodel, modernize and enlarge our entire plant so 
 that we can handle all the hogs we can kill, viz 2,500 per day winter 
 and summer and do it up in good shape — not in the way we have 
 often had to do . . . 
 
 "Packing houses are built and run with more margin than they 
 formerly were. Our idea is to raise our present main building one 
 story, making our present chill rooms and the top floor all hanging; 
 give the present old chill room part to the refinery. Then we should 
 have a good place. Should do away with the old runs and use iron 
 rails and travelers; they make quite a saving in labor. This plan will 
 not disarrange the slaughter part; nothing need be enlarged there 
 for the present. In the course of another year or so we may need an- 
 other dryer and some more tanks but before doing that we can have 
 the benefit of the enlarged plant for a year. 
 
 "There is economy in high buildings, the more compact the easier 
 to keep cool. It is not easy to calculate the cost of these improvements 
 on account of there being so much tearing up but should say about 
 $30,000." 
 
 Foster felt so sure of the need for the improvements he was sug- 
 gesting that he ofifered to take stock to the extent of his ability, or 
 to the extent the company wanted to sell, to furnish the necessary capi- 
 tal for the outlay. Needless to say, the expenditure was made, the 
 new ice machine purchased and the suggested changes in the build- 
 ing made. 
 
 Foster visited England in the spring of 1892. Just before leaving 
 he wrote Liverpool commenting on conditions in his trade area, ask- 
 ing the Liverpool directors to give consideration to two suggestions 
 for adding to the Ottumwa business. 
 
 lOI
 
 First, he told about an Englishman who worked in the Ottumwa 
 plant, who had developed an English Pork Pie product that might 
 be manufactured and merchandised successfully in America. He 
 suggested the English directors search for an expert pork pie maker 
 and send him to America to handle the business in Ottumwa. 
 
 His other suggestion concerned tankage and the possibility for 
 feeding it to chickens. It was his idea that certain portions of the 
 tankage would make excellent feed for chickens and that heat lost 
 from the tanks and engines in the winter could be used to keep chick- 
 ens warm. 
 
 Apparently consideration was given to both of these matters on 
 Foster's visit to England because a capable bakery man was secured 
 but the company ran into trouble with him because of certain labor 
 clauses. To get the man into the United States he must enter as a 
 free man not as a "bonded pie maker" as the firm desired. When this 
 snag was encountered the English Pork Pie product was given up. 
 Records do not show that the chicken business in itself developed to 
 any extent, but the manufacture of feed for chickens and livestock 
 developed and today is an important factor in the company's busi- 
 ness. 
 
 By 1893 things had become rather difficult for Foster and the 
 company in Ottumwa. Packing houses which had come into existence 
 since the firm's arrival in Ottumwa in 1878, were located at Cedar 
 Rapids, St. Paul, Sioux City and other points. These plants neces- 
 sarily curtailed the Morrell trade area both as to livestock and meat 
 products. Foster felt that his situation in Ottumwa was none too 
 good and that he should check possibilities for locating the plant at 
 a point where the market was not so competitive. Early in that year 
 he took a southern trip that included as one of his stops, Memphis, 
 Tenn. Apparently he found Memphis to his liking because the fol- 
 lowing letter was written to the directors in Liverpool: 
 
 "I have just returned from a trip south and lay before you the 
 result of same as I feel it has an important bearing upon the future 
 of our business, which I am sorry to say has seen its day in Iowa. 
 Conditions have changed so much since we came here that it is no 
 
 102
 
 longer a desirable place and must of necessity grow worse, as we are 
 gradually becoming surrounded by packing houses possessing facili- 
 ties that we cannot possibly possess situated as we are and we must 
 recognize them if we are wise to our own interest. 
 
 "Since we started here, St. Paul, Sioux City, Omaha, Nebraska 
 City and St. Joseph have all sprung practically into existence and 
 Kansas City has trebled if not quadrupled its capacity. We have 
 always had St. Louis as an outlet as no packing house that ever 
 amounted to anything has ever run there since we came here. But 
 Swift & Co. has bought the old Whitaker place and is making a large 
 and first class house out of it. This closes our last opening. We are 
 now entirely surrounded with houses which in the very nature of 
 this thing must ever reduce the size of the circle we are in for obtain- 
 ing our supplies and the same for distributing our product. We are 
 virtually infested by the enemy and we have not the resources they 
 have so the end must come sometime and we may as well look mat- 
 ters square in the face now while things are well with us as wait 
 until we are discouraged and the likely places outside this circle are 
 taken up. We have held our own so far by keeping our plant to the 
 front in improvements and have always had something to work to 
 ahead of us but now I know of nothing we can do to give us an ad- 
 vantage so are on a level with every other competitor and below 
 many and I cannot manage a business where I feel handicapped. I 
 am willing to take my chances in a free fight where all is equal. 
 
 "Look at the situation today fairly in the face, the points I have 
 named tell their own tale. Now look at Keokuk, Des Moines, Cedar 
 Rapids, Oskaloosa, Iowa City, gradually dr^-ing up or dried up. It 
 is not all the result of a short hog crop. As of late, hogs have passed 
 their doors that they could have gotten had they been willing to pay 
 the price. Mr. Kent told me that he heard Sinclairs were thinking 
 of closing the Cedar Rapids business and concentrating in Indianap- 
 olis and Kansas City. I have known for some time there has been 
 great dissatisfaction with the results of the Cedar Rapids business. 
 If they do close it will help us but we cannot bank on that . . . 
 
 "Look over the past five years; that shows the drift and we can 
 
 103
 
 expect no better fate along our present lines. Now for the relief. I 
 have felt for some time back that whenever a move was made it could 
 not be in the regular packing centers. My ideas were for Philadel- 
 phia but strange to say that field is now taken up and the opening 
 seems to be in the south. When I started my trip I had no idea of 
 Memphis in my route but was providentially thrown there for a day 
 and its position and resources surprised me, on the Mississippi river 
 at the throat of the southern trade. All freight for the great pork- 
 eating south from a line west of the Mississippi largely passes 
 through Memphis. It has ten railroads radiating in as many direc- 
 tions. It has good water drainage. It has 70,000 population, handles 
 in the height of summer 150 cars meat a week. It is in a section 
 where hog food can be raised cheaper than in Iowa but has only 
 been used for cotton that has gone back on them and the farmers are 
 most anxious to get into something that will have a steady market 
 and it will go into hogs if they can sell them. When hogs are cheap 
 in the west they cannot compete because of freight rates which are 
 50 to 60c per 100 lbs. from Memphis to Chicago and 80c from Can- 
 ton, Miss., and hogs were being shipped from both places to Chi- 
 cago when I was there and paying those rates. The land yields two 
 crops Irish potatoes per year; 250 bushel sweet potatoes and a 
 planter offered me his entire crop in the field at i23^c for 60 lbs. The 
 same ground raised one crop corn and one crop peas the same sum- 
 mer. Hogs fatten and breed all the year round and the farmers are 
 needing someone to start a place which will secure them a steady 
 market. While the crop of hogs is being prepared Memphis can draw 
 on an old settled hog territory for supplies and as I will show you 
 later without much disadvantage. Memphis is from Kansas City 
 same distance as Chicago is from Kansas City so can draw hogs from 
 there or points between, also from Tennessee, Kentucky and south- 
 ern Illinois. While these are not all classed as hog states they raise a 
 great many and Memphis can draw naturally and easily from states 
 which according to the last government census had a stock of 12,500,- 
 000 hogs out of which we surely in the course of two or three years 
 ought to manage to secure at least 300,000 to 500,000, as in a good 
 
 104
 
 deal of the territory there would not be a shadow of competition 
 from any other house. We should be the farthest house south. 
 
 "When in New Orleans I looked up shipping facilities and found 
 cars run alongside steamers under covered docks. The West Indian 
 Line averages six steamers a month. The Harrison Line about as 
 many. The time from Memphis to New Orleans is 36 hours for 
 freight and 13 hours for passengers. I called on the general freight 
 agent of the Illinois Central Road who informed me the rate from 
 Memphis to New Orleans is only I2>4c. This with 15% ocean makes 
 under 30c, Memphis to Liverpool against 53c, Ottumwa to Liver- 
 pool. Our rate on hogs to Chicago is 20c, rate from Memphis to Chi- 
 cago, 50 or 60c. These figures speak volumes, no argument is neces- 
 sary. Now suppose we buy hogs or green hams in Kansas City. Rate 
 to Memphis, 25c, Memphis to Liverpool, 30c, 55c through. Same via 
 Ottumwa. Kansas City to Ottumwa, 15c, Ottumwa to Liverpool, 
 53-68C. Kansas City to Liverpool direct without any break of freight 
 — 50c inland, 9c ocean — 59c against 55c via Memphis. You can- 
 not figure to beat Memphis any way you take it. Mr. Morey, the 
 general freight agent, is most anxious to have us locate and in order 
 to help us build told me he would make special rates on hogs in to 
 any extent that would be reasonable. Freight rate on salt, New Or- 
 leans to Memphis, about 5c per 100 lbs. by river. 
 
 "Armour of Kansas City paid one Memphis firm $40,000 for 
 boxes last year. It is a center for all kinds of boxes, barrels and build- 
 ing lumber which is about $10 per 100 against $16, Ottumwa. Brick 
 is also made there. Another feature is the fact that by degrees we 
 can encourage potato and pea fed hogs which will equal Canadian. 
 I saw some smoked bacon, the skin of which looked more like smoked 
 Irish than any I ever saw on this side. 
 
 "Pure lard is a dead trade. This bulge in lard has given Lardine 
 & Co, such a hold that it will not go back for some time. We cannot 
 make compound lard here. Should have both oil and stearine to buy 
 from our competitors and ship here on local rate. There we can buy 
 the oil right out of the mill and have it pumped to the packing house 
 or we can press it ourselves. There is a possible beef business there, 
 
 105
 
 cattle being very cheap but this T won't advocate at this stage. 
 
 "I know this reads ahnost like a fairy tale but every word can 
 be authenticated. Kvery figure was obtained myself from headquar- 
 ters. There is no say so in it except in the salt freight. Fuel was about 
 the only thing I did not go into. And that cannot be out of the way 
 as St. Louis is decidedly cheaper than Chicago and Memphis has 
 river rates from St. Louis, besides it is within 150 miles of Birming- 
 ham, the coal and iron center of the south. 
 
 "With this presentation you will, I am sure, admit it worth con- 
 sidering. In my mind coming to Ottumwa was nothing to it, espe- 
 cially with our 15 years experience on top of coming here. In my 
 opinion if we miss this chance we shall forever regret it. This does 
 not mean the abandonment of our Ottumwa plant. It will help us 
 here as Ottumwa people have a kind of idea that we are coming and 
 that it is Ottumwa that is doing it and not John Morrell & Co. and 
 we shall never stand where we should in their eyes until they see we 
 can do as well or better somewhere else. The people of these interior 
 points are growing insulting. Des Moines people are just getting an 
 awful raking through the papers for doing so little. I don't want to 
 be in the box Des Moines is in. When they come to that on John 
 Morrell & Co. I want to be ready to get out. 
 
 "The people of the south will receive us with open arms. We 
 will not only control a market of 70,000 people but also the New 
 Orleans market too. There is scarcely any limit to the development 
 of the south in the line of fresh meat and ofifal. Mr. J. H. Morrell 
 is planning to sail as arranged and will visit Memphis on his way 
 so that he can go into the matter from personal knowledge. I urge 
 action in this matter and no time should be lost. We shall have to 
 get the people to do all for us that we can. Several ways suggested 
 themselves but this can wait. All I can say is it is the chance of a life. 
 I cannot see anything against it, although in the course of working 
 it out, the disadvantages will be revealed. Think however they can 
 only be small compared with the advantages. Please look thoroughly 
 into it and be ready to intelligently act while Mr. John is over." 
 
 Correspondence available doesn't indicate what consideration 
 
 106
 
 ^J/iar,^ti^^(hii^ 
 
 1847-1915 
 
 CHAIRMAN, 189J-1915
 
 might have been given by the directors to Foster's recommendations 
 as contained in this letter. However, conditions must have developed 
 favorably in Ottumwa soon after this letter was written because a 
 bigger and better plant began to arise immediately after the disas- 
 trous fire of July, 1893. 
 
 If the financial panic of 1893 wasn't enough to shake the faith 
 of Foster, the fire which almost totally destroyed the Ottumwa plant 
 in that year must have given him many doubtful moments. Foster 
 always a vivid letter writer, tells about the fire in a letter to the di- 
 rectors in better terms than we might today. He wrote them on July 
 14, as follows: 
 
 "It is with great sorrow that I have to tell you of the destruction 
 of the main portion of our packing house by fire Wednesday night. 
 I was at the opposite end of the city at 8:10 p.m. when the whistle 
 blew the fire signal and having a horse and buggy with me made a 
 quick run to the plant only to see before reaching it that the entire 
 top story was in flames apparently coming out of all parts of the 
 roof and so fierce. What with my knowledge of the walls in many 
 places being built in patches and carrying all they would bear with- 
 out fire, felt it would not be prudent to order in any men to save any 
 of the property. Quite a little lard might have been saved but for 
 this feature. There was not the slightest chance of saving any part 
 of the building as it was like a seething furnace. So turned all our 
 attention to saving the other buildings. Warehouse D was never in 
 much danger as the wind was due south and very gentle while that 
 building lay to the west, but the slaughterhouse although to the south 
 was close enough to have taken fire even in spite of the wind but 
 by keeping it doused with water prevented the fire spreading that 
 way, but the wooden bridge connecting Warehouse A and the slaugh- 
 terhouse was threatened with destruction for a long time and there 
 was where the main fight was and the men did well. Our own pump 
 and hose really saved that building as the city hose could not reach 
 the top of the bridge, but two little streams from our own mains 
 held the flames in check where all else failed. The men never flinched 
 but stood right to it. When I sent the first cable about 1 1 o'clock 
 
 108
 
 or 12 the result hung in the balance. Had quite a job to save the 
 Cooper Shop, cordwood and staves north of the packing house but 
 that was also done. All the principal books were put in the vault but 
 some minor books containing the shipments of that day were lost. 
 Could not open the vault yesterday but got in this morning and found 
 everything perfect so work goes right along. We are using one of 
 the old cottages for an office and are getting into shape. 
 
 "The fire burned fiercely all night but after 2 a.m. there was 
 practically no danger to the other buildings. The walls inside and 
 out kept falling with crashes but no one received a scratch that I 
 know of. As soon as we could get near we played water on the vault, 
 also on the beefhouse and the brine tanks of the Vilter ice machine, 
 which is saved with the pumps. But the brine tanks of both Arctic 
 machines are gone. The office is clear gone and so are the contents 
 of the smokehouses, but the houses stand. Am afraid they are unsafe. 
 We have ice in Warehouse D so we're in good shape there. My first 
 idea was to get ready for slaughtering again but found after a little 
 investigation yesterday forenoon that a great deal of meat might be 
 saved in a damaged condition if attended to at once so stopped all 
 preparation for slaughtering and have done nothing but save meat 
 today using Warehouse D as far as it will go and making a cold 
 storage room out of the north room of the big ice house which we 
 hope will enable us to handle all that is fit to save. What is not fit 
 we are putting in the tank and are skimming thousands of pounds of 
 grease from our sewer system from the melting sides. 
 
 "The city firemen worked hard and were very obliging. In fact, 
 letters and telegrams have showered in upon us from all sides ex- 
 pressing sympathy and ofifering aid. The C. B. & Q. people have done 
 everything they can to help. We have had one of their big engines 
 all the afternoon pulling the tangled coil pipes out of the ruins and 
 have taken out more than we could take out in a week by hand. The 
 C. B. & Q. at once took up the matter of freight on building material 
 and all railroads coming in here make ^4 rate on all material used 
 in our new building. This was unasked and certainly unexpected. I 
 always knew railroad men were warm hearted to those who treated 
 
 109
 
 them right but hardly looked for such treatment as they have given 
 us. These evidences of interest in our business are very encouraging. 
 
 "We have ascertained our insurance as cabled and are working 
 on stock now. 
 
 "Saturday, July 15. We are turning all our attention to saving 
 the meat in the cellars. A fire insurance adjuster was here today and 
 expressed himself well satisfied with what we are doing only we are 
 not doing it fast enough so have given up all preparation for new 
 work and are attending to the salvage." 
 
 At the time of the fire the plant consisted of three large main 
 buildings, commonly known as the killing building, the main build- 
 ing, and Warehouse D. In addition there were several small build- 
 ings, such as engine room, boiler room, cooper and carpenter shops. 
 As Foster states the fire was confined to the main building. But its 
 destruction seriously crippled the company's operations, as it had 
 housed the entire chilling, cutting, curing, lard refinery and sausage 
 departments, together with practically all the supplies used in proc- 
 essing and shipping the product. It was particularly unfortunate 
 that the office, which adjoined the main building on the north, was 
 completely destroyed and many valuable records lost. 
 
 The fire continued to burn during the night of July 12 but did 
 not burn itself out completely for several days. However, on the fol- 
 lowing morning plans were made to get the plant back into opera- 
 tion. A temporary office was established in a cottage owned by the 
 company and hundreds of men were employed to clear away the 
 debris and to save what product the flames had not consumed. 
 
 In a few days a runway was constructed between the killing 
 building and Warehouse D and the dressed hogs were run over and 
 chilled there in makeshift coolers. Later the carcasses were cut up 
 in the same building. The smokehouses located in the burned build- 
 ing, while still standing, were so badly damaged they had to be 
 dynamited. Temporary smokehouses were erected and, all things 
 considered, "business as usual" was the order of the day in less than 
 a week's time. 
 
 The total loss ranged between $500,000 and $600,000, a stagger-
 
 ing sum in those days. But because of the panic of 1893 the loss 
 threatened to bankrupt the company, even though the loss was well 
 covered by insurance. Although the records by which the loss could 
 have been determined were lost in the fire, the insurance companies, 
 with one exception, paid up promptly and in full. 
 
 Out of the fire began to arise a bigger, a better packing plant 
 for John Morrell & Co., Ltd., of Ottumwa. It could be considered 
 a blessing in disguise, because never again were conditions permitted 
 to exist which had made such destruction possible in 1893; and from 
 the ruins of the fire came bigger and better buildings, with the latest 
 in packing house equipment. 
 
 R. Ames Montgomery in his book, Thomas D. Foster, a Biog- 
 raphy, sums up the tried and tested Foster of 1893 in these words, 
 "In this period of the business, the administrative resourcefulness 
 of Foster was severely tested, the panic of 1893 proved to be the death 
 of many business organizations in the United States, which were un- 
 able to secure sufficient loans to tide them over the difficult shoals of 
 falling markets and mounting expenditures. By this time, Foster had 
 proved his ability as a financier as well as his expertness as a packer. 
 He had formed connections with the best financial organizations in 
 New York and Chicago. With them his credit was sufficiently well 
 established to enable him to secure funds when the company's treas- 
 ury needed ready cash. 
 
 "But with the panic came a disaster that well-nigh forced John 
 Morrell & Co., Ltd., into bankruptcy. On the evening of July 12, 
 1893, a devastating fire almost entirely destroyed the Ottumwa plant. 
 Through the carelessness of a clerk, who failed to return the stock 
 books to the company safe that night, these, too, were destroyed. 
 Thus the very records on which the company's claim for insurance 
 against loss could be based were lost. It was a dark morning. Many 
 men, going about the smoking ruins, shook their heads and uttered 
 gloomy prophecies: 'The company would not be able to recover.' 
 
 "Not so Thomas D. Foster. 'It looks pretty bad,' he said, 'but we 
 are not busted yet'- — the echo of the motto on the Foster coat of arms 
 must have been running through his mind, as he walked amid
 
 the ruins of his phint — Si fracttts forlis, 'If broken be brave.'" 
 
 The first refrigerator cars, 25 in number, to be owned and oper- 
 ated by the company in Ottumwa were built in 1893. The first cars 
 were nearly all of the brine tank or beef type, wherein the meat 
 was supposed to be maintained at a constant temperature, low enough 
 to avoid spoilage by the use of a brine mixture. These cars did not 
 allow for circulation of air, a fact which ultimately made them un- 
 suitable for carrying packing house products. Later on the cars were 
 converted to the bunker type which is still in use today. In this car, 
 ice was placed in bunkers at either end. Circulation of air was also 
 provided for, thus overcoming the main objection to the older car. 
 
 In 1895 the Morrell Refrigerator Car Co. was organized under 
 the laws of the Commonwealth of Kentucky. It became the holding 
 company for all rolling stock owned or leased by the firm. The 
 first share of stock was issued on June 6, 1895, to Thomas D. Foster, 
 who was also president of the new company. 
 
 With all his trials and tribulations, the home of Thomas D. 
 Foster was still a happy one and a growing one. Joining the two boys 
 and three girls already in the family were three boys and two girls. 
 George M., born May 16, 1887, and John Morrell, born November 
 25, 1894, were to become active in the company's business in later 
 years. 
 
 It was during the reconstruction period, when the firm's business 
 was being carried on under severe handicaps anyhow, that company 
 officials learned of the possibilities of domestic trade. Activities of cer- 
 tain competitors during this period showed Morrell officials that 
 domestic consumption could easily absorb all the product which had 
 been sent to Liverpool in years past. Since that time domestic trade 
 has received more and more attention, until today the export busi- 
 ness is a very small portion of the total. 
 
 Following Thomas Swords as superintendent at Ottumwa was 
 William Logan. He was succeeded by P. E. Henneberry in 1889. 
 Henneberry was well versed in Morrell operations, having been em- 
 ployed by the company for several years in Chicago prior to his 
 transfer to Ottumwa. He served as plant superintendent until 1893
 
 when there was a short break in his service. John Breakey was then 
 named superintendent and was serving in that capacity at the time 
 of the disastrous 1893 fire. Henneberry was re-employed when 
 Breakey left after serving only about six months. 
 
 During this period many, who were to reach high positions in 
 the company began their service. Among this group of men were T. 
 Henry Foster, who spent the summer vacation of 1887 driving hogs 
 in the stockyards under the direction of Major Spilman; W. H. T. 
 Foster, who spent his first summer vacation as a mail boy in the of- 
 fice; and M. T. McClelland, brother-in-law of T. D. Foster, who 
 started in 1891 as a mail boy. Among others to hold responsible super- 
 visory positions in the office or plant were : A. T. Gardner, J. C. Lor- 
 ing, E. W. Stater, S. M. Birney, F. M. Cox, Lyle Mosher, Thomas 
 Vaughan, A. B. Osier, C. H. Freeman, A. P. Murphy, C. C. Reed- 
 quist, J. A. Anderson, Ernest Manns, J. L. O'Malley, P, R. Hollo- 
 way and George Alford. Other men, known to many still working for 
 the company today, who started at this time were: Conrad Altherr, 
 B. F. Allender, John Lynch, Charles Huddleston, E. O. Cline, E. A. 
 Rabens, J. W. Stiles, Sam Huddleston, Columbus Gooch, Edward 
 Stiles, F. M. Brady, T. P. Coughlin, Isaac Richards, Isaac Waldo, 
 August Frank, and many others. 
 
 T. Henry Foster worked for three summers in different depart- 
 ments before coming to the plant to work regularly. It was in 1890 
 that he started on a regular basis, working in the Smoked Meat de- 
 partment as assistant to Fred Bullock, then foreman of the depart- 
 ment. The entire force of the department at that time consisted of 
 five men, including Jack Durkin, who claimed to be the champion 
 ham sewer of the United States. Foster remembers in those days, 
 especially during the summer time, that all smoked meats were sewed 
 in canvas and yellow washed, or sewed in burlap. After a year Foster 
 left the firm to attend college. However he returned in 1894 ^""^ 
 applied for a job again. He was hired in the office as a bill clerk. 
 When Foster began his period of continuous service with the com- 
 pany in 1894, the entire office force consisted of 20 people. 
 
 In 1895 he was made assistant bookkeeper and a year later was 
 
 i'3
 
 placed in complete charge of the books. He chose as his assistant 
 A. P. Murphy, who was then serving as stock clerk. In those days 
 there were no loose-leaf ledgers and much night work was necessary. 
 It was not uncommon for both men to work on the books from 7:00 
 o'clock in the morning until 10:00 or 11 :oo at night. 
 
 It was at this time that the first comptometer was placed on the 
 market, a crude wooden afifair. The manufacturers requested the 
 company to take one and give it a try. A trial was agreed to and the 
 machine was turned over to Foster and Murphy to experiment with. 
 In those days bookkeepers were quite expert at adding up long col- 
 umns of figures and, after spending an hour hitting the keys on this 
 newfangled machine, Foster and Murphy decided they could beat it 
 with pencil and paper. So it was boxed up and returned to the manu- 
 facturer with a letter stating that it was no good. 
 
 In 1895 the first advertising piece, other than small ads in news- 
 papers, appeared under the company imprint. Entitled "Corn Fed 
 Hams & Bacon," it outlined the advantages of purchasing "Iowa's 
 Pride" hams and bacon. Appropriately illustrated, it told the Mor- 
 rell story and finished up with several tasty recipes for ham and 
 bacon dishes. The copy was written by T. Henry Foster. 
 
 The firm's first branch house was opened in Boston, Mass., in 
 1896 with Harry P. Hale as the manager. He was assisted by W. H. 
 T. Foster, who had received his start several years before as a mail 
 boy during a summer's vacation from school. After his schooling, 
 Will Foster had been placed in charge of the lard refinery and the 
 chemical laboratory. At his father's suggestion, however, he had be- 
 come well versed in the packing business and was ready to take over 
 the new position opened for him at Boston. 
 
 In opening the Boston branch, it was Thomas D. Foster's hope 
 that the firm could get better distribution for its products in the 
 east. The branch was a small one and the equipment was not all that 
 could be desired. However, Hale and Will Foster did a competent 
 job and the name of Morrell gradually became better and better 
 known in the Boston area for quality meats. Will Foster has the dis- 
 tinction of being the first Morrell salesman in the east. 
 
 114
 
 Several trade-marks came into existence during this period. The 
 words, "Three Pig," were registered for use on lard, hams, bacon and 
 shoulders in 1893. Another mark showing the word, "Wapello," 
 used in connection with the bust of an Indian was first used on break- 
 fast bacon in 1888. This mark honored Wapello County, of which 
 Ottumwa is the county seat. Later on this mark was placed within 
 the design of a heart and registered in that manner. "XXX" brand 
 came into existence in 1894 for use on hams. 
 
 In the early days of John Morrell & Co., Ltd., in Ottumwa there 
 was no organization which gave financial aid to employees who be- 
 came sick or disabled, or which provided benefits for the families of 
 those employees who died while in the service of the company. This 
 matter came to a head in 1891, when in the space of 10 days it was 
 necessary to take up a voluntary collection three different times to 
 provide for employees who had to be away from the job because of 
 illness. When this happened a group of men got together and dis- 
 cussed the possibilities of setting up an association which would 
 automatically provide for such contingencies. 
 
 W. B. Ramsell, W. H. O'Malley, William Biundell and Paul 
 Gobat were in a group who developed an idea for more systematic 
 relief and presented the matter to Thomas D. Foster. While Foster 
 favored the plan, the matter was allowed to drift for two years. 
 
 On February 22, 1893, ^ meeting of employees was called and 
 the plan was presented in a more vigorous manner. With more than 
 80 persons present and giving enthusiastic support it was decided 
 to go ahead and organize. Ramsell was elected temporary chair- 
 man and instructed to draw up a draft for the constitution and by- 
 laws of the Packing House Mutual Benefit Association. 
 
 Both Ramsell and his wife worked hard at drawing up the con- 
 stitution. It was solely due to their thought and foresight that the 
 new association got off to such a good start. When the constitution 
 and by-laws were finally adopted A. R. Brown was elected presi- 
 dent, Ramsell, vice president, and H. McConkey, secretary. 
 
 The association proved to be popular from the beginning, with 
 Foster offering financial aid to put it on its feet at the start. It was 
 
 '15
 
 launched with a membership of 300. Names of some of the charter 
 members are well-known to present day employees of the Ottumwa 
 plant: B. F. Allender, Conrad Altherr, Frank C. Briggs, Edward 
 O, Cline, William Dunning, John T. Foxx, Charles H. Freeman, 
 Nevil W. Glew, Paul E. Gobat, Joe Hanrahan, Sam Huddleston, 
 Jesse Kling, A. B. Osier, Heston Simmons, Edward Stiles, John W. 
 Stiles, and Patrick Whalen. 
 
 Years later the name of the organization was changed by an 
 amendment to the constitution to the Packing House Mutual Aid 
 Association. The P.H.M.A.A. has continued to progress in tune with 
 the times and was an active factor in the relief needs of Ottumwa 
 employees through 1946. 
 
 116
 
 18 9 7 
 
 ^SiAf^DV "^^^ period from 1897 to 1906 was one of expansion 
 y^^^^^Y^^ as well as one of trial and tribulation for John Morrell 
 •^r %^ ^f & Co., Ltd. Correspondence between the directors in 
 Liverpool and Ottumwa continually covered discussions on over- 
 drafts, losses and occasionally profits, new equipment, buildings, 
 competitors both in the English and American markets, product, 
 livestock, and other matters. 
 
 The condition of product on arrival in England was a source of 
 continual worry to the English directors. Most of the trouble seems 
 to have stemmed from meat in which joints had soured. Thomas D. 
 Foster, in the Ottumwa plant, made many attempts to cure this 
 trouble and would report on his efforts to Liverpool. Typical of let- 
 ters on the subject is the following written by Foster on July 7, 1897: 
 
 "We are very sorry that the case of Borax meat is up again. We 
 were hoping the 'humidifiers' would solve our trouble. There is some- 
 thing very peculiar about it. We seem to have reached a point where 
 our joints won't take cure in the summertime except where the pickle 
 
 117
 
 is forced by the pump, which is not a natural way for the meat to 
 act. All the meat has plenty of salt on it when turned and makes 
 pickle all right. Have thought, perhaps, there is some chemical 
 action on the part of the sugar that closes the pores, so we are trying 
 some with plain saltpetre. Bullock thinks there is too much circula- 
 tion in the cellar (of air) but that scarcely seems likely as the square 
 shoulders which are cured in cribs don't take salt anymore than the 
 hams. There is some atmospheric or chemical condition at work which 
 prevents the joints taking salt as there is an abundance of salt put on 
 to cure the meat. We are, however, making some experiments by 
 using salt about as we do on common meat." 
 
 Later in the summer he wrote Liverpool again as follows, "We 
 are sorry to have continued complaint of taints, but it looks now as if 
 we are on the right track. Some meat shipped this week appears 
 entirely different to what we have been shipping. Stopping the sugar 
 has decidedly helped, but curing in the bins in place of the open 
 cellar seems to have given the best results." 
 
 Knowing meat as well as he did Foster and his staff ultimately 
 overcame many of the objections raised by the English trade. How- 
 ever, there were factors over which he had no control, factors of 
 concern to the English market alone. Most important of these was 
 the problem of weights. Most English buyers wanted their meat in 
 lightweight pieces rather than heavy. Liverpool was continually 
 appealing for lighter hams, sides, bellies, and other cuts. Weight was 
 not a factor that Foster could control because of the firm's pledge to 
 buy every hog brought to the plant. Quite often the hogs brought in 
 were of the heavier weights or constituted a considerable portion 
 of the purchases. Liverpool received a certain percentage of the 
 slaughter and necessarily a part of the shipment consisted of the 
 heavier cuts. Likewise Foster had no direct control over the product 
 after it left Ottumwa for shipment to Liverpool. Transportation 
 difficulties and time undoubtedly accounted for considerable soured 
 or tainted meat. Even the elements played their part; the winter ice 
 harvest was still important; meat packing was still a major winter 
 business, although better and more efficient refrigeration equipment 
 
 119
 
 was coming on the market, making summer operations possible. But 
 refrigeration requirements, via rail and water, were a problem to all 
 packers. 
 
 Speaking of the elements, Alfred Morrell, one of the Liverpool 
 directors, reported to Foster that a ship bound from America was 
 sunk in a storm off the English coast and the cargo lost. In the cargo 
 was a considerable shipment of Morrell meats. The letter went on to 
 say that the insurance company had paid in full on the declared 
 value of the meat, but that the company would lose money because 
 the meat could have been sold on the Liverpool market for some 
 £200 more than received from the insurance company. However, he 
 concluded philosophically, "We are carrying a pretty heavy stock 
 at the moment and the loss of this shipment from America will not 
 seriously interfere with our operations." 
 
 During these years the company figured its profit and loss state- 
 ments on a half yearly basis, with Liverpool and Ottumwa each 
 preparing separate statements. A combination of the two statements 
 gave the directors the information covering the year's operation. The 
 year of 1898 was an exceptionally bad one for the company, one-half 
 year statement showing a deficit of some £14,100. The Ottumwa loss 
 was £27,100, while Liverpool showed a profit of £13,000. On 
 November 16, Foster wrote the English directors commenting on the 
 loss sustained by his plant in the following words : 
 
 "We expected a heavy loss but it exceeded the writer's expecta- 
 tion by about $25,000. Can only hope that with the help of the 
 October English business you will make a showing that will go quite 
 a good way towards neutralizing the loss. After reviewing the opera- 
 tions we cannot see that it could have been changed very much and 
 still do the volume of business we have done. We are committed to 
 a large business which we are bound to protect. 
 
 "The only error we can discover is that we did not keep sold up 
 on our contract and heavy stuflf and lard. We might have done this 
 and saved a great deal of money, but there was the fear that if we 
 sold entirely out other packers might get the market into their own 
 hands. Then they could have made their own prices and controlled
 
 the jobbing trade when we were out. The season has been one of the 
 hardest to work we ever remember. . . . 
 
 "As already intimated in previous correspondence the whole 
 problem resolves itself into one of the survival of the fittest. It is very 
 plain to those who are in the midst of the contest. So far we have 
 held out and are not afraid now if we all hang together and keep our 
 plant to the front. We have been in the graveyard of four Iowa con- 
 cerns, three of them with equal or better chances than our own — 
 Iowa City, Des Moines, Keokuk and Oskaloosa. When these, with 
 Cedar Rapids, were giants, we were pigmies. But this summer we 
 passed them by 30%. Why? The answer is plain. We have never 
 stopped at expense in keeping our plant modern, and side by side 
 with that we have tried to keep our methods modern, just and in close 
 touch with the requirements of the trade. This is the only way to 
 hold our own and any other policy is suicidal. There never seems 
 to be any actual stopping place and the packing house that makes one 
 for itself falls by the wayside or is hopelessly left behind. This is the 
 spirit of this country." 
 
 It was not at all uncommon for one organization to show a profit 
 while the other reported a loss, sometimes Liverpool, sometimes 
 Ottumwa. In most of the years, except for 1898, the profit or loss was 
 comparatively small. However the value of the company stock re- 
 mained at a comparatively stable £168 per share, and stockholders 
 received a 5 or 10% return on their investment. 
 
 As in the days of John Morrell, the English company was con- 
 tinually plagued with financial matters. It was not an unusual thing 
 when Alfred Morrell would write to Foster in America that £60,000 
 was due the Bank of Liverpool and would have to be taken up in four 
 installments of £15,000 each in a very short space of time. Usually 
 Foster was able to cable necessary funds from America to keep the 
 English firm's credit in good standing. In America, Foster had con- 
 tinued his amicable relations with banks in Chicago, New York and 
 Boston and was able, almost on demand, to get such funds as he 
 needed for the successful operation of his meat packing business in 
 Ottumwa. 
 
 121
 
 The activities of the company's competitors in America and Eng- 
 land were disquieting to both Foster and Morrell. In England, 
 Alfred Morrell was continually worried about his competitors and 
 reported fully to Foster as to type of meat they were selling to good 
 advantage, the prices they were asking, and many times suggesting to 
 Foster that certain cuts should be processed in line with a popular 
 competitor's cut on their market. 
 
 While Alfred Morrell was having his troubles with competitors 
 in England, Thomas D. Foster was not finding everything to his 
 liking in the United States. In a letter addressed to the directors at 
 Liverpool, he wrote: 
 
 ''There is unrest around generally amongst houses that have no 
 specialties. Meantime Armour and Swift pound away; the former 
 particularly and seems determined to do a larger share in the business 
 than ever. It means survival of the fittest. There is no other result 
 possible. Armour has made one of the boldest moves this week ever 
 undertaken in the packing business and it only applies to Iowa. It is 
 manifest on its face what the object is, viz. to hit Ottumwa and Cedar 
 Rapids. These are the only interior western points cutting very much 
 of a figure. To kill us ofif is the move, and the plan is: making a flat 
 price delivered to any railroad station in Iowa. This is a master 
 move as all the roads passing through Ottumwa and Cedar Rapids 
 enter Omaha, so Armour can ship for one rate. While if we have to 
 ship to points on the Chicago and Northwestern, Illinois Central and 
 such as don't touch Ottumwa, we have to pay two local rates and be 
 subject to unavoidable delays and transfers. Nearly all the roads in 
 Iowa that don't come into Ottumwa or Cedar Rapids go to Omaha, 
 so Omaha has one rate to nearly all points in Iowa. 
 
 "We do not feel at all discouraged but it means, if we are to hold 
 our place, that we must have every modern piece of equipment in 
 connection with our plant and that we must be aggressive in the dis- 
 position of our product and occupy every inch of territory we can 
 reach in England and on this side. 
 
 "We shall meet the situation here with a bold front and may 
 adopt the same plan as Armour has, absorbing the extra freight and
 
 trusting to our quality to overcome it. We are watching results of 
 the experiment and will follow it closely." 
 
 In the latter part of 1902 and early 1903 a dissension arose be- 
 tween the directors in England and America 'covering general 
 policies of the company. This dissension was so serious that con- 
 sideration was given to the idea of selling the business to the public. 
 This came about when the English directors put forth the proposal 
 that the company be changed to a public business, with a bond issue 
 to be floated. 
 
 This proposal was not acceptable to the American directors and 
 they offered to sell their interests or buy out the English directors. 
 Eventually, however, the difficulties between the directors in the two 
 countries were ironed out, the old relationship re-established, and 
 business went on as before. 
 
 During February and March of 1903 the Articles of Agreement 
 of John Morrell & Co., Ltd., adopted in 1887 were revised. Most 
 important of the revisions were: 
 
 Increase of capital from £250,000 to £500,000. Previously the 
 company's capital had been divided into 2,500 shares of £100 each. 
 In the new Agreement the capital was to be divided into 250,000 
 Preference Shares of £1 each, 225,000 being listed as A Ordinary 
 Shares of £1 each and 25,000 B Ordinary Shares of £1 each. 
 
 The B Ordinary Shares were intended to be appropriated and 
 set apart for allotment to employees of the company. The Agreement 
 reserved for the directors the right to determine from time to time 
 which employees were to receive an allotment of the shares. Owner- 
 ship of these shares did not confer upon the individual the right to 
 vote at any of the general meetings of the company, to receive notices 
 of such meetings, or to receive copies of the annual balance sheet. 
 Holders would benefit from dividends, however. 
 
 A further provision provided for the conversion of shares, 
 whether A or B Ordinary, into stock of the company. By converting 
 their shares, directors would be entitled to participate in the divi- 
 dends and profits arising from the business. 
 
 Four directors, Thomas Dove Foster and John H. Morrell of 
 
 123
 
 Ottumwa, C. E. L. Gregson and Alfred Morrell of Liverpool, were 
 listed. Foster was named as the first chairman. 
 
 The balance of the Agreement covered pretty much the same 
 details as that of 1887. 
 
 The make up of the board of directors continued as shown in the 
 new Agreement for only a short time when Gregson resigned. He 
 was succeeded by John Morrell, the younger. Morrell, who had 
 served as chairman of the company from 1900 to 1903, had returned 
 to England following failure of his South African venture. He con- 
 tinued on the board until his death on March 16, 1905. At the next 
 annual meeting of the board, William H. T. Foster of Ottumwa was 
 appointed succeeding Morrell. At this same meeting William A. 
 Venables was appointed a junior director. 
 
 The position of junior director was a new one for the firm. It 
 came into being in 1905 when a special resolution was drawn up and 
 adopted by the directors on September 22. This resolution reads in 
 part: 
 
 "The Company may from time to time in General Meeting ap- 
 point Junior Directors and may determine the number of such Junior 
 Directors and their remuneration and the period for which they are 
 to hold, and the rotation in which they are to go out of office. 
 
 "The qualification of each Junior Director shall be the holding 
 of not less than 100 A Shares in the Company or an equivalent amount 
 of Stock. 
 
 "The Junior Directors may be selected from the Employees of the 
 Company and shall be entitled to their remuneration as Junior 
 Directors in addition to their remuneration as such employees. The 
 Junior Directors shall also, notwithstanding the provisions of Article 
 26 of the Articles of Association, be entitled to hold B shares in the 
 Company. 
 
 "The Junior Directors shall have all the powers of Directors as 
 fully as though the word 'Director' when used in the Articles of 
 Association of the Company included the Junior Directors, and the 
 Junior Directors shall be members of the Board and shall be entitled 
 to attend and vote at the Board Meetings. Save and except that each 
 
 124
 
 Junior Director shall only have one vote at a Board Meeting and each 
 of the other Directors shall have two votes. 
 
 "The Directors and the Junior Directors shall be entitled to 
 charge and be paid in addition to their ordinary remuneration their 
 travelling and other disbursements and expenses when travelling 
 upon the business of the Company or for the purpose of attending 
 Board Meetings." 
 
 Both the American and English concerns took many steps during 
 this period to increase their outlets by establishing branches, jobbing 
 routes, erecting new buildings in America and acquiring others, 
 securing new machinery and by many other steps. 
 
 In England the company put its travelers on a y2% commission 
 on spot lard sales. Previously these travelers had received i%, how- 
 ever in making the reduction, the company gave assurances that 
 increased quantities of lard would be made available. At the same 
 time the Liverpool organization increased its sale of lard in France 
 and Germany. In America, Foster decided to change his jobbing 
 trade a little by pushing "Iowa's Pride" hams and breakfast bacon as a 
 special article. It was his plan to have these products handled by the 
 better groceries in the east. Boston was to be one center. New York 
 another. A salesman, employed on a commission basis, began work- 
 ing central New York state from Buffalo to Albany. This salesman 
 received his product in bulk and delivered as he sold. He also 
 carried small stocks in Bufifalo and Rochester. 
 
 Much of the activity in connection with expansion took place in 
 America, where Foster decided that if he was to hold his place in the 
 field he must do it by making a superior product in the most up-to- 
 date factory equipped with the most efficient of modern day equip- 
 ment. In developing his program, Foster moved first into the field of 
 branch house development. He had made his initial move in that 
 direction in 1896 when the Boston branch was opened. It was a move 
 that had been highly successful. 
 
 Now he was ready to enter the New York market with a regular 
 branch house. The company had been in the New York area pre- 
 viously, from 1864 to 1874, but with a business office only. Foster's 
 
 125
 
 reasons for moving into the New York area, as recorded in a letter 
 to Liverpool, vs^ere: 
 
 "There is a business to be built up in high grade goods and our 
 'Iowa's Pride' meats are gaining quite a reputation and are being 
 widely talked about. So feel the time has come to strike out for a 
 trade that we believe will pay better than working ourselves to death 
 putting our meats in competition with common brands in this 
 western country, as we are sure we don't get the difference in value. 
 Again, New York is a great place for bellies at certain seasons of the 
 year and we can buy them much cheaper there than we can in the 
 west. By buying them green and curing them ourselves we can supply 
 part of our finer grade of breakfast bacon. So taking all together we 
 feel the time is opportune for making this experiment." 
 
 New York was also the center for the West Indian trade. Large 
 quantities of pork were shipped into the West Indian islands and 
 Foster hoped in this manner to use up some of his oversupply of this 
 product. 
 
 In January of 1899, George W. Wellman was named manager of 
 the New York branch. T. Henry Foster was sent from Boston to 
 assist in establishing the new branch house on West 36th Street. 
 Three men, Wellman, Foster, and a man of all work, comprised the 
 original stafif. Foster was bookkeeper, cashier and shipping clerk. At 
 other times he worked the east side, selling principally to German 
 sausage makers in that district. 
 
 The continuing growth of Ottumwa production capacities and 
 increased receipts of hogs made further expansion in sales outlets 
 necessary. A considerable portion of the firm's production still went 
 to Liverpool, but the salesmen, who had been put out to sell products 
 in the Ottumv\'a area, and the recently established branches in Boston 
 and New York were unable to absorb the balance. The next branch 
 established was nearer home, at Des Moines, Iowa. James Majors, 
 who had started in the Ottumwa office as a mail boy in 1893, was 
 selected to manage the new branch. He was working as a city sales- 
 man when named for the Des Moines job. Majors knew selling and 
 he knew his product. Almost immediately the branch became a 
 
 126
 
 valuable outlet for the company's product. The first Des Moines 
 branch was opened on Cherry Street, just a few doors from its present 
 location. 
 
 Thomas D. Foster never forgot his visit to Memphis, Tenn. 
 While the company had not made the move to that city as recom- 
 mended, he continued to believe that it would be a good outlet for 
 Morrell. Accordingly, in 1904, he made arrangements to open a 
 branch there. James Majors again was selected to open a new 
 Morrell outlet. When he arrived in Memphis he found his new 
 quarters were to be in the front part of a dilapidated, run down build- 
 ing at the corner of Washington and Front Streets. The rear portion 
 of this same building was occupied by the old S & S Packing Co. 
 The branch had only one small cooler and in it was kept beef, fresh 
 pork, and any other perishable product for which storage space was 
 not available. Hams, slab bacon, canned meats and other items of 
 the company's line were kept out in the open under no refrigeration. 
 Such a condition made it necessary that the Memphis force dispose 
 of its product rapidly. 
 
 In 1904 E. P. Fearn, who operated a brokerage business in 
 Mobile, Ala., became a commission agent for the company in that 
 city. Product was shipped from Ottumwa to Mobile and then de- 
 livered direct from the car, which had been placed on a railroad 
 siding, to customers by horse and wagon. Mobile proved to be such 
 a good market that a branch organization was set up there in 1905. 
 Quarters were taken at 120 N. Water Street and Fearn was named 
 the first manager. 
 
 Distribution of Morrell products in England had been mainly 
 restricted to northern England, particularly in the region of Brad- 
 ford, the original home of the company. Travelers covered northern 
 England and the Liverpool area pretty well. It wasn't until 1898 
 that an agent was sent into London market for the first time. 
 
 It was also in this period that the firm bought the first of its ware- 
 houses in Liverpool. Previously meat had been stored in rented 
 properties. Negotiations for the purchase of this warehouse con- 
 tinued for many months. The Liverpool organization, overdrawn 
 
 127
 
 with the Bank of Liverpool, could not swing the deal without giving 
 a mortgage on the property. Foster did not want to give such a 
 mortgage inasmuch as it would have to be shown on the company's 
 statement. He felt it would not look good when additional loans 
 were needed, or an overdraft extended. However the deal was com- 
 pleted early in 1899 with the Liverpool directors agreeing to use the 
 deed for the property only when a special loan was necessary. 
 
 Foster began a search for pigs that compared with the milk-fed 
 pigs of the European market. He remembered there was a taste to 
 pigs fed with milk far difTerent from the hogs coming into the 
 Ottumwa market. In his investigation, Foster learned there were 
 many creameries and milk buying stations around Ottumwa. Ulti- 
 mately his path led to nearby Bloomfield, Iowa, where W. H. Davis 
 was operating a successful creamery. 
 
 Negotiations for the purchase of this creamery were begun. The 
 deal was completed on September 29, 1902, when Foster and R. N. 
 Morrell drove to Bloomfield and there drew up a memorandum of 
 agreement for the sale of "the creamery located at Bloomfield, la., 
 and 2 skimming stations in connection therewith, together with land, 
 building, machinery, tools and all appliances located therein used 
 in the operation of the Bloomfield creamery, also 4 horses and 3 
 wagons." The company paid to W. H. Davis, the owner of the 
 Bloomfield creamery, the sum of $4,000. However Davis, by the 
 terms of the agreement, was to purchase and hold the sum of $500 in 
 stock in the new firm, and at the same time agreed to serve as manager 
 at a salary of $75.00 a month. Watching the negotiations was H. W. 
 Davis, son of W. H. Davis, who was to go to Ottumwa a few months 
 later to enter the employ of John Morrell & Co., Ltd. The son was 
 later to become a director of the company as well as traffic manager. 
 
 The company took over operation of the Bloomfield creamery 
 immediately. But it soon became evident that purchase of milk for 
 feeding hogs would not work out as profitably as hoped. At that 
 time the cream separator had not come onto the market. Therefore 
 skimming stations had to be located at strategic places in the cream- 
 ery's trade area. Farmers brought their raw milk to these stations
 
 and the cream was separated by hand. The skimmed milk was then 
 turned back to the farmers who used it for livestock feeding purposes 
 on their own farms. The cream was then assembled at the main 
 creamery and used in the manufacture of butter. Butter making soon 
 assumed major importance in Foster's plans for the business. 
 
 Immediately after purchase of the Bloomfield creamery, plans 
 were inaugurated for setting up the creamery portion of the com- 
 pany's business as a separate organization. It was in this manner that 
 the Yorkshire Creamery Company came into existence, set up for the 
 following purposes "to acquire, purchase, feed, sell, market and deal 
 in livestock of all kinds, including cattle, sheep, hogs, poultry and 
 their products, and to purchase, manufacture, sell, and deal in dairy 
 products of all kinds . . . , and to sell and market all of said kinds 
 of property in any part of the world, and for the more successful 
 conducting of the aforesaid kinds of business, this corporation shall 
 also have and exercise the further power, to purchase, lease, mort- 
 gage, and sell such real estate and buildings, including the construc- 
 tion of buildings ... as may be useful, incidental or necessary for 
 carrying on the business of farming and of raising, feeding and 
 marketing livestock, and in conducting any of the lines of business 
 aforesaid." 
 
 The details of organization of the Yorkshire Creamery Company 
 were completed and the new company was incorporated under the 
 laws of Maine. The first meeting of the board of directors was held 
 on January 15, 1903, and the company had its official beginning on 
 that date. On the first board were: John Morrell & Co., Ltd., 
 Thomas D. Foster, John H. Morrell, W. H. T. Foster, T. P. Spilman 
 and W. H. Davis. The board, as a regular part of this first meeting, 
 elected the following officers: Thomas D. Foster, president, John 
 H. Morrell, vice president, W. H. T. Foster, treasurer, and R. N. 
 Morrell, secretary. R. N. Morrell, while not a member of the 
 board, was in active charge of the business of the creamery and main- 
 tained his desk in the offices of John Morrell & Co., Ltd., Ottumwa. 
 
 Davis continued to live in Bloomfield even though the butter 
 making facilities were transferred to a new building constructed just 
 
 129
 
 for that purpose in Ottumwa. After some time, however, the necessity 
 for being away from home caused Davis to move his family to 
 Ottumwa. He continued to manage the creamery until 1905, when 
 he was forced to resign from the board of directors of the Yorkshire 
 Creamery Company and to give up his duties in the plant because of 
 ill health. Davis then moved to a farm, regained his health and passed 
 away only a few years ago. 
 
 At about the time the Yorkshire Creamery Company came into 
 existence another separate corporation was set up, the Yorkshire Land 
 and Cattle Company. This concern, too, was chartered under the 
 laws of Maine, with John Morrell & Co., Ltd., Thomas D. Foster, 
 John H. Morrell and W. H. T. Foster as directors. Thomas D. 
 Foster was president, Morrell, vice president and W. H. T. Foster, 
 treasurer. R. N. Morrell served as secretary of the company. 
 
 The Yorkshire Land and Cattle Company came into being on 
 January 15, 1903. It was organized solely as a cattle feeding opera- 
 tion. At that time there was a starch manufacturing plant in Ot- 
 tumwa. One of its by-products was a feed thought suitable for cattle. 
 However, this by-product did not prove satisfactory and actual 
 feeding operations on a scale satisfactory to the needs of John 
 Morrell & Co., Ltd., were not possible. The corporate existence of 
 the Yorkshire Land and Cattle Company continued until September 
 15, 1916. 
 
 In 1902 a new pastor was being considered by the congregation 
 of the Ottumwa East End Presbyterian church. On Thomas D. 
 Foster, as senior elder in the church, fell the task of making the final 
 decision. One of the men who filled the pulpit was the Rev. William 
 H. Hormel. Foster heard Hormel preach and spent the day with 
 him. In the course of the conversation, Hormel mentioned the fact 
 that his brother, George A., ran a small packing house in Austin, 
 Minn. This statement formed an immediate bond between the two 
 men and possibly led in Hormel's call to come to the Ottumwa church 
 as its regular pastor. 
 
 Following Hormel's appearance in Ottumwa, Thomas D. Foster 
 wrote George A. Hormel and suggested that he come to Ottumwa on 
 
 130
 
 a visit. Hormel accepted the invitation, coming to Ottumwa and, as 
 later events developed, probably devoted considerable time to a dis- 
 cussion of conditions in the packing industry and in his own plant 
 in particular. 
 
 The Hormel concern came into existence in 1891 and at the time 
 of George A. Hormel's Ottumwa visit was only eleven years old and 
 struggling to make its mark in the field. The company had been 
 incorporated and 1,250 shares of preferred stock sold, but still 
 Hormel found himself continuously harassed by lack of sufficient 
 funds to carry on his business. Following his discussions with Foster, 
 Hormel made plans for selling part of his business to John Morrell 
 & Co., Ltd., in 1903. In so doing Hormel secured needed money and 
 Morrell needed the extra production represented by the Hormel 
 concern. 
 
 The articles of incorporation of George A. Hormel & Co. were 
 amended to provide a capital stock of $500,000. The board of 
 directors was increased from five to nine. John Morrell & Co., Ltd., 
 paid $75,000 for 750 shares of the preferred stock and also received 
 750 shares of common stock as a bonus. At the same time Thomas D. 
 Foster, John H. Morrell and W. H. T. Foster were elected to the 
 Hormel board. 
 
 Construction was considerable at the Ottumwa plant with two 
 new smokehouses going up, remodeling and enlarging of the Lard 
 Refinery, the building of a separate fertilizer house, and construction 
 of a building for getting hogs to the level of the shackling pens. 
 While not a costly job this latter project was an interesting one. The 
 building was an open wooden structure and was used to get hogs to 
 the level of the shackling pens on an easier gradient. In using this 
 building, hogs were driven to the proper level without overheating 
 in the summer and without causing bloodshot hams in the winter. 
 
 A new 100 ton ice machine was purchased and this necessitated 
 the drilling of another artesian well. The sources of water available 
 at the time of this purchase were enough to keep the equipment 
 already in operation going, but not enough to handle the additional 
 water requirements of the new machine. 
 
 131
 
 In 1900 preparations were made for the establishment of a Can- 
 ning department in the Ottumwa plant. Equipment consisting of two 
 retorts, two cast iron kettles and a hand capping machine were pur- 
 chased. At the recommendation of the equipment manufacturer, 
 William Archdeacon was employed as foreman with the primary 
 task of instructing Morrell men in proper methods of canning pro- 
 cedure. Archdeacon did not live up to his recommendation and 
 lasted only about a year. Otto Schaub was the first regular Morrell 
 employee to be assigned to the new department, having been trans- 
 ferred from the Sausage room. The department itself occupied only 
 a small portion of one floor and had as neighbors the Smoked Meat 
 and Sausage departments. 
 
 When it became evident that Archdeacon was not the man to 
 head this new activity Foster instructed his son, T. Henry Foster, to 
 return to Ottumwa from the New York branch. In 1901 the son 
 joined the department and his first job was on the capping machine 
 with Schaub. After Archdeacon left, T. Henry Foster was named 
 foreman with Schaub as his assistant. At this time the department 
 was manufacturing a straight line of ox tongue, lunch tongue, corned 
 pork, Brawn in 6-lb cans, corned beef in 6- and 14-Ib. cans, and pork 
 and beans. Brawn was a product manufactured from hogs' head 
 meat. Practically unknown in the United States, Brawn was packed 
 for shipment to Liverpool. 
 
 Primarily responsible for the success of the Canning department 
 was John Rohwedder. He followed Archdeacon and knew canning 
 operations thoroughly. He had been employed in the Hammond 
 Packing Company's Canning department prior to coming with John 
 Morrell & Co., Ltd. During his first two year stay he got the Can- 
 ning department into full operation and produced a quality product. 
 He returned to Hammond's then, but came back to Morrell in a short 
 time and continued until his health failed. 
 
 At this time the largest percentage of the canned goods produced 
 was exported to England. 
 
 The canning of tomatoes was started later on and proved to be 
 a very successful venture. The company contracted with farmers 
 
 132
 
 around Ottumwa for thousands of acres of tomatoes. Space in the 
 Canning department for this operation soon became inadequate and 
 tomato canning was moved to a newly completed building. This 
 building became inadequate in a few years and a move to the old 
 cooperage building was made. 
 
 After the establishment of the Boston branch the company found 
 itself in opposition to Massachusetts laws in that it was operating as 
 a limited company, chartered under the laws of England. Consider- 
 able correspondence was carried on between company and Massa- 
 chusetts officials and lavv^ers were engaged in an attempt to unravel 
 the difficulties. 
 
 Finally, because Boston was proving to be too good a market to 
 leave, Foster suggested to the English directors that he and John H. 
 Morrell be allowed to form a co-partnership and in that manner it 
 would be possible for the American business to trade under the name 
 of John Morrell & Co. 
 
 The co-partnership, agreed to by the English directors, was 
 formed in 1904. Proper documents were drawn up at once between 
 Foster and Morrell and the deal completed. This co-partnership 
 permitted the American business to omit the designation, "Ltd.", as 
 necessary to comply with American laws. 
 
 The Des Moines river has served as both friend and enemy of the 
 Ottumwa plant. Ordinarily its annual spring overflow has not 
 seriously hindered the operations of the business. However, the story 
 in 1903 was dififerent. On May 30 of that year the flood struck just 
 before dark of that Saturday evening. The first water came through 
 the railroad gates near the ice house and refinery and had soon cov- 
 ered all the ground of the main plant. The water rose rapidly and 
 those men who had stayed in the plant had to use boats to make their 
 departure on Sunday morning. 
 
 Even though Foster had established the rule that there be no 
 work at the packing house on Sunday, it became necessary that it be 
 broken. Floods take no recognition of the day of the week, and so 
 early on this Sunday morning the plant's whistle blew calling all 
 men back to work. Firemen stayed at their posts in a vain attempt to 
 
 133
 
 keep the boiler fires going. When they were extinguished and 
 refrigeration no longer available, chill rooms were kept at a partially 
 reduced temperature by ice rushed from the Ice House. 
 
 The cellars began to fill with water and all stored meat was in 
 danger of being damaged. It became absolutely necessary to move 
 this meat to the higher floors. As the fires in the boilers were extin- 
 guished by rising water, electricity was cut ofif and elevators put out 
 of operation. So it became necessary that all meat be moved by hand. 
 However, the men did their work well and competently and saved 
 practically all the meat. Foster was in Liverpool at the time of the 
 flood. 
 
 Flood conditions lasted a week. 
 
 W. H. T. Foster was called back to Ottumwa early in 1897 to 
 assist his father in the operation of the plant. In time he was named 
 manager of branch houses and southern brokers. Succeeding his 
 brother in Boston was T. Henry Foster. 
 
 T. Henry Foster turned his books over to A. P. Murphy, his 
 assistant, in May of 1897 ^nd went to Boston as assistant to H. P. 
 Hale, manager of the branch there. At the time Foster was connected 
 with the Boston branch it was located at 36 Eastern Ave. Part of the 
 time while in Boston he acted as a city salesman and when Hale was 
 away, assumed the duties of manager. Foster was transferred to New 
 York in January of 1899 and assisted George W. Wellman in opening 
 a branch there. Late in 1900 he was instructed to return to Ottumwa 
 and in January of 1901 was assigned to the newly established Canning 
 department. 
 
 Having served time in the practical end of the canning business, 
 Foster was transferred to the general ofiice in 1902 and placed in 
 charge of canned goods manufacturing and sales and advertising. He 
 continued in that capacity until 1906 when he was transferred to the 
 plant as assistant to Superintendent N. T. Sleight. 
 
 G. M. Foster was the third of Thomas D. Foster's sons to start 
 his career with the company. He began in the Canning department 
 during a summer vacation from school in 1901. During the next 
 several summers he worked in various departments. 
 
 134
 
 M. T. McClelland had been placed in charge of the Jobbing 
 Sales department in 1894, with a staff of only a few salesmen, mainly 
 because the bulk of the company's business was export. When Mc- 
 Clelland assumed his new position immediate expansion of the 
 company's domestic sales territories was begun. It was due to his 
 foresight and effort at this time that domestic sales began to play such 
 an important part in the company's business. 
 
 John H. Morrell continued his association with Thomas D. 
 Foster in the management of the American business. 
 
 In the plant P. E. Henneberry continued as superintendent until 
 1899. He was followed by F. J. Bullock in the same year. Mr. 
 Bullock had worked for the company in Chicago, coming to Ot- 
 tumwa when operations were begun. He left in 1906 and was fol- 
 lowed by N. T. Sleight. 
 
 Again in this period many names to bulk large in the company's 
 history appeared for the first time. Among those who were to hold 
 high supervisory positions were J. C. Stentz, H. W. Davis, R. D. 
 Rogers, J. F. Denefe, A. J. Wind, Otto Johnson, T. G. McElroy, 
 G. R. Hallgren, E. E. MofStt, J. H. Lockwood, Bert Horn, C. C. 
 Ogborn, N. O. Spurgeon, C. G. Reeve, Walter Stapleford, John 
 Tray, Ray Campbell, Ray Murphy and G. W. Martin. Among 
 other names were W. E. Dawson, W. L. Hurd, Isaac Patton, H. L. 
 Baker, O. W. Johnson, J. J. McKinney, N. W. Herber, S. R. 
 Owings, R. C. Smith, S. J. Sandstrom, J. A. Walker, S. L. Robinson, 
 S. M. Bowen, J. H. Huddleston, J. R. Spilman, C. A. Johnson, C. E. 
 McVey, H. C. Moss and Nels Nelson. Several people started their 
 service with the English organization at this time also. Among them 
 were: J. R. Hughes, Arthur Okill, P. W. Walkinshaw, George 
 Aikman, W. Dunlop, A. S. Dodman, W. J. Bird, A. Walker, A. 
 Walton, D. McLean, L. J. Ely and D. Moss. 
 
 In September of 1901 the firm's Chicago office advertised for an 
 office boy. Answering the advertisement was George W. Martin who 
 got the job. He was interviewed by Edward Coleman and M. P. 
 Kelley. At that time Coleman was in charge of the office. He left 
 soon afterward to return to England and was succeeded by Kelley. 
 
 13s
 
 Named as Kelley's assistant was Charles Farrell. Martin took an- 
 other job in 1903 but returned in 1906 as Kelley's assistant when 
 Farrell was transferred to Ottumwa. 
 
 At this time the Chicago office was located in the Royal Insurance 
 building. 
 
 In England three men who were to become directors of the English 
 company, began their service with the firm. Samuel Teller started 
 March 8, 1897; J. VV. Willoughby was employed on September i, 
 1900; and A. G. Carey began on January 21, 1901. 
 
 We have already recorded the firm's initial advertising efforts in 
 America, consisting primarily of small advertisements in Ottumwa 
 papers. In 1895 a small booklet had been issued covering "Iowa's 
 Pride" Hams. Outside of these minor efiforts the company believed in 
 word-of-mouth advertising. However in 1899, Foster had been pre- 
 vailed upon to try a few insertions in the Ladies Home Journal. 
 Results were watched carefully both in America and England. It 
 was the first advertising program on a national scale tried in either 
 country. Foster reported to the Liverpool directors on the results 
 late in October of that year as follows: 
 
 "You have asked about the success of our advertising in the 
 Ladies Home Journal. We are pleased to say that the inquiries from 
 the October issue are four times greater than we have had from any 
 previous issue. Of course, inquiries do not necessarily mean orders. 
 Yet we are getting some orders and through the parties ordering we 
 are reaching others. We feel that our name is making an impression 
 which will bear fruit." 
 
 At this time the company began advertising in newspapers of 
 the cities in which its branch houses were located. An attempt was 
 made to help out the Rochester, N. Y., commission salesman by 
 newspaper advertisements but this showed no visible result as far as 
 the salesman was concerned. 
 
 Through many avenues the firm's advertising program developed 
 and as Foster says, "So taking all things together, we are satisfied 
 we are on right lines in our advertising and confidently look for good 
 results after a time." 
 
 136
 
 While not strictly an advertising piece, a booklet, "American Pork 
 for the Fancy English Trade," was published in 1901. In this book- 
 let, addressed to his farmer friends, Foster pointed out its purpose 
 in these words: "Desiring to co-operate with you in making the hog 
 business more profitable for both of us, we have investigated the 
 requirements of the best English trade which is not touched by the 
 product of American raised hogs, with the result that it appears 
 American pork is lacking in firmness and leanness, which properties 
 are possessed by the hogs raised in England, Ireland and Denmark. 
 The causes for these dififerences grow out of the breeds and the man- 
 ner of feeding employed on the two sides of the Atlantic." 
 
 The booklet then covers the best breeds to meet English require- 
 ments, methods of feeding to secure the best bacon hogs, how to feed 
 the young, how to fatten properly for sale to the packing house, oats 
 and peas as food, and many other matters of prime importance to 
 farmers of the Ottumwa area. This booklet could be considered as 
 the first actual demonstration of an interest in public relations. Cer- 
 tainly it was well received by the farmers and assisted the Ottumwa 
 plant materially in securing the kind of hogs needed. 
 
 Several Morrell brand names came into existence during this 
 period. One, "Daisy Brand," was registered in England in 1897 for 
 bacon. This mark was first used on 10 boxes, 13-18 lb. average, 
 shipped from Ottumwa on March 8, 1897. This mark consisted of 
 the stenciled words only. 
 
 In the United States the now famous Morrell heart design came 
 into existence in 1897 ^^'^ was registered for use on all first grade 
 packing house products. The original registration was for the heart 
 design alone. But through the years the company has registered this 
 mark in as many different ways as possible in regards to design and 
 word. 
 
 The words, "Snow Cap," for use on lard were registered in 1897, 
 and three years later the words, within a heart design, were registered. 
 This mark, as were the words only, was for use on lard cartons and 
 wrappers. 
 
 In 1898 came "Eureka," a mark still in use today. The original 
 
 137
 
 design was representative of a female figure carrying a flag and was 
 used on hams, bacon and picnics. "Eureka" has been used in many 
 different ways through the years, in the original design, within a 
 heart design, and the word only. The word's first use in the heart 
 design occurred in 1899 when it was established as a brand for some 
 smoked meats. 
 
 The words, "Red Letter," within a heart design, were registered 
 for use on lard in 1899. 
 
 "Frontier," word within a heart design, came into being in 1904 
 for use on bacon. "Allrite," word only, began to appear as a brand 
 on smoked meats in 1905. "Yorkshire Farm" was registered in 1906 
 for sausage. The original registration covered the words only. 
 
 The passage of the Meat Inspection Act of June 30, 1906, resulted 
 from agitation brought forth by the publication of a novel, "The 
 Jungle." This story was set in the stockyards district of Chicago and 
 pictured the working conditions of the people employed as well as 
 the sanitary conditions of the big packing plants. Enormously suc- 
 cessful even though misleading in essential facts and conditions, this 
 book aroused the public which in turn brought a clamor for stronger 
 Federal control of packing house operations and conditions. The up- 
 roar reached Washington as a demand for legislation. 
 
 President Theodore Roosevelt lent his support to the public 
 clamor and his support, more than anything else, finally resulted in 
 the passage of the Beveridge Amendment on June 30, 1906. This 
 enactment is now known generally as the Meat Inspection Act. By 
 the terms of this Act the Secretary of Agriculture received increased 
 authority, inspection was required, provided for reinspection and 
 supervision of all processing, preparation and labeling of meats and 
 products, and provided for rigid sanitary controls. At the same time, 
 by other provisions, the Act made mandatory many things not con- 
 templated in previous enactments. The Secretary of Agriculture 
 designated the Bureau of Animal Industry to take over the increased 
 duties and responsibilities. The law became effective July i, 1906. 
 
 The new law brought under the scope of the Bureau a large 
 number of small slaughtering and processing plants which had pre- 
 
 138
 
 viously been outside the law. It put all packers, dealing in interstate 
 business, on an equal footing. 
 
 The Meat Inspection Act of 1906 was of great importance to the 
 meat packing industry. Packers themselves were for the regulation 
 and inspection it demanded. They welcomed the government inspec- 
 tors into their plants and cooperated with them in every way possible 
 to fulfill the provisions of the law. If for no other reason, this Act 
 must be considered of prime importance to the industry because it 
 aided the packers in clearing up a lot of misunderstanding on the 
 part of the general public. Likewise, it assured this same public they 
 need have no fear of meat products coming from federally inspected 
 plants. 
 
 139
 
 I 9 O 7 
 
 y^l "Tprtrtlr As the company began its eighty-first year there 
 Ky^f^^^Y^*^ were few signs indicating the great changes to take 
 -ir ^P ^f place in the next ten years. No one believed that 
 Thomas D. Foster, vigorous in body and spirit, would have passed 
 to his reward; that John H. Morrell, forced to retire in 1912 because 
 of his health, would be called back to take over \ht presidency of the 
 company after Foster's death. Division of the American and English 
 businesses into separate but parallel organizations with interlocking 
 directorates was not foreseen. Some signs indicated the formation of 
 new companies; the possibility of leasing or building a new plant 
 in the great northwest; the expansion of domestic sales territories 
 and the opening of new branches; the conclusion of the Hormel 
 relationship. And as the company's eighty-first year began few peo- 
 ple believed that Europe would be in deadly struggle a few years 
 later, a struggle that was to have some bearing on the business of 
 John Morrell & Co., Ltd. No, 1907 did not indicate all of these 
 things. 
 
 141
 
 Following completion of negotiations begun in 1906, George A. 
 Hormel was able to acquire the stock which John Morrell & Co., 
 Ltd., held in his business. With the transfer of this stock early in 1907, 
 an arrangement which had served both firms well was ended. The 
 association had been mutually satisfactory. The additional funds 
 which Morrell had put into the Hormel business allowed that firm 
 to make needed improvements and develop plans for expansion. In 
 turn Morrell received a considerable quantity of product which 
 helped the company over some bad periods when its sales territories 
 were expanding faster than the plant's ability to handle. 
 
 During the winter of 1907-08, Thomas D. Foster saw the necessity 
 of expanding his manufacturing facilities, if the business was to con- 
 tinue the steady growth which had been its since 1827. For years 
 he had felt that if the company's business was to expand to any extent, 
 such expansion must be into the north and northwestern states. An- 
 other reason for looking in this direction was the desire to get into a 
 region which could supply the northern type of hog, a bacon type 
 more suitable for the English market. After considerable corre- 
 spondence with the Liverpool directors, it was agreed that an effort 
 should be made to secure a location in the northwest. 
 
 Foster took a trip through Minnesota and the Dakotas, surveying 
 different sites as a possible location for the proposed new plant. He 
 finally decided on Sioux Falls, S. D. At the moment there was little 
 to indicate this would be good country in vi^hich to locate a meat 
 packing concern. But, backing up Foster's judgment, the territory 
 adjacent to Sioux Falls was to become one of the country's largest hog 
 producing areas. 
 
 Sioux Falls having been selected as the location for the company's 
 new plant, a small building known as the Green plant was leased in 
 1909. T. Henry Foster was sent to Sioux Falls in May of 1909 to 
 take charge of the plant and to get it ready for business. Far from 
 being discouraged at the small and cramped quarters, Foster imme- 
 diately made plans for its rearrangement and necessary repairs. J. C. 
 Stentz was sent to Sioux Falls in June of that year to assist Foster in 
 getting the new plant ready to operate. Another early arrival on the 
 
 143
 
 scene was Jack Morris who became plant superintendent. Morris 
 had been employed in the Ottumwa plant for many years and at the 
 time of his transfer was working as foreman of the hog killing gang. 
 
 The new plant was ready to operate by July. Because of inexperi- 
 enced workers the hog kill was very low the first few months; the 
 poor condition of the equipment likewise was not conducive to a high 
 rate of slaughter. Improvements were noticed as those in supervisory 
 capacities ironed out the difficulties and soon the plant's slaughtering 
 capacity was from 200 to 500 hogs a day. Foster and Stentz have told 
 many amusing stories of those first days at Sioux Falls. One of them 
 concerns the day they had to stop killing hogs because the splitter 
 didn't show up for work. A few of the men, thinking they knew some- 
 thing about the job, tried it but the resulting workmanship left 
 something hardly recognizable. The mangled carcasses had to be sent 
 to the lard tank and all slaughtering operations were stopped. Too 
 much credit cannot be given to these two young men for the industry 
 and courage they showed in getting the plant into successful operation 
 under the worst conditions imaginable. The eight hour day was 
 unheard of then. The usual working day for Foster and his men was 
 from daylight until dark and during the winter months it started 
 considerably before daylight and lasted until sometime after dark. 
 
 At the beginning of operations at Sioux Falls the dressed carcasses, 
 after hanging in the chillroom for 48 hours, were taken to the loading 
 dock and placed in refrigerator cars for shipment to Ottumwa. These 
 carcasses were then cut and processed in the Ottumwa plant. 
 
 Soon there came a call from the Sioux Falls trade area for the 
 sale of fresh meat from the local plant. This call brought about the 
 formation of a sales department with Stentz in charge. With the 
 establishment of this department the manufacture of lard and sausage 
 began in a small way in the Green plant. Smoked meats were sent 
 from the Ottumwa plant to meet the demands of the market at Sioux 
 Falls. There were only two salesmen in the original department; one 
 of them, the late L. E. McQuillan, is still remembered by many in 
 the Morrell organization today. 
 
 At the end of the first year of operation, the figures showed 89,203 
 
 144
 
 1873- 
 
 MANAGER, SIOUX FALLS PLANT, 1912-1939
 
 hogs and i,i86 cattle had been slaughtered. Also clearly indicated 
 was the fact that the Green plant was not large enough for the com- 
 pany's needs. Because of the success of the first year's operations, it 
 was only natural that officials decide to carry on at Sioux Falls. After 
 that decision had been made, land was purchased and in May of 1910 
 ground was broken for the first building. By April of 191 1 all build- 
 ings thought necessary had been completed, the Green plant was 
 abandoned and activities were centered in the new plant. 
 
 George M. Foster went to Sioux Falls in December of 1910 to 
 take charge of the installation of all mechanical equipment in the new 
 buildings. He had been connected with the Ottumwa mechanical 
 department since 1909 when he completed his schooling. In Janu- 
 ary of 1910, Foster was made night engineer and during the spring 
 was promoted to assistant to the chief engineer, C. A. Orr. He con- 
 tinued in that position until December when he was transferred to 
 Sioux Falls as chief engineer. At Sioux Falls, Foster had charge of 
 installing all mechanical equipment and getting the plant into good 
 running shape. He was named assistant superintendent in 191 1 and 
 three years later was promoted to assistant manager of the Sioux 
 Falls plant, serving under his brother, W. H, T. Foster. 
 
 In 191 2, following the retirement of John H. Morrell from the 
 business because of his health, T. Henry Foster was recalled to 
 Ottumwa to become assistant manager, a position made vacant by 
 Morrell's retirement. W. H. T. Foster was then sent to Sioux Falls 
 to manage the business there. He continued in that position until his 
 retirement in 1939. 
 
 For the first six months of 1909 the firm had a healthy profit of 
 £81,121. And at about the same time the English government decided 
 it needed more money and that an ideal method for raising this money 
 would be higher income taxes on business profits and salaries of in- 
 dividuals. Thus was set in motion a chain of events which were to 
 have far-reaching effect to John Morrell & Co., Ltd. The first link 
 in this chain was forged by suggestions contained in a letter from 
 Alfred Morrell, of Liverpool, to the directors in Ottumwa, when he 
 wrote : 
 
 146
 
 "With the growing demands of the party in power here in regard 
 to Social Reform it may come to an income tax of i/6 to 2/ — in the 
 £ and being a company registered in England, according to law wc 
 must pay on all foreign profits. The profits must come into our 
 balance sheet before distribution and it is our balance sheet profit 
 that we are called upon to pay at the poundage fixed by parliament. 
 
 "We know of no other packing company doing this . . . 
 
 "All the large packers have separate registered companies here 
 that have nothing to do with the American end of the business . . . 
 
 "There are many points to consider on this question: 
 
 "ist — Would need liquidation of present company and register- 
 ing smaller one here and registering also on your side. 
 
 "2nd — Question of how Bank of Liverpool would regard it and 
 if it would affect our overdraft, but on this latter score could no doubt 
 give some understanding and show them American balance sheet. 
 With our new and intended arrangements with Victoria Cold Store 
 can give them more security of goods here than in past. 
 
 "3rd — How your banks would regard it. But as you give ware- 
 house receipts for most of your loans don't expect this would make 
 very much difference. 
 
 "4th — If your government were to pass an income tax law it 
 would be absolutely necessary that we separate the business. Question 
 is — Ought we to be looking ahead, preparing for this feature? It 
 would take us, no doubt, quite a year to settle all details and we might 
 get caught one year with tax to pay in two countries. 
 
 "5th — The death duties have again been advanced here. You no 
 doubt are fully aware that a foreigner holding stock in an English 
 company has to pay the English death duties." 
 
 After considering the Liverpool letter the Ottumwa directors 
 decided steps should be taken to set up the American and English 
 businesses as separate concerns. Negotiations and correspondence 
 followed between Liverpool and Ottumwa through the spring, sum- 
 mer and early fall as details were worked out for separate organiza- 
 tions and for the several companies to be organized in America. 
 Attorney for the Ottumwa directors was William McNett, a veteran 
 
 147
 
 Ottumwa lawyer, who served the company for many years as legal 
 advisor. 
 
 By November necessary details had been worked out, an agree- 
 ment by the English company to sell its American properties had 
 been secured, the American company had been incorporated under 
 the laws of the States of Maine and Delaware, and the Kittery Realty 
 Company, a holding company, which had purchased the American 
 properties of John Morrell & Co., Ltd., had been organized and 
 chartered under the laws of the State of Maine. At the same time a 
 co-partnership agreement was drawn up between the directors in 
 England and America, which was to continue temporarily the pre- 
 vious relationship of the company in the two countries. 
 
 On November 8, 1909, Articles of Agreement for the Kittery 
 Realty Company were drawn up under the laws of the State of Maine. 
 This company was organized as a holding company for real estate 
 owned by John Morrell & Co., Ltd., in the United States. The Arti- 
 cles of Agreement provided that the Kittery Realty Company could 
 carry on the following lawful business : 
 
 Purchase, acquire, sell, mortgage, lease, handle or deal in real 
 estate, lands, machinery and fixtures located thereon in the United 
 States and its territories or in the Dominion of Canada. The cor- 
 poration could also improve or build such structures upon property 
 which it might acquire as would be suitable for packing or mercantile 
 purposes. 
 
 The corporation could also accept and hold physical and personal 
 property, including its corporate stock, in trust, providing proper 
 steps should be taken to set up such a trust. 
 
 The corporation could carry on the business of dealing in, selling, 
 feeding, slaughtering and preparing for the market, cattle, hogs and 
 sheep any place in the United States, the Dominion of Canada, or 
 elsevi'here. Further it could dispose of the products thereof in the 
 markets of the world at wholesale or retail. It could also participate 
 in any of the side line businesses of the produce industry. 
 
 The signers of the Articles of Agreement, Thomas D. Foster, John 
 H. Morrell and William McNett, all of Ottumwa, and Elmer J. 
 
 148
 
 Burnham of Kittery, Me., met at Kittery to complete the organiza- 
 tion of the new company on November 8. Because the signers were 
 the stockholders, the first meeting was held at that time. Business 
 matters settled included adoption of the Articles of Agreement, fixed 
 the capital stock of the company at two million dollars, to be divided 
 into 200,000 shares of a par value of $10 each, and adopted a set of 
 by-laws. Upon determination of the value of the stock, each of the 
 signers took 10 shares. The board of directors of the Kittery Realty 
 Company, limited to four persons by the by-laws, was then elected. 
 The four original holders of the company's stock were advanced to 
 the board. 
 
 By action of the directors Thomas D. Foster was elected president, 
 John H. Morrell, vice-president and treasurer, W. H. T. Foster, sec- 
 retary, T. Henry Foster, assistant secretary, and Elmer J. Burnham, 
 clerk. Burnham and McNett resigned from the board later in the 
 year and W. H. T. Foster and T. Henry Foster were elected to 
 succeed them. 
 
 The company was to maintain a general oflice in Ottumwa, Iowa, 
 and an office in Kittery for stockholders' meetings and to hold such 
 books and records as required by the State of Maine. The Kittery 
 office was maintained until May 15, 1916, when it was moved to 
 Portland, Me., by action of the board of directors. 
 
 After T. Henry Foster moved to Sioux Falls in 1909 he gave up 
 his post as assistant secretary of the company, although continuing 
 on the board. At the annual meeting of the board in 19 12 he was 
 returned to the post of assistant secretary. Later on in that year, 
 W. H. T. Foster was transferred to Sioux Falls to manage the plant 
 there — and for that reason tendered his resignation as secretary, 
 although continuing on the board. The resignation was accepted and 
 T. Henry Foster was elevated to the position of secretary in 1913. 
 At the next annual meeting of the board he was also given the addi- 
 tional duties of treasurer. 
 
 At the annual meeting of the stockholders held at Kittery on June 
 I, 1916, the by-laws of the company were changed to provide foi 
 three directors rather than four as previously required. This change 
 
 149
 
 had been brought about by the death of Thomas D. Foster during the 
 previous year. After approval of the change John H. Morrell, T. 
 Henry Foster and W. H. T. Foster were elected to the board. It was 
 at this same meeting that the Maine headquarters of the Kittery 
 Realty Company were moved to Portland. 
 
 At a meeting of the board of directors in Ottumwa following the 
 annual meeting, John H. Morrell was elected president, T. Henry 
 Foster, vice president, and W. H. T. Foster, secretary-treasurer. 
 J. W. Mock was elected assistant secretary. 
 
 One of the biggest changes in the company's corporate existence, 
 since its beginning in 1827, occurred in 1909 when the American 
 portion of the business was purchased by John H. Morrell, acting for 
 the Kittery Realty Company and American interests, from the Eng- 
 lish organization. Details of the transfer were covered in an agree- 
 ment drawn up on November 15, reading: 
 
 THIS AGREEMENT made the 15th day of November, 1909, 
 BETWEEN JOHN MORRELL & COMPANY, LIMITED whose 
 registered Office is situate at Liverpool, England (hereinafter called 'The 
 English Company') of the one part and JOHN HOWARD MORRELL 
 of Ottumwa, Iowa, U. S. A., on behalf of the Company below mentioned 
 (which Company is hereinafter referred to as ('The American Com- 
 pany') of the other part.) WHEREAS the English Company own cer- 
 tain lands, buildings and other assets in the United States of America . . . 
 AND WHEREAS the English Company intend in future to confine their 
 trading operations to a great extent to the United Kingdom of Great 
 Britain and Ireland and are therefore desirous of disposing of the lands, 
 buildings and other property belonging to the English Company in the 
 United States of America (hereinafter sometimes referred to as 'The 
 American Property') AND WHEREAS the American Company to be 
 called The Kittery Realty Company is about to be formed in the United 
 States of America under the laws of the State of Maine, having for its 
 objects among other things the acquisition and working of the American 
 property of the English Company, AND WHEREAS It is intended that 
 the American Company shall immediately after the incorporation thereof 
 adopt the Agreement hereinafter agreed to being these presents, 
 
 NOW IT IS AGREED AS FOLLOWS : — 
 
 I. The English Company shall sell and the American Company shall 
 purchase the American property of the English Company . . . 
 
 150
 
 I864-I92I 
 
 PRESIDENT, JOHN MORRELL & CO., 1915-1921
 
 2. Part of the consideration for the said sale shall be the sum of 
 £213,191-3-3, which shall he paid and satisfied in cash or by a bank or 
 other satisfactory credit. 
 
 3. As the residue of consideration for the said sale the American 
 Company shall undertake to pay, satisfy, discharge and fulfill all the debts, 
 liabilities, contracts, and engagements of the English Company in relation 
 to the American Property hereby contracted to be sold and shall indemnify 
 the English Company against all proceedings, claims and demands in re- 
 spect thereof. 
 
 4. The lands and buildings are sold free from all encumbrances but 
 subject to all rents and obligations affecting the same. 
 
 5. The American Company shall without investigation, objection or 
 requisition accept such title as the English Company have to the premises 
 hereby contracted to be sold. 
 
 6. The purchase shall be completed on the thirtieth day of November, 
 1909, at Ottumwa, Iowa, U. S. A., when possession of the premises shall as 
 far as practicable be given to the American Company and the consideration 
 so far as the same consists of cash shall be paid and satisfied subject to the 
 provisions of this Agreement and thereupon the English Company and all 
 other necessary parties if any shall at the expense of the American Com- 
 pany execute and do all assurances and things for vesting the said 
 premises — in the American Company and giving to it the full benefit of 
 this Agreement as shall be reasonably required. 
 
 7. If from any cause whatever other than the willful default of the 
 English Company the purchase should not be completed on the said thirtieth 
 day of November, 1909, the American Company shall pay interest on the 
 said sum of £213,191-3-3, at the rate of five per cent per annum until the 
 purchase shall be completed. 
 
 8. The possession of the said premises hereby contracted to be sold 
 shall be retained by the English Company up to the said thirtieth day of 
 November, 1909, and in the meantime they shall carry on the business in 
 the same manner as heretofore so as to maintain the same as a going con- 
 cern, and they shall from the thirtieth day of November, 1909, be deemed 
 to have been and to be carrying on such business on behalf of the American 
 Company and shall be entitled to account and be indemnified accordingly. 
 
 9. Upon the adoption of this Agreement by the American Company 
 in such manner as to render the same binding on the American Company 
 the said John Howard Morrell shall be discharged from all liability in 
 respect thereof. 
 
 10. Unless before the thirtieth day of November, 1909, the American 
 Company shall be entitled to commence business either of the parties hereto 
 may by notice in writing to the other determine this Agreement, and after 
 adopting this Agreement the American Company shall stand in the place of 
 the said John Howard Morrell, for the purposes of this clause. 
 
 152
 
 11. If this iVgreement shall not be adopted by the American Company 
 in manner aforesaid before the thirtieth day of November, 1909, either of 
 the parties hereto may by notice in writing to the other determine the same. 
 
 12. The termination of this Agreement under either of the last two 
 preceding clauses herein shall not give rise to any claim for compensation, 
 expenses or otherwise. 
 
 Particulars of the assets included in the sale were: 
 
 All the land and buildings situated at Ottumwa, now in the 
 possession of John Morrell & Co., Ltd. 
 
 Premises at Mobile, Ala. 
 
 Equity in premises at Boston, Mass. 
 
 Shares in Morrell Refrigerator Car Company. 
 
 Shares in Yorkshire Land & Cattle Company. 
 
 Shares in Yorkshire Creamery Company. 
 
 Shares in Iowa Manufacturers Insurance Company. 
 
 All Chicago Board of Trade memberships. 
 
 All stocks of products, packages and supplies. 
 
 All machinery, fire sprinklers, wells, water mains, railroad tracks, 
 vehicles and utensils. 
 
 All livestock including horses and mules. 
 
 All debts owing to the company in America. 
 
 Sale of American interests was completed as specified in the 
 Agreement by November 30. These interests were in turn included 
 in the assets of the Kittery Realty Company, from which the Amer- 
 ican business made arrangements promptly to lease the real estate, 
 machinerj^, equipment, etc., acquired in the sale. 
 
 While the sale of the company's American properties did not 
 exactly change the official setup of the firm, it represented a depar- 
 ture in that the English organization would now confine itself to 
 trading activities in England and to a slight extent on the continent. 
 However, the English business still maintained a semblance of con- 
 trol over its more lusty American youngster, a relationship which was 
 to continue until 1915 when John Morrell & Co., Inc., a Maine 
 Corporation, the Kittery Realty Company, and John Morrell & Co., 
 Ltd., became separate but parallel organizations. 
 
 In 1909 the co-partnership of Thomas D. Foster and John H. 
 
 153
 
 Morrell, in America, was superseded by a temporary co-partnership 
 which included Thomas D. Foster, John H. Morrell, W. H. T. 
 Foster, all of Ottumwa, T. Henry Foster of Sioux Falls, and Alfred 
 Morrell and George F. Morrell, of Liverpool. 
 
 The first meeting of the new co-partnership was held on Novem- 
 ber 24, 1909, and a Committee of the Management of the co-partner- 
 ship was established with the first five partners as listed named to the 
 committee. Thomas D. Foster was elected chairman and W. H. T. 
 Foster, secretary. The main purpose of this meeting, however, was 
 to arrange for the lease from the Kittery Realty Company of all its 
 real estate, buildings, machinery, equipment, etc., which that com- 
 pany had recently acquired from John Morrell & Co., Ltd. At the 
 same time the committee made arrangements to negotiate with the 
 Kittery Realty Company for all personal property, chattels, monies 
 and credits now held by that company in the United States and like- 
 wise acquired from John Morrell & Co., Ltd. These latter negotia- 
 tions did not include the capital stock of the Yorkshire Land & Cattle 
 Company, the Yorkshire Creamery Company, or the Morrell Refrig- 
 erator Car Company trustee certificates which Kittery also owned. 
 Stockholders of the Morrell Refrigerator Car Company had voted 
 at their annual meeting in 1905 to dissolve the company. Following 
 this action, physical property and assets of the company were sold to 
 W. H. T. Foster as trustee for the stockholders. Following conclu- 
 sion of the sale, Foster issued trustee certificates to each stockholder. 
 It was these certificates which were not included in the Kittery nego- 
 tiations. W. H. T. Foster continued as trustee until 1916 when he re- 
 signed and was succeeded by his brother, T. Henry Foster. 
 
 Membership of the Committee of the Management continued as 
 originally established until the meeting of October 30, 191 2, when 
 the following paragraph is entered in the minutes: 
 
 "That the co-partners have received with regret the resignation 
 of Mr. John H. Morrell as a member of the Committee of the Man- 
 agement, but request Mr. John H. Morrell to continue on the Com- 
 mittee as a non-active member in accordance with the amended 
 Articles of Partnership; and that a committee be appointed to draft 
 
 154
 
 suitable resolutions expressive of the high esteem in which Mr. John 
 H. Morrell is held by his co-partners, and that same be presented at 
 the next meeting of the Committee of the Management." 
 
 Acting on the advice of his physician that he should give up ac- 
 tive participation in the business, Morrell had tendered his resigna- 
 tion. Following the committee's recommendation he continued on 
 the Committee of the Management. Morrell arranged an office in 
 his home, thereby being able to handle almost as much business as he 
 would if he had been at his office in the plant. He also made it a point 
 to get down to the plant as often as he could. 
 
 The officers of the Committee remained as originally established 
 until meeting of December 26, 191 2, when W. H. T. Foster resigned 
 as secretary and was succeeded by T. Henry Foster. 
 
 The temporary partnership continued until April of 1914, at 
 which time Thomas D. Foster's health began to fail and the Commit- 
 tee of the Management felt that it would be better to have the co- 
 partnership and its terms of agreement put in more permanent form 
 while he was available to assist in the drawing up of new articles of 
 co-partnership. 
 
 The new Articles of Co-partnership were drawn up and read in 
 part: 
 
 ARTICLES OF CO-PARTNERSHIP AND AGREEMENT made 
 and entered into at the City of Ottumwa, Iowa, on this ist day of 
 April, A.D., 1 9 14, by and between Thomas D. Foster, John H. Morrell, 
 William H. T. Foster and Thomas Henry Foster, all of Ottumwa, Iowa, 
 and Alfred Morrell, George F. Morrell and William A. Venables, of 
 Liverpool, England, WITNESSETH: 
 
 That the above named persons do hereby associate themselves together 
 as partners, and do hereby form a co-partnership under the name and style 
 of John Morrell & Company, composed of the foregoing persons as sole 
 members thereof . . . 
 
 The home office and principal place of business of the co-partnership, 
 shall be located at the City of Ottumwa, Iowa, where the principal books, 
 accounts and records of the firm shall be kept, and where the general 
 meetings of the partners and of the Committee of the Management, shall 
 be held, unless by common and general consent, they shall be held else- 
 where . . .
 
 The affairs and business of the firm shall be managed and conducted 
 by a Committee of Partners, to be known as the "Committee of the 
 Management" hereinafter sometimes referred to as the "Committee," a 
 majority of whom shall constitute a quorum, and have the right to act, 
 except where these articles may require the unanimous action of the 
 Committee. 
 
 This Committee shall select from their number, a chairman and secre- 
 tary, who shall be chosen annually at the annual meeting of the firm, and 
 shall hold their positions for one year, or until their successors are chosen. 
 
 For the first year of the partnership, this Committee shall consist of 
 Thomas D. Foster, John H. Morrell, Alfred Morrell, William H. T. 
 Foster and Thomas Henry Foster. 
 
 Thomas D. Foster shall be chairman and Thomas Henry Foster secre- 
 tary of the Committee. . . . 
 
 Other articles in the agreement covered the regular procedures 
 for conducting and handling the company's business. 
 
 The co-partnership continued in existence until December 31, 
 191 5, when its property and assets of every kind were sold in part 
 to John Morrell & Co., a Maine corporation, and in part to John 
 Morrell & Co., a Delaware corporation. 
 
 Slaughtering of beef had been a minor part of the company's 
 business at Ottumwa prior to 1909. But in that year a new beef house 
 was constructed and in time beef took its important place in the pro- 
 duction figures of the company. Incidentally, it was this beef build- 
 ing which almost brought about the closing of the Ottumwa plant. 
 
 The new beef house, valued at $65,000, was under process of 
 construction during 1909. When the 1910 assessment was made this 
 building was put on the tax roll at full value and would have ma- 
 terially increased the company's tax to the City of Ottumwa. Com- 
 pany officials had made no objection the previous year when a 
 substantial increase had been made in its valuation. 
 
 But now the company got into an argument with city authorities 
 over its tax assessment, claiming that taxes on the Ottumwa property 
 were much higher than those on other packing plants in Iowa, which 
 the company had to compete with for business. 
 
 The company threatened to close down the plant unless taxes 
 were put on a competitive basis with other Iowa plants. At one time 
 
 156
 
 it looked as if the plant would actually close down, but eventually 
 the matter was adjusted with the taxing authorities and the Ottumwa 
 business continued uninterrupted. 
 
 During this period major expansion moves of the American com- 
 pany seem to have made the news, however, one project undertaken 
 by the Liverpool office should be recorded here. In 1910, John 
 Morrell & Co., Ltd., owned warehouses which were conveniently 
 near the head office, but these buildings were not equipped with 
 refrigeration. It was necessary therefore that product requiring re- 
 frigeration be stored in several of the public cold stores of Liverpool. 
 
 At this time almost all of the ham and bacon shipped into the 
 United Kingdom by Ottumwa arrived at Liverpool and it was not 
 unusual for Liverpool to be carrying a stock of 5,000 to 6,000 boxes, 
 weighing 500 to 600 pounds apiece, of hams and bacon, disposed in 
 several public cold stores in the Liverpool area. Inasmuch as some 
 of these were five and six miles from the head office, storage was 
 expensive, supervision diificult, and there was a considerable waste 
 of labor. 
 
 As volume of business from Ottumwa increased and with the 
 anticipated receipt of additional product from the new Sioux Falls 
 plant, it became clearly evident to the English directors that some- 
 thing must be done to secure or build a cold store which would 
 centralize the storage of product as near the head office as possible. 
 
 It so happened that at this time a site adjoining the company's 
 warehouse became available. After considerable negotiation it was 
 purchased and a building erected. The total capacity of this cold 
 store was 64,000 cubic feet; later additional space was taken from 
 the warehouse. This space of 51,000 cubic feet gave Liverpool a total 
 of 115,000 cubic feet for cold storage needs. 
 
 The cold store was put into operation in 191 1. Shortly afterwards 
 it seemed advisable that this business be constituted as a separate 
 organization. As the Victoria Cold Storage Co., Ltd., it would be in 
 position, as an independent concern, to transfer title to goods and 
 issue warehouse receipts when the title passed from John Morrell & 
 Co., Ltd., to a third party.
 
 For some reason or other the canning of tomatoes in Ottumwa 
 which had been such a successful venture for several years began to 
 fall off and was entirely discontinued in 1913. During the summer of 
 that year, Foster wrote to the Liverpool directors that "tomato 
 canning is no good." 
 
 Two appointments to the board of John Morrell & Co., Ltd., were 
 made during this period. T. Henry Foster was named on June 14, 
 
 1913, and George F. Morrell on July 14, 1914. Authorized increases 
 in the membership of the board permitted both of these men to take 
 the places so made. 
 
 In 1913 the company was approached by an American competitor 
 who offered to buy the business if terms could be mutually agreed 
 upon. At that time there was quite a strong feeling amongst the 
 stockholders of the business that the proposition should be con- 
 sidered. However, after considerable negotiation with the com- 
 petitor, the deal fell through. 
 
 When Thomas D. Foster's health began to fail in the spring of 
 
 1914, he was forced to retire from the business. That he was aware 
 of his condition is evidenced in a letter written to the Liverpool 
 directors on August 2, 1913. Among other things he wrote: 
 
 "The outlook for our business was never better than it is today. 
 So feel like going slow in making changes. At the same time the 
 writer realizes that it may not be his to manage very long and is 
 desirous to leave it in the best possible shape for those who follow." 
 
 He was succeeded temporarily by his son, T. Henry Foster. Fol- 
 lowing his retirement, Foster was advised to go east and spend some 
 time in Atlantic City. This suggestion was followed. He returned 
 to Ottumwa in the fall and tried to take an active part in the business 
 again, but his condition would not permit. He journeyed to Chicago 
 in the late fall for a stay in the hospital; a few days before Christmas 
 Foster went to Miami, Fla., in the hope that he would be able to 
 regain his health. His condition was not aided by the Florida climate 
 so he returned to Ottumwa where he was confined to his home most 
 of the time until his death on July 20, 1915. 
 
 Following the death of his father, T. Henry Foster wrote to the 
 
 158
 
 Liverpool directors, apparently in reply to a letter of sympathy from 
 them, in the following words : 
 
 "We thank you for the expressions of sympathy on the death of 
 Mr. Thomas D. Foster. In his passing we feel that we have forever 
 lost contact with the pioneers in the business, represented in his gen- 
 eration. It is as if the last span in the bridge connecting the present 
 with the past had been swept away. Still the memory of all of them 
 will remain, doubtless, as long as the business exists." 
 
 And how true the son's words were. His father had been the last 
 surviving member of the group which had worked so closely with 
 John Morrell, the organizer of the company. Much of the success of 
 the company's operations in America can be laid directly to Foster's 
 activities. Even though the last span had been swept away, Foster 
 had lived to see steps taken which put the business in the "best pos- 
 sible shape for those who follow." Now that he was gone, steps were 
 taken for the reorganization of the businesses, both in America and 
 England. John H. Morrell was elected president, T. Henry Foster, 
 vice president and general manager, and W. H. T. Foster, secretary 
 and treasurer. As the firm's subsidiary companies held their annual 
 meetings, these same three men were elected to comparable positions 
 on their boards. Included in these were the Yorkshire Land & Cattle 
 Company, the Yorkshire Creamery Company and the Kittery Realty 
 Company. In England, Alfred Morrell was elected chairman of 
 John Morrell & Co., Ltd. 
 
 John H. Morrell, new president, had entered the service of the 
 company in 1880, as a lad of 16 years, in the Liverpool ofRce. He 
 came to America in 1883 and was assigned to the Chicago office. Five 
 years later he moved to Ottumwa to become associated with Thomas 
 D. Foster in the management of the American properties. Because of 
 his health he had been forced to retire from active participation in 
 the company's business in 1912. However, he remained as a member 
 of the Committee of the Management of the co-partnership, thus 
 having a clear picture of the business. Even though in failing health, 
 he was ready to assume the duties of president when they came to him 
 following Foster's death. 
 
 159
 
 When Alfred Morrell was elevated to the chairmanship of the 
 English business, heads of the two concerns making up John Morrell 
 & Co. were brothers. Alfred Morrell entered the firm's employ while 
 still a lad. He came to Chicago with his father, George Morrell, and 
 his brother in 1883. While his father and brother stayed in Chicago, 
 he came to Ottumwa and worked as a clerk in the office prior to his 
 return to England in 1888. From that year until his death in 1924, 
 he devoted his energies to the English business. 
 
 In planning for the reorganization of the American companies, 
 it was decided that separate corporate structures should be set up in 
 two states, Maine and Delaware. The Maine corporation would take 
 over everything owned by the company in the states of Iowa and 
 South Dakota. The Delaware corporation, primarily organized as a 
 selling unit, would be allotted all company property outside the 
 states of Iowa and South Dakota, as well as the Chicago office. 
 
 John Morrell & Co. was incorporated under the laws of the State 
 of Maine on December 6, 1915. As finally set up, the by-laws of the 
 Maine corporation provided among other things that the company 
 would have and maintain its general office in Ottumwa; would have 
 and maintain offices in such other places as the board of directors 
 might determine; would have and maintain an office in Portland, 
 Me., where its stockholders' meetings would be held and where such 
 books and records, as required by the laws of Maine, would be kept. 
 It likewise provided for a board of directors of three members, all 
 of whom were to be stockholders in the company. The authorized 
 capital stock of the corporation was established at two million dollars, 
 to be divided into 200,000 shares of $10 each. 
 
 At a meeting of the stockholders of the new corporation on 
 December 7, John H. Morrell, T. Henry Foster and W. H. T. Foster 
 were elected to the board. The first meeting of the board was held at 
 Ottumwa on December 21, 1915, with all members present. John H. 
 Morrell was elected president of the company, T. H. Foster, vice 
 president, and W. H. T. Foster, secretary-treasurer. Following the 
 adoption of the by-laws, the directors initiated steps for purchasing 
 the business from John Morrell & Co., a co-partnership, and to lease 
 
 160
 
 1865-1924 
 
 CHAIRMAN, JOHN MORRELL & CO., LTD., 1915-1924
 
 property at Ottumwa and Des Moines, Iowa, and Sioux Falls, S. D., 
 plus such additional real estate as necessary to properly carry on 
 the business from the Kittery Realty Company at an annual rental. 
 
 At a meeting of the board on December 31, 191 5, J. W. Mock was 
 elected assistant secretary. 
 
 A few days later, on December 1 1, steps were taken to incorporate 
 the business under the laws of the State of Delaware. The Delaware 
 corporation was to have an authorized capital stock of $100,000, 
 divided into 10,000 shares of par value $10 each. 
 
 The by-laws provided for a board of directors of three members, 
 and that the principal office of the business was to be in Wilmington, 
 Del. But it was also stated that an office could be maintained in 
 Ottumwa, Iowa, and that all meetings of stockholders would be held 
 in Ottumwa. 
 
 The first meeting of the Delaware corporation was held on 
 December 13, 1915, and at that time John H. Morrell, T. Henry 
 Foster and William H. T. Foster were elected to the board of 
 directors. The directors held their meeting at Ottumwa on Decem- 
 ber 21, 1915, and at that time John H. Morrell was elected president, 
 T. Henry Foster, vice president, and W. H. T. Foster, secretary- 
 treasurer. Additional business at this first meeting covered the pur- 
 chase of certain items from John Morrell & Co., a co-partnership, 
 and the lease from Kittery Realty Company of all the real estate, 
 machinery and other equipment which it owned at Mobile, Ala., 
 Boston, Mass., and Fargo, N. D. Further the directors authorized 
 the vice president to negotiate with John Morrell & Co., a co-partner- 
 ship, for the purchase of all property and assets owned by the co- 
 partnership in the following cities: Fargo; Minneapolis, St. Paul 
 and Duluth, Minn.; Chicago, 111.; New York, Syracuse and Utica, 
 N. Y. ; Boston; Mobile; and Memphis, Tenn. 
 
 At a meeting of the board of directors on January 16, 1916, among 
 other business considered, J. W. Mock was appointed assistant secre- 
 tary of the Delaware corporation. 
 
 As a further aid to the farmers in the Ottumwa area. Major T. P. 
 Spilman was called on by company officials to undertake a study of 
 
 162
 
 the methods for producing hog cholera serum. There was some 
 cholera in the area and it was to the company's advantage to assist in 
 combating it. 
 
 After the resuhs of Major Spihiian's study were made known, it 
 was decided to organize the Ottumwa Serum Co., a plant to produce 
 anti-hog cholera serum. During the first year a little over 3,000,000 
 cubic centimeters of serum were produced and sold to farmers and 
 veterinarians in Iowa and adjoining states. This serum was sold 
 under the "Red Heart" brand. 
 
 Major Spilman had joined the Ottumwa organization in 1880 
 as a stock buyer at Ottumwa. When operations started at Sioux Falls, 
 he was sent to that plant and placed in charge of all stock buying. 
 He came back to Ottumwa a year later and continued to buy stock 
 until 1915 when he was placed in charge of the Ottumwa Serum Co. 
 Brought to Ottumwa in 1916 was Dr. G. H. Gillette as chief veter- 
 inarian for the company and assistant to Spilman. 
 
 The Yorkshire Creamery Company continued in operation 
 throughout the period. A major change occurred when its physical 
 properties were turned over to the Kittery Realty Company. 
 
 Very few changes were recorded in the creamery company 
 officers. Thomas D. Foster continued as president until his death in 
 1915, when he was succeeded by John H. Morrell, for most of the 
 period vice president. W. H. T. Foster served as treasurer until 1912 
 when he moved to Sioux Falls and was succeeded by T. Henry Foster. 
 Richard N. Morrell served as secretary for the entire period. In 
 1907 the company's board was made up of John Morrell & Co., Ltd., 
 Thomas D. Foster, John H. Morrell, W. H. T. Foster and T. P. 
 Spilman. Spilman resigned in 1910 when he was transferred to Sioux 
 Falls as stock buyer. The Kittery Realty Company represented John 
 Morrell & Co., Ltd., on the board from 1910. T. Henry Foster suc- 
 ceeded his brother on the board in 191 3. W. H. T. Foster was re- 
 turned to the board in 191 6 and named treasurer. T. Henry Foster 
 succeeded to the office of vice president. 
 
 The corporate office of the Yorkshire Creamery Company was 
 moved from Kittery, to Portland, Me., in 1916. 
 
 163
 
 As English and European markets declined, more and more 
 emphasis on developing an American market was made. A com- 
 petent sales organization was developed covering practically the en- 
 tire country. The Ottumwa plant had already established several 
 branches and during this period two more, Philadelphia and Syra- 
 cuse, were opened. Additional car route points were opened, and all 
 in all, the Ottumwa and Sioux Falls organizations were making a bid 
 for their share of the country's meat business. 
 
 After Stentz had set up the sales department at Sioux Falls, he 
 soon branched out into the western states as well as in South Dakota 
 and adjacent territory. J. C. Schultz was sent to Aberdeen, S. D., in 
 
 191 1 to open a sales territory there. A year later, October 5, 191 2, 
 Schultz opened a branch and continued to manage it for the next 
 two years. Morrell went into the Fargo, N. D., territory in 191 2 and 
 opened a branch. One of the first buildings to be built by the com- 
 pany for purely branch house operations was completed in Fargo in 
 1914. This building is still being occupied today. Another branch, 
 at Duluth, Minn., was opened by H. E. Michael in 1913. Minne- 
 apolis and St. Paul, in Minnesota, also became branch house cities 
 for the Sioux Falls plant. The first of the Sioux Falls branches, 
 Minneapolis, was opened in the spring of 191 1. Robert E. Perry was 
 the first manager. Two years later another branch was opened across 
 the river at St. Paul. Fred Funk, now cashier at Minneapolis, was 
 the first cashier at St. Paul, beginning his duties in 1914. In addi- 
 tion to the branches which were opened, Stentz also established stocks 
 of company product in the Seattle and Spokane, Wash.; Helena, 
 Mont.; and Grand Forks, N. D., territories. Formal branch house 
 operations were not carried on at these points, however. 
 
 Ottumwa's branch house operations were pretty well established ; 
 however, two new branches were opened. Syracuse had been a sales 
 territory for several years prior to establishing a branch there in 
 
 1912 with Joseph Herrmann as the first manager. From best available 
 records it would seem that the Philadelphia branch was opened early 
 in 1913 with Tash Cooper as the first manager. 
 
 World War I brought an immediate call to the American firm for 
 
 164
 
 expanded exports. Therefore there was a phenomenal increase in 
 exports from Ottumwa and Sioux Falls. As shipments from these 
 points were received in England they became a part of the pool for 
 supplying food products to civilians and the armed services alike. 
 Employees of the English firm were also called to serve in the armed 
 forces and with the government in many capacities. 
 
 As we come nearer the present day in the company's history, we 
 find more and more names which still appear on the rolls, or have 
 until recent years. It would be impossible to record all those who 
 came with the company during the years from 1907 to 1916. Listed 
 here are a few of the names which show up in the records frequently 
 for one reason or another : M. L. Green, H. H. Lind, H. E. Michael, 
 B. O. Gibbs, A. J. Hays, Joe Lennon, Carl Anderson, W. R. Sheets, 
 J. W. Hahn, Elmer Anderson, T. H. Lee, Paul Boyd, Ray Kentfield, 
 Peter Dreher, A. G. Anderson, G. E. Glew, E. O. Stump, E. S. 
 Daggett, William Danek, T. R. Scott, Matt Henle, Harley Farns- 
 worth, Frances Bullock, Andy Estes, Ray Cadwallader, Fred 
 Bullock, Dan Mungoven, Bill Barton, C. E. Shelton, D. W. Dunton, 
 W. E. Knight, Harold Kilborn, John Calkins, Esten Nesby, Art 
 Woodman, Fred Smith, Harry Nason, Lancey Young, Everett 
 Richards, Walter Lundgren, M. O. Gordon, William Claussen, 
 Robert Smith, W. H. Noland, Charles Orman, R. R. Porter, C. A. 
 Hatzold, C. W. Anderson, Frank Turgeon, R. S. Risley, Frank 
 Nydle, Ben Allender, E. F. Jacobson, C. S. Burbank, P. E. Williams, 
 Alex Ferris, Rudy Letrud, Walter Powell, Robert Mcintosh, Ben 
 Oliver, Bob Tray, Ross Archer, John Skrabuha, Earl Creutzburg, 
 S. B. White and W. J. Berguin. Among others were W. E. Mullins, 
 the "boy wonder" butcher, who became superintendent of the 
 Ottumwa beef department in 1910; an early trio at Sioux Falls, Earl 
 Paxson, C. C. Ogborn and T. P. Nelson, who still hold important 
 supervisory positions with the company; R. M. Owthwaite, now 
 manager of the Topeka plant; J. W. Mock, formerly controller and 
 secretary of the company; and H. F. Veenker, general plant super- 
 intendent for many years. In England these employees were listed 
 on the company's roll for the first time: W. Worthington, G. W. 
 
 165
 
 Garrod, H. Johnson, E. J. Alty, T. A. Nelson, R. R. Birch, W. 
 Blackburn, E. Roberts, A. E. Lancaster and E. T. Hughes. 
 
 There were some changes made in the supervisory staff which 
 have not been reported and these should be mentioned. M. T. 
 McClelland continued his upward progress when he was promoted 
 to the position of sales manager in 1915. Ernest Manns succeeded 
 N. T. Sleight as superintendent of the Ottumwa plant in 1907. Em- 
 ployed in 1893, Manns had worked in just about every department 
 of the plant and had been a divisional superintendent in charge of 
 the lard refinery and by-products department since 1904. George W. 
 Martin, who had been assistant manager of the Chicago office since 
 1906, succeeded M. P. Kelley as manager in July of 19 16. J. M. 
 Foster, youngest son of T. D. Foster, started his career in the packing 
 business when he came to work during summer vacations from 
 school. At the end of the period he was working in the superin- 
 tendent's office as an assistant superintendent. J. W. Willoughby was 
 transferred from Liverpool to London to head the office there in 
 [914. Previous to this time there had been a London office but 
 business originating at that point was small. It wasn't until 
 Willoughby took over that Morrell products began to take a place in 
 the London area. The great growth in that market is a tribute to his 
 industry and ability. 
 
 Several more trade-marks came into existence, used to designate 
 various grades or cuts of meat. Most of them were developed to dis- 
 tinguish various grades of bacon for both Sioux Falls and Ottumwa. 
 Among these trade-marks were: "Air Ship," words within the design 
 of a heart, 1910; "Comet," word within the design of a heart, 19 10; 
 "Cataract," word used in connection with a river cataract, 191 1 ; and 
 "Minnehaha," word used in connection with the head of an Indian 
 maiden, 1916. "Dakota's Pride," words in connection with the figure 
 of a boy carrying ham in one hand and bacon in the other, was devel- 
 oped and used by the Sioux Falls plant to designate top quality pack- 
 ing house products coming from there. This mark was a companion 
 mark to the Ottumwa plant's, "Iowa's Pride," mark, which also used 
 the boy carrying a ham and bacon and was first used several years 
 
 166
 
 before. The Sioux Falls mark was first used in 191 1. Another trade- 
 mark, the word, "Palace," in a distinctive script, was registered for 
 use on canned meats in 1915. This mark was used before for export 
 lard. It was a label with the word, plus a representation of the 
 Palace of Justice at Brussels. 
 
 During previous years the company's advertising had been re- 
 stricted primarily to newspapers and a few national magazines. But 
 as the field broadened for Morrell products in America, a greater 
 need for advertising aids became evident. In order to meet this need 
 attractive display cards were secured. Apparently the number needed 
 was exaggerated because it later developed that a large number of 
 the cards were on hand with the sales kick all but lost. 
 
 In 1909, the management instructed T. George McElroy, adver- 
 tising manager, to dispose of these advertising cards to the best 
 advantage possible. McElroy had returned to tlie employ of the 
 company in that year. He had started with the Ottumwa organization 
 in the Billing department in 1895 but had left after eight years to go 
 into business for himself. 
 
 In seeking methods for disposing of the cards, McElroy hit upon 
 the idea of using them as calendars. The idea was executed by at- 
 taching calendar pads to the cards, and in that first year, 4,417 
 calendars were distributed to dealers. The following year regular 
 calendars were prepared for distribution to the company's dealers. 
 From this humble, though somewhat unusual, beginning has come 
 the famous Morrell 12-sheet calendar of today. 
 
 167
 
 /^iilSlS' '^^ ^^^^ period began for the company, England was 
 ^^'^T'^^ already involved in World War I and the United States 
 ^r J|[HP^r was to enter the war on the side of the Allies shortly. 
 England's economy was being seriously strained by wartime condi- 
 tions and imports were necessary, especially of meat products. The 
 American company found this business of getting meats to Liverpool 
 very trying. It had to contend with poor service because of unusually 
 severe weather, embargoes, shortage of steamer space, threatened 
 labor strikes and submarines. 
 
 In his semi-annual report to the president, T. Henry Foster wrote 
 on September 30, 1917, as follows: 
 
 "The season covered by these reports is probably the most unusual 
 and extraordinary in the history of the business, marking as it does, 
 the entrance of the United States into the European war. All prece- 
 dents on which business in normal times is conducted have been 
 upset, forecasting the future as to supply, price, or demand has been 
 impossible, and at times conditions surrounded as they have been by 
 
 169
 
 uncertainties of every kind, have approached a state of chaos." 
 
 Some of the troubles in connection with shipments were erased 
 on September 4, 191 7, when the English government established the 
 British War Mission and placed its representative in New York. 
 This mission purchased all hams, bacon and lard for the United 
 Kingdom and also arranged for forwarding it to England. It also 
 handled purchases for the French government. 
 
 Another factor having a bearing on the company's business was 
 the American government's action placing all packing concerns un- 
 der control of the Food Administration on November i, 1917. Of 
 chief importance in this step was the government's limit on profit 
 which could be made by packers — all those having a turnover of 
 $100,000,000 were allowed a profit of 9% on the investment; packers 
 doing less than this but more than $100,000 were limited to 2^% 
 on the turnover. The Food Administration also demanded quarterly 
 reports and this brought about a major change in the company's ac- 
 counting system. The Food Administration made allotments of prod- 
 uct to each packer for shipment to various foreign countries each 
 month. The company felt it was treated fairly in this respect. 
 
 With the end of the war all restrictions were removed as rapidly 
 as possible and direct trade was resumed again on March 31, 1919, 
 between the English and American organizations. However, this sit- 
 uation was changed again on September i when the English govern- 
 ment stopped all private importation. England established an office 
 of the British Ministry of Food in New York. Packers in America 
 had to act through this office in accepting orders and shipping prod- 
 uct to England. The company sent M. T. McClelland, Ottumwa 
 sales manager, to New York and after several weeks he was success- 
 ful in negotiating a contract for 16,308,000 pounds of packing house 
 products with the British Ministry. This office maintained control 
 of meat shipments to England for some time and the following year 
 the Morrell firm was given a contract for 31,000,000 pounds. 
 
 The Ministry in making its allocations to the so-called English 
 houses, that is, those American plants exporting regularly to Great 
 Britain, based its decision on the percentage of business done by such 
 
 171
 
 houses in a period prior to the war. Over the period of years selected, 
 John Morrell & Co. had made the largest shipments and was entitled, 
 therefore, to the largest per cent of the total allocation to the United 
 States by the British government. 
 
 Trade between England and the company in America continued 
 brisk until the middle of 1920 when it began to fall off, never again 
 to reach the peak of the war years. 
 
 Both the English and American businesses played a big part in 
 the war efforts of their respective countries in addition to producing 
 great quantities of fresh, cured and smoked meats. Both saw their 
 employees enter the armed services; both sent skilled men into gov- 
 ernment service to aid in the prosecution of the war in civilian ca- 
 pacities; and both participated in bond selling campaigns and other 
 activities of the home front. Ottumwa and Sioux Falls employees 
 bought bonds to the value of $56,200 in the first Liberty Loan drive, 
 while the company's purchase was $100,000. Response on the part of 
 employees and company in later drives was equally as good. In his 
 report to the president, dated September 30, 1918, Vice President 
 T. Henry Foster reported that 324 employees in America were in 
 the country's armed services. Five Ottumwans made the supreme 
 sacrifice. 
 
 Along with war conditions the weather during the winter of 1917- 
 18 made conditions extremely troublesome for both Ottumwa and 
 Sioux Falls plants. It was one of the coldest winters in the recorded 
 history of the two cities; snows were heavy and snarled transporta- 
 tion in all sections of the country. In addition to the weather, there 
 was an enormous war traffic over the country's railroad lines. It was 
 difficult to get enough refrigerator cars to handle the production of 
 the two plants and when cars were available it was hard to get the 
 railroads to accept them. There was congestion and confusion, em- 
 bargoes and problems. All of which led to numerous shipping losses 
 for the company. 
 
 As the winter progressed, difficulties for the railroads increased 
 and finally the government took over their operation on January i, 
 1918. In taking this step, the government promised relief from the 
 
 172
 
 troubles of private ownership and pledged economies of operation. 
 Immediately upon inception of federal control, industry found itself 
 further hampered. The promised relief never came. Wages w^ere in- 
 creased and shipping rates jumped from 25 to 35 per cent, thereby 
 adding extra expense to those industries dependent on rail shipment. 
 Rolling stock was pooled regardless of the owning railroad and sent 
 where it was thought it would be the most useful, and which, in most 
 cases, proved to be the wrong place. The inconvenience to the public 
 during this period brought forth unlimited criticism of government 
 ownership. 
 
 Federal operation of the railroads failed miserably and the com- 
 pany found itself continually hampered until railroads were re- 
 turned to their regular owners, March i, 1920. 
 
 During the early years of this period the company was able to do 
 a moderate amount of business with continental European countries, 
 sending meat products and lard to France, Denmark, Holland, 
 Switzerland and Italy. At the conclusion of the war, exchange con- 
 ditions became such that it was impossible to trade on the foreign 
 market and the company was forced to stop shipments entirely. 
 
 In 1921 an arrangement with Hugo Krogh & Co., Copenhagen, 
 Denmark, was completed whereby that firm was to represent the 
 company in Denmark, Scandinavia and Finland. This deal proved 
 to be a good one and Hugo Krogh & Co. has long represented the 
 company in those countries. This arrangement brought the com- 
 pany's product back on the northern European market. 
 
 Previous to 1921 European agents for the company were active 
 in Holland and to some extent into northern Germany. Goossens and 
 Van Rossem, Rotterdam, Holland, represented the company in Hol- 
 land and Germany. This firm managed to survive the period of un- 
 equal exchange and was able to place company products in the mar- 
 kets of their territory. Goossens and Van Rossem still represent the 
 company today, although suffering terribly at the hands of the Ger- 
 mans during World War II. In Bordeaux, France, Emmanuel Coste 
 represented the company but on a minor scale as far as sales were 
 concerned. 
 
 ^72
 
 In July of 1919 many of the larger meat packers of the country 
 met to organize the American Institute of Meat Packers. T. Henry 
 Foster attended the meeting as representative of John Morrell & Co. 
 While the ideals of the organizers met Foster's approval, he ex- 
 pressed the belief that the Institute could do little to cure the prob- 
 lems of the industry. It was his idea that the company would retain 
 its membership for one year, cooperate in every way possible with 
 the program, and then resign if nothing had been accomplished or 
 a worthwhile start made. 
 
 The Institute of American Meat Packers was organized to help 
 combat on a nationwide scale the unfavorable publicity directed 
 against packers; to combat many unfavorable, as well as economi- 
 cally impossible, legislative proposals which had been brought forth 
 in Washington; and generally to promote the interest of the meat 
 packing industry by research, promotion and such other means as 
 possible. 
 
 Probably one of the most important reasons for bringing about 
 this first meeting of meat packing representatives was the fact that 
 during the summer of 1919 a great deal of anti-packer legislation had 
 been proposed in Washington. Of greatest importance were those 
 bills introduced by Senators Kenyon, Kendrick and Hulings. The 
 Kenyon bill was aimed at putting the packers under government 
 supervision and under control of a government employee, at a salary 
 of $10,000 a year. Even though T. Henry Foster felt this bill couldn't 
 pass as it was written, he believed it would bring either even more 
 unfavorable legislation against packers, or else packers themselves 
 would have to reshape their policies to meet public opinion. In Au- 
 gust, Foster addressed the following letter to Senator Kenyon : 
 
 "I appreciate the fact that your mail must be over-burdened just 
 at present with correspondence relative to your Bill 2202, which 
 proposes to stimulate the production, sale and distribution of live- 
 stock and livestock products and to accomplish other things . . . 
 
 "To begin with permit me briefly to set out some facts bearing 
 on the history of our business which will, I hope, in some measure, 
 indicate our interest in your bill and the value, possibly, of our com- 
 
 174
 
 ments based on our position in the industry and experience in the 
 business. 
 
 "We began in England about 90 years ago and as long ago as 
 1855 were slaughtering and curing in Ireland, with headquarters in 
 Liverpool. In 1868 packing operations were moved to Canada and 
 by 1872 the product of four plants was required to supply the busi- 
 ness. These soon proved inadequate and between 1871 and 1874 pack- 
 ing was concentrated in Chicago and continued there until 1888. In 
 the winter of 1877 we commenced operations here in Ottumwa and 
 in 1909 in Sioux Falls, S. D. 
 
 "We operate some 15 or 16 branches, several of which are housed 
 in property either built or owned by ourselves. The capacity of our 
 packing plants is over one million hogs, cattle and sheep per year 
 and our distributing facilities are necessarily in keeping with this 
 output. Our sales are now running at the rate of about $65,000,000 
 per annum. 
 
 "We own and operate a line of refrigerator cars, solely for the 
 purpose of expediting and protecting our shipments from packing 
 plants to branches and to seaboard for export. In the export of bacon 
 to Great Britain we are, and have been for a great many years, very 
 large factors . . . 
 
 "We are, as you know, known as one of the 'large independents.' 
 There are possibly two or three concerns larger, doing a business in 
 this country exclusive of the Big Five. We have no connection what- 
 ever with any one of the Big Five nor have we ever had, either in re- 
 spect to stockyards, packing plants or enterprises of any kind. We 
 are independent not only in word but in fact and as such we conduct 
 and have conducted our business through all these years. 
 
 "The ownership of John Morrell & Co. is a family affair and has 
 been since the inception of business and is now held and managed by 
 the third generation made up of comparatively young men who have 
 been schooled in it almost since boyhood and who have made it their 
 lives' work. The business like many others has had its ups and downs, 
 its good years and lean ones, but generally it is known as a success- 
 ful, going concern and possibly its biggest asset is the esteem in which 
 
 175
 
 it is held everywhere it is known, and that now covers a considerable 
 portion of the United States, Great Britain and continental coun- 
 tries. 
 
 ''Wherever our goods are sold they have the reputation of being 
 the best in their respective line, and usually they command a premi- 
 um in price because they cost more to produce. This has not come 
 about by chance — nor by good luck — it is the result of years of 
 painstaking labor, close attention to detail and the desire at all times 
 to deal fairly with employee, customer and competitor. 
 
 "Naturally, Senator, we confess to taking considerable pride in 
 our products, our organization, our record and standing in the trade, 
 and we view with the utmost apprehension and alarm the possibility 
 that, through the passage of your bill, the control of our business 
 may pass from our hands into those of others, perhaps less competent 
 to efficiently manage it and who may be subject to all the vicissitudes 
 of political influence. 
 
 "The packers, as a whole, have been accused of many things. 
 Some, if proven, are illegal, others questionable; still others, in my 
 opinion, perfectly proper and defensible. It is not my intention to 
 pass judgment on these nor to comment on them only insofar as they 
 concern John Morrell & Co. 
 
 "I believe it is generally understood that your bill is predicated 
 on the report of the Federal Trade Commission respecting the pack- 
 ers, and that that report is largely founded on the findings of an in- 
 vestigator, Francis J. Heney. If this is so, then I want to digress just 
 long enough to add my protest to the hundreds that have already 
 been made on the ground that the investigation was unfairly con- 
 ducted in that the packers were not allowed to defend themselves or 
 even to present evidence, and the whole afifair was conducted in a 
 high-handed and un-American manner. This is not hearsay, because 
 I was called as a witness and came in direct contact with Mr. Heney 
 and his methods at the Omaha hearing. 
 
 "Returning to the matter of the charges against the packers, I 
 find that they specifically refer to five firms well-known as leaders in 
 the industry. The name of John Morrell & Co. is not mentioned — 
 
 176
 
 we do not stand accused nor as far as I know are we even under 
 suspicion. 
 
 "Your bill, as I read it, is regulatory to such an extent that in 
 its application it is absolutely punitive, and further, it would punish 
 the innocent with the guilty and both without a trial . . . 
 
 "I note your bill proposes to take away from the packers their 
 refrigerator cars and practically pool them for the benefit of the 
 shippers at large. This is a feature of the bill that we are particularly 
 interested in because of our ownership of about 250 cars which have 
 proved to be indispensable to the operation of our business. 
 
 "About 25 years ago foreseeing that our business was going to be 
 handicapped if we depended on the railroads to supply us we began 
 buying refrigerator cars as our finances permitted. Any other packer 
 in the business has had the same opportunity of providing himself 
 with cars as we have had. If others have not provided themselves 
 with cars and are at a disadvantage on that account, should such a 
 condition militate against those who have made use of their foresight 
 and developed their efficiency? 
 
 "I am assuming, Senator, that you would not penalize us for the 
 fact of car ownership alone but rather because you feel that as own- 
 ers we enjoy so-called special privileges, denied to those who are 
 not so fortunate as to have private equipment for transporting their 
 shipments. If this is so, then I can only say that those privileges are 
 the reward of foresight and efficiency and that such rewards are 
 offered to everyone and are, therefore, not 'special privileges' at all. 
 You, as Senator, enjoy by right of your position certain privileges 
 not enjoyed by the average person. Are your privileges special and 
 are they to be condemned? Far from it — they are the reward of your 
 toil, study, perseverance and efficiency. The same rewards were of- 
 fered to thousands of others, but they did not want to pay the price. 
 So it is with those who have cars and those who have none. 
 
 "If these cars are removed from our control and turned over to 
 the railroads it goes without saying that their efficiency will be im- 
 paired. We have but few, comparatively, and we give each car our 
 individual attention, following its perambulations across the coun- 
 
 177
 
 try, seeing to it that it is promptly returned to us; keeping it in such 
 a state of repair that we have been able to extend its usefulness from 
 three to five years over the average of the railroad owned car. This 
 is efficiency, and efficiency. Senator, approaches nearest perfection in 
 the highly specialized institution where the hand of individual ef- 
 fort has full sway. 
 
 "Commenting further on the car situation let me warn you, Sena- 
 tor, that if the cars are taken away from the small packers and pooled 
 for the benefit of all, the big packers are going to have an advantage 
 over the little fellows because their plants are located chiefly at prin- 
 cipal railroad centers where cars will accumulate; the small packers 
 of? in the country on one, or possibly two, main lines will get only 
 such cars as those lines alone are able to furnish, and we know from 
 experience that at times he will get none at all. If it is your desire 
 to prevent the big packer from getting special privileges by all means 
 leave the cars in the hands of their present owners. Any other course 
 will reduce the efficiency and increase the cost of maintaining them. 
 "Government control and operation of railroads in this country 
 is now being given a trial, but I think I am safe in saying that the 
 great majority of people are ready now to see the lines returned to 
 their owners. Certainly the businessmen of the country do not want 
 government ownership of the railroads, if their vote on the referen- 
 dum recently submitted to them by the Chamber of Commerce of 
 the United States is indicative of their feeling in the matter, as 997o 
 of the membership, representing 670,000 businessmen in this country, 
 voted against it. These same businessmen, I feel, would vote against 
 your proposal to take our cars away because they know that such a 
 scheme would benefit no one, certainly not the small packers like 
 ourselves. 
 
 "A statement has been made by a gentleman connected with the 
 Federal Trade Commission that the Big Five control the packing 
 industry of the country and that the so-called independents exist at 
 sufferance only. Such a statement is little short of a tacit insult to 
 every other packer, large and small, in the country. It implies that 
 any success they have had in business is not the reward of their own 
 
 178
 
 effort but rather the result of a condition which has existed at the 
 sufferance of a few competitors. There are weaklings in every in- 
 dustry always ready to charge the other fellow with their inability 
 to swim upstream. And so, as with everything else, it becomes a mat- 
 ter of the survival of the fittest. That is one of nature's inexorable 
 laws — • you cannot legislate men out of its path. 
 
 "Fundamentally I think your bill is wrong because it will sweep 
 away from business the incentive to excel, penalize efficiency, and 
 worst of all leave as a legacy to the next generation a condition that 
 will be as odious as it is dangerous . . . 
 
 "Your bill, I note, proposes to stimulate the production, sale and 
 distribution of livestock and livestock products. Just exactly how 
 this result is to be accomplished we have not been informed. Will 
 production of raw materials be encouraged by restricting and ham- 
 pering their manufacture? Can you visualize a licensed and gov- 
 ernment controlled packing industry slaughtering more animals, 
 paying higher prices for them, reclaiming more waste and operating 
 more efficiently than the privately owned institutions of today? If 
 not, then the stimulating effects of your bill will be negligible from 
 the day of its enactment, and we will continue as a Nation to suffer 
 from under-production, and it is under-production, coupled with 
 over-consumption, that is responsible for the conditions that your 
 bill seeks to remedy. 
 
 "As I see it. Senator, your bill will neither bring about increased 
 production nor reduce the cost of food. Already the livestock pro- 
 ducers throughout the country are voicing their disapproval in no 
 uncertain terms; and businessmen everywhere, judging from reports 
 reaching us, are opposed to it because they see the needlessness of it 
 and the danger it contains not only to big business but to every line 
 of commercial activity in the country. 
 
 "To sum up, our chief objections to your Bill 2202 are: 
 
 "ist. It is unfair because discriminatory. 
 
 "2nd. It is autocratic because it places the control of an entire 
 industry in the hands of one man. 
 
 "3rd. It is needless because it will not remedy the conditions it is 
 
 179
 
 aimed at and provides no means for reducing costs to the consumer. 
 
 "4th. It opens the doors to government ownership of every in- 
 dustry in the United States and commits us as a Nation to a social- 
 istic program which must eventually destroy all individual effort." 
 
 As this letter indicates, Foster was primarily concerned with the 
 fact that the bill proposed taking away refrigerator cars, privately 
 owned by packers. As he pointed out this would have seriously ham- 
 pered the company's operations. At the time this letter was written 
 the company had on order an additional 100 refrigerator cars which 
 were necessary to handle the increased shipping needs of the two 
 plants. 
 
 Sioux Falls had never been adequately serviced as far as com- 
 pany-owned refrigerator cars were concerned. That plant had to de- 
 pend on railroads to supply the cars necessary for shipping product. 
 It was not a satisfactory arrangement. This new order was to handle 
 the needs of the Sioux Falls plant in part. 
 
 The Kenyon bill in the form objected to by Foster did not pass, 
 although many of its provisions, its better provisions, became parts 
 of other bills and in time became the law of the land. 
 
 Both the American and English organizations lost the guiding 
 hand of their chief executive during this period. In America, John 
 H. Morrell, president of John Morrell & Co., passed away on De- 
 cember 4, 1921, and in England, Alfred Morrell, chairman of John 
 Morrell & Co., Ltd., died suddenly in a London hotel during the 
 night of December 9, 1924. 
 
 John H. Morrell had been president of the American business 
 since the death of Thomas D. Foster in 191 5. Prior to that time he 
 had been associated with Foster in the management of the American 
 interests since 1888. He came to America in 1883 with his father, 
 George Morrell, then chairman of the company. George Morrell 
 spent five years in America as manager of the Chicago business. 
 When he returned to England in 1888, John H. Morrell came out to 
 Ottumwa. Five years in the Chicago office had given him the ex- 
 perience needed to take over his new duties in Ottumwa. 
 
 He was forced to retire from active work with the company in
 
 MANAGER, SIOUX FALLS PLANT, 1909-1912 
 
 PRESIDENT, JOHN MORRELL & CO., 1921-1944 
 
 CHAIRMAN OF THE BOARD, JOHN MORRELL & CO., 1944-
 
 1912 because of his health. Even so he managed to spend a part of 
 many days at the office. When not able to be at the office, Morrell kept 
 abreast of the business by working at home. He was called to take 
 over the presidency of the firm in 1915 after the death of Thomas D. 
 Foster. 
 
 Alfred Morrell was a brother of John H. Morrell and had 
 headed the English business since the death of Thomas D. Foster in 
 1915, at which time the English and American businesses became 
 separate but parallel organizations with interlocking directorates. 
 He, too, came to America in 1883 with his father. Rather than stay- 
 ing in Chicago, however, he went out to Ottumwa and worked as a 
 clerk in the ofBce there. He returned to England with his father in 
 1888 and for the rest of his life was connected with the English busi- 
 ness. 
 
 He had sufifered from heart trouble for some time but had ob- 
 served rigidly his physician's orders. However, while in London on 
 a short business trip, he sufifered a heart attack and died on Decem- 
 ber 9, 1924. 
 
 Alfred Morrell was one of the most respected members of the 
 English provision trade and in 1923 was elected president of the 
 Liverpool Provision Exchange. During the war he rendered service 
 of untold value to the English government as a member of the Min- 
 istry of Food. For his services he was decorated by King George V 
 and created a Commander of the British Empire. 
 
 Another respected member of the Ottumwa executive force. Ma- 
 jor Thomas P. Spilman, passed to his reward on July 16, 1922. Major 
 Spilman was one of that group of Ottumwans who welcomed Thom- 
 as D. Foster to Ottumwa when he came looking for a site to locate 
 in the middlewest. The men became great friends and in time Major 
 Spilman came with the company. He was employed in 1880 as stock 
 buyer, tlis duties were light those first few years because the needs 
 of the newly established plant were not heavy. However, even though 
 his duties were light. Major Spilman was on the job at all times 
 making valuable contacts for the company. 
 
 He continued with the Ottumwa plant until 19 10 when he was 
 
 182
 
 sent to Sioux Falls to head stock buying operations there. He re- 
 turned to Ottumwa in 191 1 and again took over the direction of all 
 company buying of livestock. In 1915 he was called on to take over 
 supervision of the Ottumwa Serum Company. He continued as man- 
 ager until his death. 
 
 On the whole, changes in the various companies which went to 
 make up John Morrell & Co. were primarily confined to changes in 
 the membership of their boards during these years. However, the 
 deaths of John H. Morrell and Alfred Morrell brought major 
 changes in one or all of the companies, as far as their management 
 was concerned. 
 
 John Morrell & Co., the Maine corporation, continued with the 
 board and officers as listed previously. A major change occurred at 
 the annual meeting of the stockholders on June 2, 1920, when the 
 constitution was changed to increase the number of directors from 
 three to four. George M. Foster then was elected to the board. 
 
 Following the death of John H. Morrell, Morgan T. McClel- 
 land was elected to the board succeeding him on February 21, 1922. 
 At the same time T. Henry Foster was elected president, W. H. T. 
 Foster, vice president, George M. Foster, secretary, and McClelland, 
 treasurer. 
 
 The membership of the board was again increased, from four to 
 five, at the annual meeting on June 3, 1926, and J. M. Foster became 
 the new director. 
 
 John Morrell & Co., the Delaware corporation, saw almost the 
 same changes in the membership of its board and officers. Number 
 of directors was increased from three to four at the annual meeting 
 of the stockholders on June 3, 1920, and G. M. Foster was elected 
 to the board. At a meeting of the board on February 21, 1922, T. 
 Henry Foster was elected president succeeding the late John H. 
 Morrell. McClelland, who had succeeded Morrell on the board, was 
 elected secretary-treasurer, while W. H. T. Foster was moved to the 
 position of vice president of the corporation. At a later meeting of 
 the board George M. Foster was elected secretary while McClelland 
 continued the duties of treasurer. 
 
 183
 
 The Kittery Realty Company, at its annual meeting on June 3, 
 1920, had its board increased from three to four members, and G. 
 M. Foster was elected to fill the vacancy. McClelland was named 
 to this board too, following the death of John H. Morrell. At a reg- 
 ular board meeting held February 21, 1922, T. Henry Foster was 
 elected president, W. H. T. Foster, vice president, G. M. Foster, 
 secretary, and McClelland, treasurer. At the annual meeting of the 
 stockholders held June 3, 1926, the constitution was again changed 
 and the membership of the board raised from four to five. J. M. 
 Foster was elected to fill the vacancy thus created. 
 
 John Morrell & Co., Ltd., Liverpool, lost its chairman, Alfred 
 Morrell, by death on December 9, 1924. Succeeding him as chair- 
 man was George F. Morrell. John H. Morrell, an American director 
 of the company died on December 4, 1921. Neither his place on the 
 board nor that of Alfred Morrell were filled until the directors met 
 on June 29, 1925, when George M. Foster and A. Claude Morrell 
 succeeded to the vacancies. 
 
 The only board meeting of importance for the Yorkshire Cream- 
 ery Company occurred on February 21, 1922, when T. Henry Foster 
 was elected president, succeeding the late John H. Morrell. W. H. T. 
 Foster was elected vice president, M. T. McClelland became treas- 
 urer, and R. N. Morrell continued as secretary. McClelland was 
 elected to the board, replacing John H. Morrell, at this same meet- 
 ing. 
 
 However, this was a period of expansion for the company's 
 creamery business. It had grown so much that new quarters became 
 necessary at Ottumwa and a new building was constructed to house 
 the creamery business alone. These new quarters were occupied early 
 in 1920. 
 
 Considerable agitation was put forth for a creamery establish- 
 ment at Sioux Falls; however, the management there believed such 
 a business should be operated by John Morrell & Co. It was felt that 
 the name, "Yorkshire," would not have the importance in the Sioux 
 Falls area that it had at Ottumwa. The agitation bore fruit finally 
 and the Morrell Creamery, a department of John Morrell & Co., 
 
 184
 
 started operations on August 29, 1929. E. F. Paxson was placed in 
 charge of the creamery business at Sioux Falls with R. N. Van Slyke, 
 an experienced buttermaker, as foreman of the department. 
 
 In England, Bannatyne & Co., Ltd., came partly under the con- 
 trol of John Morrell & Co. For many years prior to 1923, Hugh 
 Parker Bannatyne had been in the butter and cheese business in Liv- 
 erpool. His business held agencies for factories and shippers in New 
 Zealand, Canada and elsewhere, and he operated as an importer and 
 distributor of butter and cheese. 
 
 Following the business slump of 1921-22, Bannatyne realized 
 that if his business was to be all he hoped he would have to have 
 larger financial resources. Accordingly a new company, Bannatyne 
 & Co., Ltd., was organized with a capital of £30,000 in £1 shares. 
 The capital was subscribed one-third by John Morrell & Co., Ltd., 
 one-third by W. P. Sinclair & Co., Ltd., and the remaining one-third 
 by Bamford Bros., Ltd. George F. Morrell, a Mr. Crichton and W. 
 A. Gillespie were the first directors, with Bannatyne as managing 
 director. 
 
 With the backing and financial resources of these three firms 
 there was no difficulty in trading on the scale desired. 
 
 The Sioux Falls plant's remodeled hog killing floor was put into 
 operation on January 17, 1922. And during the month of January 
 the department celebrated its biggest month's kill since beginning 
 operations in 1909. The month's kill was 56,718 hogs, with the one 
 day record being 2,893 head. 
 
 Two years later, during the fall and winter killing season, the 
 Sioux Falls plant found itself with facilities inadequate to take care 
 of increased receipts. The number of hogs being received was the 
 largest in the plant's history and for the first time hog buyers were 
 forced to turn truck drivers away, being unable to buy their loads. 
 This condition was speedily rectified when new equipment was put 
 into operation and the hog dressing floor enlarged. This enlargement 
 allowed the plant to handle up to 5,000 hogs a day. 
 
 The following year South Dakota was hit by a severe drought 
 which brought about a total failure of the corn crop. This fact neces- 
 
 185
 
 sarily brought a decrease in hog receipts at Sioux Falls. However, 
 the hog killing department was well set up now and was able to pro- 
 ceed with the work with either heavy or light receipts. 
 
 At Ottumwa, plant facilities were adequate to handle hog receipts 
 for most of the period. The main trouble seems to have been the 
 relatively unstable prices of hogs, even though the average price was 
 considerably higher than that ever paid before. Prices fluctuated be- 
 tween a high average of $22.09 on July 24, 1919, to the low average 
 of $8.52 on February 21, 1921. The low price recorded here was al- 
 most as ruinous to the packers as it was to livestock producers. In a 
 period of six months, from September, 1920, to March, 1921, live- 
 stock and finished product decreased 50% in price. However, three 
 years later T. Henry Foster could record in his semi-annual report, 
 "During this three months' period slaughterings have been greater 
 than at any other time in the company's history." 
 
 Probably one of the biggest, and undoubtedly the most compli- 
 cated, project ever undertaken by company officials was the remodel- 
 ing of the Ottumwa hog killing building while the department was 
 still in operation. This project meant the replacement of the old 
 building, a six story structure, which had been built some 40 years 
 before. It was a structure of brick walls and timber floors and was 
 to be replaced by a building of concrete and steel. It was not possible 
 to discontinue hog killing operations for the period necessary for the 
 reconstruction. 
 
 The company's architects, Henschien & McLaren, made a careful 
 study of the problem and decided it could be done. And it was! 
 While the men worked at their appointed tasks in the old building, 
 a new structure went up alongside them, within the framework of the 
 old building. Steel girders replaced wooden beams and concrete re- 
 placed brick walls as the building rose floor by floor. Finally the 
 transformation was complete. Ottumwa had a new hog killing build- 
 ing, a building in which record-breaking kills were made while it 
 was going up. George M. Foster, who had returned to Ottumwa in 
 1922, handled the construction details of the job for the company. 
 
 As the period ended, T. Henry Foster recorded in his semi-annual 
 
 186
 
 report for the period ended March 31, 1926, "Everything considered, 
 this has been the most unsatisfactory winter killing season we have 
 had in several years. Prices on hogs have ruled entirely too high to 
 enable the packer to make a manufacturing profit and our tests 
 through the period indicated that practically every hog slaughtered 
 after the middle of November made a loss. Choice, light hogs have 
 been very scarce and high and have lost more money than the heavy 
 lard type which, even at the big discount in price, have failed to re- 
 turn the packer his money." 
 
 And along with that discouraging report the United States De- 
 partment of Agriculture reported that hog production in the United 
 States had reached the lowest point in 10 years. 
 
 While the company had its problems with livestock receipts, it 
 continued to move forward in its building program and provisions 
 for equipping the plant with the most recent and up-to-date of pack- 
 ing house equipment. New buildings were erected and old ones reno- 
 vated to suit present day conditions. During 1923 a new smokehouse 
 and sausage building was completed and occupied at Ottumwa on 
 December 23. At Sioux Falls a new beef house was built and put 
 into operation early in 1925, materially increasing the beef killing 
 figures for that plant. Sioux Falls also received a new cold storage 
 building, while Ottumwa completed a new warehouse and a canning 
 building. All of these buildings were equipped with the latest in 
 packing house equipment. The Ottumwa general offices were moved 
 into a new, modern office building in October of 1924. This building 
 had been needed for a long time because of the crowded conditions 
 and the great expansion in the personnel of the office force. 
 
 During the summer of 191 8 it was decided that a produce depart- 
 ment should be established at Ottumwa to handle the sale of butter, 
 eggs, cheese and poultry. The recommendation was made by M. T. 
 McClelland, sales manager. These products were being handled 
 more extensively by the company and it was his thought that a sepa- 
 rate department could better handle their sale and distribution. His 
 recommendation was accepted and the department was established 
 with C. C. Stentz as manager. The department continued under his 
 
 187
 
 supervision until 1920 when Robert M. Owthwaite was brought to 
 Ottumwa to take charge. Under Owthwaite's supervision the depart- 
 ment began to take rapid strides forward and sales of produce showed 
 a good advance. 
 
 Owthwaite, a great grandson of the founder of the company, had 
 entered the company's employ in 191 2 at the Philadelphia branch. 
 Born and raised in Bradford, England, the original home of the com- 
 pany, he had come to America after completing his college work. 
 His first job at Philadelphia was general in nature. Later he was 
 advanced to sales work. Owthwaite served with the Canadian Tank 
 Corps during the war and following his honorable discharge re- 
 turned to Philadelphia. He came to Ottumwa after serving as a sales- 
 man at Utica, N. Y., at the Syracuse branch and again with the Phila- 
 delphia branch. 
 
 Two years later Owthwaite returned to the Philadelphia branch 
 as manager and was succeeded by Thomas W. Bailey as manager of 
 the produce department. Bailey began with the Ottumwa organiza- 
 tion in 1918 and prior to taking over the produce department had 
 been connected with the sales end of the business. 
 
 It was during this period that the company had its first serious 
 labor trouble. Both Ottumwa and Sioux Falls plants had been or- 
 ganized under American Federation of Labor charters. John Mor- 
 rell & Co. took no active step to stop or hinder union activities in 
 their plants. Neither did it take any step toward granting recogni- 
 tion to the union. 
 
 The matter of recognition came to a head at Sioux Falls in May 
 of 191 8 when 600 employees there struck for three days demanding 
 recognition of their union. This strike ended without the company 
 granting the employees' demands. 
 
 Again in January of 1920 the Sioux Falls plant was closed for 
 eight days and again the desired recognition was not secured. For a 
 year conditions remained rather stable at both plants although there 
 was an apparent unrest. 
 
 On February 21, 1921, a notice was posted containing new work- 
 ing conditions. These new conditions did not include any reduction
 
 in wages or any increase in the eight hour day. They were to become 
 efifective March 2. At Ottumwa about 1,000 employees went out on 
 strike on March 3 without making any demands. They returned two 
 days later after agreeing to abide by the rules as posted. About 600 
 employees at Sioux Falls went out on strike on March 2. After a tie- 
 up of about five days the plant was able to begin operations on a mod- 
 erate scale. The strike continued at Sioux Falls for some three weeks 
 and then was called off after the company agreed to take back such 
 men as could be used. 
 
 What has become the worst strike in Morrell history came during 
 the last three months of 1921 at the Ottumwa plant when about 1,000 
 employees walked out on October 19. This action had been brewing 
 for some time. In April the company had reduced wages by eight 
 cents an hour without any opposition from employees. In the months 
 that followed, however, there was considerable unrest. Matters came 
 to a head with the strike beginning on October 19. 
 
 The company continued to operate every day and soon the work- 
 ing force had been built up to 500 employees. Continual operation 
 of the plant and the gradual return of employees to work finally 
 forced the strikers into lawlessness and violence. The condition in this 
 respect became so serious that the Governor of Iowa sent troops to 
 Ottumwa on November 16. This action was taken when very little 
 effort was taken by city police to maintain order. 
 
 On November 29, the state troops were withdrawn inasmuch as 
 the company had been able to increase its working force to over 1,200 
 employees. With this force the plant was running at almost full ca- 
 pacity. Finally on Christmas eve, union officials called off the strike. 
 It had been disastrous to employees in lost pay and hard feelings en- 
 gendered. It had been costly to the company because of curtailed 
 production at Ottumwa. The loss of production would probably have 
 been greater if the Sioux Falls plant had not been able to absorb and 
 process some of the regular livestock receipts of the Ottumwa plant. 
 Sioux Falls operations increased materially during the period and 
 that plant was able to handle much of the business which Ottumwa 
 could not. 
 
 189
 
 After the strike quite a number of the strikers were rehired but 
 many were never taken back. The local A. F. of L. union at Ottum- 
 wa disbanded after the strike. 
 
 Branch house expansion and improvements were prominent in the 
 picture for the Ottumwa organization. A new building was com- 
 pleted and occupied at Philadelphia early in 1917. George A. Casey 
 was manager when the move to the new building was made. He con- 
 tinued in that capacity until 1922, when R. M. Owthwaite was trans- 
 ferred from the Ottumwa office to head the Philadelphia business. 
 For some years the Memphis premises had given trouble because of 
 inadequate space and facilities. Decision was finally made to erect 
 a new building there. It was occupied in August of 1918. 
 
 For many years the company had been active on the Los Angeles, 
 Calif., market. Business had been handled from the Ottumwa plant 
 by mail with direct shipments going to dealers in the area. At other 
 times a salesman had worked the territory. From actual experience 
 it was known that Los Angeles offered a splendid outlet for Morrell 
 products. It was decided, therefore, that a branch house organization 
 should be set up. Early in 192 1 an arrangement was entered into with 
 Willits and Green. This arrangement provided that John Morrell 
 & Co. would equip the Willits and Green premises with smokehouses, 
 ice machine, cooler, ham boiling apparatus as well as other neces- 
 sary packing house equipment. In return Willits and Green would 
 pay back to the company the expense of equipping the plant from 
 their profits. Jesse Skinner was sent from the Ottumwa office to han- 
 dle the office end of the business. However, the Los Angeles arrange- 
 ment did not prove workable and was concluded about a year later 
 when the company bought out the Willits and Green interests. At 
 this time James F. Kerr was named manager. Kerr had been a Mor- 
 rell employee since 1 910 when he went to work in the Ottumwa office. 
 Most of his service had been in the branch house department. He 
 had served two years as chief clerk at Memphis, two years in a simi- 
 lar capacity at Philadelphia, two years at Syracuse as manager of 
 the branch there, and at the time of his transfer to Los Angeles had 
 completed five years as assistant manager of the Boston branch. Busi- 
 
 190
 
 ness in this southern California city proved to be so good it soon be- 
 came evident that the company's present quarters would be inade- 
 quate for the business. Plans to build a new branch in Los Angeles 
 were made in 1923 and construction started that same year. The new 
 quarters were occupied in February of 1924. 
 
 The Sioux Falls plant opened only one branch although consider- 
 able expansion in sales territories is recorded. A branch at Lincoln, 
 Nebr., was opened on April i, 1918, with W. C. Manes as manager. 
 Manes had formerly worked Lincoln as a sales territory. He was suc- 
 ceeded by E. B. Hutchinson in August of 1919. Sales territories were 
 opened at Cleveland, Ohio; Pittsburgh, Pa.; Louisville, Ky. ; To- 
 ledo, Ohio; and Chicago, 111. 
 
 Long a serious problem to John Morrell & Co., as well as other 
 meat packing establishments in the United States, was the loss sus- 
 tained in carcasses condemned or retained by federal inspection due 
 to disease. Not only did these losses affect the packer but they 
 brought losses to the livestock producer as well. Of the diseases suf- 
 fered by meat animals, tuberculosis is highly infectious and most 
 dangerous to humans. 
 
 It was to be expected that the meat packing industry would take 
 steps to seek a reduction in bovine tuberculosis. Under the leader- 
 ship of the National Live Stock and Meat Board, an educational 
 program was begun seeking support for a project to eradicate this 
 disease throughout the United States. John Morrell & Co. cooperated 
 in this program with every means available. Ultimately the program 
 was supported by packers, livestock exchanges, commission men, 
 and many farm organizations. 
 
 The biggest impetus was given to the program when packers, 
 among them John Morrell & Co., agreed to pay farmers a premium 
 of 10 cents a hundredweight for hogs from counties which had been 
 declared accredited areas. Such counties were those in which all 
 cattle herds had been tested for tuberculosis and all infected cattle 
 slaughtered. One of the first counties in Iowa to be so accredited was 
 Wapello County of which Ottumwa is the county seat. 
 
 Iowa was one of the first states in the Union to pass an anti-bovine 
 
 191
 
 tuberculosis law. In his message to the Iowa legislature in 1923 rec- 
 ommending passage of the law, Governor Kendall said: 
 
 "The eradication of bovine tuberculosis is of most vital impor- 
 tance, not only because it is a menace to the livestock industry, but 
 because of the danger of its communication to the human family." 
 
 A similar anti-bovine tuberculosis law was passed by the South 
 Dakota legislature in 1925. 
 
 Among those entering into the employment of the company or 
 taking over new duties in a supervisory capacity were: J. M. Foster, 
 who returned to the Ottumwa sales department after service with 
 the navy during the war. He was transferred to Sioux Falls in 1920 
 and assigned to the order desk. A year later he was transferred to 
 the sales department. Others were: George A. Morrell, son of John 
 H. Morrell, who joined the cashier department following his gradu- 
 ation from Dartmouth College in 1923; A. Claude Morrell, later 
 to become chairman of John Morrell & Co., Ltd., who joined the 
 Liverpool office on October i, 1919, following his discharge from the 
 English army. He is now a senior director of the English company. 
 A junior director, R. H. Roberts, started at Liverpool on October 
 24, 1918. Then we have N. H. Berens, hog buyer at Sioux Falls; J. 
 H. Deering, salesman at Spokane, Wash.; Clive Bennett, who had 
 been timekeeper and assistant superintendent at Ottumwa and who 
 was named superintendent of the Sioux Falls plant; H. E. Michael, 
 who was transferred from St. Paul to manage the Minneapolis 
 branch and later moved on to Cleveland, Ohio, to open a sales terri- 
 tory there; J. B. Anderson, who succeeded Michael as manager at 
 the St. Paul branch; H. F. Veenker, who became superintendent of 
 the Sioux Falls plant on October i, 1918; J. F. Irvin, who was named 
 manager of the Fargo branch; R. W. Copeland, who opened a sales 
 route at Chillicothe, Mo.; J. L. McNeeley, who succeeded Michael 
 in charge of the Cleveland sales office; W. J. Junion, named manager 
 of the Minneapolis branch; J. C. Schultz, who returned to the em- 
 ploy of the company and was named manager of the Aberdeen 
 branch; J. S. Findley, long in the employ of the Sioux Falls plant, 
 who was placed in charge of a new Personnel department at Sioux 
 
 192
 
 Falls; George Willging, who was sent to Pittsburgh, Pa., to open a 
 sales territory there; R. W. Smith, who opened a sales route at Chari- 
 ton, Iowa, that he was to work for the next 26 years before retir- 
 ing; W. M. Osier, who was sent to Des Moines as manager of the 
 branch there and then later returned to the Ottumwa sales depart- 
 ment; he was succeeded at Des Moines by R. S. Risley who had en- 
 tered the company's employ a few years before as a salesman at Hart- 
 ford, Conn.; R. B. Henderson, who was placed in charge of the sales 
 office opened at Pittsburgh ; E. L. Cleary, who joined the Sioux Falls 
 sales force and was assigned to Louisville, Ky., and W. G. Graham 
 who was placed in charge of the recently opened Chicago sales office. 
 There was also B. E. Winger, who was to become master mechanic 
 at Ottumwa on August i, 1924. Winger had worked at the Sioux 
 Falls plant from 1909 to 19 18. When he left to go with another pack- 
 ing concern in 191 8 he was master mechanic at the plant there. 
 
 Among others were H. W. Bowen, Carl Kramer, M. J. Dunham, 
 Cash Eddy, F. H. Steinbeck, Thomas Stevens, Mary Zimmerman, 
 George Hirst, Joy Peck, William Jones, J. E. Proctor, J. W. Ray- 
 mond, Ernest Richardson, Walter F. Rittman, George W. Roberts, 
 Jessie Allbright, Freda Amundson, Mary Bullock, H. L. Byrum, 
 Grover Caster, John F. Christian, Stephen Cronk, John Fox, Glen 
 Harkins, Norman Hirsch, Walter Peck, Rex Roberts, Ole Ronning, 
 Adolph Swanson, Floyd White, Emil Brix, Rose Carlson, Ralph 
 Claussen, John Doolin, R. J. Klick, Alan Weir, Harry Crawford, 
 Harry Dodds, Zion Piper, C. V. Pool, Roy Adamson, Charles Begh- 
 tol, William Cormack, Olaf Lyng, Clifford Hallberg, Ingwald 
 Peterson, Dempsey Powell, John J. Cannon, Anna M. Warden, Cor- 
 nett Allen, Ralph Dunn, William Hayes, Lars Johnson, Fred Lind- 
 holm, J. W. Varner, Kathleen Willis, and many, many others. 
 
 In England the following began their service with John Morrell 
 & Co., Ltd.: E. N. Trott, J. M. Downie, D. Williams, E. Crocker, 
 S. A. Sutcliffe, D. A. Davidson, A. Byrne, F. W. Hughes, V. Down- 
 ard, W. E. Anders, J. L. Owen, H. N. Milnes, H. G. Mackenzie, 
 J. Parr, W. W. Worthington, G. W. Wilson, W. H. Norbury and 
 W. D. Paton. 
 
 193
 
 It was during this period that many of the steps to benefit the 
 welfare and happiness of Morrell employees were initiated. For 
 many years the company had sponsored a fairly comprehensive ath- 
 letic program, both at Ottumwa and Sioux Falls, covering baseball 
 in the summer and basketball in the winter. But that was about the 
 extent of company participation in employee activities or benefits. 
 
 The first step in the program was the adoption of the plant coun- 
 cil idea at Sioux Falls on July 14, 1922. The same idea was adopted 
 by Ottumwa employees in the fall of the same year. The council was 
 formed in response to a need for a better method of communication 
 between management and the employees. Such communication had 
 grown more and more difficult as the company increased in size and 
 expanded its operations. 
 
 The plan as developed for both plants called for each plant to 
 be divided into divisions, the workers in each division electing an- 
 nually one representative to meet monthly with an equal number se- 
 lected by management from the employees. In these monthly meet- 
 ings free discussion was given to all problems concerning working 
 conditions and any other matters thought of importance to the em- 
 ployee representatives. Each council could act upon matters as neces- 
 sary, except those of unusual importance, in which case recommen- 
 dations were referred to the management before disposal of cases 
 could be made. 
 
 In January of 1924 the company announced a vacation plan for 
 employees showing good work and attendance records. The basic 
 thought of this plan was explained to the employees in a posted 
 notice, one paragraph of which read: 
 
 "Any hourly or piece work employee who has worked for twelve 
 consecutive months without absenting himself from work for any 
 whole or part day, (unless notified not to report by his foreman) 
 shall be entitled to one week's vacation with pay." 
 
 The plan went into effect with those employees who had contin- 
 uous service from January i, 1923. Effective date for others was a 
 year from their date of hiring or the last date of absence. A con- 
 siderable number of employees at both Ottumwa and Sioux Falls 
 
 194
 
 received vacations that first year, and have in the years that followed. 
 The next year the plan was revised to permit absences of a few hours 
 or days because of injury, sickness, or death in the family. It has been 
 changed and liberalized many times since. 
 
 On May i, 1924, a life insurance policy was taken out by the com- 
 pany for everyone who had been in the company's employ for one 
 continuous year or more. Under the terms of the policy the families 
 or dependents of the employee would receive death benefits ranging 
 from $500 to $2,000, depending on length of service. Starting with 
 a minimum benefit of $500 for one year's service, the policy increased 
 by yearly jumps of $100 until reaching a maximum benefit of $2,000 
 for 15 years' service. This insurance was given free to all meeting 
 employment requirements. Coverage was automatic. John Alorrell 
 & Co. was the first of the larger packers to take out such insurance 
 for its employees, and its policy was particularly unusual in having 
 a $2,000 maximum in protection. 
 
 On June i, 1923, Volume i. Number i of the Plant Council Bul- 
 letin was distributed to Morrell employees at Ottumwa and Sioux 
 Falls as well as the different branches. This paper was started to 
 provide employees with information concerning the activities of the 
 plant councils at Ottumwa and Sioux Falls. As time went along its 
 field gradually was increased to cover information pertinent to the 
 company. Its appearance was not regular and the number of pages 
 depended on news available. The Bulletin was received with enthusi- 
 asm by plant readers and finally brought a decision from the com- 
 pany's management to start a regular monthly publication which 
 would cover the news of the company on a regular basis. 
 
 The first issue of this new monthly, The Morrell Magazine, ap- 
 peared on July 25, 1924. A. C. Michener, telegraph editor for the 
 Ottumwa Daily Courier, was the first editor. Michener carried on 
 his dual editorial duties for several months before leaving the Cour- 
 ier to join the company's advertising department as assistant manager 
 and editor of The Morrell Magazine. In the first issue. President 
 T. Henry Foster stated the mission of the Magazine in part in these 
 words : 
 
 195
 
 ^f?k<MM 
 
 1S84-1929 
 
 CHAIRMAN, JOHN MORRELL & CO., LTD., 1924-1929
 
 "Having in mind that we are one big family of 3,500 members, 
 and being desirous of more completely cementing the pleasant rela- 
 tions that have existed between us for such a long time, the manage- 
 ment has approved the plan for a monthly magazine to be published 
 'by, for and in the interests of the employees of John Morrell & Co.' 
 that they may become better acquainted, not only with one another, 
 but with their work, the management, the company itself, its policies 
 and ideals." 
 
 The mission of the Magazine as stated in 1924 is still the mission 
 of the Magazine today after some 22 years of continuous publication. 
 
 Early in 1925, at the suggestion of T. Henry Foster, almost 100 
 foremen from the Ottumwa plant met at a dinner one evening in the 
 office cafeteria. At that time Foster suggested it would be a good idea 
 if the foremen would organize a club which would meet monthly to 
 discuss problems of the industry, to become better acquainted with 
 one another and with members of the management, or to enjoy pro- 
 grams of various kinds which might be arranged. 
 
 Foster's suggestion was greeted heartily by the men and a tem- 
 porary program was set up with A. B. Osier, foreman of the billing 
 department, as chairman. Nelson G. Rupp, then employment man- 
 ager, was named temporary secretary. Committees were appointed 
 to study and draw up a constitution and to nominate officers. 
 
 The Morrell Foremen's Club of Ottumwa came into official ex- 
 istence on March 17, 1925, with the adoption of a constitution and 
 the election of officers. Osier was named president, H. C. Morris, 
 vice president, Rupp, secretary, and C. G. Farr, treasurer. 
 
 This club, along with a similar club organized a few months pre- 
 viously at the Sioux Falls plant, has been in continuous existence. 
 Some years later the clubs' constitutions were amended so that de- 
 partment managers from the offices were eligible for membership. 
 At the same time the clubs' names were changed to the Morrell Club 
 of Ottumwa, and of Sioux Falls. 
 
 In 1918 came the first of the famous Morrell 12-sheet calendars. 
 That first calendar looks like a pretty poor relation in comparison to 
 today's outstanding calendars. And the first print order was for 12,- 
 
 197
 
 500 reading "Iowa's Pride," and 2,500 reading "South Dakota's 
 Pride." These figures look sad in comparison to today's print order 
 running into the hundreds of thousands for the small household size. 
 In fact, the large, or dealer size calendar has a print order today of 
 three or four times that first printing. The enthusiastic reception of 
 the first calendars encouraged Morrell officials and set the stage for 
 the splendid calendars which were to come. The Morrell calendars 
 have proven to be through the years, one of the finest pieces of co- 
 operative advertising ever undertaken. 
 
 For some time there had been dissatisfaction with some of the 
 trade-marks used by the American companies; likewise the dififer- 
 ence in marks used at Ottumwa and Sioux Falls to denote top quality 
 products brought confusion to the trade. This matter came to a head 
 in 1 91 8, at which time a conference was held in Ottumwa between 
 representatives of the company and its advertising agency. Lord & 
 Thomas. As a result of this conference, the agency recommended 
 dropping the "Iowa's Pride" and "South Dakota's Pride" marks. In 
 place of them it was recommended that a uniform or standard desig- 
 nation be adopted which would combine the best features of both 
 marks. Of the new marks considered at the conference, "Morrell's 
 Pride" received the most attention from company officials. Lord & 
 Thomas had some objection to this mark because Swift was using the 
 word "Pride" on a soap product. The only other mark receiving 
 favorable consideration was the word, "Yorkshire." The agency ob- 
 jected to this word, too. It argued that "Yorkshire'' was of foreign 
 derivation and for that reason would not be favorably received by the 
 American trade. 
 
 Following the conference it was decided to try to get a trade- 
 mark registration for "Morrell's Pride." This was secured in due 
 time and the mark was adopted as the company's designation for top 
 quality product. "Iowa's Pride" and "South Dakota's Pride" were 
 dropped officially as company marks on January i, 192 1. The 
 changeover was made slowly however to avoid confusion in the trade. 
 At first the old name was used in conjunction with the new, and as 
 time went along the old, discontinued names were decreased in im-
 
 portance and finally omitted entirely from labels, brands, wrappers, 
 etc. 
 
 Another mark coming into use was the word, "Riverdale," reg- 
 istered for canned vegetables and butter in 1923. 
 
 199
 
 1 Q "2 y • 1 S36 
 
 ^MtAnic^ With the ushering in of 1927 John Morrell & Co. 
 j.S!^ was ready to celebrate 100 years in the meat packing 
 
 tJLJL"''' business, in England, Ireland, Canada and the United 
 States. It had been a good hundred years for a business started only 
 with a barge load of oranges. 
 
 And that barge load of oranges set the theme for Morrell's ob- 
 servance of the centennial of its founding. A booklet, Oranges and 
 the Fruits of 100 Years, was published in two editions. One, 16 
 pages, was for general distribution to the trade and to those inter- 
 ested in a brief account of the company's history. The other, 32 pages, 
 was printed for distribution to employees. It told the company's story 
 in more detail; pictured several individuals who had played a major 
 part in its history; and listed employees who had served many years 
 with the organization. President T. Henry Foster addressed a mes- 
 sage to the employee family as a foreword to the booklet. It read : 
 
 "The presentation of this volume to the members of our organiza- 
 tion is made with the hope that it will better acquaint all with the
 
 true facts pertaining to the founding and early history of the business, 
 and at the same time help to perpetuate the spirit of our departed 
 leaders by forever keeping their ideals before us. 
 
 "These pioneers in industry, whose difficulties and accomplish- 
 ments are so instructively related in the following pages, demon- 
 strated that a successful business has a soul — that business is emi- 
 nently a divine calling. They did not differentiate it from any other 
 calling, no matter how noble, how beautiful, how altruistic. This, 
 I believe, is the true secret of their success. 
 
 "But a business cannot exist solely on the good name of its found- 
 ers, nor attain success through contemplation of past accomplish- 
 ments. Let us not, therefore, on this our looth anniversary, call the 
 day's work done. Let us, rather, look forward with courage to the 
 task before us — striving to make the second century fit successor to 
 the first." 
 
 Many plans for appropriately observing the anniversary were 
 made. The 1927 calendar depicted 12 outstanding events in the com- 
 pany's 100 years. Stanley Arthurs, famous American artist, did the 
 paintings. A series of display cards carrying the anniversary theme 
 was provided for dealers desiring to participate in the observance. 
 An emblem seal was used on all stationery, advertising, wrappers, 
 etc. used by the company. And finally there were the celebrations 
 held in Sioux Falls, Ottumwa and Liverpool. 
 
 The plant-employee observance began at Sioux Falls when that 
 plant was closed at noon for ceremonies dedicating a centennial gate 
 at the entrance to the plant on September 27. The afternoon program 
 started at 2:30 with a band concert. The dedicatory exercises began 
 at 3 :oo when Plant Manager W. H. T. Foster introduced Mayor T. 
 H. McKinnon of Sioux Falls. Mayor McKinnon compared the prog- 
 ress of Sioux Falls with the progress of the Morrell plant there. He 
 then introduced South Dakota Governor W. J. Bulow. In a few 
 words. Governor Bulow said the Morrell business was the largest in 
 the state, its business exceeding that of the celebrated Homestake 
 gold mine, and making it a "veritable gold mine in the heart of the 
 corn belt." 
 
 203
 
 President T. Henry Foster replied to Governor Bulow's words 
 and then gave the dedicatory address for the gatev^^ay. 
 
 In the evening the Sioux Falls Chamber of Commerce tendered 
 Morrell officials a dinner in honor of the day. Fourteen representa- 
 tives of the company, from Sioux Falls, Ottumwa and Liverpool, 
 were guests of some i6o businessmen. After the dinner, Toastmaster 
 A. B. Fairbanks outlined the firm's history before introducing the 
 speakers of the evening, Ben Lawshe, secretary of the Chamber of 
 Commerce, Governor Bulow and T. Henry Foster. While officials 
 were enjoying the dinner, some 3,000 employees and members of their 
 families were entertained at a company theater party. 
 
 On October 19, festivities came to a head at Ottumwa. Again a 
 centennial gateway was dedicated, with President Foster making the 
 dedicatory address, in which he said : 
 
 "Some have spoken of this gateway as a memorial; however, it 
 is not being erected as a monument to those who have gone before, 
 but as a milestone to mark a very important point in the history of 
 John Morrell & Co. — the attainment of one hundred years of con- 
 tinuous business growth; one hundred years of service in giving the 
 public the highest grade of products at prices consistent with quali- 
 ty; one hundred years of employing labor at fair wages, and here in 
 tlie great west, fifty years as one of the farmers' steadiest customers, 
 paying fair prices for his livestock. 
 
 "And because it was erected in this year, 1927, those who come 
 after us will always remember it as the Centennial Gateway com- 
 memorating this achievement . . ." 
 
 Plant and office were in operation during the morning but at noon 
 everything was closed down preparatory to the ceremonies which 
 began at 2 :oo p.m. with a band concert. The dedicatory program 
 started at 3:00 p.m. with President Foster presiding. The speaker 
 of the day was Raymond F. McNally, vice president of the National 
 Bank of the Republic of Chicago. W. H. T. Foster responded to 
 McNally's words. He was followed by E. R. Mitchell, mayor of 
 Ottumwa, who expressed the city's appreciation of the fact that John 
 Morrell & Co. had been located in Ottumwa for 50 of its 100 years. 
 
 204
 
 President Foster then concluded the dedication ceremonies. 
 
 The Ottumwa Chamber of Commerce entertained company offi- 
 cials at a banquet in the evening. Merrill C. Gilmore, Ottumwa at- 
 torney, was toastmaster. He introduced William McNett, veteran 
 Ottumwa lawyer and legal advisor to the company, who presented 
 a tablet as a gift of the citizens of Ottumwa. President Foster ac- 
 cepted the tablet on behalf of the company and its employees and 
 again spoke briefly. He was followed by McNally, who commented 
 on the financial history of the business and the integrity of the men 
 who had been, and are, its leaders. Some 242 businessmen attended 
 this dinner. 
 
 Ottumwa employees and their families were entertained at a free 
 show at one of Ottumwa's theaters. 
 
 One of the big events of the day was the appearance of a 62-page 
 edition of the Ottumwa Daily Courier featuring the Morrell cen- 
 tennial. Forty pages of this particular issue were exclusively confined 
 to the company. 
 
 John Morrell & Co., Ltd., celebrated the anniversary on Decem- 
 ber 28 at a Liverpool restaurant. Attending the dinner were the di- 
 rectors and clerical staffs of the Liverpool and London offices, sales 
 representatives and several guests. 
 
 Thomas McGuffie, cashier and one of the oldest employees of the 
 Liverpool office, proposed a toast to the company in an appropriate 
 speech. A Claude Morrell, vice chairman, responded. W. A. Walker, 
 head of the cable department, presented the directors with a souvenir 
 book commemorating the anniversary. Each director of the English 
 business received a gold match case, suitably engraved, from the staff 
 and agents. 
 
 A duplicate of the souvenir book was also sent to the American 
 directors. 
 
 A few days before Christmas, as a fitting climax to the year's cele- 
 bration, a hall clock of the famous "grandfather" design, was set up 
 in the lobby of the Ottumwa general office building. It represented 
 an expression of the esteem of American employees. The clock was 
 purchased with funds secured through voluntary contributions. 
 
 205
 
 The corporate structure came in for considerable overhauling. 
 Many of the steps were taken because the company became a pub- 
 licly owned corporation in 1928. Ultimately the changes made, and 
 the consolidations completed, resulted in John Morrell & Co., a 
 Maine corporation, becoming the parent organization. 
 
 The Maine corporation continued active throughout the period. 
 At a meeting held October 19, 1927, J. C. Stentz was elected to the 
 board of directors, succeeding the late M. T. McClelland. At an- 
 other meeting, December 17, 1927, he was elected treasurer, succeed- 
 ing to the position formerly held by McClelland. At the annual meet- 
 ing of the stockholders, held June 7, 1928, George F. Morrell and A. 
 Claude Morrell were elected to the board after the by-laws had been 
 amended so as to increase the size of the board from five to seven 
 members. 
 
 The Maine corporation became the parent company in 1928 when 
 it acquired all the stock of John Morrell & Co., Ltd. This step was 
 taken after it was decided to offer part of the company's stock to the 
 public. 
 
 At a board meeting, August 13, 1930, J. M. Foster was elected 
 assistant treasurer. When the board met for its annual meeting in 
 Ottumwa on June 7, 1932, J. M. Foster and George A. Morrell were 
 elected assistant treasurers. The latter was elected to the board at a 
 meeting held October 3, 1935. 
 
 A special meeting of the board was called May 15, 1935, to con- 
 sider a proposal calling for the consolidation of the Kittery Realty 
 Company with John Morrell & Co., a Maine corporation. The pro- 
 posal was acted upon favorably by the directors. An affirmative vote 
 of the stockholders was recorded on May 27, and the Kittery Realty 
 Company passed from existence. 
 
 At another special meeting, September 25, 1936, the consolida- 
 tion of John Morrell & Co., a Delaware corporation, with John Mor- 
 rell & Co., a Maine corporation, was proposed and accepted by the 
 directors. A special meeting of the stockholders, October 24, ap- 
 proved the agreement of consolidation, and on December 23, they 
 gave their approval to the consolidation. The Delaware corporation 
 
 206
 
 involved in this action was a new one which had been set up Novem- 
 ber 23, 1928, when the offering of the company's stocli was made. 
 
 The earlier formed Delaware corporation held about the same 
 meetings as the Maine corporation and at about the same times. 
 Stentz was elected to the board succeeding McClelland and later 
 succeeded him as treasurer. At another meeting J. M. Foster was 
 elected assistant secretary, and still later George A. Morrell was 
 elected an assistant treasurer. 
 
 Consolidation proceedings for this corporation were inaugurated 
 at a special meeting on September 25, 1936. On October 24, stock- 
 holders approved the consolidation of John Morrell & Co., a Dela- 
 ware corporation, with John Morrell & Co., a Maine corporation. 
 
 The final step in the reorganization of the company to keep it in 
 tune with the times occurred late in 1928 when John Morrell & Co. 
 ceased to be a private enterprise and became a public corporation. 
 The announcement of the company's change and a statement of the 
 financial assets of the new corporation were presented to the public 
 on November 28, 1928, in a statement signed by T. Henry Foster, 
 president of the company. This announcement is given here inasmuch 
 as it represents the most important change in the corporate history of 
 the business: 
 
 In connection with your offering of 133,333 shares of Common Stock 
 of John Morrell & Co., Inc., I take pleasure in giving you the following 
 information : 
 
 History 
 
 John Morrell & Co., Inc., a Delaware corporation, has been organized 
 to take over the entire meat and provision packing business associated with 
 the name John Morrell & Co., a Maine corporation, by acquiring all of its 
 outstanding capital stock and all the capital stock of the several affiliated 
 corporations through which this business has heretofore been operated. 
 The business was established In England over a hundred years ago by my 
 great-grandfather, George Morrell, with a capital of less than $300. By 
 i860 It had already become a well-known English wholesale provision es- 
 tablishment. Four years later the first American branch was opened In New 
 York, and In 1878 the principal packing plant was moved to Ottumwa, 
 Iowa, which has ever since remained the American headquarters of the 
 Morrell business. In 191 1 a second comprehensive plant was completed 
 
 207
 
 in Sioux Falls, South Dakota. The record of the business, particularly 
 during the last twenty years, has been one of steady and continuous growth. 
 The present combined net worth of $17,936,204 has been accumulated en- 
 tirely from reinvested earnings after the payment of substantial cash divi- 
 dends. 
 
 Business 
 
 The business now to be known as John Morrell & Co., Inc., constitutes 
 one of the largest meat packing concerns in the United States and one of 
 the leading organizations specializing in the packing and curing of branded 
 pork products. In addition to slaughtering livestock and marketing pork, 
 beef, and other meats, the organization produces and distributes a large 
 variety of processed food articles, including dairy products, and numerous 
 by-products more recently developed by the meat packing industry. Its 
 products are distributed throughout the United States, Great Britain, con- 
 tinental European and other foreign countries under the widely known 
 Morrell brands. 
 
 The conspicuous success of the Morrell business and its outstanding 
 position in the meat products industry result from the strategic location of 
 its plants, the unusually high quality of its products, and the efficiency of 
 its methods of distribution. The company's plants are situated at the ap- 
 proximate geographical center of the corn belt where two thirds of the 
 hogs and one fourth of the beef cattle of the country are raised. As the 
 company has for many years been a leading factor in the furthering of 
 scientific livestock husbandry, many hog and cattle raisers in the corn belt 
 look upon the Morrell plants as their permanent market for prime live- 
 stock. Over seventy-five per cent of its livestock supply comes to the com- 
 pany without solicitation and directly from the hog and cattle raisers. 
 Being raised in the vicinity of the Morrell plants and therefore not subjected 
 to long, injurious railway hauls, this livestock reaches the company pens in 
 the best possible condition. The exceptional supply of prime livestock and 
 the precautions taken at every step to insure the maintenance of a uniformly 
 high standard of quality and flavor in its processed articles have brought 
 about a constantly increasing consumer demand for the products distrib- 
 uted under the Morrell brands. The company, through subsidiaries and 
 otherwise, maintains sales agencies in important cities in this country, and 
 at many points in Great Britain, continental European and other foreign 
 countries. Although branch houses are maintained at fourteen important 
 distributing centers, sixty-five per cent of the domestic deliveries to retail- 
 ers are handled by the route car method with resultant economies of time 
 and expense. 
 
 Plants 
 
 Packing plants are owned and operated at Ottumwa, Iowa, and Sioux 
 
 208
 
 Falls, South Dakota, covering approximately 150 acres of land and having 
 an aggregate annual capacity of 2,500,000 hogs, cattle and sheep. Both 
 plants are thoroughly modern and fully equipped for efficient operation. 
 Through a subsidiary, the company owns 500 refrigerator and tank cars 
 and leases 200 additional cars. 
 
 Capitalization 
 
 The entire authorized and outstanding capitalization of John Morrell 
 & Co., Inc., consists of 400,000 shares of Common Stock, of no par value. 
 Neither the company nor any of its subsidiaries has any funded debt or pre- 
 ferred stock outstanding in the hands of the public. Having been purchased 
 directly from individual stockholders, the 133,333 shares of Common Stock 
 now being offered represent no new financing for the company. 
 
 Balance Sheet 
 
 The consolidated balance sheet of John Morrell & Co., Inc., and its 
 subsidiaries, as of September 29, 1928, after giving effect to recapitaliza- 
 tion involving the withdrawal of cash and marketable securities in accord- 
 ance with terms of agreement, has been certified by independent auditors 
 as follows: 
 
 ASSETS 
 Current Assets: 
 
 Cash on hand and in banks $ 982,244.43 
 
 Cash surrender value of life insurance 
 
 policies 54,173.01 
 
 Notes and Accounts Receivable — 
 Notes receivable ....$ 36,000.00 
 Customers' 
 
 accounts 4,035,040.35 
 
 Sundry debtors 124,706.39 
 
 Advances to em- 
 ployees 10,829.75 
 
 Together $4,206,576.49 
 
 Less — Reserve for 
 
 doubtful accounts 72,157.50 4,134,418.99 
 
 Claims (Net) 7)777-77 
 
 Inventories less reserves — 
 Product, including 
 
 consignments 7,921,245.45 
 
 209
 
 Raw materials — 
 Livestock and 
 Supplies 965,099.73 8,886,345.18 
 
 TOTAL CUR- 
 RENT AS- 
 SETS $14,064,959.38 
 
 Investments and Advances 28,272.40 
 
 Capital Assets at Net Book Values: 
 
 Land, Buildings and fixed equipment.... 7,434,374.96 
 
 Refrigerator and tank cars 936,429.10 
 
 Tools, delivery equipment, furniture, 
 
 etc 542,669.02 
 
 Construction in progress 23,780.30 8,937,253.38 
 
 Deferred Charges 104,806.47 
 
 $23,135,291.63 
 
 LIABILITIES 
 
 Current Liabilities: 
 
 Drafts drawn against consignments $ 87,231.25 
 
 Accounts Payable 486,545.68 
 
 Sundry deposit and loan accounts 3,714,431.99 
 
 Accrued property taxes, wages, etc 170,967.65 
 
 Sales ex consignment, account sales 
 
 not rendered 66,423.61 
 
 Insurance fund 16,439.46 
 
 Reserve for income taxes 657,047.66 
 
 TOTAL CURRENT 
 
 LIABILITIES - $ 5,199,087.30 
 
 Reserves 297,000.00 
 
 Capital and Initial Surplus represented 
 by — 400,000 shares of common 
 stock of no par value 17,639,204.33 
 
 $23,135,291.63 
 
 On the basis of the above balance sheet, net tangible assets aggregate 
 $17,831,397 or $44.58 per share of authorized and outstanding Common 
 Stock. Net current assets amount to $8,865,872 or $22.16 per share. The 
 book value of the company's properties represents cost less depreciation
 
 charged out of earnings and is considerably below sound value as indicated 
 by a recent independent appraisal. 
 
 Earnings 
 
 The business has earned a substantial profit in each of the last fifteen 
 years, including the post-war period of depression. 
 
 The consolidated net profits of the predecessor companies for the five 
 and one-half years ended September 29, 1928, after all charges including 
 depreciation and Federal income taxes and after giving effect to the adjust- 
 ment of income in respect of cash and marketable securities withdrawn, 
 have been certified by independent auditors as follows: 
 
 Years Ended March 31 Net Profits Per Share 
 
 1924 $2,223,840 $5.56 
 
 1925 2,939,806 7.35 
 
 1926 1.336,733 3-34 
 
 1927 1,906,782 4.76 
 
 1928 1,591,488 3.98 
 
 6 Mos. Ended Sept. 29 
 
 1928 i,745,894(six months) 4.36 
 
 Average Per Year for 5^ years 2,135,371 5.34 
 
 Inventory at September 29, 1928, was priced conservatively in antici- 
 pation of the seasonal market decline. 
 
 Dividends 
 
 It is the intention of the company to place the Common Stock on an 
 annual dividend basis of $3.60 per share by the declaration of an initial 
 quarterly dividend of 90c per share, payable on or before March 15, 1929. 
 
 General 
 
 The public offering of this Common Stock involves no change in the 
 management or control of the business. The men who have been responsi- 
 ble for its successful operation over a long period of years, and who have 
 for the most part grown up in the business, will continue in active manage- 
 ment and will control, directly or indirectly, a majority of the Common 
 Stock of John Morrell & Co., Inc. 
 
 Two representatives of the Bankers have been invited to become di- 
 rectors of the company. 
 
 The company has agreed to make application to list its Common Stock 
 on The Chicago Stock Exchange and on the New York Stock Exchange. 
 
 The initial step for setting up the new' publicly-owned company 
 was taken on November 23, 1928, when the constitution and by-laws 
 
 211
 
 for the new Delaware corporation were registered in that state. The 
 constitution contained the usual provisions for such a corporation, 
 but at the same time provided that the business to be followed should 
 be that of a regular packing house for meats and provisions. It also 
 called for a stock issue of 400,000 shares, without par value. The by- 
 laws called for the first stockholders' meeting to be held in Ottumwa 
 on June 15, 1929, and succeeding meetings to be held in Ottumwa 
 on January 15 of each year. A board of directors of nine members 
 was to be elected ; likewise an executive committee of two or more 
 directors should be designated by a resolution passed by a majority 
 of the board. This committee was to act for the board between meet- 
 ings in all matters of policy or business. 
 
 First meeting of the incorporators and stock subscribers was held 
 at Wilmington, Del., on November 24. Elected to the board at that 
 time were: T. Henry Foster, W. H. T. Foster, George M. Foster, 
 J. M. Foster and J. C. Stentz, all of the American business; George 
 F. Morrell and A. Claude Morrell, of the English business; and 
 David B. Stern and Henry Getz, of the banking firm of A. G. Becker 
 &Co. 
 
 First meeting of the board was held at Ottumwa on November 
 28, at which time T. Henry Foster was elected president; W. H. T. 
 Foster, George M. Foster and Elmer Engquist, vice presidents; J. 
 M. Foster, secretary, with assistant secretaries being J. W. Mock 
 and Alfred G. Johnson; J. C. Stentz was elected treasurer. At the 
 same time an executive committee composed of T. Henry Foster, 
 chairman, George M. Foster and Stentz was designated by resolution 
 approved by the board. At this same meeting consideration was given 
 to a proposal to purchase all capital stock of John Morrell & Co. 
 (Maine), Kittery Realty Company and John Morrell & Co., Ltd. 
 
 At the annual meeting of the directors in 1929, all officers were 
 re-elected except Engquist and Johnson. George W. Martin, man- 
 ager of the company's Chicago business office, was elected to the 
 board at the stockholders' meeting held January 15, 1930. He suc- 
 ceeded to the vacancy created by the death of George F. Morrell. 
 
 Important events at meetings for the next several years included
 
 the changing of the date of annual meeting of stockholders to March 
 15 at Ottumwa (November 7, 1930) ; election of George A. Morrell 
 as an assistant treasurer (October 27, 193 1) ; increase in the number 
 of directors from nine to 10 with George A. Morrell being elected 
 to fill the vacancy thus created (May 18, 1934) I ^"d changing the 
 place of annual meeting of stockholders to Wilmington, Del. (No- 
 vember 19, 1935)- 
 
 On November 16, 1936, the board met in Ottumwa to consider 
 a proposal for the consolidation of John Morrell & Co., Inc., with 
 John Morrell & Co., a Maine corporation. After board approval, a 
 meeting of the stockholders of the incorporated company was held 
 December 23, 1936, at which time the board action was approved. 
 Steps then were initiated for completing the action early in the fol- 
 lowing year. 
 
 John Morrell & Co., Ltd., lost its chairman, George F. Morrell, 
 by death on November 20, 1929. Succeeding him was A. Claude 
 Morrell, his nephew. 
 
 John W. Willoughby was elected a senior director of John Mor- 
 rell & Co., Ltd., on December 9, 1927. John E. Smitham, assistant to 
 A. Claude Morrell, was elected a junior director at a meeting of the 
 board on June 17, 1930. Following Smitham's death. May 17, 1933, 
 Allan G. Carey was elected to his place on the board. Carey started 
 with the Liverpool organization as an office boy in 1901. After sev- 
 eral years in the office and on various sales territories in England he 
 was transferred to London as assistant to J. W. Willoughby. Samuel 
 Telfer, who recently completed 50 years of continuous service with 
 the English organization, was elected to the board as a junior director 
 at a meeting held July 25, 1933, the same meeting at which Carey 
 was elected. 
 
 During 1933, R. H. Roberts was elected secretary of John Mor- 
 rell & Co., Ltd., succeeding W. A. Venables, who retired from that 
 position but not from the board. 
 
 At the annual meeting of the stockholders of the Kittery Realty 
 Company on June 7, 1928, George F. Morrell and A. Claude Mor- 
 rell were elected to the board after an amendment to the by-laws had 
 
 213
 
 4 C /VW^e^ 
 
 1694- 
 
 CHAIRMAN, JOHN MORRELL & CO, LTD., 1929-
 
 been approved increasing the number of directors from five to seven. 
 The board held a special meeting on May 15, 1935, at which time a 
 proposal was offered calling for the consolidation of the company 
 with John Morrell & Co., a Maine corporation. This proposal was 
 approved by the board and on May 27, 1935, was approved at a spe- 
 cial meeting of the stockholders. 
 
 With the various steps that had been taken in clearing up the 
 company's corporate structure, only John Morrell & Co., Ltd., and 
 the Yorkshire Creamery Company remained as separate organiza- 
 tions outside the framework of John Morrell & Co., a Maine corpo- 
 ration. 
 
 The Morrell Serum Co. ceased operations on October 15, 1931. 
 Following 1925 prevalence of hog cholera in the area served by the 
 company decreased rapidly. In addition there was an over-produc- 
 tion of serum and business became highly competitive, with margin 
 of profit in manufacture and distribution becoming almost negligi- 
 ble. Organized as the Ottumwa Serum Co., the corporate name had 
 been changed to the Morrell Serum Co. in 1929. 
 
 The years from 1927 to 1936 brought problems never before faced 
 by the company officials, or if they had, never with such intensity. 
 Government interference in business was even worse than the 
 weather, and Iowa, South Dakota and Kansas had their share of 
 weather during those years. Weather conditions could have been 
 faced and absorbed under normal conditions, but it was difficult for 
 the business to face government ideologies, socialistic schemes, and 
 interference when it was unknown from day to day what the next 
 would bring. 
 
 These words taken from President Foster's semi-annual report 
 dated September 30, 1927, give a good introduction to the period: 
 
 "While operations at both plants during the period have been 
 reasonably steady as far as volume is concerned, they have been any- 
 thing but satisfactory. The packing industry, being closely related 
 to agriculture, suffers along with farming, from inadequate return, 
 lack of stabilization and uneconomic practices. Like many other pro- 
 ducers during the past year, the packers have been caught in the 
 
 215
 
 maelstrom of declining prices. Although our sales in volume were 
 larger than for the same period in 1926, the net realization has been 
 less than three and one-half million dollars. 
 
 "Livestock prices have been too high, shifting consumer demand 
 along the lines of least resistance to cheaper products, including meat 
 substitutes. This has been a farmers' and livestock raisers' year — 
 not a packer's or consumer's." 
 
 The bottom fell out of American economy in 1929 and necessarily 
 the meat packing business was affected. To top off the picture, how- 
 ever, the corn belt suffered one of its worst droughts during the sum- 
 mer of 1930. The picture was not pretty when Foster sat down at his 
 desk to compile a report to the directors on November i : 
 
 "During the past summer the corn belt, in fact almost the entire 
 U. S. A. was afflicted with one of the most severe droughts in the his- 
 tory of the country. The immediate effect of this was a poor corn 
 crop, reduced in yield much below the 10 year average, which pushed 
 the Chicago price up over $1.00 per bushel. As a result during the 
 past couple of months considerable small grain has been fed to hogs 
 — something which has not happened in the corn belt states for many 
 years. 
 
 "General conditions in the industry during the period have been 
 bad, and there has been an abnormal amount of unemployment, es- 
 pecially in the large industrial centers. Fortunately, however, we 
 have been able to continue to operate at a practically normal rate, 
 employing our full complement of labor and without making any 
 reductions in wages and hours, as many manufacturers have been 
 obliged to do. 
 
 "Over 13,000 men and women applied to us for work during the 
 period, whereas the labor turnover in our Ottumwa plant was only 
 13.8% as against 39% for the same period in 1929." 
 
 As the United States sank deeper into the throes of depression, 
 Foster wrote a year later: 
 
 "General business conditions during the period have been very 
 little better, if any, than the previous six months, and the packing 
 industry has been no exception. Livestock prices have sunk to almost 
 
 216
 
 forgotten levels and the market prices of the finished product have 
 sold at times below the cost of production. Altogether it has been the 
 poorest year the industry has experienced in a long time. Continuous 
 price declines, entailing substantial inventory losses, curtailed export 
 trade, and poor by-products business have seriously affected earn- 
 ings." 
 
 Six months later the picture was still blacker as Foster again 
 addressed a semi-annual message to the directors which read in part: 
 
 "During the season just closed, the country has been feeling the 
 effects of the full pressure of the depression, and unemployment has 
 been very severe and widespread. We have been extremely fortunate, 
 however, in being able to keep all of our people employed every- 
 where although on shortened hours. Wages in many departments 
 have been subject to adjustments but we have not as yet felt it neces- 
 sary to make any general cuts." 
 
 And so the country was ready for Roosevelt, Wallace and the 
 New Deal. And the country got a taste of what was to come imme- 
 diately upon Franklin Delano Roosevelt's assumption of the office 
 of president of the United States of America! On March 5, 1933, he 
 declared a bank holiday and all banks were closed. Banks had been 
 closing all over the country, and those which had not were facing 
 serious times. But no one expected the action which the new presi- 
 dent took. The effect on the company was very aptly stated by Foster 
 in these words : 
 
 "During the whole of the period, we suffered considerable incon- 
 venience owing to banking conditions almost everywhere. Bank clos- 
 ings had become an epidemic, and the daily checking and watching 
 of accounts were necessary to avoid having funds frozen in the closed 
 depositories. On March 5 all banks in the United States were closed 
 by order of the president. We immediately printed a supply of 
 'Guaranteed Pay Orders,' in various denominations, and which we 
 agreed to redeem in cash at the end of the banking 'holiday.' These 
 we used freely to pay for all livestock, supplies and labor, and they 
 were accepted everywhere without question. However, inside a week 
 we were able to obtain cash from the Chicago banks for purchase of 
 
 217
 
 livestock and payrolls, and in the course of a few days sound banks 
 were opening for regular business, ending what looked at the start 
 like a very serious interference with business generally." 
 
 Seemingly the bank holiday inaugurated federal and state inter- 
 ference in business on a wholesale scale. Almost immediately pet plans 
 for socializing the economy of the country were introduced, in the 
 national congress and in many state legislatures. Foster, in his semi- 
 annual report dated April 29, 1933, devoted a considerable portion 
 of his report to various laws which had been introduced into the state 
 legislatures of Iowa, South Dakota and Kansas. He ends with these 
 words concerning federal legislation: 
 
 "Most important, however, has been the program of our national 
 congress, which has passed a number of laws revolutionary and so- 
 cialistic, the essential purpose of which is a redistribution of the na- 
 tional income upon 'a basis of much greater equality.' To this end 
 the government proposes to assume control of business to an extent 
 which is staggering and heretofore unthought of in our experience. 
 The legislation particularly affecting the packing industry is known 
 as the Farm Relief Act, and the National Industrial Recovery Act, 
 passed by the session of congress which has just adjourned." 
 
 Federal laws and activities came thick and fast in the months that 
 followed. There was the National Recovery Administration, the 
 Agricultural Adjustment Act, a temporary code for the meat pack- 
 ing industry on hours of employment, salaries, wages, and many 
 other laws and proclamations. 
 
 All or most of the laws and proclamations affecting the industry 
 stemmed from the expressed intentions in the provisions of the Na- 
 tional Industrial Recovery Act. Officials of John Morrell & Co. at 
 the time hailed the Act and the August issue of The Morrell Maga- 
 zine carried this signed message from President Foster: 
 
 "Of all the bold, swift measures launched by President Roosevelt 
 and his advisers to cope with our economic dilemma, none stand 
 forth as clearly and with as much sureness of purpose as the National 
 Recovery Administration. 
 
 "No order of a national executive has met with quicker and more
 
 hearty response on the part of the people of the United States since 
 the thrilling days of the Great War, when by the stroke of the pen 
 our country faced about over night from a defensive to a very de- 
 termined offensive position in dealing with the enemy. The Blue 
 Eagle of the N. R. A. is the ensign of a nation on the offensive; de- 
 fensive tactics have been relegated to the junk pile of lost hopes and 
 worthless remedies. 
 
 "But all this does not mean that we have won the battle, and that 
 from now on everything is going to be lovely and serene — far from 
 it. It means that we have just begun to fight, and for a cause in 
 which every one must do his part. That's the slogan on the Blue 
 Eagle ensign : WE DO OUR PART; and unless each of us does his 
 part the whole campaign is likely to end in failure. 
 
 "The packers' code affects, in some degree, every person con- 
 nected with our business. By complying with its terms the company 
 gives up its rights in respect to fixing wages, hours and operating 
 practices, and adopts a schedule approved and acceptable to the 
 United States Government as being in harmony with the President's 
 order. It is a contract effective experimentally for two years; it may 
 prove to be a great success, it may be partially successful; it may be 
 a complete failure. But, its success or failure will depend on the sup- 
 port it is given; on the cooperation of employer with employee and 
 the people as a whole with their Government at Washington. 
 
 "Whether or not you are fully in agreement with the idea of the 
 N. R. A., you cannot fail to sympathize with the ends it hopes to at- 
 tain, and which are that labor may be as fully employed as possible, 
 and at a wage which will permit of decent, comfortable living, that 
 strife between employer and employee may cease, that purchasing 
 power may be restored and cut-throat competition eliminated from 
 industry. All these things make for our mutual happiness and peace 
 of mind. Sacrifices will have to be made to attain them; but with- 
 out them, when shall our prosperity and national respect be re- 
 stored?. . . 
 
 "I appeal to every employee of John Morrell & Co., no matter 
 where, or in what capacity employed, to cooperate with the manage- 
 
 219
 
 ment of the business in complying with the N. R. A. and the terms 
 of the packers' code, that as quickly as possible President Roosevelt 
 may be assured of our loyalty and sincere desire to uphold him and 
 his assistants in the tremendous and humane task they have under- 
 taken." 
 
 Foster refers to the packers' code in his message. This code was 
 developed by a committee of packer representatives from the Insti- 
 tute of American Meat Packers working in conjunction with repre- 
 sentatives of the Agricultural Adjustment Administration. This com- 
 mittee, headed by Morrell Vice President George M. Foster, went 
 to Washington for a meeting on August 5. Two days later the code 
 had been adopted and placed in effect. By its provisions packers gave 
 up their right of fixing wages, controlling hours worked, and the 
 determination of certain operating procedures. In all, there were 
 14 points to the agreement. As the code came into being on August 
 7, it was supposed to be only temporary in nature. It was expected 
 that a permanent code would be adopted later which would not only 
 cover relations between employer and employee, but also the ethics 
 of selling, the relationship between competitors and between the 
 packers and the public as well. 
 
 The National Industrial Recovery Act was administered by the 
 National Recovery Administration and continued in existence until 
 May 27, 1935, when it was declared unconstitutional by the United 
 States Supreme Court. The June issue of The Morrell Magazine 
 carried this notice: 
 
 "In response to inquiries regarding the effect of the United States 
 Supreme Court decision on the N. I. R. A. on Morrell policy, John 
 Morrell & Co. has posted notices that no changes were being con- 
 templated in rates of pay or hours." 
 
 Another act which affected the company to a great extent was the 
 Agricultural Adjustment Act. A most important program in this Act 
 was the reduction of pigs and sows on corn belt farms. Initiated by 
 Secretary of Agriculture Henry A. Wallace, this program provided 
 for the slaughter of 4,000,000 pigs and 1,000,000 sows due to farrow 
 in the fall. All pigs under a live weight of 81 pounds were to be
 
 destroyed, while the heavier pigs and sows were to be dressed, cured 
 and later allocated to relief agencies for distribution to unemployed 
 and their families during the coming winter. In order to give the 
 farmer a sum equal to what he would have received if he had fed 
 out his pig crop, the government agreed to pay the farmer in Iowa 
 within a range of $5.60 for the heaviest to $9.10 for the lightest. For 
 sows, the price was the regular market price, without the usual dock- 
 age, plus $4.00 a head. Packers at certain designated spots through- 
 out the country were named to slaughter the 5,000,000 hogs for gov- 
 ernment account. John Morrell & Co., Inc., plants at Ottumwa, Sioux 
 Falls and Topeka were named. What this particular business meant 
 to the company is summed up in the following report made by Presi- 
 dent Foster on October 28, 1933 : 
 
 "In August, Secretary Wallace of the United States Department 
 of Agriculture, launched his so-called 'Pig-Sow program,' and we 
 contracted with him to destroy for government account pigs 80/100 
 pounds; pigs over 100 pounds, and piggy sows to be saved and cured 
 for food. Later the weight of pigs to be destroyed was reduced to 
 70 pounds. For this service the packer was paid a processing fee. 
 We participated in this program at our three plants, destroying (by 
 electricity) 86,785 pigs and slaughtering 20,312 pigs and 8,870 sows 
 for food; a total of 1 15,967. Pigs destroyed were tanked for fertilizer, 
 which was spread on the ground and plowed under. Meat cured from 
 heavy pigs and sows totalled 2,839,343 pounds." 
 
 The following year nature aided the government and Secretary 
 Wallace in his program by bringing to the corn belt states the worst 
 drought in 50 years. Foster wrote in his report for the period ended 
 October 27, 1934, as follows: 
 
 "The past summer the corn belt and many parts of the United 
 States suffered from the worst drought known in almost half a cen- 
 tury. Crops and livestock, especially in southern Iowa, South Dakota 
 and Kansas, have been the greatest sufferers, unfortunately for us. 
 The government's final estimate of the 1934 corn crop was just about 
 50% of normal production. Estimates of hogs to be marketed in 1935 
 run from 40 to 60% of a normal crop. These shortages are, of course, 
 
 221
 
 not all due to natural conditions, but to the combined influence of 
 the drought and the government's crop limitation campaign." 
 
 Exactly a year later, Foster wrote: 
 
 "Hogs were very scarce through all the territory from which our 
 three plants normally draw their supplies. Southern Iowa, South 
 Dakota and Kansas suffered more severely from the drought of 1934 
 and 1935 possibly than any other section of the corn belt, creating 
 an unusual and unsatisfactory condition in hog buying generally. 
 Hardest hit was the Ottumwa territory, necessitating our buying 
 freely of hogs in western and northwestern parts of the state in com- 
 petition with other packers more favorably situated. 
 
 "Altogether the destruction of pigs, and the killing of sows by 
 the Department of Agriculture, combined with the drought which 
 followed, has been disastrous for processors whose operations are 
 chiefly pork and its products." 
 
 At the end of the company's fiscal year of 1935, figures showed 
 that its pork kill was 43% under the previous year; cattle slaughter- 
 ing was ofif 18%; while sheep showed a decline of only 1.8%. 
 
 Probably the greatest headache to the packing industry came as 
 the result of the government's determination to collect a processing 
 tax from the packers to finance its corn and hog reduction program. 
 
 By this tax a fund was created which was used to pay a bonus to 
 farmers who reduced their corn acreage by 20% and their hog 
 marketings by 2570- As originally announced the tax was to be col- 
 lected until November i, 1935, and it was expected to bring in some 
 385 million dollars. In addition to hogs purchased after November 
 5) '933) when the tax went into effect, a floor tax ranging from 10 
 cents a hundredweight on pigs feet to $1.76 a hundredweight on 
 cooked hams was imposed on all stocks held at packing houses on 
 that date. 
 
 The processing tax was graduated, starting at 50 cents a hun- 
 dredweight on November 5, increased to $1.00 on December i ; $1.50 
 on January i, 1934; and to reach a maximum of $2.00 on February i. 
 A $2.25 tax was in effect when the tax was finally declared unconsti- 
 tutional. 
 
 222
 
 How this tax affected the price of hogs can easily be traced by 
 the market for the years the tax was operative. On November 4, 1933, 
 top hogs sold in Chicago at $4.25; a year later at $6.00, 18 months 
 later $9.20, and in July of 1935 at $10.20, plus the processing tax of 
 $2.25, making the actual cost to the packer, $12.45. This represented 
 an increase in the price of live hogs of 193% since the tax became 
 effective. 
 
 The tax offered serious difficulties to packers not operating a full 
 line plant. Those plants packing pork only suffered severely, many 
 going out of business while others had to lay off employees and re- 
 duce operations to the barest minimum. Full line packers were able 
 to get by, using beef and lamb killings to bolster their sales. Presi- 
 dent Foster, writing in The Morrell Magazine^ had this to say: 
 
 "Consumers owe a vote of thanks to the cattlemen who have con- 
 sistently opposed and resisted the attempts of the Agricultural Ad- 
 justment Administration to impose a processing tax and production 
 limitation on beef. Cattle slaughtered in October by federally in- 
 spected plants was the largest in any month in nearly six years, and 
 30% over the five year average. Without this increased supply of 
 beef there would have been a meat famine in the United States, 
 prices double what they are today, and serious disturbances wherever 
 meat is sold. The beef producers were right — give them the credit." 
 This was written in November of 1935. 
 
 Ultimately some 50 packing concerns started litigation in the fed- 
 eral courts to enjoin the government from collecting the tax. The Su- 
 preme Court finally handed down an opinion in January of 1936 
 which declared the Agricultural Adjustment Act, including process- 
 ing taxes, as unconstitutional. 
 
 On July 5, 1935, President Roosevelt approved the National 
 Labor Relations Act which to some extent was a restatement of 
 certain provisions of N. I. R. A. It guaranteed employees the right 
 to organize, to adjust their grievances by bargaining collectively, to 
 seek increased wages and shorter working hours, as well as many 
 other provisions. This Act put labor in the driving seat, making 
 management subject to the fancy of labor leaders and the union agi- 
 
 223
 
 tator. There is no denying the fact that labor union activity in the 
 United States reached its highest point after this Act became the law 
 of the land. 
 
 Of course, John Morrell & Co., Inc., was affected by the Act. 
 Naturally Morrell employees expressed a deep interest in the pro- 
 visions of the new law. In order that they might have an idea of how 
 the company stood, the following notice was posted on all plant bul- 
 letin boards: 
 
 "The National Labor Relations Act (commonly known as the 
 Wagner Bill) which was approved by the President on July 5, 1935, 
 and which has now gone into effect, is very largely a restatement of 
 Section 7-A of the National Industrial Recovery Act, passed in July, 
 1933, and which has been held unconstitutional by the Supreme 
 Court of the United States. 
 
 "This law does not materially affect either the rights of the em- 
 ployee or the employer; or the relations of John Morrell & Co. with 
 its employees, such as have been in effect for years. 
 
 "The company will continue to deal with any group represent- 
 ing employees, or with the individual employee if he so prefers. 
 
 "There is nothing in the new law which will require an employee 
 to belong to, or which will deny him the right to join any representa- 
 tive group; nor will it deny him the right to deal directly with the 
 company as an individual, as before." 
 
 Possibly no decisions of the Supreme Court, since the Dred Scott 
 decision of 1857, could have had a more important bearing upon the 
 lives of American people than those declaring N. I. R. A. and 
 A. A. A, unconstitutional. As with N. I. R. A., the A. A. A. had 
 already been proven unworkable. If the Supreme Court had not de- 
 clared the Act unconstitutional, the whole thing would have fallen 
 on those who thought "scarcity economy" represented the American 
 way of life. 
 
 But those planners were not the only ones in danger when the 
 Court's decision was rendered, there were the little processors who 
 were being forced out of business because they couldn't pay the proc- 
 essing tax. If they passed it on to the ultimate consumer, he balked. 
 
 224
 
 He just didn't like to be the goat. It became a vicious circle, but a 
 wise group of "nine old men" brought it to a halt. 
 
 President Foster's report to the directors on October 31, 1936, 
 gives some idea of what a year's operations, with governmental inter- 
 ference lessened considerably, had meant. Rewrites: 
 
 "Hogs slaughtered at the three plants totalled 837,152, compared 
 to 554,112 a year ago; an increase of 51%. 
 
 "Cattle (including calves) slaughtered totalled 167,442; a year 
 ago 115,259; increase 45%. 
 
 "Sheep slaughtered 121,875; year ago 75,398; an increase of 
 61%. 
 
 "Total slaughterings 1,126,469; year ago 744,769; increase 51%. 
 
 "It is a coincidence that the percentage of increase in hogs was 
 the same as the percentage of increase in the total number of animals 
 slaughtered, and while our statistics covering the slaughter of cattle 
 and sheep do not properly indicate actual increases over a year ago, 
 as a result of farm recovery from drought conditions and government 
 slaughter for relief, the increase in our hog kill is more or less repre- 
 sentative and indicative of actual partial recovery . . . 
 
 "The average cost of hogs during the six months ruled about 12c 
 a cwt. lower than in 1935 ; quality as in 1935 has been only fair. Short- 
 age of corn and high prices of feed generally have again contributed 
 to the continued marketing of unfinished animals, some of which 
 have made extremely low yields." 
 
 Throughout these years there was a continuing struggle by cer- 
 tain interests to get the federal government, as well as state govern- 
 ments, to pass restrictive legislation against the plan of direct mar- 
 keting of livestock. The main argument used by these interests in- 
 dicated that direct marketing was detrimental to producers. 
 
 Late in 1934 an exhaustive study of all fields of marketing was 
 made by the U. S. Bureau of Agricultural Economics in cooperation 
 with the A. A. A. Every angle in livestock marketing was gone into 
 and studied thoroughly and as a result the packing industry was 
 vindicated of every charge. 
 
 For the six months ending in March, 1931, slaughter of hogs at 
 
 225
 
 the Ottumwa and Sioux Falls plants set a new high for any such 
 period. The average cost was $8.15 per cwt., as compared with $1 1.47 
 the year before, and $11.38 two years before. During the summer 
 season that followed, a record for summer killing was established, 
 even though the average cost rose to $9.93. 
 
 The winter season which followed again showed the company 
 coming up with a new record for the killing season. During that six 
 months 1,056,398 hogs were slaughtered, even though the govern- 
 ment reported fewer hogs on farms than the year before. However, 
 this fact did show up in the cost of hogs per hundred pounds. Al- 
 though the average price paid by the firm was only $9.09, as high 
 as $12.00 was paid during February and March. 
 
 By October of 1931, average price paid for hogs had fallen to 
 $5,387; and by April of the next year to $3,738. As T. Henry Foster 
 said, "Prices sank to low levels known only to operators in the 90's." 
 Hogs continued their downward trend, with the low average of $3.43 
 being paid during a portion of 1932. Prices started a slow, a terrifi- 
 cally slow, advance from that point. It might be recorded, however, 
 that at one point during 1934, hogs fell below the $3.00 mark. 
 
 This period was no exception for the steady decline in foreign 
 business. Several good trade connections had been developed in con- 
 tinental Europe, but these connections were hindered by high taxes 
 and other difficulties. Conditions in England were no different. Even 
 though John Morrell & Co., Ltd., and John Morrell & Co., Inc., 
 were in the same family, export to England was almost stopped, pri- 
 marily because of exchange conditions. Commenting on the condition 
 of the English export business in his semi-annual report, President 
 Foster wrote: 
 
 "In November (1931) Great Britain adopted a temporary quota 
 system for imports of hams and bacon into the United Kingdom. An- 
 nouncement was made that a permanent scheme would be set up to 
 operate on July i, 1932; quotas to be allocated to the various export- 
 ing packers on the basis of volume of exports within a past period 
 to be later agreed upon; the original temporary arrangement to op- 
 erate as sort of a 'gentlemen's agreement,' and to continue until Feb- 
 
 226
 
 ruary 22. Later this temporary arrangement was extended for a 
 further three months, and we continue to make shipments under its 
 provisions. On account of the volume of our business with the United 
 Kingdom in the past, we have received very satisfactory quotas under 
 the temporary scheme, and will no doubt benefit greatly under the 
 permanent arrangement for the same reason. 
 
 "The quota scheme is aimed at restricting imports into the United 
 Kingdom, stimulating home production of pork products, and rais- 
 ing prices. Altogether it should prove eventually to be of great bene- 
 fit to those packers in the U. S. A. who have, as a result of catering 
 to the British market in the past, received generous quotas under the 
 permanent scheme." 
 
 Ultimately a permanent quota was set up with the company get- 
 ting about 16% of the total. Business with England continued on this 
 basis for several years before it began to dwindle away. 
 
 The looth year inaugurated a period of great expansion as well 
 as a period of modernization and improvement of facilities already 
 in use. 
 
 For some time it had been felt that the company should have a 
 manufacturing plant in the southwest, or a location which would 
 serve the southwest with greater ease than either Ottumwa or Sioux 
 Falls. Company officials learned that a packing plant founded by 
 Charles Wolff in Topeka, Kans., in 1886 was for sale. Following 
 the death of Wolfif, this plant had come under the ownership of the 
 Allied Packers. They in turn sold it to the Hygrade Food Products 
 Corp. John Morrell & Co., Inc., finally bought it from the latter 
 concern. With the purchase of this plant the firm was able to secure 
 a more efficient distribution of its products. 
 
 John Morrell & Co., Inc., actually took over the plant on Sep- 
 tember 12, 1 93 1. However it was operated for the first week under 
 the Hygrade name because it had not been possible to obtain suffi- 
 cient supplies with Morrell brands, or to get the approval of the 
 Bureau of Animal Industry in the short time available. 
 
 On September 21 the plant became a full fledged member of the 
 Morrell family and Morrell brands began appearing on product 
 
 227
 
 i2(y^. 'h^.Qi^c^^^ 
 
 MANAGER, TOPEKA PLANT, 1931-
 
 and wrappings used by that plant. The Topeka plant, as it stood on 
 that day, increased the company's slaughtering capacity by i,ooo 
 hogs and 50 cattle per day. And on the last day of Hygrade manage- 
 ment, some 300 people were employed in the plant and office, as 
 well as 40 salesmen. 
 
 Immediately plans were begun which would bring the plant into 
 the production picture on a scale suitable with the other plants. The 
 Topeka plant has continued to grow until it now employs some 1,500 
 people and the slaughtering capacity of a few years ago looks pretty 
 small. 
 
 R. M. Owthwaite was transferred from the Philadelphia branch 
 to take over management of the new plant. H. W. Jameson, former 
 manager under Hygrade supervision, was named assistant manager. 
 John F. Denefe was transferred from the Ottumwa plant to become 
 superintendent. Denefe had been a Morrell man since the summer 
 of 1900 and assistant superintendent at Ottumwa since 1917. His all 
 around packing house experience made him a logical man for the 
 position at Topeka. C. E. McDonald, superintendent of the plant 
 under Hygrade, was named assistant superintendent. A. C. Pepper, 
 a former Ottumwan who went to Sioux Falls to work for the business, 
 was named office manager. At the time of his transfer he had been 
 in the service of the company for 14 years. R. E. O'Connell was 
 transferred from Ottumwa to take over as cattle buyer. J. L. Mcln- 
 tire, hog buyer, was held over in his former position with the Hy- 
 grade organization. 
 
 In the September issue of The Morrell Magazine which features 
 the opening of the Topeka plant, President T. Henry Foster ad- 
 dressed the following message to "our fellow employees in Topeka": 
 
 "On the 1 2th of this month an important page was written in the 
 history of the Wolff Packing Plant in your city; another in the his- 
 tory of John Morrell & Co. 
 
 "When I caught the first glimpse of Topeka from an airplane 
 one beautiful morning last spring I got a thrill that had not entirely 
 spent itself when two weeks ago I saw the final papers signed which 
 made the plant a member of the Morrell family; Topeka 'grows' on 
 
 229
 
 me. Later I learned that Topeka is a friendly city. If I was impressed 
 with its beauty, I was more so with the warmth of its welcome; now 
 it is my privilege to extend a welcome to you on becoming part of 
 our organization. 
 
 "Into the annals of our company have been written over one hun- 
 dred years of continuous business growth ; one hundred years of serv- 
 ice in giving the public the highest grade of products at prices con- 
 sistent with quality; one hundred years of employing labor at fair 
 wages, and here in the midwest more than fifty years as one of the 
 farmer's steadiest customers, paying fair prices for his livestock. 
 With your help we want Topeka to stand for these same principles. 
 
 "May this be the beginning of long years of pleasant, profitable 
 and helpful association. Again, on behalf of the entire Morrell fam- 
 ily, both here and abroad, I welcome you." 
 
 The Topeka plant assumed supervision over the Lincoln, Nebr., 
 branch in October of 1932. 
 
 Prior to the purchase of the Topeka plant, John Morrell & Co., 
 Inc., in conjunction with the Rath Packing Company of Waterloo, 
 Iowa, had moved into the southwest. These two companies estab- 
 lished a branch plant in Nogales, Sonora, Mexico, late in 1930. The 
 new concern, incorporated in Mexico and known as the Empacadora 
 de Manteca, S. A., was formed primarily to refine and package lard 
 which had been shipped to the plant in tank cars from Morrell and 
 Rath plants. The packaged lard was then distributed to Mexican cus- 
 tomers. The plant also handled other products of the two sponsors. 
 
 R. J. Lester, a Morrell salesman at Eagle Pass, Tex., was named 
 manager. He was assisted by B. J. Hinds of Sioux Falls as superin- 
 tendent. In setting up the Mexican corporation, C. M. Lawrence of 
 the Ottumwa sales department was named president; C. T. Marsau, 
 of the Rath organization, vice president; and B. J. Hinds, secretary- 
 treasurer. Lester had previously dealt with Mexican dealers on lard 
 sales inasmuch as he had served the company for several years as gen- 
 eral agent and sales representative of a lard refining connection at 
 Piedras Negras, Coahuila, Mexico. This connection had not proven 
 successful as an outlet in Mexico and because of a desire for a better 
 
 230
 
 one the association of the two Iowa packing concerns took place. 
 
 The plant continued in operation until the spring of 1936 when 
 a change occurred in the Sonora government and an immunity from 
 taxes which the company had had for 10 years was denied it. Hinds 
 then joined the Topeka sales organization. 
 
 The Yorkshire Creamery Co. also made a move to expand its field 
 of operation when quarters were taken at Bethany, Mo., for manu- 
 facturing butter. Operations were begun on February 6, 1933, with 
 a staff of eight people. Ten days later the force had been increased 
 to 14. James Slutz, former Ottumwan, was named manager. 
 
 For almost a third of a century the American business had been 
 connected with the canning, sales and distribution of meats, vegeta- 
 bles and fruits, but it was not until 1933 that the manufacturing end 
 of this business was extended into England. John Morrell & Co., Ltd., 
 acquired the entire business of A. W. Foster & Co., Ltd., of Bard- 
 ney and Lincoln, England, in March of 1932. Production in the 
 newly equipped cannery was started in June, 1933. This company's 
 main business was that of growing, canning and packing peas. There 
 was no connection between the plant's former owner, A. W. Foster, 
 and the Fosters who were connected with the business in America. 
 
 The business consisted of a modern canning factory at Bardney 
 and pea mills for processing and packing dried peas and grinding 
 pea meal at Lincoln. At the inauguration of company ownership the 
 new firm was handling peas almost entirely. Later production was in- 
 creased to cover a full line of canned vegetables and fruits. Later the 
 manufacture of Red Heart dog food was added. 
 
 In 1927 it became apparent that group ownership of the opera- 
 tions of Bannatyne & Co., Ltd., was not satisfactory. The divergent 
 views of the directors could not be brought together so that a general 
 policy could be developed and a mutually acceptable line of action 
 followed. Finally George F. Morrell, a director of the company and 
 chairman of John Morrell & Co., Ltd., suggested to his co-directors 
 that his company would like to sell its interest to the others or acquire 
 the whole ownership of Bannatyne & Co., Ltd. It was finally agreed 
 that the other companies would sell their interests to Morrell and the 
 
 231
 
 deal was completed in November of 1927. Since that time Banna- 
 tyne & Co., Ltd., has been a wholly owned subsidiary of John Mor- 
 rell & Co., Ltd. 
 
 John Morrell & Co., Ltd., acquired an interest in Hately Broth- 
 ers Company, Chicago, in 1934. The Chicago company is a lard 
 refining concern. 
 
 In 1934 an agreement was made with Dumarts, Limited, of 
 Kitchener, Ontario, Canada, to cure Wiltshire sides for John Mor- 
 rell & Co., Ltd. By this agreement the latter company was to put up 
 the capital and the former was to provide a product satisfactory to 
 the English trade. The deal was originally set up when President T. 
 Henry Foster and Chairman A. Claude Morrell visited the Kitch- 
 ener firm. 
 
 In 1897, Calvin M. Orr, an employee of the Ottumwa plant, 
 moved to California and set up a wholesale provision business. He 
 had made arrangements before leaving Ottumwa to handle Morrell 
 products in the Oakland area. For almost 40 years the Orr organiza- 
 tion handled Morrell products exclusively, representing a fine outlet 
 for company products in that vast trade area of central California. 
 During 1934 and 1935, Orr decided the time to retire had come; he 
 initiated discussions with the company covering possible purchase of 
 his business. The deal was completed and the Orr business taken over 
 by the company on June i, 1935. 
 
 The Orr business was established as a branch house, working un- 
 der the supervision of the Ottumwa sales organization. Ben E. Law- 
 rance, son-in-law of Orr, was named manager. 
 
 The manufacturing properties of the company were considerably 
 improved by renovation of old buildings or construction of new at 
 all three plants during the period. 
 
 At Ottumwa a new machine shop and a cattle stockyards were 
 completed in 1927. The beef buildings were remodeled in 1928, al- 
 most doubling the Ottumwa plant's beef killing and storage capacity. 
 The remodeled building was equipped with new machinery and an 
 almost new system for slaughtering and dressing cattle and sheep. 
 With remodeling completed and new equipment installed, the de- 
 
 232
 
 partment was able to handle a maximum of 500 head of cattle a day. 
 During 1930 and 193 1 a new smokehouse addition was completed, 
 increasing the number of smokehouses from eight to 12. Each house 
 was equipped with the latest revolving conveyor system. A new hog 
 house was erected and the hog scale office was completely rebuilt. 
 A powdered coal boiler was installed in No. i engine house. A new 
 $400,000 building was erected during 1932 and 1933 to house several 
 pork departments. Said The Alorrell Magazine in a story about the 
 opening, February 27, 1933: 
 
 ". . . The exterior was given architectural treatment which puts 
 it in striking contrast with some of the older buildings of the plant, 
 and the interiors, particularly the three upper floors, go far beyond 
 anything heretofore attempted by meat packers as regards both at- 
 tractiveness and utility. The cutting floor is described by architects 
 and packing house engineers as the 'finest in this or any other coun- 
 try,' and for modern equipment is much ahead of the times." 
 
 The year of 1927 saw an extensive building program carried on 
 at the Sioux Falls plant. A new office for government meat inspectors 
 was completed. Building No. 40, housing the jobbing, smoked meat, 
 lard, cooked ham and sausage departments, supplementing Building 
 No. I, was a most useful addition. Building No. 39 represented a 
 two-story bridge between the beef house and Building No. i. The 
 plant cafeteria and dining rooms were located in this structure. In 
 addition to these two buildings considerable remodeling was done in 
 the office building and a sizable addition to the tank house was com- 
 pleted. A third floor was added to the office building in 1935 and 
 considerable remodeling of other floors completed. A 500-ton motor 
 driven compressor was installed in 1931. During the summer of 1930 
 a seventh floor was added to Building No. 3 and by winter the pork 
 cutting department had been established there with the latest and 
 most modern equipment. 
 
 Major improvements at the Topeka plant were many, but con- 
 sisted mainly of remodeling jobs, aiding departments to operate in 
 a more efficient manner. 
 
 In October of 1929, John Morrell & Co., Ltd., purchased the 
 
 233
 
 buildings which had housed the Liverpool offices since 1886. Fol- 
 lowing this purchase considerable reconstruction took place in order 
 to make the offices more usable. 
 
 In building up its physical plant, the firm did not overlook its 
 branch house setup. In January of 1927, land was purchased at the 
 corner of Water and Congress Streets in Mobile, Ala., for a new 
 building. One of the first branches to be established, Mobile had been 
 getting by for several years with far from satisfactory quarters. The 
 new building was opened on July 11. It was well built and finished 
 with the most modern of packing house equipment. Refrigeration 
 facilities were considerably enlarged, thus allowing Mobile to handle 
 fresh meat in addition to the products and provisions formerly 
 stocked. 
 
 The Des Moines building was rebuilt and rearranged to better 
 accommodate the business in Iowa's capital city. The modernization 
 project was started late in 1926 and completed early in 1927. 
 
 For some time branch quarters in Boston had not been satisfactory 
 and efforts were begun early in 1929 to locate property on which a 
 branch could be built, more suitable to the firm's needs in the Boston 
 area. Ultimately land was purchased in East Cambridge and the 
 erection of a new building begun. The Boston branch, now to be 
 known as the East Cambridge branch, was opened formally on De- 
 cember 30 and 31, 1929. A two-story building, with basement, it was 
 equipped to handle all packing house products and to complete 
 smoking, curing and processing in line with the desires of the New 
 England trade. R. S. Risley, manager, and J. S. Austin, assistant 
 manager, presided at the formal opening, assisted by W. S. Thomp- 
 son, then manager of Ottumwa's branch house department. 
 
 At the same time as the Boston negotiations, a building was leased 
 for establishing a second branch in New York City. This property 
 was leased in a section of the city known as the Bronx. This new 
 branch, the Westchester branch, was opened on July 8. While it was 
 to carry a full line of fresh pork and beef, provisions and specialties, 
 it was primarily designed as a beef outlet. 
 
 Personnel for the new branch was selected from the old 36th 
 
 234
 
 Street branch and from nearby sales routes. William Regan, for nine 
 years carlot beef salesman at 36th Street, was named manager. Frank 
 Mueck and H. G. Near became house salesmen, while George La- 
 Pointe moved in as chief clerk. 
 
 The Morrell branch in St. Paul had been operated in leased quar- 
 ters for many years. Late in 1929 negotiations were completed for the 
 purchase of a building which had been built and equipped for branch 
 operations in St. Paul. This building, considered one of the best in 
 St. Paul, was formally opened on November 4. J. B. Anderson was 
 managing the branch at the time. Another Sioux Falls branch was 
 housed in a new building when formal opening ceremonies were held 
 at Aberdeen, S. D., on July 8, 1930. Land for the new building had 
 been leased in 1929 and construction begun almost immediately. 
 
 For many years premises occupied on 36th Street in New York 
 City had been inadequate and it finally became evident that new 
 quarters would have to be found or a building erected which would 
 serve the needs of the company in New York City. Suitable quarters 
 were not available, so land was purchased in Brooklyn. Plans were 
 drawn and bore fruit in a splendid building at North loth Street 
 and Kent Avenue. It was occupied during the last week of 1932, with 
 formal opening ceremonies held January 16 and 17, 1933. 
 
 The opening was hailed by the Brooklyn Chamber of Commerce 
 as well as Brooklyn newspapers. It represented the birth of the first 
 new industry of 1933 in the city. The company received concrete 
 evidence later on of the approval of Brooklyn for the building 
 erected and the business brought to the city. 
 
 At a Chamber of Commerce luncheon on May 15, 1933, Man- 
 ager B. O. Gibbs accepted on behalf of John Morrell & Co. a tablet 
 which read : 
 
 "First prize award by the Brooklyn Chamber of Commerce to 
 John Morrell & Co. for merit in design and execution of building 
 erected in Brooklyn during the year 1932." 
 
 Looking toward the establishment of another branch in New 
 York City, land was purchased on West 14th Street in 1933. It wasn't 
 until the summer of 1936, however, that construction on a new build- 
 
 235
 
 ing was started. Also during 1936, land was purchased for a new 
 branch on Erie Boulevard in Syracuse, N. Y. Construction was 
 started almost immediately and the new building was occupied on 
 June 24. H. W. Bowen, manager, handled the details of the opening. 
 
 Deaths, retirements, resignations and the opening of new plants 
 or branches caused considerable movement of company personnel 
 during the period. 
 
 George F. Morrell, chairman of John Morrell & Co., Ltd., died 
 at his home on November 20, 1929. He was born in Chicago on June 
 3, 1884, while his father, George Morrell, was in charge of Chicago 
 operations. He was a brother of John H. and Alfred Morrell. 
 
 George F. Morrell returned to America when about 20 years old 
 to get actual experience in the packing business in this country. Work- 
 ing in many plant departments he received the necessary training. 
 On his return to England he associated himself with the English 
 business, succeeding his brother, Alfred, as chairman following the 
 latter's death in 1924. He was a director of the American company 
 and made many trips to America to participate in various meetings 
 in connection with the business. 
 
 A. Claude Morrell, son of Alfred, was elected chairman succeed- 
 ing his uncle. A. Claude Morrell had been closely connected with 
 George F. Morrell and was able to take over the reins of the busi- 
 ness easily. 
 
 Morgan T. McClelland, sales manager, treasurer and a director 
 of John Morrell & Co., died July 26, 1927, in Chicago. McClelland 
 joined the company in 1891, as a lad of 17. He rose rapidly in the 
 business and was soon in charge of the company's sales. He had been 
 a director of the American company since 1922. 
 
 J. C. Stentz was brought to Ottumwa from Sioux Falls to take 
 over the duties of sales manager following McClelland's death. At 
 the same time A. T. Dennis was transferred to Sioux Falls to take 
 over the duties vacated by Stentz. Both changes became effective 
 September 19, 1927. Stentz had joined the Ottumwa organization in 
 August of 1 901 as stenographer for McClelland. Later he was trans- 
 ferred to stenographer and confidential clerk to Thomas D. Foster 
 
 236
 
 and John H. Morrell. He continued in that position until 1909 when 
 he went to Sioux Falls to assist T. Henry Foster in getting that new 
 plant into operation. 
 
 A. T. Dennis first worked in the Ottumwa office in 1906. After 
 a try at business for himself during 1909-10, he returned to Ottum- 
 wa and became stenographer for McClelland. In 1914 he was pro- 
 moted to test clerk and proved so adept that he was named assistant 
 sales manager in 1919. 
 
 Shortly after Stentz took over at Ottumwa he announced several 
 changes in the setup of the sales department. These changes became 
 effective January i, 1928, and involved the following men: 
 
 W. S. Thompson was placed in charge of the branch house de- 
 partment, including sales and accounting. 
 
 R. D. Rogers continued in charge of the central car route sales 
 division and peddler car sales; he also continued to handle all do- 
 mestic sales of canned meats, mince meat, sausage kitchen products, 
 animal and poultry food, and the sales and purchasing of sausage. 
 
 W. M. Osier was placed in charge of the eastern and southern 
 car route sales division and was to assist in a general way in the han- 
 dling of fresh pork for all divisions. 
 
 C. M. Lawrence was named general assistant to Stentz, with 
 supervision over greases and tallow, hair and other by-products, extra 
 purchases, carlot sales, and all sales made through brokers. 
 
 T. W. Bailey was to continue in charge of the produce depart- 
 ment, looking after the sale of butter, eggs, cheese, canned vegetables, 
 canned fruits, oleomargarine and evaporated milk. 
 
 On August 2, 1934, J. W. Mock was placed in charge of all inter- 
 company and inter-plant accounting. At the same time he was ap- 
 pointed comptroller of the firm. Mock had been connected with the 
 company since 1914, most of the time in the accounting end of the 
 business. He was assistant secretary of the company for many years. 
 
 F. C. Raney succeeded A. P. Murphy as assistant purchasing 
 agent at the Ottumwa plant in July of 1934. Raney came to the firm 
 to take this position. Murphy retired because of his health after 
 almost 42 years with the company. 
 
 237
 
 Dr. E. S. Dickey, for some 30 years in the service of the Bureau 
 of Animal Industry, retired from government service in July, 1936. 
 He was inspector in charge at Ottumwa at the time of his retirement. 
 He joined the Ottumwa business immediately as food law consultant, 
 and in addition worked with veterinarians, farmers and others inter- 
 ested in improving farm stock. 
 
 Nelson G. Rupp, after five years as manager of the company's 
 Ottumwa personnel department, resigned in 1927. He was succeeded 
 by Glyndwr L. Rhys. Thomas D. Foster, son of W. H. T. Foster, 
 was appointed personnel manager at Sioux Falls late in 1935. He 
 succeeded J. Scott Findley who was placed in charge of the Sioux 
 Falls insurance department. 
 
 V. A. Gibbs was transferred to Ottumwa in April of 1928 and 
 placed in the beef department. He had been connected with the same 
 department at Sioux Falls since 1920. On August 6, 1928, he assumed 
 supervision over the Ottumwa department, succeeding George Glew, 
 who was transferred to Bridgeport, Conn., as a route car salesman. 
 W. C. Jordan, head cattle buyer at Ottumwa, died July 27, 1936, 
 and was succeeded by R. E. O'Connell, head buyer at Topeka. Suc- 
 ceeding O'Connell at Topeka was H. E. Chappell, a Sioux Falls cat- 
 tle buyer. 
 
 There were numerous changes in the branch house department. 
 R. S. Risley moved to Boston as manager of the branch there, effec- 
 tive February 28, 1927. He went east after six years as manager of the 
 Des Moines branch. He was succeeded in Iowa's capital city by G. 
 W. Roberts. Roberts had been employed as a salesman at Keokuk, 
 Iowa, during the spring of 191 2. After a time he was transferred to 
 Centerville, Iowa, and continued at that point until 1926 when he 
 was named district sales supervisor for the central division. Roberts 
 left the company in September of 1928; however, he was back in a 
 year's time, serving in his former capacity as general salesman. On 
 March 24, 1930, he was transferred to the Memphis branch as man- 
 ager. Two years later he returned to Des Moines in his former ca- 
 pacity and was succeeded at Memphis by A. J. Hays. 
 
 James F. Kerr resigned as manager of the Los Angeles branch 
 
 238
 
 and was succeeded by G. M. LaFollette. LaFollette had been con- 
 nected with the Ottumwa organization since 1916, most of the time 
 as a salesman on various territories. He was transferred to Mobile 
 as manager in February of 1928. LaFollette took up his new duties 
 in Los Angeles in October of 1929. Succeeding him at Mobile was 
 C. N. Glew of the Ottumwa branch house department. Glew, too, 
 was a veteran in the company's service, having first worked during 
 a summer's vacation from school in 1914. Between that time and 
 1920, following his return from service in World War I, he had been 
 employed several times, both at Ottumwa and Sioux Falls. In 1920 
 he was re-employed in the branch house department. Six months 
 later Glew was sent to the Memphis branch where he worked for 
 the next three years. Then followed a year at Ottumwa, a year at 
 Syracuse as chief clerk, and a similar period at Philadelphia in the 
 same capacity. He returned to Ottumwa as assistant to W. S. Thomp- 
 son in October of 1926. 
 
 LaFollette resigned in September of 193 1 and was succeeded at 
 Los Angeles by L. T. Crouch. Crouch started with the Morrell or- 
 ganization as a salesman at Tulsa, Okla., in April, 1919. Two years 
 later he was transferred to Kansas City where he continued until 
 moving to Los Angeles. Glew continued at Mobile until early 1936 
 when he was transferred to the Brooklyn branch as assistant man- 
 ager. About six months later he was named manager of the branch, 
 succeeding B. O. Gibbs, who was named branch house superintend- 
 ent for the Morrell branches in Metropolitan New York. L. S. 
 Sharpless, who joined the Mobile sales force six years before, was 
 named manager of the Mobile branch, succeeding Glew. 
 
 When Owthwaite went to Topeka as manager of the company's 
 new plant, A. B. Collier was transferred to Philadelphia as manager. 
 Collier had joined the Sioux Falls sales force in April, 1924, starting 
 on a route at Detroit. In February of 1928 he was transferred to Ot- 
 tumwa supervision and was named general supervisor for eastern 
 route car points. Following the death of W. M. Osier, Collier was 
 called to Ottumwa to take over supervision of the eastern and south- 
 ern car route sales division. He took over his new duties on April i, 
 
 239
 
 1934) '^ years to the day from the time he started with the company. 
 Succeeding Collier at Philadelphia was E. E. Gingrich. Gingrich 
 began as an Ottumwa salesman at Topeka, Kans., in 1922. He suc- 
 ceeded G. W. Roberts as general salesman for western and southern 
 territories in April of 1930, a position he continued to hold until 
 his promotion to Philadelphia. 
 
 H. W. Bowen was transferred to the Syracuse branch as man- 
 ager following the resignation of R. L. Garretson in October, 1932. 
 Previously Bowen had been employed as assistant to the manager at 
 Philadelphia. He had been connected with the company since 1917, 
 first at the Boston branch and later at Philadelphia. F. H. Steinbeck, 
 who succeeded Bowen at Philadelphia, had been connected with the 
 company since 1917. He started as a stenographer in the Ottumwa 
 office and was sent to the Syracuse branch as cashier in 1922. About 
 18 months later he went to Niagara Falls, N. Y., to cover the sales 
 route there. Success on that territory brought his promotion to Wil- 
 kes-Barre, Pa., in October of 1924. Steinbeck returned to his former 
 route later and was succeeded by M. J. Dunham, another Ottumwan 
 who had gained his training with the company in sales work. At the 
 time of his promotion to Philadelphia, Dunham was employed as 
 general sales supervisor for the eastern car route sales division. 
 
 On February 25, 1929, Richard N. Morrell retired after serving 
 the company for 53 years. He was the first Morrell employee to re- 
 ceive the 50-year award of the Institute of American Meat Packers 
 and was the first salesman to represent the company on the road. At 
 his retirement he was manager of the Yorkshire Creamery Company. 
 Succeeding him was C. G. Reeve who had started in the Ottumwa 
 office in 1906. A short period of time was spent in general duties 
 before Reeve was transferred to the Creamery where he has con- 
 tinued to work. T. G. McElroy, manager of the advertising depart- 
 ment, retired late in 1935 after 34 years with the company. He was 
 succeeded by A. C. Michener. L. O. Cheever, who had joined the 
 company three years previously as an assistant editor of The Morrell 
 Maijazine, then became editor. 
 
 After a year as manager of New York City's Westchester branch, 
 
 240
 
 William Regan resigned and was succeeded by J. J. Dobbin, who 
 came into the Morrell organization after 15 years in the meat provi- 
 sion business. Sam Birney, after 40 years of buying hogs for the Ot- 
 tumwa plant, retired April 18, 1931. He was succeeded by J. LeRoy 
 DeVol, his assistant for many years. R. E. Secor became head hog 
 buyer in July of 1933. W. E. Mullins, a 60-year man in the meat 
 packing business and superintendent of the Ottumwa beef depart- 
 ment, retired April 30, 193 1. A. M. Woodman, assistant superin- 
 tendent of the department, succeeded him. 
 
 On January 15, 1932, Henry Snyder was transferred to the Tope- 
 ka plant as sales manager, succeeding H. W. Jameson. Snyder had 
 been employed at the Sioux Falls plant since August of 1916. At the 
 time of his transfer he was connected with the branch house depart- 
 ment, specializing in sales work. 
 
 Several changes were made in the departmental setup of the sales 
 department at the Ottumwa plant in order to handle the business on 
 a more efficient basis. Some of these changes involved the formation 
 of new departments, others the transfer of product. 
 
 During the summer of 1929 supervision of all canned meats was 
 transferred to the produce department under the direction of T. W. 
 Bailey. 
 
 In November of 193 1 it was decided that a separate department 
 should be established to handle the company's increasing sausage 
 line. These products had formerly been under the supervision of R. 
 D. Rogers, whose assistant, J. R. Hinsey, paid particular attention 
 to the sausage line. Because of his experience, Hinsey was selected 
 to head the department in Ottumwa. He started as clerk in the Ot- 
 tumwa office in 1924. In the years that followed Hinsey worked in 
 several departments of the office, and then was transferred to the 
 central car route sales division. After serving two years as an assistant 
 he was named assistant manager. Hinsey continued in charge of the 
 sausage department until late in 1935 when he was transferred to the 
 newly established Prido department. Succeeding him was Robert T. 
 Foster. 
 
 During the summer of 1932 a small stock department was estab- 
 
 241
 
 lished within the beef department and Robert T. Foster was named 
 manager, responsible to V. A. Gibbs. Foster, son of President T. 
 Henry Foster, had come with the Ottumwa organization in October 
 of 1930. After finishing his worlc at the University of Pennsylvania 
 he had spent five months working in the Philadelphia branch; then 
 went to England where he spent six months working in the Liver- 
 pool and London offices of the company. When Foster moved to the 
 sausage department as manager in 1935, he was succeeded by O. F. 
 Matthews, who had been connected with the beef department since 
 beginning his service with the Ottumwa firm in August of 1923. 
 
 Prido, an all purpose shortening, a blend of animal fats, made 
 by an improved process and combining all the advantages of pure 
 lard and the best vegetable shortenings, was placed on the market 
 in November of 1935. This product had been developed by the Ot- 
 tumwa research laboratory under the direction of Dr. C. E. Gross. 
 In order to properly handle the sales of this product, new depart- 
 ments were set up at Ottumwa and Sioux Falls where it was to be 
 manufactured. Hinsey was named manager of the Ottumwa depart- 
 ment and E. F. Paxson headed the Sioux Falls activities. At Topeka 
 the product was handled by the canned foods department, under 
 the direction of W. F. Abernathy. 
 
 In May of 1936 the formation of a savory foods division was an- 
 nounced. The new division was to have supervision over all canned 
 meats, Prido shortening and Red Heart dog food. The formation of 
 this division represented a drastic change in company sales policy. 
 Realizing that few products of this nature were nationally known, 
 company executives agreed that every effort should be made to get 
 them before the consuming public. In addition to this factor, there 
 was the sensational success of Red Heart dog food which had sky- 
 rocketed to leadership of the dog food field in a short period of three 
 years. It was agreed the new division would gain much headway, 
 and gain it faster, if direct and complete supervision could be main- 
 tained over the products it handled. 
 
 T. W. Bailey was named general manager of the new department 
 for all three plants. J. R. Hinsey was named assistant general mana- 
 
 242
 
 ger, with E. F. Paxson, manager at Sioux Falls, and C. W. Phipps 
 the Topeka manager. B. J. Libert was named assistant to Paxson at 
 Sioux Falls. In the original line-up for the sales districts, E. L. 
 Cleary was placed in charge of the eastern district. Under him were 
 Robert Taylor, J. H. Kelley, D. M. Straw, J. C. Cannon, H. R. 
 Critchley, G. F. Bowen, C. W. Haering, G. W. Ziegler and L. W. 
 Pepper. Arch G. Wallace was placed in charge of the midwest divi- 
 sion and working under him were Lee A. Glass, F. E. Collier, J. C. 
 Dorman, C. M. Cox and L. E. Winnett. Specialty salesmen working 
 in the western division were F. S. May, R. C. Stanton and J. H. 
 King. 
 
 For some years the company had maintained a chemical labora- 
 tory but its work was mainly confined to determining certain prob- 
 lems affecting the industry. No attempt had been made to understand 
 and study the chemical and bacteriological actions present in curing 
 processes. Believing that much could be gained by the establishment 
 of a research laboratory, John Morrell & Co., Inc., took such a step 
 in September of 1930. 
 
 The establishment of this department had come because of the 
 continued diversification of the packing industry, especially in new 
 methods of offering meat to the consuming public. It was expected 
 that the new laboratory would solve many of the problems that had 
 been giving the company trouble, and at the same time would be 
 available for developing new products. 
 
 Called on to head the department was C. E. Gross, Ph.D., a young 
 chemist who had made a name for himself in the study of carbohy- 
 drate chemistry. He had graduated from Ohio State University in 
 1927. 
 
 An experimental kitchen was established in April of 1934. The 
 kitchen was a department of the chemical laboratory and as such was 
 under the direction of Dr. Gross. It was to develop new products, 
 improve products already being manufactured, and find new ways 
 and new uses for products being manufactured by the company. 
 
 A rat laboratory was established in July of 1935 under the super- 
 vision of W. O. Hanson, who was to conduct all experiments, and 
 
 243
 
 Dr. Gross. The main purpose in establishing the rat laboratory was 
 to have an immediate source for studying foods and their relation to 
 health and growth. 
 
 With this department in operation, the firm had taken the neces- 
 sary steps leading to a better product. It had established a research 
 laboratory which made available an agency providing basic chemi- 
 cal and biochemical control; a research kitchen to perfect old prod- 
 ucts and develop new ones, and a rat laboratory to properly estab- 
 lish food values by actual feeding. 
 
 In the fall of 1932, Morrell placed on the market a meat food 
 product for dogs, cats, foxes and other carnivorous animals. Sold 
 under the Red Heart brand trade-mark, this product took hold slow- 
 ly. It wasn't until Henri, Hurst & McDonald placed an extensive 
 advertising program for the product based on a new idea that it really 
 began to sell. 
 
 The new idea broke early in 1934. The company and its research 
 men developed a dog food that could be marketed in three diets. The 
 firm was the first packer to realize that dogs, just as humans, require 
 and thrive on a varied diet. Diet A was the regular Red Heart dog 
 food with beef flavor; Diet B had the same base but fish had been 
 added; and Diet C had cheese added. 
 
 The agency took hold of the idea of three diets and through radio 
 programs and newspaper and national magazine advertising told the 
 story. Sales of the product began rising almost immediately, and it 
 wasn't long before Red Heart was the biggest seller in the country. 
 
 Red Heart dry dog food was added to the line in 1936 when a mod- 
 ern bakery was established at Ottumwa for baking and drying a new 
 and improved product developed by Morrell research men. Dry dog 
 food was made in two sizes of heart-shaped biscuits and in kibbled 
 form. 
 
 Red Heart dog food was introduced to the British public with 
 an intensive publicity and sales campaign beginning late in the spring 
 of 1936. 
 
 The American business had always looked after its rolling stock. 
 We have already reported President Foster's concern when the Ken- 
 
 244
 
 yon Bill was introduced into Congress. This bill would have taken 
 away from packers their individually owned refrigerator cars. 
 
 When the Kenyon Bill failed to pass, the company immediately 
 took steps to increase its rolling stock. President Foster reported in 
 his semi-annual report of March 31, 1927, that the company had, 
 either wholly owned or leased, 442 refrigerator cars and 17 tank cars 
 in service. At the same time he reported that the company had con- 
 tracts calling for the building of 100 more refrigerator cars and the 
 leasing of an additional 100. 
 
 The company's advertising program really got into high gear 
 during this period. Previously advertising had been thought of in a 
 minor way. Of course there had been window displays, advertising 
 cards, and some small advertisements in magazines and newspapers. 
 And above all, in the company's advertising picture, had been the 
 splendid Morrell 12-sheet calendar which received an enthusiastic 
 welcome each year. 
 
 This reception finally brought forth the smaller, or household, 
 calendar in 193 1. The small calendar was an exact duplicate of the 
 large except for size. It was produced for sale to dealers on a coop- 
 erative basis, the company and the dealer paying the cost. That first 
 year some two hundred thousand of these calendars were sold, a far 
 figure from today's total sales approaching the million figure. 
 
 The big boost in the advertising picture came in October of 1933 
 when Henri, Hurst & McDonald, a Chicago advertising agency, was 
 employed to expand advertising and develop publicity in a system- 
 atic manner. The agency's first efforts were turned to dog food, a 
 product which the company had just developed and was selling in 
 three diets. The company took to the air to tell people about the new 
 three diet dog food. Bob Becker, famous dog authority and sporting 
 writer for the Chicago Tribune, was featured in a 15-minute pro- 
 gram which was heard first on January 8, 1934, over two Chicago 
 stations. Later the coverage was expanded to stations all over the 
 country. Spot announcements were also used on many stations. Dog 
 food has been featured almost continually on the air since that time, 
 except for a short period during World War II. 
 
 245
 
 Don McNeill, who was later to achieve such success with his 
 breakfast club idea, was featured on a Morrell program, "Tea Time 
 at Morrells," which was begun on the National Broadcasting Com- 
 pany chain, September 3, 1936. Another regular on this particular 
 program, Gail Page, later achieved fame in the movies. 
 
 More publicity came to the company when Admiral Richard E. 
 Byrd selected Morrell meats for his second expedition to the Antarc- 
 tic. Morrell meats taken on the voyage included 5,000 pounds of beef, 
 3,000 pounds of lamb and 600 pounds of pork sausage. 
 
 For many years prior to 1934 the company's canned foods line 
 could be recognized by a combination of dark green, light green and 
 red labels. In 1934, officials decided these labels were not doing the 
 selling job they should and that they lacked shelf appeal. 
 
 To correct this, Gustav Jensen, noted New York label, carton and 
 commercial designer, was employed to redesign the complete line 
 of labels, wrappers and packages. After studying Morrell problems 
 and making a survey to see what was needed to get eye appeal as 
 well as shelf appeal in the meat market and grocery, Jensen submit- 
 ted a plan which called for a complete change in colors, a new de- 
 sign letter, and the use of natural color product illustrations where 
 possible. Jensen's plan was accepted and he set to work. 
 
 After some two years the company came out with a striking ultra- 
 marine blue label with lettering in white and gold, and appetizing 
 illustrations, done in the medium of the natural color photograph. 
 Twenty-one of the Morrell Pride line of labels carried product illus- 
 trations, while the remainder carried the same color scheme. 
 
 The Eureka line of labels, wrappers and packages was redesigned 
 at the same time. The color scheme for this line was a background 
 color of light green with lettering in white and gold. 
 
 Jensen, in his study of the lettering, recommended that the com- 
 pany change the wording of the trade-marked label, "Morrell's 
 Pride," to "Morrell Pride." His recommendation was accepted. 
 
 In the 1936 All-America Package competition, the company's 
 new line of labels walked away with the gold award in the labels 
 and seals division. This award is eagerly sought by American manu- 
 
 246
 
 facturers at each year's show. There were some 12,000 entries the 
 year the company's labels won. In the Irwin D. Wolf awards, another 
 packaging competition, the new line won honorable mention in three 
 different classifications. 
 
 John Morrell & Co., Inc., was the first packer to use the airplane 
 for business purposes. A 6-place Travelaire cabin plane was bought 
 in October of 1930 for use in transporting officials on business trips 
 and for bringing dealers into the company's plants on inspection 
 trips. A qualified pilot was employed and worked full time at the 
 job of piloting the plane over the country. This plane, the Morrell 
 Pride I, continued in operation until February of 1933 when it was 
 replaced by a 6-place Lockheed-Vega. Known as the Morrell Pride 
 II, it was replaced by a Stinson-Reliant monoplane in August of 
 1935. The Stinson, known as the Morrell Pride III, was the last 
 plane owned and used by the company. 
 
 New employee representation plans were formed at the Ottumwa 
 and Sioux Falls plants during the fall of 1934. Employee representa- 
 tion had been in operation at both plants since 1922, when plant coun- 
 cils were established. 
 
 In the old plan both employees and management were repre- 
 sented, while the new plan called for employee representatives only. 
 A council was the main governing body of the new association. Rep- 
 resentatives elected to the council represented smaller groups of em- 
 ployees than under the plant council system. 
 
 Purpose of the new group was to furnish ways and means of ad- 
 justing grievances; to prevent injustice; to serve as a means for bar- 
 gaining on wages and hours; to provide for the exchange of informa- 
 tion ; to bring about better understanding between employees and the 
 supervisory force; to promote efficiency and economy; and to build 
 knowledge of safety practices. 
 
 Nelson Rupp, formerly employment manager at the Ottumwa 
 plant, returned to the company's employ and assisted in the reorgani- 
 zation of the plant councils into the Employees' Association at Ot- 
 tumwa and Sioux Falls. 
 
 Another employee activity coming into existence during this peri- 
 
 247
 
 od was the formation of male choruses at botli Ottumwa and Sioux 
 Falls. Both groups were very active, making many appearances in 
 their area, as well as taking extended concert trips. 
 
 The only labor trouble of any consequence occurred at Sioux 
 Falls when on March 9, 1935, Local 304, Amalgamated Meat Cut- 
 ters & Butcher Workmen of America, A. F. of L., staged one of the 
 first sit-down strikes in this country. It was settled in a few days, but 
 on July 18 another strike was called to force the re-employment of 
 29 employees who were discharged as a result of the earlier sit-down. 
 The plant was seriously crippled for several weeks, but eventually 
 the strike wore itself out and normal operations were resumed quick- 
 ly. Actual settlement of the strike, however, was not accomplished 
 until two years later. 
 
 Looking into the future, Morrell employees began thinking about 
 old age pensions and compensation for unemployment when the so- 
 called Social Security Act became the law of the land in 1936. The 
 Act as passed affected employees whose employment was of record 
 as of January i, 1936. Deductions from employees' paychecks were 
 to commence January i, 1937. 
 
 248
 
 19 3 7 
 
 ^iHpEr 
 
 
 Actual work of combining the company's United 
 States corporations was completed in December of 
 
 jBTf V ^93^' ^^^ ^"^^ approval was not given by stockhold- 
 ers until January 2, 1937. With this step, John Morrell & Co., a 
 Maine corporation, became the parent concern. 
 
 At a meeting of the board later the by-laws of the Maine corpora- 
 tion were amended to increase the membership of the board to 10, 
 with the following directors elected : T. Henry Foster, W. FI. T. 
 Foster, G. M. Foster, J. M. Foster, Henry Getz, George W. Martin, 
 A. Claude Morrell, George A. Morrell, J. C. Stentz and David B. 
 Stern. Officers were T. Henry Foster, president; W. H. T. Foster 
 and G. M. Foster, vice presidents; J. M. Foster, secretary; J. C. 
 Stentz, treasurer; George A. Morrell, assistant treasurer; and J. W. 
 Mock, assistant secretary. 
 
 A. Claude Morrell was elected a vice president at a board meet- 
 ing held January 19, 1938. 
 
 At the annual meeting of the stockholders, March 15, 1938, the 
 
 249
 
 ,j»£. Ww^J^,•^ (}-aj.o4i''i-
 
 by-laws were again amended, increasing the membership of the 
 board from lo to 14, with Harry W. Davis, J. W. Mock, Robert T. 
 Foster, and R. M. Owthwaite being elected to the vacancies thus 
 created. At the annual meeting of the board following, these officers 
 were named: T. Henry Foster, president; W. H. T. Foster, G. M. 
 Foster, J. M. Foster, J. C. Stentz, and A. Claude Morrell, vice pres- 
 idents; George A. Morrell, treasurer; and J. W. Mock, secretary. 
 
 At the annual meeting of the stockholders, March 16, 1942, mem- 
 bership of the board was increased to 15 by amendment to the by- 
 laws and H. F. Veenker was elected to the board. 
 
 At a meeting held May 22, 1942, T. Henry Foster, G. M. Foster, 
 J. M. Foster, J. C. Stentz and George A. Morrell were named by 
 board resolution to the executive committee. Membership of this 
 committee was increased to seven at a meeting on January 5, 1943, 
 and Henry Getz and David B. Stern became members. 
 
 Provisions in the constitution and by-laws were changed con- 
 siderably at a meeting of the board on June 20, 1944. These changes 
 were necessary to provide for a chairman of the board and a rear- 
 rangement in the duties of the officers of the company. T. Henry 
 Foster retired as president and was elected chairman of the board. 
 G. M. Foster was elevated to the company's presidency, while J. M. 
 Foster, J. C. Stentz, A. Claude Morrell and R. M. Owthwaite were 
 elected vice presidents. George A. Morrell and Mock were contin- 
 ued in their former positions as treasurer and secretary respectively. 
 
 At the annual meeting of the board, April 6, 1945, Stentz was 
 elected first vice president; George A. Morrell, vice president and 
 treasurer; and Robert T. Foster, a vice president. Other officers were 
 continued in their former posts. 
 
 Mock retired on November 3, 1945, after 31 years with the busi- 
 ness. At the same time he resigned as secretary of the board of di- 
 rectors and from the board itself. Edward J. Gricr, general counsel, 
 was then elected secretary. 
 
 There were several important board meetings during the early 
 months of 1946, at which time President G. M. Foster was em- 
 powered to execute contracts with the government providing for 
 
 251
 
 seizure of the company's branches and plants. This was at a time 
 when the United States government, acting through the Secretary 
 of Agriculture, took over supervision of the nation's packing plants. 
 
 At the annual meeting of the stockholders, March 15, 1946, the 
 by-laws were amended to decrease the membership of the board 
 from 15 to 14. 
 
 In May of 1943 an issue of $7,500,000 3% debenture bonds was 
 sold by John Morrell & Co. The issue was taken up immediately and 
 the available funds used in refinancing certain outstanding bank 
 loans. 
 
 In October of that same year a stock dividend was declared with 
 stockholders receiving one share for each 34 shares they held. No 
 fractional shares were issued but stockholders received $1.07 in cash 
 for each share held on which no stock dividend was paid. 
 
 There were only two changes in the membership of the board 
 of John Morrell & Co., Ltd., during the period. Richard H. Roberts, 
 who had served the board as secretary since July 25, 1933, was 
 elected a junior director on November 30, 1938. When W. H. T. 
 Foster did not seek re-election to the board, his brother, J. M. Foster, 
 was elected to succeed him on December 18, 1945. At the close of 
 1946, the board of John Morrell & Co., Ltd., consisted of the fol- 
 lowing senior directors: A. Claude Morrell, T. Henry Foster, 
 George M. Foster, J. M. Foster, William A. Venables and John 
 W. Willoughby; and the following junior directors: Allan G. Carey, 
 Samuel Telfer and Richard H. Roberts. 
 
 The board of the Yorkshire Creamery Company, meeting on 
 April 3, 1937, authorized purchase of the Morrell Creamery at 
 Sioux Falls. This creamery had been operated for several years by 
 John Morrell & Co. there. At the annual meeting of the stockholders, 
 July 6, 1937, the by-laws were amended to increase the board's 
 strength from four to six. J. M. Foster and George A. Morrell were 
 elected to fill the vacancies. The annual meeting of the board was 
 held six days later. G. M. Foster resigned as secretary and was then 
 elected a vice president; J. M. Foster succeeded his brother as sec- 
 retary; George A. Morrell was elected assistant treasurer; and J. 
 
 252
 
 W. Mock, assistant secretary. Other officers were : T. Henry Foster, 
 president; W. H. T. Foster, vice president; and J. C. Stentz, treas- 
 urer. 
 
 Following his retirement in 1939, W. H. T. Foster resigned as 
 vice president, but continued on the board. Mock resigned as assistant 
 secretary after his retirement in 1945, and was succeeded by Edward 
 J. Grier. 
 
 For many years, T. Henry Foster had written a monthly page 
 for the company's Magazine, headed "Bulletin Board." And for just 
 as many years he had called attention to world conditions which 
 would lead to war unless proper precautions were taken. Typical 
 of his observations is this from the April, 1939, issue: 
 
 "One-fourth of mankind is now engaged in open military war- 
 fare. Millions more live daily under the threat of war. Bloodless 
 wars of aggression and oppression — but which nevertheless cause 
 the direst of misery and suffering — are being waged in Europe by 
 the dictators. Last year's expenditures for armaments exceeded $17,- 
 000,000,000 — this year the sum may reach $25,000,000,000. World 
 economy is rapidly being militarized. The present conditions can- 
 not last much longer — war in Europe is inevitable. Dictators will 
 be the losers." 
 
 And how right he was! Hitler and Nazi Germany began World 
 War n with a dash into Poland on September 2, 1939. France and 
 England declared war on the Nazi hordes. War was no longer in- 
 evitable, it was a reality. At this point there was no telling what the 
 effect on the company's business would be, and so in the fall of 1939, 
 Foster reported to his directors: 
 
 "On September 2, England and France again went to war with 
 Germany. The effect of this situation in Europe has been very dif- 
 ferent—so far at least — from that of 1914-15. Great Britain has 
 set up no buying agencies over here and very little business is being 
 done with our English connections, and at this time no one seems to 
 know exactly what the British Ministry of Food has in mind. Indi- 
 cations seem to point to a situation in which England will buy most, 
 if not all, of her bacon and lard supplies for some time from sources 
 
 253
 
 other than those available in the U. S. A. This is about all that can 
 be said at this time about the possibility of substantial business with 
 Great Britain during the emergency." 
 
 The American companies began to feel the impact of war when 
 the National Guard Resolution and the Selective Service Act be- 
 came effective. These Acts took employees from the company's rolls 
 for peace-time service with the armed forces. A general policy, cov- 
 ering all employees called, was adopted providing that (i) absence 
 on military service would not constitute a break in service; (2) 
 group life insurance would be continued in force; and (3) in event 
 an employee was called for service, he would be entitled to receive 
 his vacation pay if he had not taken his vacation. 
 
 Immediately was initiated the first of the company's steps to 
 keep its employees in service abreast with events at home. The Mor- 
 rell Magazine was mailed to all who desired it, at no expense to the 
 individual. John Morrell & Co. was the first industrial organization 
 to do this. 
 
 News of the attack on Pearl Harbor was flashed to the world 
 early the morning of December 7, 1941, and the next day President 
 Foster released a statement indicating that Morrell plants would be 
 closed to visitors until further notice, and that special police would 
 be added to the force at Ottumwa, Sioux Falls and Topeka to guard 
 against sabotage. The statement continued: 
 
 "These steps are being taken at the request of federal and local 
 authorities. All of our plants are producing foodstuffs for the armed 
 forces of the United States and for the democracies abroad. Nothing 
 must be allowed to hamper production. 
 
 "In a large measure, our success against the aggressor nations 
 will depend upon the productivity of American industry. I feel sure 
 I speak for every employee of John Morrell & Co. when I say noth- 
 ing will be allowed to stand in the way of producing the food re- 
 quired by our soldiers, our sailors, and our marines. We are in this 
 war to win, and our every effort will be bent in that direction." 
 
 An accounting of what Morrell employees did at home during 
 the war years would fill page after page and still fall short of tell- 
 
 254
 
 y^- ^yU^. czzZ-Zr^ZiAZ 
 
 1887- 
 
 PRESIDENT, JOHN MORRELL & CO., 1944-
 
 ing the actual story. Possibly no better account can be given than to 
 reprint again the Ottumwa story as it appeared in the Memorial issue 
 of The Morrell Magazine, distributed in November of 1946. While 
 the Ottumwa story is used it is typical, with minor changes in figures, 
 for Sioux Falls and Topeka: 
 
 "On December 8 the plant was closed to visitors. We were linger- 
 printed and photographed. We were given buttons that entitled us 
 to get to our jobs in the plant. Our police force was increased and 
 every precaution taken to see that no unauthorized person was grant- 
 ed admission to the plant. 
 
 "We participated in all the drives to save materials. We had a 
 scrap rubber drive; a scrap metal drive; we salvaged paper and car- 
 tons. In fact we entered wholeheartedly into any drive that had for 
 its aim the benefit of all. We watched our tools and kept them in 
 good condition. 
 
 "As for production of meat necessary to our men in the service 
 as well as for those who stayed at home — well, we did our bit, too. 
 We watched almost 2,000 of our buddies leave for service with the 
 Army, Navy, Marines, Coast Guard, WAC, WAVES, etc. At first 
 it wasn't too hard to fill their places in the department. But as time 
 went along, and the draft took those who had replaced others already 
 in the service, the labor situation took a turn for the worse. We 
 couldn't get all the workers we needed. Other industries were in the 
 same fix. Everyone needed more workers. The government took over 
 employment functions. When we needed workers, we called uptown 
 and the men or women needed were sent down for an interview. If 
 they came anywhere near fitting the picture, they were hired and put 
 to work. 
 
 "More and more women came to work in the Ottumwa plant. 
 They were found in all kinds of jobs — jobs previously thought as 
 only for the men. But the girls proved they could do a job when 
 there w^as need and things went along in good shape. We took farm- 
 ers after they had completed their work on the farm in the late fall. 
 They did well, too. We hired 16 to 18 year old boys and they came 
 through. There is no way out of it but the labor situation was serious 
 
 256
 
 at many times during World War II, but in some manner or other 
 our people came through. The production schedule was met and 
 surpassed many, many times. New records were established. 
 
 "We worked long hours, long days and long weeks. We worked 
 instead of taking vacations. We got paid for that vacation we might 
 have taken, but still we stayed on the job because we were needed. 
 And because we worked long hours we broke many production rec- 
 ords during the years of the war. We processed all the food requested 
 from us by the various branches of the service; we did our part for 
 Lend-Lease and other government agencies; and finally we tried to 
 produce enough to give the home front the meat necessary to keep 
 our people going from day to day . . . 
 
 "We took rationing pretty well; once in a while we might have 
 thought we were not getting our share of the meat we were produc- 
 ing. But then we thought a little further and realized that rationing 
 was stretching out just a bit further the meat available to the home 
 front. We complained about not having our two cups of coflfee a day, 
 but that didn't last very long and cofifee was taken ofif the ration list. 
 
 "We supported the War Bond program fully. We bought extra 
 bonds in each drive; we bought through a payroll deduction plan; 
 we bought stamps; and John Morrell & Co. purchased and gave 
 to each grade school student in Ottumwa, Sioux Falls and Topeka 
 a stamp book with a war savings stamp affixed . . . 
 
 "When the combined Community Chest and National War Fund 
 drive came around each fall, Morrell employees gave willingly of 
 their time as well as their financial support. Many of our people 
 served on various committees heading up the activities of the drive; 
 many of them worked as solicitors. It is to their credit that each drive 
 went well over the top . . , 
 
 "Not only did our people give liberally to the Red Cross but 
 they contributed generously of their time. Many of them spent their 
 free time at knitting, rolling bandages, and other operations asked 
 by the local authorities. Morrell people headed committees for the 
 Red Cross locally and again many served capably during the drives 
 for funds . . ." 
 
 257
 
 That accounts for the home front story. What did our Morrell 
 people do in the service? Well, something over 4,300 men and vsrom- 
 en left their jobs to serve v^^ith Uncle Sam. They served in all 
 branches, from privates and seamen to colonels and commanders, 
 many receiving medals for heroism and bravery. It was the com- 
 pany's sad duty to report the deaths of 1 1 1 Morrell employees while 
 connected with the armed forces, nine of them being employees of 
 the English business. 
 
 While Morrell employees were away from home the company 
 kept in contact with them in many ways. The Morrell Magazine 
 was sent to each one monthly — the regular edition to those in this 
 country, and a lightweight edition, complete in every detail, went 
 to those overseas by first class mail. Later, because of the large 
 amount of mail coming from service personnel, a four page paper 
 was started which condensed and reported activities as indicated by 
 the letters. Called Trimmings, its distribution was restricted to those 
 in service. 
 
 A monthly letter went out from members of management giving 
 the important production figures and news of the plants; there were 
 letters from many departments; quarterly a carton of cigarettes was 
 sent to each company member of the armed forces; each one got a 
 Christmas box; and occasionally, a package containing two or three 
 books. All in all, the company's service personnel fared well with 
 sendings from home, and their letters back echoed their appreciation. 
 
 Government participation as well as interference in business, 
 started during the previous 10 years, showed no signs of letting up 
 as the new period began. Surplus commodities were being purchased 
 by the Federal Surplus Commodities Corporation. This was a pro- 
 gram calling for purchase of products selling at abnormally low 
 prices because of a so-called over-production for relief distribution 
 to "low income families." One of the first products of the meat pack- 
 ing industry to be included on the F. S. C. C. list was lard, in August 
 of 1939. Smoked hams, skinned hams, picnics and bacon were added 
 to the list in April of 1940. In June of that year, John Morrell & Co. 
 was awarded an order for 10,515,000 pounds of hams, picnics, bacon, 
 
 258
 
 dry salt fat backs and lard for such distribution. This was one of 
 many such orders the company had received and was to receive. 
 
 The United States government entered the picture early in World 
 War II when it began buying meat products for army and navy com- 
 missaries and for shipment under Lend-Lease arrangements. 
 
 On January 30, 1942, Congress passed the Emergency Price Con- 
 trol Act which gave the price administrator the power to set a ceiling 
 over all prices. By April it had become evident that the adminis- 
 trator would have to take some action, so on April 27, the Price Con- 
 trol Order, freezing prices at the month of March level, was issued. 
 
 In the months that followed came a series of laws, executive 
 proclamations, rulings, etc. All of them had the intent and purpose 
 of keeping prices and production in line, and to give the country's 
 war effort top priority. There was rationing of food items, rollback 
 of prices, establishment of new controls, all steps that brought head- 
 aches to industry in general. Commenting on the situation. President 
 Foster reported to his directors in May of 1943: 
 
 "The six months just closed have proved to be about the most 
 difficult ever experienced within the knowledge of the present man- 
 agement. Ceiling prices, rationing, allocations, restrictions, roll- 
 backs, set-asides, inventory controls, and limitations, added to the 
 demands of the government for army, navy and Lend-Lease use, 
 have produced a situation which can only be described as bed- 
 lam . . ." 
 
 A month later he wrote in The Morrell Magazine: 
 
 "Rollback of ceiling prices on meats and subsidies for processors 
 of livestock are claiming much public attention, and in spite of op- 
 position by meat packers, and livestock producers generally, have 
 been officially announced by the Office of Price Administration — 
 the subsidies effective June 7, the rollback of prices later." 
 
 As the war drew to a close in Europe and Asia, the fountains of 
 meat production gradually began to dry up because of the O. P. A.'s 
 price structure which held the price of the finished product beneath 
 that of the cost for live animals. Such conditions brought a black 
 market in meat, particularly beef. The condition became worse and 
 
 259
 
 by March of 1946, J, C. Stentz, the company's director of sales, told 
 the board of directors that normally the company's coolers at Ottum- 
 wa would have 2,000 carcasses hanging, but on the day of his report 
 there were only 200. He said that condition had come about be- 
 cause, under the O. P. A. pricing structure, the legitimate packer 
 could not compete with the black market buyer. Further he reported 
 that in the past week the Ottumwa plant had killed only 980 cattle 
 and that beef house workers had been employed only 24^/^ hours. 
 Normally 3,600 cattle would have been killed and the men would 
 have worked a 40 hour week. 
 
 While conditions were bad when Stentz made his report they 
 became progressively worse as the year went along. It was practically 
 impossible for packers to buy cattle in competition with the black 
 market, and beef as a regular item on the American table became 
 a rarity. But this was not the only thing. The lack of livestock made 
 it necessary for the company to lay off employees and to cut the num- 
 ber of hours in the work week in order to make meagre livestock re- 
 ceipts go as far as possible. On June 24 all operations were suspended 
 for one week at Ottumwa. All employees were laid off except for a 
 few in supervisory capacities. Pork and beef operations were re- 
 sumed on July I, but pork departments were shut down at the close 
 of the day because of a lack of hogs. Pork processing departments 
 were called back to work a week later. Full operation was impossible 
 during the weeks that followed although the company tried to give 
 a full work week whenever possible. The situation came to a head 
 on September 7 when the Ottumwa plant was closed except for a 
 skeleton force of maintenance and supervisory employees. This con- 
 dition lasted until October 15 when the beef house was opened and 
 operations started there. Pork operations were resumed about a week 
 later. 
 
 While the shutdown was practically complete at Ottumwa, it 
 was not quite so complete at the Sioux Falls and Topeka plants. 
 
 But even though back in operation the squeeze between price of 
 livestock and price of the finished product to the consumer was a 
 headache to the company. High livestock prices meant higher costs 
 
 260
 
 for meat cuts; increased wages also had to be counted in. Meat was 
 high; meat was still scarce; money still jingled in the American 
 pocketbook, but it did not buy as much meat as formerly. No one 
 would listen to reason and realize that it was the public which set 
 the price on meat. Because of the demand, the packer's buyer had 
 to buy his livestock at the price demanded, and the packer in turn 
 had to charge for his finished product in line with livestock prices, 
 wages and operating costs. 
 
 The consumer grumbled and held the packer responsible. The 
 explanation, if one would listen, was simple. Government interfer- 
 ence in business, the uncompromising attitude of the O. P. A., and 
 the payment of subsidies during the war years gave the buying pub- 
 lic a false idea of what they paid for their meat. The money used 
 for payment of subsidies came out of the consumers' pockets as taxes, 
 but they did not count it in the price of meat purchased from the 
 market, marked and sold at O. P. A. prices. Later, because of the 
 black market, meat was difficult to get, or if available, brought over 
 market price. Yet, with all of this, the packer was at fault — so con- 
 sumers said and still say. 
 
 In March of 1946 the American Meat Institute released a survey 
 covering the over ceiling meat story and black market operations in 
 1 1 cities in dififerent sections of the United States. These 1 1 cities had 
 a combined consumer population of 15 million people. This survey 
 was not made by the Institute, but by two independent research agen- 
 cies. It shows graphically the condition at that time in the following 
 table : 
 
 
 At 
 
 nount 
 
 O.P.A. 
 
 Black Market 
 
 
 Over Ceil 
 
 ing 
 
 Price 
 
 Tax 
 
 
 c 
 
 
 % 
 
 
 c 
 
 Beef 
 
 10 
 
 
 26 
 
 $1.00 
 
 26 
 
 Veal 
 
 9 
 
 
 24 
 
 $1.00 
 
 24 
 
 Pork 
 
 6 
 
 
 15 
 
 $1.00 
 
 15 
 
 Lamb 
 
 3 
 
 
 6 
 
 $1.00 
 
 6 
 
 Average 
 
 8c 
 
 
 20% 
 261 
 
 $1.00 
 
 20c
 
 Commenting on the hog kill for the summer season of 1937, T. 
 Henry Foster said : 
 
 "Whereas for the summer season of 1936 there was an increase 
 in our hog kill of ^1%, we had the disappointing experience in the 
 1937 summer season of a decrease from the preceding summer of 
 
 25%- 
 
 "This strikingly emphasizes the fact that we are still suffering 
 from the effects of the drought; and the condition unfortunately acts 
 as a two-edged sword, because with our excess piling up monthly at 
 our three plants, especially equipped for hog killing and pork proc- 
 essing, we must pay, on the average, more than normal market for 
 sufficient supplies on which to operate the business." 
 
 The truth of this statement was reflected in the company's annual 
 report for 1937, which showed a loss for the year's operations of 
 $670,542.68. This is the only year in which the company has shown 
 a loss since it became a publicly owned corporation in 1928. 
 
 Two years later Foster was able to report to his directors in the 
 following words: 
 
 "It will be noted that the increase in hog slaughterings at our 
 plants was over 33%, compared with a year ago; the largest increase, 
 one season over another, that we have had since the drought cut so 
 severely into our livestock receipts. In my report a year ago I stated 
 that we would not be back to a normal hog kill before the winter of 
 1939-40, and now it looks like this hope will be realized." 
 
 Confirming Foster's forecast, a peak hog kill was reached the 
 week ending December 16, 1939, when the three plants slaughtered 
 75,748 hogs, the largest kill since the week ending December 17, 
 1932. During the 1932 week, the three plants had slaughtered 80,295 
 hogs. 
 
 Receipts of hogs during 1940 led Foster to write: 
 
 "It will be noted that while our total slaughterings show an in- 
 crease over a year ago, and also over the previous six months' period, 
 the increase is considerably smaller, indicating we have possibly 
 reached a peak which marks the return of marketings at our plants 
 to the normal receipts we enjoyed prior to the beginning of the short- 
 
 262
 
 age resulting from the drought and uneconomic slaughter of little 
 pigs by order of the United States Department of Agriculture . . ." 
 
 On May i, 1941, hogs were selling at $8.80 top in Chicago. Ad- 
 vancing steadily through the summer they reached a top price of 
 $12.32 in September. The regular fall decline set in at this time and 
 the price was carried down to $10.60, Chicago top on November i. 
 The average cost for hogs purchased by the company through the 
 season was $10.05 P^^ ^^^ pounds, $4.54 higher than the correspond- 
 ing season the year before. 
 
 When the United States entered the war on December 7, 1941, 
 the meat packing industry was called on to provide additional heavy 
 quantities of meat for the F. S. C. C. and the armed forces. The 
 heavy increase in slaughtering was soon reflected in the price of hogs, 
 which advanced to a Chicago top of $14.60 during the winter killing 
 season. This represented the highest price paid for hogs since 1926. 
 
 The firm's weekly kill record of 1932 was broken when 89,729 
 hogs were slaughtered during the week ending January 10, 1942. 
 
 In October of 1942, Foster reported to his directors on conditions 
 in the industry and with their company in particular. He made his 
 report after the government price control program had been initi- 
 ated, a program which had thrown the industry into a miserable 
 state of confusion. He wrote as follows: 
 
 "In spite of ceiling prices on the product, hog prices continued 
 their upward trend through practically the entire season, advancing 
 from $14.05, Chicago, to a top of $15.75 early in October, establish- 
 ing a new record for market prices for some 22 years. During the 
 last three weeks in October, however, prices declined $1.00, to $14.75, 
 at which choice hogs, 220 to 310 pounds, sold at in Chicago . , . 
 
 "The six months' period just closed has been full of 'puzzling 
 paradoxes and anxious activity.' Ceiling prices fixed by the Office 
 of Price Administration in March and revised in April, practically 
 disrupted the business in the meat industry for everyone except the 
 livestock producer. Confusion, the like of which had never been 
 known before, resulted from this muddling with the old law of sup- 
 ply and demand, and produced during the summer so serious a situa- 
 
 263
 
 tion in the industry that many of the smaller concerns were forced 
 to fold up and discontinue operations . . . 
 
 "Altogether this has been one of the most trying periods in the 
 history of the business, but I am reminded that the company, in its 
 115 years of continuous operation, has weathered eight depressions, 
 five wars, one flood and one devastating fire. I am confident, there- 
 fore, relying on the continued loyalty and cooperation of Morrell 
 folks everywhere, that we will come through our present difficulties 
 without loss of prestige, maintaining the traditions that have kept 
 the business for so many years up in the front ranks of the industry." 
 
 The fiscal year of 1942, however, established many records for 
 the company, just as it did for the industry as a whole. Meat produc- 
 tion for the period was the largest in the company's history; hog mar- 
 ketings had been exceeded only by those of the year 1923-24; and 
 hog prices were the highest since 1920. 
 
 On July 19, 1943, the Office of Price Administration finally took 
 action to stop the rapid rise in the price of hogs. On that date the 
 Office of Price Administration announced that a ceiling price of 
 $14.75 on good to choice hogs would become effective on October 4. 
 
 Writing in the May, 1945, issue of The Morrell Magazine, Fos- 
 ter commented on hog support prices as follows: 
 
 "The per head price of hogs in April was highest since April, 
 1943 — second highest for April in 25 years. Rise in value resulted 
 from increased weights." 
 
 With the passing of O. P. A., livestock producers and the meat 
 packing industry were given the opportunity to show what they could 
 do. But they were not allowed to do so! Americans had an all-time 
 record amount of money in their pockets, and they wanted meat, 
 meat in quantities denied them during war years. This demand cre- 
 ated a run on the markets of the country. Packers, furnishing meat 
 products at the greatest rate in history, could not keep up with the 
 demand. So, what was the situation when O. P. A. was decontrolled? 
 Here's what T. Henry Foster had to say in the August issue of The 
 Morrell Magazine: 
 
 "Slaughter of hogs at federally inspected plants in July, owing 
 
 264
 
 to decontrol by the O. P. A., increased more than a million and a half 
 head over June to a total of 3,862,690 — an increase over July, 1945, 
 of 40 per cent. 
 
 "Hog prices during the month, with controls off, went 'hog wild' 
 within a range of more than $7.00 per 100 pounds, while supplies fluc- 
 tuated widely on the ups and downs of a crazy market, with a $23.50 
 official top on the 31st." 
 
 Early in 1938 company technicians came forth with a ham to 
 meet the needs of the housewife for a fully prepared, ready to serve 
 ham. The new Morrell E-Z-Cut ham was placed on the market after 
 many months of testing and experiment. Publicity covering the new 
 product represented the ham as "super-tasty, super-tender, super- 
 simple to serve." Wrapped in an attractive blue wrapper, it caught 
 on immediately and in time all but dropped the old-fashioned 
 smoked ham from the company's price list. 
 
 The company, after extensive tests, had switched to the artery 
 pumping process prior to the appearance of the E-Z-Cut ham. It 
 was one of many products to receive the new cure. 
 
 A second new Morrell product came on the market during 1938. 
 It was Snack, an all pork product, made from extra lean trimmings 
 and with a delicious ham flavor. Snack was packed in 12 oz. cans, 
 was completely cooked and ready to eat. Packed as a shelf item, it 
 required no refrigeration. 
 
 Red Heart dog food moved into the Canadian market early in 
 1941, when an arrangement was made with Dumarts, Limited, to 
 manufacture it for that country's trade. 
 
 When the War Production Board ruled that tin could not be used 
 for the packaging of dog food, company technicians rose to the test. A 
 dehydrated product was developed which could be packaged in fiber 
 cartons, similar to the old cans. This new product contained the same 
 ingredients as the old, but in its new form, one carton was equivalent 
 to zYz cans of the canned dog food formerly manufactured. It was 
 still packed in the three diets. 
 
 The dehydrated product gave way to Red Heart 3-Flavor dog 
 food early in 1944. The new food had been developed by the Mor- 
 
 265
 
 Q^m%<£^ 
 
 1894- 
 
 
 MANAGER, SIOUX FALLS PLANT, 1939-1944
 
 rell research laboratories, and after thorough feeding tests was mar- 
 keted on a nationwide scale. The new product retained the three 
 flavors, beef, fish and cheese, and tests showed that it was as nutritious 
 as the canned food. 
 
 As in past years, the company continued to expand its refrigera- 
 tor car fleet and by October of 1939, had 927 cars, 627 of which were 
 owned outright. 
 
 For many years the Ottumwa and Sioux Falls plants had con- 
 tracted their raw materials for sausage casings to the Oppenheimer 
 Casing Company of Chicago. Oppenheimer maintained a depart- 
 ment in each plant for cleaning and preparing casings. When John 
 Morrell & Co. took over the Topeka plant, the casing department 
 there was operating as a regular plant department. 
 
 The company's experience in cleaning and selling the Topeka 
 output led the Morrell management to believe it would be more 
 profitable to clean and sell the Ottumwa output too. Therefore the 
 Oppenheimer firm was notified that John Morrell & Co. would take 
 over the business at Ottumwa on December 31, 1937. 
 
 The business was officially taken over on January 2, 1938. In 
 addition to taking over the physical properties of the Oppenheimer 
 business, the company also hired the 61 employees who had been em- 
 ployed by the casing company. Immediate production of beef and 
 hog casings was begun; handling of sheep casings for export was 
 started at the same time. Later on manufacture of domestic sheep 
 casings was begun. An experienced casing man, Ira Marland, was 
 employed to handle the casing business from the general office. 
 
 The casing business at Sioux Falls was taken over on May i, 1939. 
 Again John Morrell & Co. took over the physical properties of the 
 Oppenheimer Casing Company, as well as its employees. 
 
 At Topeka, the Kaw Packing Company plant was purchased by 
 John Morrell & Co. in 1942. This property was near that of the 
 Topeka plant and was bought for storage and utility purposes. 
 
 From September of 1939 Bannatyne & Co., Ltd., came rigidly 
 under control of the British Ministry of Food. H. P. Bannatyne, the 
 company's managing director, died in March, 1945. So far as nec- 
 
 267
 
 essary while the business was under government control, the secre- 
 tary, H. P. Morgan, then assumed management of the company. 
 Bannatyne & Co., Ltd., was merged with John Morrell & Co., Ltd., 
 on December 31, 1946. 
 
 A. W. Foster & Co., Ltd., served England well during the war 
 years. When war broke out the cannery was in position to meet the 
 very heavy calls for production and operated at full capacity during 
 the period. In addition to producing for civilian consumption, mil- 
 lions of cans of fruits and vegetables were supplied on contract to 
 the Admiralty, War Office and the British Red Cross. 
 
 After operating as a separate company for some 15 years, A. W. 
 Foster & Co., Ltd., was merged with John Morrell & Co., Ltd., as a 
 part of the latter company's postwar development plans. The merger 
 was completed December 31, 1946. 
 
 The Victoria Cold Storage Company, Ltd., was used by the Brit- 
 ish Ministry of Food during the war years for storage of foodstuffs. 
 
 The start of 1937 initiated a period of expansion for the York- 
 shire Creamery Company. Early in that year the Morrell Creamery 
 at Sioux Falls was taken over and additional creameries were estab- 
 lished at Bruce, Miss., and Batesville, Ark. 
 
 The Batesville operation did not prove up to expectation and 
 was closed after about two years. The establishments at Bethany, Mo., 
 and Sioux Falls were closed in November of 1941, and the Bruce 
 plant was closed the following year. All operations of the Yorkshire 
 Creamery Company were then centered at Ottumwa. 
 
 The sale of the company's west end ice house property in Ottum- 
 wa brought to an end the annual ice harvest. This property was sold 
 in 1940. Bought nearly 60 years before, four large ice houses had been 
 built on the land. These, along with five at the plant, had been filled 
 with ice cut from the Des Moines river each winter. During good 
 seasons the cut was from 15,000 to 20,000 tons, now entirely replaced 
 by artificial ice and refrigeration. 
 
 During the early years of this period considerable construction 
 work was completed at Ottumwa, Sioux Falls and Topeka. 
 
 At Ottumwa, an addition to the beef house was finished in 1937. 
 
 268
 
 During that same year an extension to the loading dock was com- 
 pleted, and a three story addition to Building No. 15 was erected. 
 
 The Topeka stockyards were improved by new construction and 
 alterations. A new scale house was built, and the loading dock was 
 enlarged to accommodate three cars. These projects took place dur- 
 ing 1937. At the same time, the only major project under way at 
 Sioux Falls was the erection of a three story and basement building, 
 to be used primarily for freezing and storage facilities. 
 
 On December 15, 1938, the Sioux Falls plant began killing opera- 
 tions in its enlarged sheep department. The enlargement of this de- 
 partment permitted an increase in the sheep kill from 100 to 300 an 
 hour. 
 
 During 1939 an eight story cold storage building was erected at 
 Ottumwa. It replaced Building No. i which had been built imme- 
 diately after the fire of 1893. The first big building project at Topeka 
 was completed in 1940, when a seven story cold storage and manu- 
 facturing building was completed. 
 
 A building to accommodate the more than 10,000 people who 
 visit the Sioux Falls plant annually was opened in February of 1940. 
 An important addition to the Ottumwa plant was Building No. 27B, 
 primarily confined to smoked meat processing and manufacturing 
 needs, although space was available for storage of supplies and other 
 products. 
 
 New construction, as well as remodeling projects, came prac- 
 tically to a standstill during the war years. Of those undertaken, the 
 most important were: new cafeteria quarters in the Ottumwa plant; 
 new and remodeled quarters for the personnel and first aid depart- 
 ments at Ottumwa, as well as the start of construction for quarters 
 to accommodate the Ottumwa superintendent, his staff, and the re- 
 search laboratories; and, again at Ottumwa, a lard storage building. 
 
 The company's Gansevoort branch, at 446-448 W. 14th Street, 
 New York City, was opened on January 5, 1937. J. J. Dobbin, who 
 had been manager of the Westchester branch for the past seven years, 
 was the first manager. 
 
 Additions to the East Cambridge and Brooklyn branches were 
 
 269
 
 made to better accommodate the volume of business handled. New 
 construction was undertaken at Mobile which resulted in increased 
 facilities and the establishment of a sausage manufacturing depart- 
 ment. New bacon slicing equipment was installed at the same time. 
 
 Looking toward the future, land was purchased adjoining both 
 the Oakland and Mobile branches in 1939. The start of World War 
 II stopped plans for a new branch at Oakland, while the additional 
 land meant the increased facilities for Mobile later. 
 
 There was considerable change in branch personnel during this 
 time. At Ottumwa J. R. Hinsey was transferred to the branch house 
 department as assistant manager on September i, 1938. He succeeded 
 R. E. Miller who was moved to the comptroller's department. In 
 June of 1941, supervision of the department was divided between 
 W. S. Thompson and Hinsey, with the latter taking over the eastern 
 branches. Thompson retired on October 3, 1942, after 26 years with 
 the organization. Hinsey then assumed full supervision of the de- 
 partment. 
 
 Ray Klick, a salesman at the Minneapolis branch, was named 
 manager of the St. Paul branch in May of 1938, succeeding J. B. 
 Anderson, who retired after 21 years with the company. B. O. Gibbs 
 retired on May 28, 1938, and was succeeded as district supervisor 
 of the Metropolitan New York area by E. L. Cleary. A salesman 
 since August 5, 1918, Cleary had sold for the Sioux Falls organization 
 at Sioux City, Iowa; Cleveland, Ohio; Louisville, Ky. ; and Pitts- 
 burgh, Pa. When he was transferred to the savory foods division in 
 1936, he was manager of the Pittsburgh sales office. 
 
 E. E. Gingrich, manager of the Philadelphia branch, died Sep- 
 tember 12, 1940. His assistant, M. J. Dunham, became the new man- 
 ager. When C. N. Glew was called to active duty by the navy early 
 in 1941, several changes came about. Cleary handled the managerial 
 duties at Brooklyn for a time. Then A. R. Benedict became manager 
 following his transfer from Lincoln, Nebr., where he had been man- 
 ager since 1930. 
 
 War times and short supply brought a few changes in the com- 
 pany's branch business. The Westchester branch was closed and the 
 
 270
 
 Des Moines branch ceased operations as such. The building there 
 was used as an office and distribution point. Dobbin resigned as man- 
 ager of the Gansevoort branch late in 1942 and was succeeded by 
 Fred Hallstein after operations at the Westchester branch were dis- 
 continued. 
 
 H. C. Dalrymple, a salesman at the Lincoln branch for 18 years, 
 became manager of that branch on December 23, 1943. 
 
 John Morrell & Co. had continued to support the Institute of 
 American Meat Packers from the beginning. Morrell people had 
 served on many Institute committees during the years, but it wasn't 
 until the annual meeting of 1938, that a Morrell representative was 
 elected as chairman of the Institute's board of directors. At that time, 
 T. Henry Foster received that honor. He was re-elected the follow- 
 ing year. Foster was elected for a third term in 1943. 
 
 The Institute's name was officially changed to the American 
 Meat Institute in 1940. 
 
 There was considerable shifting around of company personnel 
 because of resignations, formation of new departments, deaths and 
 promotions. 
 
 After 46 years with the company, W. H. T. Foster, vice presi- 
 dent and manager of the Sioux Falls plant retired on November i, 
 1939. The eldest son of Thomas D. Foster, he was the first of the 
 family to become associated with the business and the first to sever 
 that association. Succeeding him as manager at Sioux Falls was his 
 younger brother, J. M. Foster. Moving to Sioux Falls as assistant 
 manager was Robert T. Foster, son of President T. Henry Foster. 
 He had been in charge of the Ottumwa plant's sausage department 
 since 1935. J. M. Foster was transferred to Ottumwa in August of 
 1944 to become vice president in charge of operations. In this ca- 
 pacity he succeeded his brother, G. M. Foster, who had been elevated 
 to the company's presidency. R. T. Foster then assumed the mana- 
 ger's duties at Sioux Falls. 
 
 R. W. Ransom, assistant superintendent of the plant at Sioux 
 Falls, was transferred to Ottumwa on February i, 1937, as assistant 
 to Vice President G. M. Foster. In his new position, Ransom looked 
 
 271
 
 after the company's physical properties in the United States. He had 
 started with the Sioux Falls plant in 1923. 
 
 Ernest Manns, after 46 years with the Ottumwa organization, 
 retired on January i, 1940. Succeeding him was John Denefe, super- 
 intendent of the Topeka plant. J. V. Snyder was transferred from 
 Sioux Falls to Topeka, succeeding Denefe. Snyder had gone to Sioux 
 Falls with his father, J. W. Snyder, in 1916. The elder Snyder had 
 taken a position with that plant as foreman of the sausage depart- 
 ment. Young Snyder started with the Sioux Falls plant immediately. 
 He became assistant superintendent in 1924 and was serving in that 
 capacity when transferred to Topeka. 
 
 In April of 1940, Herman F. Veenker, veteran superintendent of 
 the Sioux Falls plant, was named general superintendent with super- 
 vision over the three plants. At the same time, H. C. Morris was 
 named superintendent of the Ottumwa plant succeeding Denefe who 
 had to give up his duties because of his health. Succeeding Veenker 
 was Clarence Sail, who had been continuously connected with the 
 Sioux Falls plant since 1925. 
 
 Morris continued as superintendent of the Ottumwa plant until 
 forced to retire because of his health in October of 1944. Snyder 
 then was transferred to Ottumwa. Taking over Snyder's duties at 
 Topeka was John P. Foster, son of W. H. T. Foster and production 
 superintendent at Ottumwa. He came to Ottumwa in September of 
 1941 and was employed in the mechanical department as assistant 
 operating engineer. He was acting superintendent of the Ottumwa 
 plant during Morris' illness. 
 
 At Sioux Falls the resignation of F. N. Sampson as manager of 
 the beef department brought several changes. G. E. Willging, man- 
 ager of the eastern and southern car route division, succeeded Samp- 
 son in June of 1937. A combination of the eastern, southern and west- 
 ern divisions was made and H. T. Quinn placed in charge. Later 
 the western division was added to his charge, and still later super- 
 vision of Sioux Falls branches. When Quinn took over the branches, 
 the local division was assigned to B. J. Libert, who had started as 
 secretary to the managers in 19 19. 
 
 272
 
 A. T. Dennis resigned as Sioux Falls sales manager on January 
 I, 1940, and was succeeded by H. C. Snyder. Quinn then moved to 
 Topeka to take over Snyder's duties; Libert succeeded to Quinn's 
 position. 
 
 H. C. Snyder died October 25, 1943, and was succeeded by 
 Libert. Libert continued as Sioux Falls sales manager until July 19 
 of the next year, when he went to Topeka as sales manager and as- 
 sistant manager of the plant there. Quinn, who formerly held these 
 positions at Topeka, took over similar duties at Sioux Falls. 
 
 In June of 1942, A. B. Collier was named assistant director of 
 sales for the company. At the same time C. M. Lawrence was placed 
 in charge of the southern sales division, and R. M. Foster, son of 
 G. M. Foster, was named assistant manager of the eastern sales 
 division and assistant to Collier. Following the retirement of Law- 
 rence in May of 1946, M. R. Valentine, employed in the Ottumwa 
 office since 1927, was named to take over his duties. At the same 
 time T. H. Lee was given supervision of the lard, grease, tallow and 
 export business which formerly had been handled by Lawrence. R. 
 D. Rogers retired in November of 1946, after 45 years with the 
 Ottumwa organization. Succeeding him as manager of the central 
 car route sales division was J. E. Fulton, who had been with the 
 company since 1932. 
 
 F. C. Raney became purchasing agent at Ottumwa following the 
 retirement of E. W. Kreiner in 1937. On October 30, 1944, Raney 
 was named general manager of purchases with supervision over the 
 purchasing departments at the company's three plants. 
 
 Thomas W. Bailey, manager of the savory foods division, died 
 March 10, 1944. Moving to Ottumwa to take his place was E. F. 
 Paxson. J. K. Kloehr, Bailey's assistant, was transferred to Sioux 
 Falls succeeding Paxson. 
 
 When R. T. Foster was transferred to Sioux Falls, George S. 
 Wilson was brought to Ottumwa to head activities of the sausage 
 department. Moving to Topeka as manager of that plant's sausage 
 department was R. D. Nelson, who had been with the company since 
 192 1. When Wilson resigned in 1945 he was succeeded by his as- 
 
 273
 
 sistant, Owen Lewis, who had been named assistant manager of the 
 department the year before. 
 
 Thomas D. Foster, son of W. H. T. Foster and manager of the 
 Sioux Falls personnel department, was drowned in Lake Okoboji, 
 August 20, 1937. Succeeding him was Philo Larrabee who had 
 joined the Sioux Falls organization some four years before. Lar- 
 rabee was transferred to Ottumwa on June 2, 1941, succeeding G. 
 L. Rhys as manager of the personnel department. H. W. Hahn suc- 
 ceeded Larrabee. W. G. Stumbo joined the Topeka staff on January 
 I, 1941, as manager of that plant's personnel department. When 
 Stumbo left to enter the navy during World War II he was suc- 
 ceeded by Floyd W. Rogers. 
 
 R. E. Manns resigned as chief engineer at Sioux Falls in Oc- 
 tober of 1937 and was succeeded by J. W. Nelson, who held a similar 
 post at Topeka. Nelson had gone to Sioux Falls as chief engineer in 
 November of 1933. Manns and Nelson had traded positions in Jan- 
 uary of 1936. Succeeding Nelson at Topeka was Ellwood Johnson, 
 assistant chief engineer at Ottumwa since November of 1933. Ross 
 Kluckhohn came with the Ottumwa organization in June of 1938 
 and succeeded Johnson. He held that position until May of 1941 
 when he went to Topeka, succeeding Johnson who returned to Ot- 
 tumwa as chief engineer. William Evitts, assistant chief engineer 
 at the Ottumwa plant since 1942, was named assistant to R. W. Ran- 
 som late in 1946. Succeeding him was Eugene Foster, son of Presi- 
 dent G. M. Foster, who had come with the company after service 
 with the navy during World War II. 
 
 When A. T. Gardner retired as cashier in March of 1939 after 
 51 years with the Ottumwa organization. Otto A. Johnson was named 
 to succeed him. 
 
 On April 10, 1939, Theodore Crawford, foreman of the Topeka 
 wholesale market was named manager of that plant's beef depart- 
 ment. When Crawford died in December of 1943, C. P. Stentz, 
 brother of J. C. Stentz, was named to succeed him. Carl Bentzinger, 
 formerly a shipper in business for himself, came with the Ottumwa 
 Sheep department as a buyer in 1939. 
 
 274
 
 /fet^^t/" Z r=Ar^Ziyi^ 
 
 1908- 
 
 MANAGER, SIOUX FALLS PLANT, 1944-
 
 During 1940 the Ottumwa trade-mark and label and advertising 
 departments were consolidated and A. C. Michener placed in charge, 
 serving the company as advertising manager. Guy Roberts was 
 placed in charge of the Sioux Falls advertising and publicity de- 
 partment in the same year. 
 
 After 45 years with the company, P. R. Holloway retired as Ot- 
 tumwa office manager on November 2, 1940. He was succeeded by 
 W. C. Mullin, who had been his assistant for a number of years. J. 
 F. Sells, a member of the Price, Waterhouse & Co. organization, a 
 Chicago firm which audited the company's books each year, was 
 brought into the business in a new position, general office manager 
 with supervision over all plant and branch house offices. 
 
 D. W. Breese resigned as manager of the Sioux Falls beef de- 
 partment and was succeeded by O. F. Matthews, manager of the 
 Ottumwa small stock department. H. W. Moore was brought to 
 Ottumwa to take over Matthews' duties. 
 
 A legal department, with George F. Heindel in charge, was es- 
 tablished at Ottumwa on March i, 1939. The new department as- 
 sumed supervision over all legal matters affecting the company's bus- 
 iness. In April, 1940, Edward J. Grier resigned as Wapello County 
 (Iowa) county attorney to join the legal department. 
 
 The formation of the company's legal department came as a re- 
 sult of increasing federal and state regulation of business. Originally, 
 one lawyer, William McNett, handled all legal matters for the bus- 
 iness in Ottumwa. When he died in 1928 he was being assisted by 
 his son, Walter, in handling the company's business. Walter McNett 
 carried on for some years after his father's death. 
 
 But even prior to William McNett's death, the company's trade- 
 mark and patent problems began to demand the attention of a firm 
 handling that type of business with state, federal and foreign govern- 
 ments. The Washington firm of Mason, Fenwick & Lawrence was 
 engaged in 1921. Another firm worked on the company's trade-marks 
 and patents prior to 1921, but the association was not satisfactory and 
 lasted only a short time. 
 
 On April 12, 1927, the Chicago law firm of Mayer, Meyer, 
 
 276
 
 Austrian & Piatt was employed to handle the company's legal mat- 
 ters. 
 
 Warren H. Wagner, a Washington, D. C, commerce counsel, 
 was employed by a group of meat packing concerns, one of which 
 was John Morrell & Co., in 1927 to represent packers before the 
 Interstate Commerce Commission in traffic matters. From 191 5 to 
 1927 this same group of packers had been represented by W. E. 
 McCornack. 
 
 Prior to joining the company as general counsel, Heindel had 
 been handling the company's tax matters for several years. His se- 
 lection to handle the new department was a logical one. 
 
 Following the death of Heindel on October 5, 1942, Grier was 
 named general counsel and placed in charge of the department. 
 
 T. J. Rowe was employed at Sioux Falls in November of 1940 
 to head a production engineering department for the company's three 
 plants. This was a new department and it was to check plant opera- 
 tions and procedures to see that they were being carried on in the 
 most practical and efficient manner. A similar department was es- 
 tablished at Ottumwa, with Gilbert Baker in charge. Later Arthur 
 Anderson came with the Ottumwa plant to head the department. 
 Rowe transferred his headquarters to Ottumwa in 1944. Robert At- 
 kins, Rowe's assistant at Sioux Falls, was then placed in charge there. 
 Later on a department was established at Topeka with Floyd Rogers 
 in charge. When Rowe left in 1946, R. M. Hanna was employed to 
 head the department. 
 
 A public relations department was established at Ottumwa late 
 in 1940, when Hollis F. Peck was employed to take charge. While 
 Peck served with the navy during the war, his place was filled by 
 Helen Peret, who had been assistant editor of The Morrell Maga- 
 zine for several years. Just before Peck returned to his duties. Miss 
 Peret left the company to go with the National Provisioner, publica- 
 tion for the meat packing industry. 
 
 Looking toward the future and conclusion of hostilities, the com- 
 pany appointed a post-war planning committee in July of 1943. The 
 committee had as its job the task of watching the trends within the 
 
 277
 
 industry and thinking and planning for the future. George A. Mor- 
 rell was named chairman. The membership was made up of repre- 
 sentatives from the three plants. Later the committee's name was 
 changed to the Morrell Planning Board. 
 
 A new department was organized in January of 1945 to coordi- 
 nate the company's relations with farmers and farm organizations. 
 Brought to Ottumwa to head the department for the three plants 
 was Russell G. Plager. He was to work with agricultural groups, 
 handle livestock producer relations and 4-H club activities, and in 
 general look after the company's agricultural contacts. As activi- 
 ties of the new department increased separate departments were es- 
 tablished at Sioux Falls, with Frank Lingel in charge, and at To- 
 peka, with Gay Tuis as manager. 
 
 To keep up with new supervisory techniques developed by the in- 
 dustry, which might be helpful to the company, Delbert Hayenga, 
 a veteran of World War II, was called on to organize the employee 
 development department. 
 
 Following decision of the United States Supreme Court that pro- 
 visions of the Wagner Labor Act were constitutional, the company 
 withdrew its support from the employees associations at Ottumwa 
 and Sioux Falls. This step was in line with the Act's requirements. 
 Likewise with this decision, labor unionism came to the front under 
 the patronage of a cooperative government. 
 
 At the request of the C. I. O., an election to determine the bar- 
 gaining agent for the Ottumwa plant was held during the summer 
 of 1937. Held under the supervision of the National Labor Rela- 
 tions Board, the Packinghouse Workers Organizing Committee won 
 with 991 ballots in their favor; the Amalgamated Meat Cutters & 
 Butchers Workmen (A. F. of L.) received 236 ballots, while 315 em- 
 ployees expressed a preference for no union at all. Later the C. I. O. 
 union was designated as the sole bargaining agent for hourly paid 
 employees of the Ottumwa plant, and a contract was signed with 
 that union. 
 
 An election at Sioux Falls at the same time saw that plant's in- 
 dependent union winning over the A. F. of L. by a vote of 823 to 
 
 278
 
 603. On May 12, 1938, another election was held to determine the 
 bargaining agent and again the independent union won. The Amal- 
 gamated Meat Cutters & Butchers Workmen finally won bargaining 
 rights in an election held June 2, 1939, under the supervision of the 
 National Labor Relations Board. 
 
 The first election to determine a bargaining agent at Topeka was 
 held June 29, 1938, with 477 employees voting against the Amalga- 
 mated Meat Cutters & Butchers Workmen; 203 for. Topeka em- 
 ployees finally designated the C. I. O. as their bargaining agent at an 
 election held October 22, 1942. 
 
 There was considerable labor trouble at Ottumwa during the 
 month of September, 1938, when many work stoppages occurred. 
 The following year, the Ottumwa plant had a five day strike during 
 August. 
 
 On October 24, 1938, the so-called Federal Wage-Hour Act be- 
 came effective. By this Act hours worked in any one week were 
 limited to 44; and the minimum wage that could be paid was 25c 
 an hour. Commenting on this Act, President Foster said: 
 
 "As our minimum hourly wage rates are in no instance as low 
 as 25c, we are concerned only with the limitation of hours per week. 
 Fortunately we are allowed 14 tolerance weeks per annum, during 
 which the 44 hour limit does not prevail — and certain employees 
 are exempt. Nevertheless, the law is a definite hindrance to business 
 generally, of little benefit to labor, and should be repealed, or dras- 
 tically amended." 
 
 In contract negotiations with the C. I. O., concluded at Ottumwa 
 early in 1943, the union was granted union maintenance, check oflf 
 of dues in addition to other benefits. These same provisions were 
 later included in contracts negotiated for Topeka and Sioux Falls. 
 
 The nation's packing house workers presented a demand for a 
 i7/^c an hour wage increase to packers late in 1945. Bargaining on 
 a nationwide scale failed to bring an agreement between the packers 
 and the two unions involved, C. I. O. and A. F. of L. Failing to 
 reach an agreement, the unions went on strike January 16, 1946. The 
 three Morrell plants were closed on that day. The strike against the 
 
 279
 
 company brought this statement from President G. M. Foster: 
 
 ''The situation affecting our plants is really one of industry-wide 
 proportions. Actually, John Morrell & Co. is involved in a problem 
 that is fundamentally a policy matter in the hands of the federal 
 government. The ability of meat packers to operate profitably is cir- 
 cumscribed by government restrictions over which we have no con- 
 trol. 
 
 "On the one hand, the prices we may pay for livestock are con- 
 trolled by federal regulation. Similarly the prices at which we may 
 sell our product are limited by O. P. A. regulations, and subsidies 
 paid to meat packers by the government to offset the 'rollback' in 
 prices are completely under government control. These various lim- 
 iting factors place us in the difficult position in which we find our- 
 selves today. 
 
 "Until the government's policy in respect to price relief is estab- 
 lished, it is not possible for us to initiate any steps that would solve 
 the controversy involved in the demand of the unions for a ly^^c 
 an hour increase in wage rates. 
 
 "For the duration of the controversy, we shall make no effort to 
 operate and hope that a solution may be found soon." 
 
 When there appeared to be a complete stalemate between packers 
 and unions, the government stepped in and took possession of all 
 plants involved in the dispute. Government possession was indicated 
 in the following telegram received by the company's Topeka plant, 
 which is typical of such telegrams sent to the other plants. This tele- 
 gram was signed by Gayle G. Armstrong, appointed the govern- 
 ment's representative by President Truman, and read: 
 
 "By executive order of the president of the United States, the 
 secretary of agriculture was directed to take possession of the plants 
 and facilities of John Morrell & Co. located at or near Topeka, 
 Kansas, including without limitation all real estate, buildings, ma- 
 chinery, tools, equipment, inventories and all livestock, materials, 
 supplies and articles of production and processing of meat, meat 
 products and by-products whatsoever at said plants and facilities 
 elsewhere which are owned or controlled by said company and to 
 
 281
 
 operate or arrange for the operation thereof in such manner as he 
 deems necessary for the war eflfort. 
 
 "In accordance with that order the secretary of agriculture has 
 as of 12:01 a.m., January 26, 1946, taken possession of said plants, 
 facilities and property and has designated me as government repre- 
 sentative to act for him in connection therewith . . ." 
 
 The Sioux Falls plant reopened for business on January 26, while 
 Ottumwa and Topeka plants began operations two days later. G. M. 
 Foster was appointed federal administrator for the Ottumwa plant 
 by Armstrong, R. T. Foster for the Sioux Falls plant, and R. M. 
 Owthwaite for the Topeka plant. 
 
 Following the government's assumption of control a wage panel 
 was set up to study the demands of the unions. This panel finally ar- 
 rived at a decision which allowed hourly paid workers a i6c an hour 
 increase, and weekly paid employees $6.40 a week. 
 
 The Morrell plants were returned to company ownership April 
 29. 
 
 A retirement income plan for employees was announced late in 
 1940. The January issue of The Morrell Magazine commented on 
 the new plan as follows: 
 
 "Plans for providing retirement incomes for all John Morrell 
 & Co. employees were announced by President T. Henry Foster re- 
 cently. A simultaneous announcement of the plan was made by letter 
 to all Morrell employees, in plant town papers and in notices put 
 up on plant bulletin boards. 
 
 "In his letter, Mr. Foster outlined the plan, a plan which would 
 insure employees the continuance of a substantial part of their pres- 
 ent earnings at retirement age. He also pointed out that payments 
 under this plan will be separate from, and in addition to, those con- 
 templated under the present Social Security Act, for which the com- 
 pany was taxed $442,456 in the last fiscal year. This last point is par- 
 ticularly important. With the Morrell plan payments and Social 
 Security payments, retirement should now have no fears . . . 
 
 "In his letter to employees Mr. Foster said, 'The John Morrell 
 & Co. Retirement Income Plan, as it is called, will provide a steady
 
 income for members in return for contributions made both by em- 
 ployees and the company. For every dollar contributed by employees, 
 the company will contribute approximately one dollar and a half. 
 Payments will be based on the average earnings and the total num- 
 ber of years completed in the service of the company.' . . ." 
 
 The plan became eflfective on February i and 47 employees were 
 in the first group retired under its provisions. The company had pur- 
 chased for these men, at no cost to them, past service benefits in rec- 
 ognition of their years of continuous service. Many older employees 
 received these past service benefits. 
 
 Later a revision was made in the plan whereby employees re- 
 ceived substantially larger insurance benefits. The revision became 
 efifective January i, 1945. 
 
 The company's activities in the radio field continued heavy. "Tea 
 Time at Morrell's" was discontinued on May 28, 1937. It had been 
 on the air for Red Heart dog food. Bob Becker returned to the air 
 again for this same product with a series of weekly programs built 
 to satisfy the needs of dog lovers. Alex Dreier, noted NBC commen- 
 tator, succeeded to the Becker spot in 1944, still in the interests of 
 Red Heart. His program was dropped in September, 1945. 
 
 Considerable advertising was done in magazines and newspapers 
 for dog food, E-Z-Cut hams, Snack, and other products. 
 
 "Treasured Recipes of the Old South" was issued in 1941. Fea- 
 turing ham recipes, this colorful booklet won immediate acceptance 
 from housewives all over the country. 
 
 283
 
 First killing gang — Ottuniwa — 187S. 
 
 PICTURES 
 
 SOME OLD 
 AND SOME NEW
 
 l"irst Iniililing to be erected on 
 the present site of the Ottumwa 
 plant. Completed in 1878, it 
 was destroyed in the fire of 
 1893. 
 
 t The Ottumwa plant in 1895 
 it had built up rapidly afte 
 the fire of two years befon 
 
 *- The Ottumwa general off! 
 ces, completed in 1924, anj 
 prior to the erection of tt 
 Centennial Gateway.
 
 I Another new building at Ottumwa, housing many 
 departments connected with canning and smok- 
 ing operations. 
 
 Building No. i, cold storage building, Ottumwa. 
 A recent airview of the Ottumwa plant.
 
 *~" The Gn 
 
 packing pi 
 at Sioux Fab 
 first home 
 the compan) 
 that city, 190 
 
 Sioux F a 
 I plant in 19 
 
 I Manufacturing building, Sioux Falls, built in 1927. 
 
 A recent airview of the Sioux Falls plant.
 
 An artist's concep- 
 tion of the Chas. 
 Wolff Packing Co. 
 in 1893. -^ 
 
 Topeica plant's newest building 
 ^erected in 1939. 
 
 A Morrell sign on the end of the building 
 on Lewis' Wharf in which the first Bos- 
 I ton, Mass., branch was located. 
 
 i =iSTORAGE^ 
 WAREHOUSe 
 
 A recent air- 
 view of the 
 J,Topeka plant.
 
 An early view of the 
 Sioux Falls office. 
 J. C. Stent/, now 
 first vice president 
 and director of 
 sales, in striped shirt 
 in foreground. "^ 
 
 An early view of the 
 Ottumwa office. T. 
 D. Foster (right) 
 and J. H. Morrel! 
 seated at the desk 
 in the rear of the 
 room. M. T. Mc- 
 Clelland seated at 
 desk in foreground. 
 
 Another view of the 
 Sioux Falls office. 
 E. F. Paxson seated 
 at rear desk facing 
 forward. Walt 
 Powell is imme- 
 diately behind the 
 young lady. ~^
 
 1- 
 
 sf^ 
 
 4l P 
 
 ~ = sSS=f-~r«|i ill! 
 
 *~ The O t tu m w a 
 plant packing room 
 crew, 1898. 
 
 *~ Part of the Sioux 
 Falls plant crew, 
 1913- 
 
 ^ {Left to right) 
 Ben Long, Edward 
 Coleman, James 
 Hawkins, A. T. 
 Gardner, Jake Hall 
 and R. N. Morrell, 
 about 1893.
 
 T. H. FOSTER 
 Director, Chairman of the Board 
 
 J. F. SELLS 
 Controller 
 
 R. M. OWTHWAITE 
 Director, Vice President 
 
 G. M. FOSTER 
 Director, President 
 
 J. C. STENTZ 
 
 Director, First Vice Presidenl 
 
 OFFICERS AND DIREGTOI 
 
 R. T. FOSTER 
 Director, Vice President 
 
 H. W. DAVIS 
 Director
 
 A. C. iMORRELL 
 
 Director, Vice President 
 
 J. M. FOSTER 
 Director, Vice President 
 
 F JOHN MORRELL & CO, 
 
 G. A. MORRELL 
 Dir., Vice Pres. and Treas. 
 
 E. J. GRIER 
 
 Secretary 
 
 G. W. MARTIN 
 
 Director 
 
 HENRY GETZ 
 
 Director 
 
 D. B. STERN 
 Director
 
 A. C. MORRELL T.H.FOSTER G. ]\I. FOSTER 
 
 Spiiiiir Director, Chairman Senior Director Senior Director 
 
 J. M. FOSTER 
 Senior Director 
 
 W. A. VENABLES 
 Senior Director 
 
 J. W. WILLOUGHBY 
 Senior Director 
 
 DIRECTORS, JOHN MORRELL & CO., LTD, 
 
 A. C;. CAREY 
 Junior Director 
 
 R. H. ROBERTS 
 
 Junior Director 
 
 SAMUEL TELFER 
 Junior Director
 
 •^ T h e office 
 of the Ottum- 
 wa plant as it 
 looked after 
 the fire o f 
 1893. 
 
 Cleaning up at the Ottumwa plant after 
 I the fire of 1893. 
 
 Des Moines river flood of 1903 spills water into 
 I the main part of the Ottumwa plant. 
 
 •J 
 
 I Mood of 1903, looking toward the main channel of the Des Moines river and over the feeding lot.
 
 Hog killing floor, 
 Ottum\v:x. Jack 
 Morris, foreman, at 
 right. (Pictures on 
 this and the next 
 two pages taken 
 about 1903.) -^ 
 
 Hog cutting floor, 
 Ottumwa. ~^ 
 
 Ham trimming ta- 
 ble, Ottumwa. "~*
 
 Freezers, Ottum- 
 
 ^~ Ottumwa beef 
 cooler. Left is Jack 
 Allott, foreman. 
 
 ^~ Ottumwa store- 
 room.
 
 *~ Ottumwa sau- 
 sage department. 
 ( ieorgc Schult/. , 
 loreinaii, extreme 
 left. 
 
 "— View of the Ot- 
 tumwa canning de- 
 partment. 
 
 *~ Old retail mar- 
 ket at Ottumwa.
 
 Bg^2x»|^-} 
 
 An early Mmrcll rcl rlj^erator car with the repair gang in front of it. 
 
 *~ The Fargo branch 
 and some of its staff 
 in the early days. 
 
 A 1917 sign, painted on an Ot- 
 l tumwa warehouse. 
 
 mwi 
 
 FROM 
 THE HEART OF 
 
 IOW/\*S 
 CORN BEUT 
 
 HAM Sand BACON
 
 t \'ic\v of the A. W. Foster & Co., Ltd., plant at Baidney, 
 England. 
 
 t Headquarters, John Morrell & Co., 
 Ltd., Liverpool, England. 
 
 The Brooklyn branch in 1933; one of the finest of the company's 
 branch houses.
 
 INDEX 
 
 Aberdeen, S. D., branch opened at, 164; new 
 
 building, 235 
 Abernathy, W. F., 242 
 Ackroyd, Alfred, 19, 43, 53 
 Ackroyd, Frank, 31 
 Ackroyd, John, 19 
 Ackroyd, Margaret, see Morrell, Margaret 
 
 Ackroyd 
 Adamson, Roy, 193 
 
 Advertising, 114, 136, 167, 244-245, 283 
 Agricultural Adjustment Act, 218, 220, 223- 
 
 224 
 Agricultural Adjustment Administration, 220, 
 
 223, 225 
 Agricultural service department, 278 
 Aikman, George, 135 
 Airplane for business, 247 
 Air Ship — trade-mark, 166 
 Alford, George, 113 
 
 All-America package competition, 246-247 
 AUbright, Jessie, 193 
 Allen, Cornett, 193 
 Allender, B. F., 113, 116 
 Allender, Ben, 165 
 Allied Packers, 227 
 Allocations, 259 
 Allott, J. J., 82 
 Allrite — trade-mark, 13S 
 Altherr, Conrad, 113, 116 
 Alty, E. J., 166 
 Amalgamated Meat Cutters & Butchers 
 
 Workmen, see American Federation of 
 
 Labor 
 American Federation of Labor, 188-190, 248, 
 
 278-282 
 American Meat Institute, 261, 271 
 American Pork for the Fancy English Trade, 
 
 137 
 
 Amundson, Freda, 193 
 
 Anders, W. E., 193 
 
 Anderson, A. G., 165 
 
 Anderson, Arthur, 276 
 
 Anderson, C. W., 165 
 
 Anderson, Carl, 165 
 
 Anderson, Elmer, 165 
 
 Anderson, J. A., 113 
 
 Anderson, J. B., 192, 235, 270 
 
 Antarctic, 246 
 
 Archdeacon, William, 132 
 
 Archer, Ross, 165 
 
 Armour & Company, 105, 122 
 
 Armour, Philip D., 71 
 
 Armstrong, Gayle G., 281-282 
 
 Artery pumping, 265 
 
 Arthurs, Stanley, 203 
 
 Athletics, 194 
 
 Atkins, Robert, 277 
 
 Atkinson, Thomas, employed by John Mor- 
 rell & Co., 19; placed in charge of Irish 
 operations, 20; at Castlecomer, 29-31; at 
 Kilkenny, 31-32; returns to England to 
 join Liverpool office, 31; sent to New 
 York to open office, 32 ; in New York, 35- 
 39 ; resigns, 40 
 
 Austin, J. S., 234 
 
 Averend Gurney & Co., 44 
 
 Bailey, Thomas W., manager of the Ottum- 
 wa produce department, 188; continued in 
 same position after revamping of sales 
 department, 237 ; assumes supervision over 
 all canned meats, 241 ; named general 
 manager, savory foods division, 242; death 
 of, 273 
 
 Baker, Gilbert, 277 
 
 Baker, H. L., 135 
 
 285
 
 Balley-Raggelt, Iielaiul, 20 
 
 Ballingall, Col. P. C, 54, 72 
 
 Bamford Bros., Ltd., 185 
 
 Bank holiday, 217-218 
 
 Bannatyne & Co., Ltd., 185, 231-232, 267-268 
 
 Baniiatytie, Hugh Parker, 185, 267 
 
 Bardney, England, 231 
 
 Barlby, England, 5-6 
 
 Barton, Bill, 165 
 
 Batesville, Ark., 268 
 
 Batty, Frederick, 89 
 
 Bean, Arthur, 97 
 
 Becker, A. G., & Co., 212 
 
 Becker, Bol), 245, 283 
 
 Beghtol, Charles, 193 
 
 Bell, Humphrey, employed by John Morrell 
 & Co., 19; sent to Kilkenny, 31; resigns to 
 enter provision business for himself, 31; 
 returns to company's employ at Kilkenny, 
 31; sent to New York, 32, 35; in New 
 York, 37, 43; sent to Canada, 44; resigns, 
 45 ; takes over packing plant at Canton, 
 HI., 79; Canton plant taken over by John 
 Morrell & Co., Ltd., 79 
 
 Benedict, A. R., 270 
 
 Bennett, Clive, 192 
 
 Bentzinger, Carl, 274 
 
 Berens, N. H., 192 
 
 Berguin, W. J., 165 
 
 Bethany, Mo., 231, 268 
 
 Beveridge Amendment, 138 
 
 Birch, R. R., 166 
 
 Bird, W. J., 135 
 
 Birkenhead refinery, 40-43, 69, 88 
 
 Birney, S. M., 113, 241 
 
 Biscuits, see Red Heart dog food 
 
 Blackburn, W., 166 
 
 Black markets, 259-261 
 
 Bloomfield, Iowa, 128 
 
 Blundell, William, 115 
 
 Bonnificld, W. B., 72 
 
 Borax meat, 117 
 
 Boston, Mass., first branch house opened in, 
 114, 125; branch located at 36 Eastern 
 Ave., 134; land purchased and a new 
 branch built in East Cambridge, 234 
 
 Bovine tuberculosis, 191-192 
 
 Bowen, G. F., 243 
 
 Bowen, H. W., 193, 236, 240 
 
 Bowen, S. M., 135 
 
 Boyd, Paul, 165 
 
 Bradford, England, 3, 5-10, 12-15, 29, 31, 
 33-34, 40. 127 
 
 Bradford Public Market, 7, 17 
 
 Brady, F. M., 113 
 
 Hreakey, John, 113 
 
 Bieese, D. W., 276 
 
 Hriggs, Frank, 82, 116 
 
 British Ministry of Food, 171, 253, 267-268 
 
 British War Mission, 171 
 
 Brix, Emil, 193 
 
 Bronx, The, 234 
 
 Brooklyn, N. Y., new building erected in, 
 235; awarded tablet by Brooklyn Chamber 
 of Commerce as first prize for building, 
 235; addition made to building, 269-270 
 
 Brown, A. R., 82, 115 
 
 Bruce, Miss., 268 
 
 Budgett & Co., 41 
 
 Bullock, F. J., 46, 82, 113, 135 
 
 Bullock, Frances, 165 
 
 Bullock, Fred, 165 
 
 Bullock, Mary, 193 
 
 Bullock, Mrs. Fred, Sr., 46-47 
 
 Bullock, William, 78 
 
 Bulow, W. J., 203-204 
 
 Burbank, C. S., 165 
 
 Bureau of Agricultural Economics, 225 
 
 Bureau of Animal Industry, 97-100, 138-139 
 
 Burnham, Elmer J., 148-149 
 
 Byrd, Admiral Richard IC, 246 
 
 Byrne, A., 193 
 
 Byrum, II. I.., 193 
 
 Cadwali.adIiR, Ray, 165 
 
 Calendars, 167, 197-198, 203, 245 
 
 Calkins, John, 165 
 
 Campbell, Ray, 135 
 
 Canada, lease plant facilities in, 44; opera- 
 tions in, 44-47; operations discontinued, 55 
 
 Canned foods department, 242 
 
 Canning department established at (lltumwa, 
 132 
 
 Cannon, J. C, 243 
 
 Cannon, John J., 193 
 
 Canton, HI., 45, 79 
 
 Carey, A. G., 136, 213, 252 
 
 Carlson, Rose, 193 
 
 Casey, (ieorge .'\., 190 
 
 Casings, 267 
 
 Cassiday, John, 82 
 
 Caster, Grover, 193 
 
 Castlecomer, Ireland, 20, 29-34 
 
 286
 
 Cataract — trade-mark, 166 
 Ceiling prices, 259, 263 
 Centennial celebration, 201-205 
 Chairman of the board, 251 
 Chappell, H. E., 238 
 Check off of dues, 279 
 Cheever, L. O., 2+0 
 
 Chemical laboratory, see Laboratory, re- 
 search 
 Chicago and Northwestern Railroad, 122 
 Chicago Board of Trade, 153 
 Chicago, Burlington & Qnincy Railroad, 109- 
 
 IIO 
 
 Chicago fire of 1871, 47-53 
 
 Chicago, 111., first plant opened in, 45; opera- 
 tions concentrated in, 55; American head- 
 quarters established in, 75 ; plant closed, 
 79, 88; office maintained in, 88 
 
 Choruses, Male, 248 
 
 Christian, John F., 193 
 
 C. I. O., see Packinghouse Workers Organ- 
 izing Committee 
 
 Claussen, Ralph, 193 
 
 Claussen, William, 165 
 
 Cleary, E. L., 193, 243, 270 
 
 Cline, Ben, 82 
 
 Cline, E. O., 113, 116 
 
 Code for meat packers, 218-220 
 
 Coleman, Edward, 89, 135 
 
 Collier, A. B., 239, 273 
 
 Collier, F. E., 243 
 
 Comet — trade-mark, 166 
 
 Cooper, Tash, 164 
 
 Copeland, R. W., 192 
 
 Cormack, William, 193 
 
 Corn and hog reduction program, 222 
 
 Corn Fed Hams & Bacon, 114 
 
 Coste, Emmanuel, 173 
 
 Coughlin, T. P., 113 
 
 Councils, plant, 194 
 
 Courier, Ottumiua Daily, story on Ladd & 
 Co's. Pork House, 54; comments on Ot- 
 tuinwa's newest industry, 73 ; reports de- 
 cision to locate in Ottumwa, 74-75 ; story 
 on company's first retail market, 76-78; 
 comments on company's first building, 78- 
 79; story about the Ottumwa plant in 1889, 
 S9-96; issues Morrell centennial edition, 
 205 
 
 Cox, C. M., 243 
 
 Cox, F. M., 113 
 
 Crawford, Harry, 193 
 
 Crawford, Theodore, 274 
 Creutzburg, Earl, 165 
 Crichton, Mr., 185 
 Critchley, H. R., 243 
 Crocker, E., 193 
 Cronk, Stephen, 193 
 Crosby, Alex, 82 
 Crouch, L. T., 239 
 
 Daggett, E. S., 165 
 
 Daisy — trade-mark, 137 
 
 Dakota's Pride — trade-mark, 166-167, 198 
 
 Oalrymple, H. C, 271 
 
 Hanek, William, 165 
 
 Daum, W. R., 72 
 
 Davidson, D. A., 193 
 
 Davies of Canada, 36, 44 
 
 Davis, H. W., 128, 135, 251 
 
 Davis, W. H., 128-130 
 
 Dawson, John, 97 
 
 Dawson, W. E., 135 
 
 Debenture bonds, 252 
 
 Deering, J. H., 192 
 
 Dehydrated dog food, see Red Heart dog 
 
 food 
 Democrat, Ottumiia Daily, comments on 
 
 company's decision to locate in Ottumwa, 
 
 75 
 Denefe, J. F., 135, 229, 272 
 Dennis, A. T., 236-237, 273 
 Dennison, Patrick, 19 
 Denny and Richardson, 31 
 Depression, 216-217 
 Des Moines, Iowa, branch established in, 
 
 126-127; building rebuilt, 234; ceases 
 
 branch operations as such during World 
 
 War II, 271 
 Des Moines river, 133-134 
 DeVol, J. LeRoy, 241 
 Dickey, E. S., 238 
 
 Diets, Three, see Red Heart dog food 
 Direct marketing, 225 
 Dobbin, J. J., 241, 269, 271 
 Dodds, Harry, 193 
 Dodman, A. S., 135 
 Dog food, see Red Heart dog food 
 Doggett, Andy, 97 
 Domestic trade, ii2, 164 
 Doolin, John, 193 
 Dorman, J. C, 243 
 
 Dove, Elizabeth, see Morrell, Elizabeth Dove 
 Downard, V., 193 
 
 287
 
 Downic, J. M., 193 
 
 Dred Scott decision, 224 
 
 Dreher, Peter, 165 
 
 Drcier, Alex, 283 
 
 Urciinan, Jerry, 72 
 
 Drought, 185-186, 216, 221-222, 262 
 
 Dry dog food, see Red Heart dog food 
 
 Diiluth, Minn., branch opened in, 164 
 
 Dumarts, Limited, 232, 265 
 
 Dunham, M. J., 193, 240, 270 
 
 Dunlop, W., 135 
 
 Dunn, Ralph, 193 
 
 DniMiing, William, 82, 116 
 
 DuiUcin, n. W., 165 
 
 13urkln, Jack, 113 
 
 East Cambridge, Mass., new branch built in 
 East Cambridge, a Boston suburb, 234; 
 addition made, 269-270 
 
 Eddy, Cash, 193 
 
 Ely, L. J., 135 
 
 Emergency Price Control Act, 259 
 
 Empacadora de Manteca, S. A., 230-231 
 
 Employee development department, 278 
 
 Employees' Association, 247, 278 
 
 English Pork Pie, 102 
 
 Engquist, Elmer, 212 
 
 Estab. 17, 99 
 
 Estes, Andy, 165 
 
 Eureka — trade-mark, 137-138 
 
 Evitts, William, 274 
 
 Exports, 40, 45, 89, 98, 112, 126, 157, 164- 
 165, 171-173, 226-227 
 
 E-Z-Cut ham, 265 
 
 Fairbanks, A. B., 204 
 
 Fargo, N. D., branch opened in, 164 
 
 Farm Relief Act, 218 
 
 Farnsvvorth, Harley, 165 
 
 Farr, C. G., 197 
 
 Farrell, Charles, 136 
 
 Fearn, E. P., 127 
 
 Federal Surplus Commodities Corporation, 
 
 258, 263 
 Federal Wage-Hour Act, 279 
 F'ergusson, James, 45 
 Ferris, Alex, 165 
 Financial panic of 1893, 108, m 
 Findley, J. S., 192, 238 
 Fire department, 96-97 
 Fire of 1893, Ottumwa, 108-112 
 Flood of 1903, Ottumwa, 133-134 
 
 Food Administration, 171 
 
 Foremen's clubs, 197 
 
 Foster, A. W., 231 
 
 Foster, A. W., & Co., Ltd., 231, 268 
 
 Foster, Ann Elizabeth, sec Illingwortli, Ann 
 Elizabeth 
 
 Foster, Eliza Matilda, 55-56 
 
 Foster, Eugene, 274 
 
 Foster, George M., comments on George 
 Morrell's use of his wife's bequest, 33; 
 birth, 112; starts in Ottumwa canning 
 department, 134; sent to Sioux Falls, 146; 
 named assistant superintendent, 146; pro- 
 moted to assistant manager, i<i6; elected 
 to board and named secretary, John Mor- 
 rell & Co. (Maine), 183; elected to board 
 and named secretary, John Morrell & Co. 
 (Dela%vare), 183; secretary, Kittery Realty 
 Company, 184; elected to board of John 
 Morrell & Co., Ltd., 184; returns to Ot- 
 tumwa, 186; elected to board and named 
 vice president of the new Delaware cor- 
 poration, 212 ; named to executive com- 
 mittee, 212; heads committee of packer 
 representatives who were to develop a 
 code for the meat packing industry, 220; 
 director and vice president of the parent 
 Maine corporation, 249; named to execu- 
 tive committee, 251; elected president of 
 John Morrell & Co., 251 ; empowered to 
 execute contracts with government provid- 
 ing for seizure of company's plants and 
 branches, 251-252; a senior director of 
 John Morrell & Co., Ltd., 252; elected 
 vice president of the Yorkshire Creamery 
 Company, 252 ; comments on strike which 
 ultimately led to government seizure of 
 nation's packing plants, 279-281 ; appointed 
 federal administrator for the Ottumwa 
 plant, 282 
 
 Foster, John, 14 
 
 Foster, John Morrell, birth, 112; starts in 
 Ottumwa plant, i66; elected to board of 
 John Morrell S: Co. (Maine), 183; elected 
 to board of Kittery Realty Company, 184; 
 transferred to Sioux Falls, 192; elected 
 assistant treasurer of the Maine corpora- 
 tion, 206; elected assistant treasurer of 
 earlier formed Delaware corporation, 207; 
 elected to board and named secretary of 
 the new Delaware corporation, 212; a 
 tlirector and secretary of the parent Maine 
 
 288
 
 corporation, 249; vice president, 251; 
 elected to executive committee, 251 ; elected 
 to board of John Morrell & Co., Ltd., 252 ; 
 elected to the Yorkshire Creamery Com- 
 pany board and named secretary, 252; 
 becomes manager of the Sioux Falls plant, 
 271 ; transferred to Otturawa as vice presi- 
 dent in charge of operations, 271 
 
 Foster, John P., 272 
 
 Foster, Martha Gresham Jackson, 14 
 
 Foster, Mary Morrell, 5-6, 8, 11-16, 31 
 
 Foster, R. M., 273 
 
 Foster, Robert, 14 
 
 Foster, Robert T., placed in charge of the 
 Ottumwa small stock department, 241-242; 
 placed in charge of the sausage depart- 
 ment, 242; elected to the board of John 
 Morrell & Co. (Maine), 251; elected vice 
 president, 251; transferred to Sioux Falls 
 as assistant manager of the plant there, 
 271 ; named manager, 271 ; federal ad- 
 ministrator for the Sioux Falls plant, 282 
 
 Foster, Thomas D., 238, 274 
 
 Foster, Thomas Dove, with his son, Thomas 
 Henry, locates headstone used to mark last 
 resting place of George Morrell, 12; writes 
 about his grandfather, 14; writes about 
 his parents, 15-16; birth, 16, 32; years in 
 Castlecoraer, 32-33; box of bacon and Ot- 
 tumwa, Iowa, 32 ; joins Liverpool force, 
 34; comments on early business of New 
 York oflice, 39-40; sent to New York, 43; 
 manager of the New York office, 44 ; trans- 
 ferred to Canada, 44-45 ; sent to Chicago 
 to open a plant, 45 ; named manager of 
 the company's business in the United States, 
 45 ; decides to concentrate on bacon and 
 meat products, 46 ; writes about the Chi- 
 cago fire of 1871, 47-53; visits the west 
 seeking site for a new plant, 53-55; first 
 visit tn Ottumwa, 54-55; married to Eliza 
 Matilda Thompson, 56; a director of John 
 Morrell & Co., 57 ; a director of John Mor- 
 rell & Co., Ltd., 59 ; one of four nephews 
 to whom the business was left by John 
 Morrell, 67 ; told to make western trip 
 and hunt out location for new plant, 72 ; 
 leases plant at Ottumwa, 72 ; getting oper- 
 ations underway, 72-79 ; moves family to 
 Ottumwa, 80; death of wife, 80; remarries, 
 80; takes over packing house when busi- 
 ness divided, 85 ; elected a director of 
 
 newly incorporated company, 88 ; elected 
 chairman of John Morrell & Co., Ltd., 88; 
 comments on ice harvest, loo-ioi ; suggests 
 Memphis, Tenn., as a place to relocate 
 Ottumwa plant, 102-108 ; writes about the 
 fire of 1893, loS-no; president, Morrell 
 Refrigerator Car Co., 112; opens first 
 branch in Boston, Mass., seeking better 
 distribution in the east, 114; tainted meat, 
 117-120; Ottumwa's operations for 1898, 
 120-121; unrest in the industry, 122-123; 
 listed as a director and chairman of the 
 company after 1903 revision in Articles of 
 Agreement, 123-124; reasons for entering 
 New York market with a branch, 126; 
 seeks milk-fed pigs, 128; Yorkshire Cream- 
 ery Company, 128-130; on board and presi- 
 dent of the Yorkshire Creamery Company, 
 129; Yorkshire Land and Cattle Company, 
 130; relations and business with Geo. A. 
 Hormel & Co., 130-131 ; elected to Hormel 
 board, 131; forms co-partnership with 
 John H. Morrell to do business in America 
 as John Morrell & Co., 133; no Sunday 
 work, 133; makes trip into northwest 
 seeking site for plant, 143 ; a director and 
 president of the Kittery Realty Company, 
 148-150; co-partnership between John H. 
 Morrell and Thomas Dove Foster super- 
 seded by a temporary co-partnership, 153- 
 155; committee of the management, 154- 
 155 ; co-partnership set up in more per- 
 manent form, 155-156; death of, 158 
 Foster, Thomas Henry, with his father lo- 
 cates headstone used to mark last resting 
 place of George Morrell, 12; birth, 56; 
 works in Ottumwa stockyards, 113; assist- 
 ant foreman in smoked meat department, 
 113; starts in office, 113-114; writes first 
 advertising piece for company, 114; sent 
 from Boston to assist in opening New York 
 branch, 126; returns to Ottumwa as fore- 
 man of the canning department, 132; trans- 
 ferred to Boston branch, 134; transferred 
 to New York branch, 134; returns to Ot- 
 tumwa, 134; placed in charge of canned 
 goods manufacturing and sales and ad- 
 vertising, 134; transferred to plant as 
 assistant to superintendent, 134; sent to 
 Sioux Falls as manager, 143 ; recalled to 
 Ottumwa as assistant manager, 146; a di- 
 rector and assistant secretary, Kittery 
 
 289
 
 Realty Company, 149 ; secretary, 149 ; vice 
 president, 150; included in temporary co- 
 partnership, 154; a member of the com- 
 mittee of the management, 154; trustee, 
 Morrcll Refrigerator Car Company, 154; 
 a member of tlie permanent co-partnership, 
 155; elected to board of John Morrell & 
 Co., Ltd., 158; heads business during ill- 
 ness of Thomas D. Foster, 158; vice presi- 
 dent and general manager, John Morrell 
 & Co., Inc., 159; a director and vice presi- 
 dent, John Morrell & Co., Inc. (Maine), 
 i6o; a director and vice president, John 
 Morrell & Co., Inc. (Delaware), 162; vice 
 president, Yorkshire Creamery Company, 
 163 ; comments on conditions as marked by 
 the United States' entry into World War I, 
 169-171; represents company at the organi- 
 zation of the Institute of American Meat 
 Packers, 174; writes about the Kenyon bill 
 which would have put packers under gov- 
 ernment supervision, 174-180; elected pres- 
 ident of John Morrell & Co. (Maine), 
 183; elected president of John Morrell & 
 Co. (Delaware), 183; elected president of 
 KIttery Realty Company, 184; elected pres- 
 ident of Yorkshire Creamery Company, 
 184; participates in centennial observances, 
 201-205; statement offering company's 
 stock to the public, 207-211; elected to 
 board and named president of the new 
 Delaware corporation, 212; elected to ex- 
 ecutive committee and named its chairman, 
 212; comments on government interfer- 
 ence in business, 215-225; comments on 
 economic conditions, 215-227; sends mes- 
 sage to new Topeka employees, 229-230; 
 a director and president of the parent 
 Maine corporation, 249; named to execu- 
 tive committee, 251; retires as president 
 and is elected chairman of the board, 251; 
 a senior director of John Morrell & Co., 
 Ltd., 252; president, Yorkshire Creamery 
 Company, 252-253; comments on World 
 War II beginnings, 253-254; announces 
 closing of all Morrell plants to visitors, 
 254; comments on O. P. A. and other gov- 
 ernment policies of the war period, 259, 
 262-265 ; elected chairman of the board of 
 the American Meat Institute, 271 
 Foster, William, marries Mary Morrell, 8, 
 II-I2, 14-15; antecedents, 14-15; goes to 
 
 work for George Morrell, 15; in business 
 for himself, 15; resumes employment with 
 John Morrell & Co. to manage Castlecomer 
 store, 31; purchases Castlecomer premises, 
 32; sells business and returns to ICngland, 
 33 
 
 Foster, William II. T., birth, 56; starts as 
 mail boy in Ottumwa office, 113; sent to 
 Boston branch, 114; elected to the board of 
 John Morrell & Co., Ltd., 124; on the 
 board of and treasurer, Yorkshire Cream- 
 ery Company, 129; on the board of and 
 treasurer, Yorkshire Land and Cattle Com- 
 pany, 130; elected to the board of Geo. 
 A. Hormel & Co., 131; brought back to 
 Ottumwa, 134; sent to Sioux Falls as 
 manager of the plant there, 146; a director 
 and secretary, KIttery Realty Company, 
 149-150; temporary co-partnership, 154; 
 permanent co-partnership, 155-156; secre- 
 tary and treasurer, John Morrell & Co., 
 Inc., 159; a director and secretary-treas- 
 urer, John Morrell Sc Co., Inc. (Maine), 
 1 60; a director and secretary-treasurer, 
 John Morrell & Co., Inc. (Delaware), 162; 
 treasurer, Yorkshire Creamery Company, 
 163; elected vice president, John Morrell 
 & Co. (Maine), 183; elected vice president 
 John Morrell & Co. (Delaware), 183; 
 elected vice president, KIttery Realty Com- 
 pany, 1 84; elected vice president, Yorkshire 
 Creamery Company, 184; participates in 
 centennial observances, 203-204; elected to 
 board and named vice president of new 
 Delaware corporation, 212; a director and 
 vice president of the parent Maine corpor- 
 ation, 249 ; does not seek re-election to 
 board of John Morrell & Co., Ltd., 252; 
 resigns as vice president of the Yorkshire 
 Creamery Company, 253; retires, 271 
 
 Fox, John, 193 
 
 Foxx, John, 82, 116 
 
 Frank, August, 113 
 
 Freeman, C. H., 113, 116 
 
 Frontier — trade-mark, 138 
 
 Fuel, lard as, 42 
 
 Fulton, J. E., 273 
 
 Fimk, Fred, 164 
 
 Ganshvoort branch, 269 
 Gardner, A. T., 113, 274 
 Garner, J. W., 72 
 
 290
 
 Garretson, R. L., 240 
 
 Garrod, G. W., 166 
 
 Getz, Henry, 212, 249-251 
 
 Gibbs, B. O., 165, 235, 239, 270 
 
 Gibbs, V. A., 238, 242 
 
 Gillespie, \V. A., 185 
 
 Gillette, G. II., 163 
 
 Gilmore, Merrill C, 205 
 
 Gingrich, E. E., 240, 270 
 
 Glass, Lee A., 243 
 
 Glew, C. N., 239, 270 
 
 Glew, G. E., i6s, 238 
 
 Glew, Nevil W., 81, 116 
 
 Gobat, Paul, 115-116 
 
 Gooch, Columbus, 113 
 
 Goossens and Van Rosseni, 173 
 
 Gordon, M. O., 165 
 
 Government seizure of nation's packing 
 plants, 251-252, 281-282 
 
 Graham, W. G., 193 
 
 Grand Forks, N. D., 164 
 
 Grattan Road, 11 
 
 Green, M. L., 165 
 
 Green plant, 143-146 
 
 Gregson, C. E. L., salaried officer, 71 ; mana- 
 ger of the Otturawa plant, 72 ; returns to 
 Chicago, 73 ; takes over packing house 
 vrhen business divided, 85 ; returns to Eng- 
 land, 88; elected a director of newly in- 
 corporated company, 88 ; listed as a direc- 
 tor of the company after 1903 revision in 
 Articles of Agreement, 123-124; resigns, 
 124 
 
 Gregson, M. A. H., 88 
 
 Grier, Edward J., 251, 253, 276-277 
 
 Gross, Dr. C. E., 242-244 
 
 Group life insurance, 195 
 
 llAiiRjNG, C. W., 243 
 Hahn, II. VV., 274 
 Hahn, J. W., 165 
 Haigh, Frederick, 59 
 Hale, Harry P., 114, 134 
 Hallberg, Charles, 82 
 Hallberg, Clifford, 193 
 Hallgren, G. R., 135 
 Hallstein, Fred, 271 
 Hamilton, Major A. H., 72 
 Hammond Packing Company, 132 
 Hanna, R. M., 277 
 Hanrahan, Joe, 82, ii6 
 Hanson, W. O., 243-244 
 
 Harkins, Glen, 193 
 
 Harper, Capt. S. H., 72 
 
 Harry, John, 82 
 
 Harry, Orris, 82 
 
 Hately Brothers Company, 232 
 
 Hatzold, C. A., 165 
 
 Haycnga, Dclbert, 278 
 
 Hayes, William, 193 
 
 Hayne, Joseph, 66, 75 
 
 Hays, A. J., 165, 238 
 
 Heart design — trade-mark, 137 
 
 Heindel, George F., 276-277 
 
 Helena, Mont., 164 
 
 Henderson, R. B., 193 
 
 Heney, Francis J., 176 
 
 Henle, Matt, 165 
 
 Henneberry, P. E., 89, 112-113, 135 
 
 Henri, Hurst & McDonald, 244-245 
 
 Henschien & McLaren, 186 
 
 Herber, N. W., 135 
 
 Herrmann, Joseph, 164 
 
 Hinds, B. J., 230-231 
 
 Hinsey, J. R., 241-242, 270 
 
 Hirsch, Norman, 193 
 
 Hirst, George, 193 
 
 Hodgson Bros., 35 
 
 Hog cholera serum, 163, 215 
 
 Hog killing building remodeled, Ottumwa, 
 
 i86 
 Holloway, P. R., 113, 276 
 Homestake gold mine, 203 
 Hormel, George A., 130-131, 143 
 Hormel, Geo. A., & Co., 130-131, 143 
 Hormel, Rev. William H., 130 
 Horn, Bert, 135 
 Hubie, Robert, 5 
 Huddleston, Charles, 113 
 Huddleston, J. H., 135 
 Huddleston, Sam, 113, ii6 
 Hughes, E. v., 166 
 Hughes, F. W., 193 
 Hughes, J. R., 135 
 Hull, England, 5-6 
 Hurd, W. L., 135 
 Hutchinson, E. B., 191 
 Hutchison, Capt. J. G., 54-55, 72 
 Hygrade Food Products Corp., 227-229 
 
 Ice harvest, 100, 268 
 
 Illingworth, Alfred, 16, 19, 34, 43, 60, 71, 8S 
 Illingworth, Ann Elizabeth, 16, 19 
 Illinois Central Railroad, 122 
 
 291
 
 Imports, 35, 171 
 
 Inspection, Federal meat, 97-100, 138-139 
 
 Inslitiite of American Meat Packers, see also 
 
 American Meat Institute, 174, 220, 271 
 Insurance, life, 195 
 
 Interstate Commerce Commission, 97, 277 
 Inventory controls, 259 
 
 Iowa Manufacturers Insurance Company, 153 
 Iwwii's Pride — trade-mark, 81, 114, 166, 198 
 Ireland, John Morrcll visits, 19-20; company 
 starts operations at Castlccomer, 20, 29; 
 second branch opened at Kilkenny, 31-32; 
 Castlccomer premises purchased by Wil- 
 liam Foster, 32 ; Kilkeimy business closed, 
 
 3-; 
 
 Irvin, J. F., 192 
 Isitt, Oeorge, 19 
 
 Jackson, Artluir, 89 
 
 Jackson, Frederick, 19, 34, 43, 59, 69, 71, 85, 
 
 88 
 Jackson, John, 88 
 Jackson, M. J., 88 
 Jacobson, E. F., 165 
 Jameson, H. W., 229, 241 
 Jennings, George M., 81 
 Jennings, William F., 81 
 Jensen, Gustav, 246-247 
 Johnson, Alfred G., 212 
 Johnson, C. A., 135 
 Johnson, Ellwood, 274 
 Johnson, H., 166 
 Johnson, Lars, 193 
 Johnson, O. W., 135 
 Johnson, Otto, 135, 274 
 Jones, William, 193 
 Jordan, W. C, 238 
 Jungle, The, 138 
 Junion, W. J., 192 
 Junior Directors, 124-125 
 
 Kaw Packing Company, 267 
 
 Kellcy, J. H., 243 
 
 Kelley, M. P., 135-136, 166 
 
 Kenny, Patrick, 53 
 
 Kentfield, Ray, 165 
 
 Kenyon bill, 174-180, 244-245 
 
 Kerr, James F., 190, 238-239 
 
 Kibbled, see Red Heart dog food 
 
 Kilborn, Harold, 165 
 
 Kilkenny, Ireland, 31 32, 34 
 
 King, J. II., 243 
 
 Kinsella, Jack, 72 
 
 Kitchen, experimental, 243 
 
 Kittery Realty Company, 148-154, 159, 162- 
 
 163, 184, 206, 213-215 
 Kllck, R. J., 193, 270 
 Kling, Jesse, 116 
 Kloehr, J. K., 273 
 Kluckholin, Ross, 274 
 Knight, W. F., 165 
 Kramer, Carl, 193 
 Kreiner, E. W., 273 
 Krogh, Hugo, & Co., 173 
 
 Labels, redesign of, 246-247 
 
 Labor relations, 188-190, 248, 278-282 
 
 Laboratory, research, 242-244, 267 
 
 Ladd's Packing House, 76 
 
 Ladd's Pork House, 54, 76 
 
 L/itiies' Home Journal, 136 
 
 LaFoIlette, G. M., 239 
 
 Lancaster, A. E., 166 
 
 I.aPointe, George, 235 
 
 Lard as fuel, 42 
 
 Lard, hams and bacon packed in, 42 
 
 Lard packing process, 42 
 
 Lard refining, 41-43 
 
 Larrabee, Philo, 274 
 
 Lawrance, Ben E., 232 
 
 Lawrence, C. M., 230, 237, 273 
 
 Lawrence, John, 34 
 
 Lawshc, Ben, 204 
 
 Layton, Frederick, 53 
 
 Lee, T. H., 165, 273 
 
 Lees, George, 19 
 
 Legal department, 276-277 
 
 Lend-Lease, 259 
 
 Lennon, Joe, 165 
 
 Lester, R. J., 230 
 
 Letrud, Rudy, 165 
 
 Lewis, Owen, 273 
 
 Libert, B. J., 243, 272-273 
 
 Liddy, Peter, 82 
 
 Lincoln, England, 231 
 
 Lincoln, Nebr., Sioux Falls opens branch in, 
 191 ; branch placed under Topeka super- 
 vision, 230 
 
 Lind, H. H., 165 
 
 Lindholm, Fred, 193 
 
 Lingel, Frank, 278 
 
 Liverpool, England, Jolin Morrcll watches 
 operations of the Liverpool market, 33-34; 
 premises taken in, 34; new quarters, 41; 
 
 292
 
 final quarters taken at 57 Victoria Street, 
 57; first warehouses purchased, 127; cen- 
 tennial observance, 205 ; Victoria Street 
 quarters purchased, 233-23+ 
 
 Lockwood, J. H., 135 
 
 Logan, William, 112 
 
 London, Canada, 44-47 
 
 London, England, 127, 166 
 
 Lord & Thomas, 198 
 
 Loring, J. C, 113 
 
 Los Angeles, Calif., branch house organiza- 
 tion set up, 190-191 ; building erected, 191 
 
 Lundgren, Walter, 165 
 
 Lynch, John, 113 
 
 Lyng, Olaf, 193 
 
 McClelland, Morgan T., starts as mail boy, 
 113; placed in charge of jobbing sales, 
 135; sales manager, 166; sent to New 
 York to negotiate with British Ministry of 
 Food, 171; elected to board of John Mor- 
 rell & Co. (Maine), 183; named treasurer, 
 183; elected to board and named treasurer, 
 John Morrell & Co. (Delaware), 183; 
 elected to board and named treasurer, 
 Kittery Realty Company, 184; elected to 
 board and named treasurer, Yorkshire 
 Creamery Company, 184; death of, 236 
 
 McConkey, H., 115 
 
 McCornack, W. E., 277 
 
 McCue, W. D., 73 
 
 McDonald, C. E., 229 
 
 McDonald, James, 82 
 
 McElroy, T. G., 135, 167, 240 
 
 McGuffie, Thomas, 205 
 
 Mclntire, J. L., 229 
 
 Mcintosh, Robert, 165 
 
 McKinney, J. J., 135 
 
 McKinnon, T. H., 203 
 
 McLean, D., 135 
 
 McNally, Raymond F., 204-205 
 
 McNeeley, J. L., 192 
 
 McNeill, Don, 246 
 
 McNett, Walter, 276 
 
 McNett, William, 147-149, 205, 276 
 
 McQuillan, L. E., 144 
 
 McVey, C. E., 135 
 
 Mackenzie, H. G., 193 
 
 Mahon, Major Samuel, 72 
 
 Majors, James, 126-127 
 
 Management, Committee of the, 154-156 
 
 Manchester Market, 34 
 
 Manes, W. C, 191 
 
 Manns, Ernest, 113, 166, 272 
 
 Manns, R. E., 274 
 
 Marland, Ira, 267 
 
 Marsau, C. T., 230 
 
 Martin, G. W., 135-136, 166, 212, 249 
 
 Mashani, England, 6 
 
 Mason, Fenwick & Lawrence, 276 
 
 Matthews, O. F., 242, 276 
 
 May, F. S., 243 
 
 Mayer, Meyer, Austrian & Piatt, 276-277 
 
 Meat Inspection Act of 1906, 138-139 
 
 Meat Inspection Division, 98 
 
 Meat packing in Ottumwa — 1889, 89-96 
 
 Meat, Story of, 21-27 
 
 Memorial Issue, The Morrell Magazine, 256 
 
 Memphis, Tenn., T. D. Foster suggests as 
 possible location for a new plant, 102-108; 
 branch established in, 127; new building 
 erected, 190 
 
 Merrill, J. H., 72 
 
 Mexico, operations in, 230-231 
 
 Michael, H. E., 164-165, 192 
 
 Michener, A. C, 195, 240, 276 
 
 Milk-fed pigs, 128 
 
 Miller, R. E., 270 
 
 Milnes, H. N., 193 
 
 Minimum wage, 279 
 
 Minneapolis, Minn., branch opened in, 164 
 
 Mlnnehalia — trade-mark, 166 
 
 Mitchell, E. R., 204 
 
 "Mitchell, Ladd & Co., Ottumwa, Iowa, U. S. 
 A.," 32 
 
 Mitchell, Ladd packing plant, 72 
 
 Mobile, Ala., branch established in, 127; new 
 building erected, 234; new construction, 
 270 
 
 Mock, J. W., elected assistant secretary, 
 Kittery Realty Company, 150; elected as- 
 sistant secretary, John Morrell & Co., Inc. 
 (Maine), 162; elected assistant secretary, 
 John Morrell & Co., Inc. (Delaware), 162; 
 elected assistant secretary new Delaware 
 corporation, 212; placed in charge of all 
 inter-company and inter-plant accounting, 
 237; elected assistant secretary of the 
 parent Maine corporation, 249; elected to 
 the board, 251; elected secretary, 251; re- 
 tires, 251 ; resigns as assistant secretary, 
 Yorkshire Creamery Company, 253 
 
 Moffitt, E. E., 135 
 
 Mo(fitt, Mike, 82 
 
 293
 
 Monlgomeiy, K. Ames, iii 
 
 Moore, H. W., 276 
 
 Morgan, H. P., 268 
 
 Morrell — trade-mark, 80 
 
 Morrell, A. Claude, elected director, John 
 Morrell & Co., Ltd., 184; joins Liverpool 
 organization, 192; participates in centen- 
 nial observance, 205; elected to board of 
 John Morrell & Co., Inc. (Maine), 206; 
 elected to board of new Delaware cor- 
 poration, 212; elected chairman of John 
 Morrell & Co., Ltd., 213, 236; elected to 
 board of Kittery Realty Company, 213; 
 helps set up an arrangement with Dumarts, 
 Limited, 232; a director and vice president 
 of the parent Maine corporation, 249; a 
 senior director of John Morrell & Co., 
 Ltd., 252 
 
 Morrell, Alfred, comes to Otturawa, 76; 
 elected to board of John Morrell & Co., 
 Ltd., 88; concerning company's financial 
 troubles, 121; concerning product, 122; 
 listed as a director of the company after 
 1903 revision in Articles of Agreement, 
 123-124; suggests separate companies reg- 
 istered in England and America, 146-147; 
 member of temporary co-partnership, 154; 
 member of the committee of the manage- 
 ment, 154; member of permanent co-part- 
 nership, 155; elected chairman of John 
 Morrell & Co., Lul., 159-160; death of, 
 180-184 
 
 Morrell club, 197 
 
 Morrell Creamery, Siou.\ Falls, 184-185, 252, 
 268 
 
 Morrell, Elizabeth Dove, bequest from Rob- 
 ert Hubie, 5-6; death of, 14 
 
 Morrell, George, wool-comber by trade, 3 ; 
 moves to Bradford, 3-6 ; pays debt to rela- 
 tives in Hull, 5 ; keeper of the poorhouse 
 at Prestonpans, 6; purchases barge load 
 of oranges, 6-7; father and sons sell or- 
 anges on the streets of Bradford and make 
 a profit, 7; opens stall in Bradford Public 
 Market, 7; provisions added and another 
 stall taken, 7 ; curing of hams and bacon 
 becomes most important part of business, 
 7; George Morrell and Sons, a partner- 
 ship, formed, 7-8 ; partnership dissolved, 
 9; partnership resumed, n; financial crisis 
 of 1S42, II-I2; death of, 12 
 
 Morrell, George (II), birth, 6; in partner- 
 
 ship with his father, 8 ; employed by John 
 Morrell & Co., 19; sent to Ireland, 31; 
 placed in charge of Birkenhead refinery, 
 43; a director of John Morrell & Co., 57; 
 a director of John Morrell & Co., Ltd., 59; 
 one of four nephews to whom business 
 was left by John Morrell, 67; named chair- 
 man, 69-71 ; comes to Chicago to look after 
 business, 76; takes over packing house 
 when business is divided, 85 ; director of 
 newly incorporated company, 88; elected 
 chairman, John Morrell & Co., Ltd., 88; 
 death of, 88 
 
 Murrell, George A., joins Ottumwa organi- 
 zation, 192; elected assistant treasurer of 
 the Maine corporation, 206; elected to 
 board of Maine corporation, 206; elected 
 assistant treasurer earlier formed Dela- 
 ware corporation, 207; elected assistant 
 secretary of new Delaware corporation, 
 213; elected to board of new Delaware 
 corporation, 213; on board and assistant 
 treasurer of the parent Maine corporation, 
 249; elected treasurer, 251; named to ex- 
 ecutive committee, 251; elected vice presi- 
 dent and treasurer, 251; elected to the 
 Yorkshire Creamery Company board, 252; 
 elected assistant treasurer of the Creamery, 
 252 ; chairman of the company's post-war 
 planning committee, 278 
 
 Morrell, George F., a member of the tem- 
 porary co-partnership, 154; a member of 
 the permanent co-partnership, 155; elected 
 to the board of John Morrell & Co., Ltd., 
 158; elected chairman of John Morrell 
 & Co., Ltd., 184; elected a director of 
 Bannatyne & Co., Ltd., 185; elected a di- 
 rector of the Maine corporation, 206; 
 elected a director of the new Delaware 
 corporation, 212; death of, 213, 236; 
 elected to board of Kittery Realty Com- 
 pany, 213; handles details in connection 
 with acquiring the business of Bannatyne 
 & Co., Ltd., 231-232 
 
 Morrell, John, birth, 6; shows early in life 
 his natural bent for business, 6; in part- 
 nership with his father, 8; partnership dis- 
 solved, 9 ; sets up in business for himself, 
 9; marries Margaret Ackroyd, 9; resumes 
 partnership, 11; takes control of George 
 Morrell and Sons and changes firm name 
 to John Morrell & Co., 12; expands busi- 
 
 294
 
 ness, 17-19; forms partnership with George 
 Isitt, 19; visits Ireland, 19-20; begins op- 
 erations in Ireland, 20; winds up business 
 in Bradford and moves to Liverpool, 29, 
 33; watches operations of Liverpool mar- 
 ket, 33-34; Bradford business disposed of, 
 34; quarters taken at Liverpool, 34; de- 
 cides to open office in New York, 35; tries 
 to sell business, 40-41 ; develops lard pack- 
 ing process, 42 ; directing head of the com- 
 pany, 43; trips to America, 43-44; instructs 
 Foster to seek a location nearer the center 
 of the hog producing area, 53; a director 
 of John Morrell & Co., 57; a director of 
 John Morrell & Co., Ltd., 59 ; sets up his 
 business as a limited liability company, 
 59-67; elected chairman of the limited com- 
 pany, 67; death of, 67 
 
 Morrell, John (the younger), employed by 
 John Morrell & Co., 19; a director of John 
 Morrell & Co., 57 ; a director of John Mor- 
 rell & Co., Ltd., 59; one of four nephews 
 to whom business was left by John Morrell, 
 67-71 ; takes over lard refining and oleo 
 when business divided, 85 ; elected chair- 
 man of John Morrell & Co., Ltd., 88 ; re- 
 signs, 88; elected to the board, 124; death 
 of, 124 
 
 Morrell, John H., comes to Chicago with his 
 father, 76 ; elected to board of John Mor- 
 rell & Co., Ltd., 88; in charge of opera- 
 tions in Chicago, 89; transferred to Ottum- 
 wa, 89; listed as a director of the company 
 after 1903 revision in Articles of Agree- 
 ment, 123-124; director and vice president 
 of the Yorkshire Creamery Company, 129; 
 a director and vice president of the York- 
 shire Land and Cattle Company, 130; 
 elected a director of Geo. A. Hormel & Co., 
 131; forms co-partnership with Thomas 
 D. Foster to do business in America as 
 John Morrell & Co., 133; forced to retire 
 because of health, 146; a director, vice 
 president and treasurer of the Kittery 
 Realty Company, 148-150; elected presi- 
 dent of the Kittery Realty Company, 150; 
 acts for American interests in purchasing 
 American properties from John Morrell & 
 Co., Ltd., 150-153; co-partnership of John 
 H. Morrell and Thomas Dove Foster su- 
 perseded by a temporary co-partnership, 
 'S3'I55; 3 member of the committee of 
 
 the management, 154-155; retires because 
 of health, 154; a member of the permanent 
 co-partnership, 155-156; president, John 
 Morrell & Co., Inc., 159; a director and 
 president, John Morrell & Co., Inc. 
 (Maine), 160; a director and president, 
 John Morrell & Co., Inc. (Delaware), 162; 
 president, Yorkshire Creamery Company, 
 163; death of, 180-182 
 
 MORRELL, JOHN, & CO. 
 (Companies listed in order of formation) 
 
 Morrell, George, and Sons, partnership 
 formed, 7-8; partnership dissolved, 9; 
 partnership resumed at 91 Westgate, 11; 
 financial crisis of 1842, 11-12; John Mor- 
 rell takes over business and firm name 
 changed to John Morrell & Co., 12 
 
 Morrell, John, & Co., firm name of George 
 Morrell and Sons changed to, 12; new 
 premises taken at Tyrrel and Alderman- 
 bury Streets, 17; wholesale groceries added 
 to provision line, 17; traveling salesmen 
 and an office force employed, 19; Morrell 
 & Isitt, 19; operations begun in Ireland, 
 20; Castlecomer business sold to William 
 Foster, 32; Kilkenny business closed, 32; 
 Bradford business disposed of, 34; prem- 
 ises taken in Liverpool, 34; office opened 
 in New York, 35-36; becomes largest 
 cheese importer on Liverpool market, 36; 
 strapped for money, 40; suggests Budgett 
 & Co. buy business, 40-41 ; lard refinery 
 established at Birkenhead, 41-43; Cana- 
 dian operations, 44-47; Canadian oper- 
 ations discontinued, 55; operations con- 
 centrated in Chicago, 55; quarters taken 
 at 57 Victoria Street, 57; John Mor- 
 rell changes his business to a limited lia- 
 bility company, 59 ; agreement by which 
 John Morrell parted from active manage- 
 ment of the business, 59-67 
 
 Morrell & Isitt, 19 
 
 Morrell, John, & Co., Ltd., incorporated on 
 April 21, 1880, 59; articles of agreement 
 by which John Morrell parted with the 
 business, 59-67 ; George Morrell named 
 chairman, 69; articles of incorporation 
 amended, 71 ; opens plant at Ottumwa, 
 Iowa, 72-75; first building erected in Ot- 
 tumwa, 78-79; takes over Canton plant of 
 Humphrey Bell, 79; sells Canton plant, 
 
 295
 
 791 business divided, 85; becomes a com- 
 pany limited by shares, 85; articles of 
 registration, dated March 28, 1887, 85-88; 
 John Morrcll, the younger, elected chair- 
 man, 88; Thomas D. Foster elected chair- 
 man, 88; Chicago plant closed and slaugh- 
 tering centered in Ottuinwa, 88; Ottumwa 
 plant in 1889, 89-96; winter ice harvest, 
 Ottumwa, loo-ioi ; fire of 1893, Ottumwa, 
 108-112; opens first American branch at 
 Boston, Mass., 114; 1898 a bad year, 120- 
 121 ; dissension between English and Amer- 
 ican directors, 123; articles of agreement 
 revised in 1903, 123-124; position of junior 
 director established, 124-125; branches es- 
 tablished at New York, N. Y., Des Moines, 
 Iowa, Memphis, Tenn., and Mobile, Ala., 
 125-127; buys first of Liverpool ware- 
 houses, 127-128; buys stock in Geo. A. 
 Hormel & Co., 131; flood of 1903 at Ot- 
 tumwa, 133-134; sells Hormel stock, 143; 
 leases plant at Sioux Falls, 143; early 
 operations at Sioux Falls, 144-146; setting 
 up American and English businesses as 
 separate concerns, 146-156; American com- 
 panies incorporated under the laws of 
 States of Maine and Delaware, 148; Kit- 
 tery Realty Company purchases American 
 properties, 148 ; John H. Morrell, acting 
 for Kittery Realty Company and Ameri- 
 can interests, purchases the American por- 
 tion of the business, 150-153; Victoria Cold 
 Storage Co., Ltd., 157; Alfred Morrell 
 elected chairman, 159-160; World War I, 
 169-171 ; George F. Morrell elected chair- 
 man, 184; A. Claude Morrell elected a di- 
 rector, 184; purchases interest in Banna- 
 tyne & Co., Ltd., 185; celebrates centennial, 
 205 ; stock acquired by John Morrell & Co., 
 Inc. (Maine), 206; A. Claude Morrcll 
 elected chairman, 213; John W. Willough- 
 by elected a senior director, 213; John E. 
 Smitham, Allan G. Carey and Samuel 
 Telfer elected junior directors, 213; R. H. 
 Roberts elected secretary, 213; remains a 
 separate organization outside the frame- 
 work of John Morrell & Co. (Maine), 
 215; aciiuires entire business of A. W. 
 Foster & Co., Ltd., 231 ; acquires all stock 
 of Baniiatyne & Co., Ltd., 231-232; ac- 
 quires an interest in llately Brothers Com- 
 pany, 232; agreement with Dumarts, Lim- 
 
 ited, 232; purchases Liverpool building in 
 which quarters had been located, 233-234; 
 hoard of directors at the end of 1946, 252; 
 R. H. Roberts elected a junior director, 
 252; J. M. Foster succeeds W. H. T. 
 Foster as a senior director, 252; Bannatyne 
 & Co., Ltd., merged with, 268 ; A. W. 
 Foster & Co., Ltd., merged with, 268 
 
 Morrell, John, & Co. (a co-partnership be- 
 tween Thomas D. Foster and John H. 
 Morrell), 133, 153-154 
 
 Morrell, John, & Co. (a temporary co-part- 
 nership between Thomas D. Foster, John 
 II. Morrell, W. H. T. Foster, T. Henry 
 Foster, Alfred Morrell and George F. 
 Morrell), 154-155 
 
 Morrell, John, & Co. (a co-partnership be- 
 tween Thomas D. Foster, John H. Morrell, 
 William H. T. Foster, Thomas Henry 
 Foster, Alfred Morrell, George F. Mor- 
 rell and William A. Vcnables), 155-156 
 
 Morrell, John, & Co., Inc. (Maine), organi- 
 zation, 160-162; initiate steps to purchase 
 business from the co-partnership, 161-162; 
 World War I, 169-171; G. M. Foster 
 elected to board, 183; M. T. McClelland 
 elected to board, 183; T. H. Foster elected 
 president, 183; J. M. Foster elected to 
 board, 183; labor trouble, 188-190; 1921 
 strike, Ottumwa, 189-190; celebrates cen- 
 tennial, 201-205 ; steps taken resulting in 
 John Morrell & Co. (Maine) becoming the 
 parent organization, 206-213; J. C. Stentz 
 elected to the board and named treasurer, 
 206; George F. Morrell and A. Claude 
 Morrell elected to the board, 206; acquires 
 all the stock of John Morrell & Co., Ltd., 
 in 1928, 206; J. M. Foster and George A. 
 Morrell elected assistant treasurers, 206; 
 George A. Morrell elected to board, 206; 
 acquires Kittery Really Company in 1935, 
 206; acquires Delaware corporation which 
 had been set up in 1928, 206-207; consoli- 
 dation proceedings with Delaware corpora- 
 tion, formed in 1915, initiated, 207; ceases 
 to be a private enterprise, 207; stock sold 
 to public, 207-211; new Delaware corpora- 
 tion set up, 211-213; government inter- 
 ference with business, 215-226; drought of 
 1930, 216; depression, 216-217; New Deal, 
 217; bank holiday, 217-218; pig-sow re- 
 duction program, 220-221 ; drought of 
 
 296
 
 I934i 221-222; plant purchased in Topeka, 
 Kans., 227-230; Mexican operations, in 
 conjunction with Rath Packing Company, 
 230-231; separate sausage department es- 
 tablished, 241 ; small stock department or- 
 ganized, 241-242; Prido placed on market, 
 242; savory foods division organized, 242- 
 243; chemical laboratory, 243-244; Red 
 Heart dog food, 244; labels and cartons 
 redesigned, 246-247; uses airplanes in busi- 
 ness, 247; Maine corporation becomes par- 
 ent concern, 249; board membership in- 
 creased to lo, 249; A. Claude Morrell 
 elected a vice president, 249 ; board mem- 
 bership increased to 14, with Davis, Mock, 
 R. T. Foster and Owthwaite elected, 249- 
 251; board membership increased to 15 
 with Veenker newly elected director, 251 ; 
 new executive committee named, 251; Getz 
 and Stern named to executive committee, 
 251; constitution and by-laws changed to 
 permit election of a chairman of the board, 
 251; T. H. Foster elected chairman of the 
 board, G. M. Foster, president, 251 ; Stentz 
 elected first vice president, 251; after re- 
 tirement of Mock, E. J. Grier elected sec- 
 retary, 251; G. M. Foster empowered to 
 execute contracts with the government, 
 251-252; board membership decreased to 
 14, 252; issue of $7,500,000 3% debenture 
 bonds sold, 252; stock dividend declared, 
 252; World War II, 253-258; plants closed 
 to visitors, 254; black market, 259-261; 
 loss in 1937 on year's operations, 262; 
 O. P. A. troubles, 263-265 ; takes over Op- 
 penheimer casing business at Ottumwa and 
 Sioux Falls, 267; Kaw Packing Company 
 at Topeka purchased, 267 ; relations with 
 the C. I. O. and A. F. of L., 278-282; gov- 
 ernment seizure of packing plants, 281-282 
 Morrell, John, & Co., Inc. (Delaware), or- 
 ganization, 162; purchases certain items of 
 the business from the co-partnership, 162; 
 G. M. Foster elected to board, 183; T. H. 
 Foster elected president, 183 ; McClelland 
 elected to board and named secretary- 
 treasurer, 183; W. H. T. Foster elected 
 vice president, 183; G. M. Foster elected 
 secretary, 183; consolidated with the 
 Maine corporation, 206-207; Stentz elected 
 to the board, 207 ; J. M. Foster and G. A. 
 Morrell elected assistant treasurers, 207 
 
 Morrell, John, & Co., Inc. (Delaware), con- 
 solidation with John Morrell & Co. 
 (Maine) proposed, 206-207; new corpora- 
 tion set up under the laws of Delaware, 
 211-212; first board and officers, 212; steps 
 initiated for consolidation with the Maine 
 corporation, 213 
 
 Morrell Magazine, The, 195-196, 240, 254, 
 258 
 
 Morrell, Margaret Ackroyd, 9 
 
 Morrell, Mary, see Foster, Mary Morrell 
 
 Morrell, Nicholas, 6, 8 
 
 Morrell Planning Board, 278 
 
 Morrell Pride — trade-mark, 246 
 
 Morrell Refrigerator Car Co., 112, 153-154 
 
 Morrell, Richard N., 72-73, 128-130, 163, 184, 
 240 
 
 Morrell, Robert, birth, 6; in partnership with 
 his father, S; opens provision business, 11 
 
 Morrell, Robert, & Co., 11, 34 
 
 Morrell Serum Co., 215 
 
 Morrell, Thomas, 6, 8, 19, 60, 67 
 
 Morrell, William, 6, 8 
 
 MorreU's Pride — trade-maik, iy8, 246 
 
 Morris, H. C, 197, 272 
 
 Morris, Jack, 144 
 
 Morris, Nelson, 71 
 
 Mosher, Lyie, 113 
 
 Moss, D., 135 
 
 Moss, H. C, 135 
 
 Mueck, Frank, 235 
 
 Mullin, W. C, 276 
 
 Mullins, W. E., 165, 241 
 
 Mungoven, Dan, 165 
 
 Murphy, A. P., 113-114, 134, 237 
 
 Murphy, Ray, 135 
 
 Nash, John, 97 
 
 Nason, Harry, 165 
 
 National Broadcasting Company, 246 
 
 National Guard Resolution, 254 
 
 National Industrial Recovery Act, 218, 220, 
 
 224 
 National Labor Relations Act, 223-224 
 National Labor Relations Board, 278-279 
 National Live Stock and Meat Board, 191 
 National Provisioner, 277 
 National Recovery Administration, 218-220 
 Near, H. G., 235 
 Nelson, J. W., 274 
 Nelson, Nels, 135 
 Nelson, R. D., 273 
 
 297
 
 Nelson, T. A., i66 
 
 Nelson, T. P., 165 
 
 Nesby, Esten, 165 
 
 New Deal, 217 
 
 New York, N. Y., first office opened in, 32, 
 35-36; T. D. Foster writes about, 39-40; 
 T. D. Foster named manager of office, 
 44; office closed in 1874, 75; establishes 
 branch in, 125-126; property leased for a 
 new branch in the Bronx, 234-235; branch 
 on 36tli Street given up and a new building 
 erected in Brooklyn, 235; land purchased 
 on West 14th Street for another branch, 
 235-236; Gansevoort branch opened, 269; 
 Westchester branch closed, 270 
 
 Nogales, Mexico, 230 
 
 Noland, W. H., 165 
 
 Norbury, W. H., 193 
 
 Nydle, Frank, 165 
 
 Oakland, Calif., Orr business purchased and 
 an Ottumwa branch established in, 232; 
 land for a new branch purchased in, 270 
 
 O'Connell, R. E., 229, 238 
 
 Office of Price Administration (O. P. A.), 
 259, 261, 263-265, 281 
 
 Ogborn, C. C, 135, 165 
 
 Okill, Arthur, 135 
 
 Oliver, Ben, 165 
 
 O'Malley, J. L., 113 
 
 O'Malley, W. H., 115 
 
 Oppenheimer Casing Company, 267 
 
 Oranges and the Fruits of 100 Years, 201-203 
 
 Oranges, Barge load purchased and sold, 7 
 
 Orman, Charles, 165 
 
 Orr, C. A., 146 
 
 Orr, Calvin M., 232 
 
 Osier, A. B., 113, 116, 197 
 
 Osier, W. M., 193, 237, 239 
 
 Ottumwa, Iowa, Thomas D. Foster sees 
 name on box of bacon, 32-33; Foster's first 
 visit to, 54-55; plant leased in, 72; early 
 operations in Ottumwa, 72-82; operations 
 centered in, 79, 88; operations in 1889, 
 89-96; "Iowa ... no longer a desirable 
 place. . . ," 102-103; fire at plant, 1893, 
 108-112; trouble with city authorities over 
 tax assessment, 156-157; remodeling of hog 
 killing building, 186; labor trouble includ- 
 ing 1921 strike, 188-190; centennial ob- 
 servance at, 204-205 ; plant named to par- 
 ticipate in killing of pigs and sows for the 
 
 government, 221; plant closed to visitors 
 during World War II, 254; black market 
 forces suspension of killing operations at, 
 260 
 
 Ottumwa Serum Co., see also Morrill Scrum 
 Co., 163, 215 
 
 Owen, J. I-., 193 
 
 Owens, Walter, 82 
 
 O wings, S. R., 135 
 
 Owthwaite, R. M., 165; takes over supervi- 
 sion of the Ottumwa produce department, 
 188; to Philadelphia as branch manager, 
 188; transferred to Topeka as manager, 
 229; elected to board, 251; elected vice 
 president, 251; federal administrator for 
 the Topeka plant, 282 
 
 Packers' code, sec Code for meat packers 
 
 Packing Mouse Mutual Aid Association, 116 
 
 Packing House Mutual Benefit Association, 
 115-116 
 
 Packinghouse Workers Organizing Commit- 
 tee, 278-282 
 
 Page, Gail, 246 
 
 Palace — trade-raark, 167 
 
 Parr, J., 193 
 
 Paton, W. D., 193 
 
 Patton, Isaac, 135 
 
 Paven, William, 15 
 
 Paxson, E. F., 165, 185, 242-243, 273 
 
 Pea cannery, 231 
 
 Pearl Harbor, 254 
 
 Peck, Hollis F., 277 
 
 Peck, Joy, 193 
 
 Peck, Walter, 193 
 
 Pepper, A. C, 229 
 
 Pepper, L. W., 243 
 
 Peret, Helen, 277 
 
 Perry, Robert E., 164 
 
 Peterson, Ingwald, 193 
 
 Philadelphia, Pa., branch opened in, 164; 
 new building completed in, 190 
 
 Phillips, Patrick, 81 
 
 Phipps, C. W., 243 
 
 Piedras Negras, Mexico, 230-231 
 
 Pig-sow reduction program, 220-222 
 
 Piper, Zion, 193 
 
 Plager, Russell G., 278 
 
 Plant Council Bulletin, 195 
 
 Pleuropneumonia, 98 
 
 Pool, C. v., 193 
 
 Porter, R. R., 165
 
 Post-war planning, 277-27S 
 
 Powell, Dempsey, 193 
 
 Powell, Walter, 165 
 
 Prestonpans, England, 6 
 
 Price administrator, 259 
 
 Price Control Order, 259 
 
 Price, Waterhouse & Co., 276 
 
 Pride — tiade-mark, 198 
 
 Prido, 242 
 
 Private enterprise, John Morrell & Co., Inc., 
 
 ceases to be, 207 
 Processing taxes, 222-223 
 Proctor, J. E., 193 
 Produce department established in Ottumwa, 
 
 187 
 Production engineering department, 277 
 Publicly owned corporation, John Morrell & 
 
 Co., Inc., becomes a, 207-211 
 Public relations department, 277 
 
 Risley, R. S., 165, 193, 234, 238 
 
 Rittman, Walter F., 193 
 
 Rh'erdale — trade-mark, 199 
 
 Roberts, E., 166 
 
 Roberts, George W., 193, 238, 240 
 
 Roberts, Guy, 276 
 
 Roberts, R. H., 192, 213, 252 
 
 Roberts, Rex, 193 
 
 Robinson, S. L., 135 
 
 Rogers, Floyd W., 274, 277 
 
 Rogers, John, 82 
 
 Rogers, R. D., 135, 237, 241, 273 
 
 Rohwedder, John, 132 
 
 Rollbacks, 259, 281 
 
 Ronning, Ole, 193 
 
 Roosevelt, Franklin D., 217-218, 223 
 
 Roosevelt, Theodore, 138 
 
 Rowe, T. J., 277 
 
 Rupp, Nelson G., 197, 237, 247 
 
 QuiNN, li. T., 272-273 
 
 Rabens, E. a., 113 
 
 Railroads, Federal operation of, 172-173 
 
 Ramsell, W. B., 82, 115 
 
 Kaney, F. C, 237, 273 
 
 Ransom, R. W., 271 
 
 Rath Packing Company, 230 
 
 Rationing, 259 
 
 Rat laboratory, 243-244 
 
 Raymond, J. W., 193 
 
 Red Heart — trade-mark, 163, 244 
 
 Red Heart dog food, added to English line, 
 
 231; sensational success, 242; placed on 
 
 market, 244; three diets, 244; dry dog 
 
 food (in biscuit and kibbled form), 244; 
 
 introduced to the British public, 244; 
 
 moves into the Canadian market, 265 ; 
 
 dehydrated product developed, 265 ; 3- 
 
 Flavor dog food, 265-267 
 Red Letter — trade-mark, 138 
 Reedquist, C. C, 113 
 Reeve, C. G., 135, 240 
 Refrigerator cars, 112, 180, 244-245, 267 
 Regan, William, 235, 240 
 Retirement income plan, 282-283 
 Rhys, Glyndwr I-., 238, 274 
 Richards, Everett, 165 
 Richards, Isaac, 113 
 Richardson & Company, 31 
 Richardson, Ernest, 193 
 Ripon, England, 3, 6 
 
 S & S Packing Co., 127 
 
 Sagg, Henry, 34 
 
 St. Clair, Arthur, 89 
 
 St. Paul, Minn., branch opened in, 164; 
 
 building purchased, 235 
 Sail, Clarence, 272 
 Sampson, F. N., 272 
 Sandstrom, S. J., 135 
 Sausage department, 241 
 Savory foods division, 242-243 
 Scarcity economy, 224 
 Schaub, Otto, 82, 132 
 Schultz, J. C, 164, 192 
 Scott, T. R., 165 
 Seattle, Wash., 164 
 Secor, R. E., 241 
 Seizure, government, of packing plants, 251- 
 
 252, 281-282 
 Selby Abbey, 12, 15 
 Selby, England, 5, 12, 14 
 Selective Service Act, 254 
 Sells, J. F., 276 
 Set-asides, 259 
 Sharpless, L. S., 239 
 Shaw, Benjamin, 47 
 Sheets, W. R., 165 
 Shelton, C. E., 165 
 Silsbridge Lane, 11, 15, 31 
 Simmons, Heston, 82, 116 
 Sinclair and Co., 103 
 Sinclair, John and Thomas, 44 
 Sinclair, W. P., & Co., 44, 185 
 
 299
 
 Singeing machine, 47 
 
 Sioux Falls, S. 1)., plant leased in, 143; 
 early operations in, 143-146; land pur- 
 chased and first building erected, 144; 
 Green plant abandoned, 146; opens 
 branches, 164; creamery established in, 
 184-185; construction and killing records, 
 185; drought, 185-186; labor trouble, 188- 
 189; centennial observance, 203-204; plant 
 named to participate in the killing of pigs 
 and sows for the government, 221 ; plant 
 closed to visitors during World War II, 
 254; black market forces almost complete 
 shutdown of killing operations, 260 
 
 Skinner, Jesse, 190 
 
 Skrabuha, John, 165 
 
 Sleight, N. T., 134-135, 166 
 
 Slutz, James, 231 
 
 Small stock department, 241-242 
 
 Smith, Fred, 165 
 
 Smith, R. C, 135 
 
 Smith, R. W., 193 
 
 Smith, Robert, 165 
 
 Smitham, John E., 213 
 
 Snack, 265 
 
 Sno-w Cap — trade-mark, 137 
 
 Snyder, Henry C, 241, 273 
 
 Snyder, J. V., 272 
 
 Snyder, J. W., 272 
 
 Social Security Act, 248 
 
 South Dakota's Pride — trade-mark, 198 
 
 Spilman, J. R., 135 
 
 Spilman, Major T. P., 72; stock buyer, 82; 
 director, Yorkshire Creamery Company, 
 129; called on to study methods of pro- 
 ducing hog cholera serum, 162-163; placed 
 in charge of the Ottumwa Serum Co., 163 ; 
 death of, 182-183 
 
 Spirit of the Times (Ottumwa newspaper), 
 55 
 
 Spokane, Wash., 164 
 
 Spurgeon, N. O., 135 
 
 Stanton, R. C, 243 
 
 Stapleford, Walter, 135 
 
 Stater, E. W., 113 
 
 Steinbeck, F. H., 193, 240 
 
 Stentz, C. C, 187 
 
 Stentz, C. P., 274 
 
 Stentz, J. C, 135; sent to Sioux Falls, 143; 
 placed in charge of sales, 144; sets up sales 
 department, 164; elected to board of the 
 Maine corporation and named treasurer. 
 
 206 ; elected to board of new Delaware 
 corporation and named treasurer, Z12; 
 named to executive committee, 212; to Ot- 
 tumwa as sales manager, 236-237; makes 
 changes in Ottumwa sales department, 237; 
 a director and treasurer of the parent 
 Maine corporation, 249; named vice presi- 
 dent, 251; named to executive committee, 
 251 ; elected first vice president, 251 ; treas- 
 urer of the Yorkshire Creamery Company, 
 253; reports to directors on the black mar- 
 ket, 260 
 
 Stern, David B., 312, 249-251 
 
 Stevens, Thomas, 193 
 
 Stiles, Edward, 113, n6 
 
 Stiles, Edward H., 66, 75 
 
 Stiles, J. W., 113, 116 
 
 Stock dividend, 252 
 
 Straw, D. M., 243 
 
 Strike of 1921, Ottumwa, 189-190 
 
 Stumbo, W. G., 274 
 
 Stump, E. O., 165 
 
 Subsidies, 259, 261, 281 
 
 Sunbridge Road, 11, 15, 17 
 
 Sunday work, 133 
 
 Supreme Court, United States, 220, 223-224, 
 278 
 
 Sutcliffe, S. A., 193 
 
 Swanson, Adolph, 193 
 
 Swift, G. F., 71 
 
 Swift & Co., 103, 122 
 
 Swords, Thomas, 72-73, 112 
 
 Syracuse, N. Y., branch opened in, 164; new 
 building erected, 236 
 
 Tankage as feed for chickens, 102 
 
 Taylor, Robert, 243 
 
 "Tea Time at Morrell's," 246, 283 
 
 Telfer, Samuel, 136, 213, 252 
 
 Thomas D. Foster, a Biography, iii 
 
 Thompson, Eliza Matilda, see Foster, Eliza 
 
 Matilda 
 Thompson, W. C, 89 
 Thompson, W. S., 234, 237, 239, 270 
 Thompson, William Sparrow, 31, 55-56 
 Three-Flavor dog food, see Red Heart dog 
 
 food 
 Three Pigs — trade-mark, 80-81, 115 
 Thurles, Ireland, 31 
 Tomato canning, 132-133, 158 
 Topeka, Kans., plant named to participate in 
 
 the killing of pigs and sows for the gov- 
 
 300
 
 ernment, 221; plant purchased in, 227-230; 
 plant closed to visitors during World War 
 II, 254; black market forces almost com- 
 plete shutdown of killing operations, 260; 
 Kavv Packing Company purchased, 267 
 
 Tray, Bob, 165 
 
 Tray, John, 135 
 
 Treasured Recipes of the QUI Soulli, 2X3 
 
 Trenemau, James, 46 
 
 Trichinae, 98 
 
 Trimmings, 258 
 
 Trott, E. N., 193 
 
 Truman, Harry S., 281 
 
 Tuberculosis, bovine, 191-192 
 
 Tuis, Gay, 278 
 
 Turgeon, Frank, 165 
 
 Twedcll, Fred, 97 
 
 Unemployment, 216-217 
 Union maintenance, 279 
 Urich, Adam, 72 
 
 Vacation plans, 194-195 
 
 Valentine, M. R., 273 
 
 Van Hewesling, John, 82 
 
 Van Slyke, R. N., 185 
 
 Varner, J. W., 193 
 
 Vaughan, Thomas, 97, 113 
 
 Veenker, H. F., 165, 192, 251, 272 
 
 Venables, William A., articles of indenture 
 for, 82-S3 ; elected a junior director of 
 John Morrell & Co., Ltd., 124; a member 
 of the permanent co-partnership, 155; re- 
 tires as secretary of John Morrell & Co., 
 Ltd., 213; a senior director of John Mor- 
 rell & Co., Ltd., 252 
 
 Victoria Cold Storage Co., Ltd., 157, 268 
 
 Visitors' building, Sioux Falls, 269 
 
 Vivian, Frank, 81 
 
 \'lasak, Ed, 97 
 
 Wagner Bill, sec National Labor Relations 
 
 Act 
 Wagner Labor Act, 278 
 Wagner, Warren H., 277 
 Waldo, Isaac, 113 
 Walker, A., 135 
 Walker, J. A., 135 
 Walker, W. A., 205 
 Walkinshaw, P. W., 135 
 Wallace, Arch G., 243 
 
 Wallace, Henry A., 217, 220-221 
 
 Walton, A., 135 
 
 Ji'apello — • trade-mark, 115 
 
 Warden, Anna M., 193 
 
 War Production Board, 265 
 
 Waterford, Ireland, 31, 53, 55-56 
 
 Weir, Alan, 193 
 
 Wellman, George W., 126, 134 
 
 V/estchester branch, 234-235, 269-271 
 
 Westgate, 8, 11, 14-15 
 
 West Indian trade, 126 
 
 Whalen, Patrick, 82, 116 
 
 White, Floyd, 193 
 
 White, S. B., 165 
 
 Willging, George, 193, 272 
 
 Williams, D., 193 
 
 Williams, P. E., 165 
 
 Williams, Robert, 82 
 
 Willis, Kathleen, 193 
 
 Willits and Green, 190 
 
 Willoughby, J. W., 136, 166, 213, 252 
 
 Wilson, George S., 273 
 
 Wilson, G. W., 193 
 
 Wind, A. J., 135 
 
 Winger, B. E., 193 
 
 Winnett, L. E., 243 
 
 Wistow, England, 14 
 
 Wolf, Irvin D., Awards, 247 
 
 Wolff, Charles, 227 
 
 Wolff Packing Plant, 229 
 
 Woodman, A. M., 165, 241 
 
 World War I, 164-165, i6y 172 
 
 World War II, 253-258 
 
 Worthington, W., 165, 193 
 
 Wright, Isaac, 15 
 
 XXX — trade-mark, 115 
 
 York Hams, Morrell's, 7 
 
 Yorkshire — trade-mark, 198 
 
 Yorkshire Creamery Company, 129-130, 153- 
 
 154, 159, 163, 184, 215, 231, 252-253, 268 
 Yorkshire Farm — trade-mark, 138 
 Yorkshire Land and Cattle Company, 130, 
 
 153-154. 159 
 Young, Lancey, 165 
 
 ZlEGLER, G. W., 243 
 Zimmerman, Mary, 193 
 Zimmerman, Zell, 82 
 
 301
 
 ACKNOWLEDGMENT 
 
 MUCH OF THE MATERIAL IN THIS BOOK WOULD HAVE BEEN LOST FOR- 
 ever if someone had not thoughtfully saved several pages of auto- 
 biographical copy written by Thomas D. Foster years ago. The au- 
 thor has leaned heavily on these notes for information pertaining to 
 the early days of the company in England, Ireland, Canada and the 
 United States. 
 
 Enough credit cannot be given to T. Henry Foster, who has acted 
 as the author's advisor during the writing of this book. Mr. Foster 
 probably has more of the company's history at his fingertips than 
 any one other individual with the business at the present time. To 
 him, and to his brother, George M. Foster, thanks for the time they 
 spent in proofreading the copy. 
 
 Thanks also to Frances Bullock, who provided most of the photo- 
 graphs used in the picture insert; to Ruby Shelquist who typed and 
 proofread more words than she likes to think about; and to the many, 
 many others who answered those questions which would be holding 
 up the story at dififerent times. 
 
 3^3