Dave Calhoun, Boeing's chief executive, who has announced he is stepping down. Reuters
Dave Calhoun, Boeing's chief executive, who has announced he is stepping down. Reuters
Dave Calhoun, Boeing's chief executive, who has announced he is stepping down. Reuters
Dave Calhoun, Boeing's chief executive, who has announced he is stepping down. Reuters

Boeing CEO Dave Calhoun to step down by end of 2024 in management shake-up


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Boeing’s chief executive Dave Calhoun is to step down by the end of 2024 as part of a broad management restructuring within the troubled aerospace company.

Stan Deal, the US plane maker's commercial planes president and chief executive, will also retire, with Stephanie Pope taking his place, Boeing said in a statement on Monday.

Mr Calhoun will “continue to lead Boeing through the year to complete the critical work under way to stabilise and position the company for the future”, Boeing said in a statement on Monday.

"It has been the greatest privilege of my life to serve Boeing … the eyes of the world are on us, and I know that we will come through this moment a better company," Mr Calhoun said in a letter to employees.

We will remain squarely focused on completing the work we have done together to return our company to stability after the extraordinary challenges of the past five years
Boeing chief executive Dave Calhoun

"We will remain squarely focused on completing the work we have done together to return our company to stability after the extraordinary challenges of the past five years, with safety and quality at the forefront of everything that we do,” he added.

Mr Calhoun took the helm at Boeing in early 2020 after the company ousted its previous chief executive Dennis Muilenburg.

Boeing’s share price was up in early trading on Monday after Mr Calhoun’s announcement. It was trading 1.43 per cent up at $191.56 a share at 7.40pm UAE time (11.40am New York time) giving the company a market capitalisation of $116.92 billion. The stock is down 23.91 per cent since the start of the year.

The fuselage plug area of Alaska Airlines Flight 1282 Boeing 737-9 MAX, which was forced to make an emergency landing with a gap in the fuselage. Reuters
The fuselage plug area of Alaska Airlines Flight 1282 Boeing 737-9 MAX, which was forced to make an emergency landing with a gap in the fuselage. Reuters

Larry Kellner, the chairman of the company’s board, will also resign during Boeing's annual meeting in May. Steve Mollenkopf, a Boeing director since 2020, has been appointed as the new chair.

Boeing said Mr Mollenkopf, the US chip maker Qualcomm's former chief executive, will lead the process of selecting the company’s next chief executive.

Mr Kellner has served on the Boeing Board for 13 years and served as its chairman since 2019. He oversaw the establishment of a new board aerospace safety committee.

The management shake-up at Boeing comes as the company faces heavy scrutiny by US regulators, with production being curbed as the plane maker strives to resolve safety and quality issues.

There has been a series of negative developments in the past few years including two fatal crashes involving Boeing's 737 Max model and a long grounding of its aircraft.

Boeing's stock is down 23.91 per cent since the start of the year. Reuters
Boeing's stock is down 23.91 per cent since the start of the year. Reuters

A series of incidents involving Boeing jets this year, including the in-flight blowout of a 737 Max 9 door plug of an Alaska Airlines plane, have plagued the company. This has forced airlines to re-examine their fleet-expansion plans amid slower production rates and delayed deliveries.

The US Federal Aviation Authority (FAA) has imposed curbs on the Boeing 737 Max production rate after the 737 Max incident when a door plug blew off with the plane at 16,000 feet on January 5. This has led to probes into the safety and quality standards in Boeing's production process.

Boeing develops, manufactures and services commercial aircraft, defence products and space systems for customers in more than 150 countries.

The management changes are not surprising as Boeing has come under “intense scrutiny from customers and the FAA [Federal Aviation Administration] /government”, according to a research note from Jefferies on Monday.

“We view the moves as positive,” the note said.

The change marks the “next chapter” for Boeing, which includes an intense focus on safety, manufacturing, and customers/government relations that have come under stress as of late, it added.

Industry analysts said the moves seem geared towards ensuring stability and renewed focus on core operational priorities.

They are indicative of a “strategic pivot” and an attempt to align its operations with the business units responsible for its core aerospace and defence products, Linus Bauer, founder and managing director of consultants BAA & Partners, told The National.

“Yet, the true test will be how these changes affect Boeing's ability to innovate and lead in a rapidly evolving aerospace market … the company's future will unfold based on its capacity to manage current challenges while laying the groundwork for future growth and technological advancement,” Mr Bauer said.

However, there are concerns among industry observers that prioritising operations and cost reduction may divert attention away from the company's commitment to invest in future technologies and strategic planning, Mr Bauer said.

Last week, the company’s chief financial officer Brian West said Boeing would burn more cash in the first quarter than previously expected because of limited 737 Max production.

Addison Schonland, a partner at AirInsight, a US-based aviation consultancy, said the moves were Boeing’s admission that things could not continue as they have, and that this in itself was a big step forward.

“Overall, this is likely to see some disruption as the old guard leaves and new people come in … it is likely to be a short disruption because everyone inside the company knows what needs fixing," Mr Schonland said.

John Strickland, an aviation consultant with JLS Consulting, described Boeing’s management reshuffle as a “symbolic and important” step.

He said it has sent a clear message that the company is serious about restoring trust and recovering its reputation for safety and quality.

Boeing frictions giving Airbus an extra edge

Boeing's growing list of woes is helping its European rival Airbus gain the edge in the plane makers' duopoly of the skies, with the attention now more on quality.

The Arlington, Virginia-based company is valued about $18.93 billion lower than its Toulouse-based competitor, as of 6.55pm on Tuesday.

Boeing may be forced to accept a lower market share in terms of volume than previously, as there is now a clear focus on quality, according to the Cirium Ascend Consultancy.

In the first two months of 2024, the US company has delivered 54 planes, while Airbus has widened its lead over its rival, delivering 79 planes so far this year.

  • The final 747 airplane produced by Boeing, a 747-8 Freighter for Atlas Air, taxis before take off from Paine Field in Everett, Washington on February 1. AFP
    The final 747 airplane produced by Boeing, a 747-8 Freighter for Atlas Air, taxis before take off from Paine Field in Everett, Washington on February 1. AFP
  • The final 747 taxis before take off from Paine Field in Everett, Washington. AFP
    The final 747 taxis before take off from Paine Field in Everett, Washington. AFP
  • The final 747 airplane does a fly by following take off from Paine Field in Everett, Washington. AFP
    The final 747 airplane does a fly by following take off from Paine Field in Everett, Washington. AFP
  • The final 747 airplane produced by Boeing does a fly by following take off from Paine Field in Everett, Washington. AFP
    The final 747 airplane produced by Boeing does a fly by following take off from Paine Field in Everett, Washington. AFP
  • People watch as the final 747 airplane approaches for a fly by. AFP
    People watch as the final 747 airplane approaches for a fly by. AFP
  • Water is sprayed above the final 747 airplane produced by Boeing. AFP
    Water is sprayed above the final 747 airplane produced by Boeing. AFP
  • The final Boeing 747 takes off at Paine Field in Everett, Washington. Bloomberg
    The final Boeing 747 takes off at Paine Field in Everett, Washington. Bloomberg
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Match info

Karnataka Tuskers 110-3

J Charles 35, M Pretorius 1-19, Z Khan 0-16

Deccan Gladiators 111-5 in 8.3 overs

K Pollard 45*, S Zadran 2-18

Ten tax points to be aware of in 2026

1. Domestic VAT refund amendments: request your refund within five years

If a business does not apply for the refund on time, they lose their credit.

2. E-invoicing in the UAE

Businesses should continue preparing for the implementation of e-invoicing in the UAE, with 2026 a preparation and transition period ahead of phased mandatory adoption. 

3. More tax audits

Tax authorities are increasingly using data already available across multiple filings to identify audit risks. 

4. More beneficial VAT and excise tax penalty regime

Tax disputes are expected to become more frequent and more structured, with clearer administrative objection and appeal processes. The UAE has adopted a new penalty regime for VAT and excise disputes, which now mirrors the penalty regime for corporate tax.

5. Greater emphasis on statutory audit

There is a greater need for the accuracy of financial statements. The International Financial Reporting Standards standards need to be strictly adhered to and, as a result, the quality of the audits will need to increase.

6. Further transfer pricing enforcement

Transfer pricing enforcement, which refers to the practice of establishing prices for internal transactions between related entities, is expected to broaden in scope. The UAE will shortly open the possibility to negotiate advance pricing agreements, or essentially rulings for transfer pricing purposes. 

7. Limited time periods for audits

Recent amendments also introduce a default five-year limitation period for tax audits and assessments, subject to specific statutory exceptions. While the standard audit and assessment period is five years, this may be extended to up to 15 years in cases involving fraud or tax evasion. 

8. Pillar 2 implementation 

Many multinational groups will begin to feel the practical effect of the Domestic Minimum Top-Up Tax (DMTT), the UAE's implementation of the OECD’s global minimum tax under Pillar 2. While the rules apply for financial years starting on or after January 1, 2025, it is 2026 that marks the transition to an operational phase.

9. Reduced compliance obligations for imported goods and services

Businesses that apply the reverse-charge mechanism for VAT purposes in the UAE may benefit from reduced compliance obligations. 

10. Substance and CbC reporting focus

Tax authorities are expected to continue strengthening the enforcement of economic substance and Country-by-Country (CbC) reporting frameworks. In the UAE, these regimes are increasingly being used as risk-assessment tools, providing tax authorities with a comprehensive view of multinational groups’ global footprints and enabling them to assess whether profits are aligned with real economic activity. 

Contributed by Thomas Vanhee and Hend Rashwan, Aurifer

Labour dispute

The insured employee may still file an ILOE claim even if a labour dispute is ongoing post termination, but the insurer may suspend or reject payment, until the courts resolve the dispute, especially if the reason for termination is contested. The outcome of the labour court proceedings can directly affect eligibility.


- Abdullah Ishnaneh, Partner, BSA Law 

Specs

Engine: Dual-motor all-wheel-drive electric

Range: Up to 610km

Power: 905hp

Torque: 985Nm

Price: From Dh439,000

Available: Now

Winners

Ballon d’Or (Men’s)
Ousmane Dembélé (Paris Saint-Germain / France)

Ballon d’Or Féminin (Women’s)
Aitana Bonmatí (Barcelona / Spain)

Kopa Trophy (Best player under 21 – Men’s)
Lamine Yamal (Barcelona / Spain)

Best Young Women’s Player
Vicky López (Barcelona / Spain)

Yashin Trophy (Best Goalkeeper – Men’s)
Gianluigi Donnarumma (Paris Saint-Germain and Manchester City / Italy)

Best Women’s Goalkeeper
Hannah Hampton (England / Aston Villa and Chelsea)

Men’s Coach of the Year
Luis Enrique (Paris Saint-Germain)

Women’s Coach of the Year
Sarina Wiegman (England)

57%20Seconds
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Brief scores:

Manchester City 2

Gundogan 27', De Bruyne 85'

Crystal Palace 3

Schlupp 33', Townsend 35', Milivojevic 51' (pen)

Man of the Match: Andros Townsend (Crystal Palace)

In Search of Mary Shelley: The Girl Who Wrote Frankenstein
By Fiona Sampson
Profile

MATCH INFO

Liverpool 0

Stoke City 0

Man of the Match: Erik Pieters (Stoke)

THE BIO

Born: Mukalla, Yemen, 1979

Education: UAE University, Al Ain

Family: Married with two daughters: Asayel, 7, and Sara, 6

Favourite piece of music: Horse Dance by Naseer Shamma

Favourite book: Science and geology

Favourite place to travel to: Washington DC

Best advice you’ve ever been given: If you have a dream, you have to believe it, then you will see it.

Timeline

2012-2015

The company offers payments/bribes to win key contracts in the Middle East

May 2017

The UK SFO officially opens investigation into Petrofac’s use of agents, corruption, and potential bribery to secure contracts

September 2021

Petrofac pleads guilty to seven counts of failing to prevent bribery under the UK Bribery Act

October 2021

Court fines Petrofac £77 million for bribery. Former executive receives a two-year suspended sentence 

December 2024

Petrofac enters into comprehensive restructuring to strengthen the financial position of the group

May 2025

The High Court of England and Wales approves the company’s restructuring plan

July 2025

The Court of Appeal issues a judgment challenging parts of the restructuring plan

August 2025

Petrofac issues a business update to execute the restructuring and confirms it will appeal the Court of Appeal decision

October 2025

Petrofac loses a major TenneT offshore wind contract worth €13 billion. Holding company files for administration in the UK. Petrofac delisted from the London Stock Exchange

November 2025

180 Petrofac employees laid off in the UAE

Padmaavat

Director: Sanjay Leela Bhansali

Starring: Ranveer Singh, Deepika Padukone, Shahid Kapoor, Jim Sarbh

3.5/5

COMPANY%20PROFILE
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Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”

Name: Colm McLoughlin

Country: Galway, Ireland

Job: Executive vice chairman and chief executive of Dubai Duty Free

Favourite golf course: Dubai Creek Golf and Yacht Club

Favourite part of Dubai: Palm Jumeirah

 

Company%20profile
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Updated: March 25, 2024, 4:54 PM