An Emirates air stewardess pulls a luggage case as she walks in the tarmac near one of the airline's Airbus A380 aircraft, at Terminal 3 of Heathrow Airport in London, U.K., on Thursday, Dec. 5, 2013. Emirates, the world's largest buyer of Airbus A380 aircraft, is exploring engine options for a batch of 50 additional superjumbos, handing Rolls-Royce Holdings Plc an opportunity to unseat a General Electric Co. and Pratt & Whitney joint venture that powers the existing jets. Photographer: Paul Thomas/Bloomberg
An Emirates air stewardess pulls a luggage case as she walks in the tarmac near one of the airline's Airbus A380 aircraft, at Terminal 3 of Heathrow Airport in London, U.K., on Thursday, Dec. 5, 2013. Emirates, the world's largest buyer of Airbus A380 aircraft, is exploring engine options for a batch of 50 additional superjumbos, handing Rolls-Royce Holdings Plc an opportunity to unseat a General Electric Co. and Pratt & Whitney joint venture that powers the existing jets. Photographer: Paul Thomas/Bloomberg
An Emirates air stewardess pulls a luggage case as she walks in the tarmac near one of the airline's Airbus A380 aircraft, at Terminal 3 of Heathrow Airport in London, U.K., on Thursday, Dec. 5, 2013. Emirates, the world's largest buyer of Airbus A380 aircraft, is exploring engine options for a batch of 50 additional superjumbos, handing Rolls-Royce Holdings Plc an opportunity to unseat a General Electric Co. and Pratt & Whitney joint venture that powers the existing jets. Photographer: Paul Thomas/Bloomberg
An Emirates air stewardess pulls a luggage case as she walks in the tarmac near one of the airline's Airbus A380 aircraft, at Terminal 3 of Heathrow Airport in London, U.K., on Thursday, Dec. 5, 2013.

Outlook for British aerospace as bleak as A380's future


  • English
  • Arabic

One of the saddest bits of news from the aerospace industry in recent days is the almost certain demise of the Airbus A380, surely the most comfortable and majestic airliner ever designed. I fly it all the time, travelling from South Africa to London or another European city via the Middle East, and really look forward to it. It is the only plane where one does not want to get off.

Capable of carrying up to 850 passengers, it has been Airbus’s flagship project for the past two decades into which it has poured billions in development dollars (it has admitted to US$15 billion but analysts reckon it is at least $5bn more than that). Orders have never lived up to expectations and are now running dry. Emirates, which has been flying A380s since 2008, has basically kept the production line going, accounting for nearly half of the 220 planes delivered so far.

But Emirates seems to have decided that’s it. At the Dubai Airshow in November it failed to confirm a crucial $15bn order for another 36 A380s, probably sounding the death knell for this magnificent plane. At one stage Airbus was making 27 a year, but that has since halved and it needs to make at least six to eight planes a year for the next ten years to keep the production line open (Etihad has two on order).

There is a faint possibility that the Chinese might yet come to the rescue, but it is a long shot. On Monday, the company’s chief salesman, John Leahy, admitted gloomily that without an Emirates deal “we will have no choice but to shut down [the A380 production line]”.  The Middle East airline has switched its allegiance to the twin-engined Boeing 787 Dreamliner instead, which is not as comfortable, but probably more practical.

In the fierce, no-holds-barred war between the two big airplane makers, Boeing has won this particular battle, although Airbus is still more than holding its own across the whole passenger jet market. Net orders rose by 52 per cent last year to 1,109, putting it well ahead of Boeing’s order book of 912 aircraft. In 2017 Airbus delivered a record 718 jets to customers, and will do even better this year.

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The war between the two manufacturers is really becoming very nasty. Speaking at the UK aerospace industry's annual dinner in London on Monday night, Tom Enders, Airbus's chief executive, launched an astonishing attack on Donald Trump and the protectionist measures he has taken to defend Boeing which he reckons is threatening to wreck the whole system of free trade. "There is no one fighting for opening markets but [instead] closing US markets to foreign companies and foreign competitors," he told the black-tied dinner guests. Boeing, he went on, was "ruthlessly surfing" the US protectionist wave to smother competition, specifically the future of the Bombardier's C-series on which the US authorities are proposing to levy tariffs of 300 per cent. Airbus neatly side-stepped that one by buying a majority stake in the C-series for a nominal $1 and now plans to make it at its Alabama plant. But Boeing has hit back by partnering with a Brazilian rival, and so the ding-dong battle goes on.

Trump’s early promises of a new trade deal and of goodwill and renewed friendship towards his oldest ally are now just a joke. The thousands of workers in Belfast who currently make the C-Series fuselage are not laughing. Relations between the two countries have never been lower, as illustrated this week by Trump’s refusal to open the new US embassy in London because it is in the wrong place and was a Barack Obama idea anyway (it wasn’t – the decision to close the old embassy in Grosvenor Square was taken in George Bush’s day).

Mr Enders however has an even more important point to make (if that’s possible). Brexit, he warns, could seriously endanger the future of the aerospace in Britain and its role as a partner in Airbus. “The wreckage that President Trump will leave after four or eight years in the White House will be easier to repair than the exit of the UK from the EU,”  he said on Monday.

The French, Germans and Spanish have always resented Britain’s role in the Airbus project and would love nothing more than to take away the production of the wings, currently made at the old Vickers plant in Broughton (where the Wellington bomber was produced in the War). Mr Enders has asserted many times that the UK business was Airbus’s most efficient and innovative operation. But he now warns that Brexit would strain that efficiency, add costs and “thereby curtail the competitiveness” of Airbus and Britain’s role in it.

That's unlikely to happen, and Mr Enders knows it. Airbus's UK operations can't easily be moved to a new plant in Europe, requiring yet more billions of capital investment and endangering the company's delivery schedule which is under strain already. But he still warned that whatever measures British industry took to mitigate the weakening of the trade ties between Britain and the EU, "the result of Brexit would be negative".

That’s not just scare-mongering – it’s the reality. British industry has few friends in the US. And it’s losing them fast in Europe.

Ivan Fallon is a former business editor of The Sunday Times

French business

France has organised a delegation of leading businesses to travel to Syria. The group was led by French shipping giant CMA CGM, which struck a 30-year contract in May with the Syrian government to develop and run Latakia port. Also present were water and waste management company Suez, defence multinational Thales, and Ellipse Group, which is currently looking into rehabilitating Syrian hospitals.

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Singham Again

Director: Rohit Shetty

Stars: Ajay Devgn, Kareena Kapoor Khan, Ranveer Singh, Akshay Kumar, Tiger Shroff, Deepika Padukone

Rating: 3/5

PROFILE

Name: Enhance Fitness 

Year started: 2018 

Based: UAE 

Employees: 200 

Amount raised: $3m 

Investors: Global Ventures and angel investors 

MATCH INFO

Barcelona 4 (Messi 23' pen, 45 1', 48', Busquets 85')

Celta Vigo 1 (Olaza 42')

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.”

Who's who in Yemen conflict

Houthis: Iran-backed rebels who occupy Sanaa and run unrecognised government

Yemeni government: Exiled government in Aden led by eight-member Presidential Leadership Council

Southern Transitional Council: Faction in Yemeni government that seeks autonomy for the south

Habrish 'rebels': Tribal-backed forces feuding with STC over control of oil in government territory

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UAE currency: the story behind the money in your pockets
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The Sand Castle

Director: Matty Brown

Stars: Nadine Labaki, Ziad Bakri, Zain Al Rafeea, Riman Al Rafeea

Rating: 2.5/5

The drill

Recharge as needed, says Mat Dryden: “We try to make it a rule that every two to three months, even if it’s for four days, we get away, get some time together, recharge, refresh.” The couple take an hour a day to check into their businesses and that’s it.

Stick to the schedule, says Mike Addo: “We have an entire wall known as ‘The Lab,’ covered with colour-coded Post-it notes dedicated to our joint weekly planner, content board, marketing strategy, trends, ideas and upcoming meetings.”

Be a team, suggests Addo: “When training together, you have to trust in each other’s abilities. Otherwise working out together very quickly becomes one person training the other.”

Pull your weight, says Thuymi Do: “To do what we do, there definitely can be no lazy member of the team.” 

UJDA CHAMAN

Produced: Panorama Studios International

Directed: Abhishek Pathak

Cast: Sunny Singh, Maanvi Gagroo, Grusha Kapoor, Saurabh Shukla

Rating: 3.5 /5 stars

UAE currency: the story behind the money in your pockets
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%3Cp%3E%3Cstrong%3EDirector%3A%3C%2Fstrong%3E%20Ric%20Roman%20Waugh%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3EStars%3A%C2%A0%3C%2Fstrong%3EGerard%20Butler%2C%20Navid%20Negahban%2C%20Ali%20Fazal%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3ERating%3A%3C%2Fstrong%3E%202.5%2F5%3C%2Fp%3E%0A
New UK refugee system

 

  • A new “core protection” for refugees moving from permanent to a more basic, temporary protection
  • Shortened leave to remain - refugees will receive 30 months instead of five years
  • A longer path to settlement with no indefinite settled status until a refugee has spent 20 years in Britain
  • To encourage refugees to integrate the government will encourage them to out of the core protection route wherever possible.
  • Under core protection there will be no automatic right to family reunion
  • Refugees will have a reduced right to public funds