United Airlines' Boeing planes at San Francisco International Airport. The carrier is enthusiastic about the US plane maker's development of two new jetliners. Louis Nastro / Reuters
United Airlines' Boeing planes at San Francisco International Airport. The carrier is enthusiastic about the US plane maker's development of two new jetliners. Louis Nastro / Reuters
United Airlines' Boeing planes at San Francisco International Airport. The carrier is enthusiastic about the US plane maker's development of two new jetliners. Louis Nastro / Reuters
United Airlines' Boeing planes at San Francisco International Airport. The carrier is enthusiastic about the US plane maker's development of two new jetliners. Louis Nastro / Reuters

United Airlines keen on Boeing’s all-new jetliners


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United Airlines has taken a close look at an all-new jetliner that Boeing engineers are developing for trans-Atlantic flying, and likes what it sees.

“What we’ve seen so far is very, very interesting to us,” said Andrew Levy, United’s chief financial officer. “We certainly hope Boeing launches the airplane. We think there is a need for it.”

Boeing envisions two models to fill the overlapping market segments served by its out-of-production 757 narrow-body and 767 wide-body jets, which were developed jointly in the late 1970s and early 1980s and share the same cockpit design.

“One will be bigger and fly not quite as far, one will be smaller and fly farther,” said Randy Tinseth, a Boeing marketing vice president. “To some extent you address the single-aisle market, to some extent you address the wide-body market and to some extent you are stimulating growth where no one has been before. And that has been a fascinating part of the whole project.”

An endorsement from United, a large Boeing customer, would go a long way toward making the business case for so-called middle-of-market jetliners. Boeing has honed its design to seat between 225 and 260 passengers, while working to bring production costs in line with prices that airlines are willing to pay.

“I wouldn’t be surprised if there is a decision to offer by this year,” said John Plueger, the chief executive and co-founder of Air Lease, said of the first step in Boeing’s process to formally introduce a new jetliner. “That might be a bit early, a bit aggressive. But that would not surprise me.”

United had been among the skeptics of the jets that Boeing has spent years developing to fill the gap in its product line-up between the largest of the narrow-body 737 models and the smallest 787 Dreamliners. While Boeing is designing a twin-aisle aircraft with the range to fly from London to New York, budget carriers are shifting more mid-range flying to relatively inexpensive narrow-body jets such as Airbus Group SE’s A321neo.

After delving deeper into the Boeing design, “we’re convinced, we get it. We understand the economics,” Mr Levy said at the Istat annual conference in San Diego. “We thought a twin made no sense, but we walked through it and had our questions answered. From what we’ve seen, we like it. But it’s a paper airplane. Hopefully they’ll launch it.”

Timing and price are two of the critical elements that Boeing must consider in its high-stakes chess match with Airbus for market dominance. Billions of dollars of investment are at stake, and the pay-off can be thwarted by factors ranging from cheap oil to supplier stumbles. Boeing has been planning its new family of mid-range aircraft, while Airbus has been marketing upgrades of existing jetliners: the A321, its largest narrow-body; and A330 wide-body jets.

Boeing’s jet, which would probably be known as the 797, may begin flying in 2025, said Steven Udvar-Hazy, who co-founded Air Lease and is influential in shaping product strategy for Boeing and Airbus. The engine technology and break-through design of the new aircraft will be critical since it may fly through 2060, he said.

Mr Udvar-Hazy is not convinced that Boeing has figured out the magic blend of price, performance and production costs that will make the 797 a best-seller.

“Boeing has to really wrestle with that issue,” he said. “As we sit here today, the cost of developing and manufacturing the airplane at a price that gives the airlines value – I don’t think that equation has been solved.”

* Reuters

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Email sent to Uber team from chief executive Dara Khosrowshahi

From: Dara

To: Team@

Date: March 25, 2019 at 11:45pm PT

Subj: Accelerating in the Middle East

Five years ago, Uber launched in the Middle East. It was the start of an incredible journey, with millions of riders and drivers finding new ways to move and work in a dynamic region that’s become so important to Uber. Now Pakistan is one of our fastest-growing markets in the world, women are driving with Uber across Saudi Arabia, and we chose Cairo to launch our first Uber Bus product late last year.

Today we are taking the next step in this journey—well, it’s more like a leap, and a big one: in a few minutes, we’ll announce that we’ve agreed to acquire Careem. Importantly, we intend to operate Careem independently, under the leadership of co-founder and current CEO Mudassir Sheikha. I’ve gotten to know both co-founders, Mudassir and Magnus Olsson, and what they have built is truly extraordinary. They are first-class entrepreneurs who share our platform vision and, like us, have launched a wide range of products—from digital payments to food delivery—to serve consumers.

I expect many of you will ask how we arrived at this structure, meaning allowing Careem to maintain an independent brand and operate separately. After careful consideration, we decided that this framework has the advantage of letting us build new products and try new ideas across not one, but two, strong brands, with strong operators within each. Over time, by integrating parts of our networks, we can operate more efficiently, achieve even lower wait times, expand new products like high-capacity vehicles and payments, and quicken the already remarkable pace of innovation in the region.

This acquisition is subject to regulatory approval in various countries, which we don’t expect before Q1 2020. Until then, nothing changes. And since both companies will continue to largely operate separately after the acquisition, very little will change in either teams’ day-to-day operations post-close. Today’s news is a testament to the incredible business our team has worked so hard to build.

It’s a great day for the Middle East, for the region’s thriving tech sector, for Careem, and for Uber.

Uber on,

Dara

Key findings of Jenkins report
  • Founder of the Muslim Brotherhood, Hassan al Banna, "accepted the political utility of violence"
  • Views of key Muslim Brotherhood ideologue, Sayyid Qutb, have “consistently been understood” as permitting “the use of extreme violence in the pursuit of the perfect Islamic society” and “never been institutionally disowned” by the movement.
  • Muslim Brotherhood at all levels has repeatedly defended Hamas attacks against Israel, including the use of suicide bombers and the killing of civilians.
  • Laying out the report in the House of Commons, David Cameron told MPs: "The main findings of the review support the conclusion that membership of, association with, or influence by the Muslim Brotherhood should be considered as a possible indicator of extremism."
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UAE currency: the story behind the money in your pockets

Company Profile 

Founder: Omar Onsi

Launched: 2018

Employees: 35

Financing stage: Seed round ($12 million)

Investors: B&Y, Phoenician Funds, M1 Group, Shorooq Partners

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There are several primers for investing in cryptocurrencies available online, including e-books written by people whose credentials fall apart on the second page of your preferred search engine. 

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England XI for second Test

Rory Burns, Keaton Jennings, Ben Stokes, Joe Root (c), Jos Buttler, Moeen Ali, Ben Foakes (wk), Sam Curran, Adil Rashid, Jack Leach, James Anderson