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Qantas Announces Change to Executive Team

The Qantas Group has today announced a reduction to its Group Management Committee as it continues to respond to the expanding COVID-19 crisis.

CEO of Qantas International, Tino La Spina, will leave the Group in light of what is likely to be the extended grounding of this part of the airline.

Responsibilities currently held by Mr La Spina will transfer to CEO of Qantas Domestic, Andrew David. Mr David’s role will change as a result, adding functional responsibility for Qantas International in addition to his existing responsibility for Qantas Domestic and Qantas Freight, reporting to Group CEO Alan Joyce. John Gissing (Group Executive of Associated Airlines and Services) will continue to have responsibility for regional carrier, QantasLink.

Mr Joyce said: “The COVID crisis is forcing us to rethink our business at every level. It’s increasingly clear that our international flights will be grounded until at least mid-2021 and it will take years for activity to return to what it was before. Under those circumstances, we’ve made the decision to consolidate the domestic and international business units under a single divisional CEO.

“Tino has done a superb job throughout his 14 years at Qantas. He’s a talented executive who brings his trademark enthusiasm to every challenge. I know I speak for the rest of the executive team and for the Board in thanking him sincerely for the huge contribution he has made, particularly as Deputy CFO and then CFO for most of that time.”

The change announced today will take effect from 1 September 2020.

As part of its response to the COVID crisis, the Qantas Group Management Committee took three months of zero pay in the last quarter of FY20 and is on reduced pay (65 per cent for the CEO and 85 per cent for other executives) until November 2020.

Boeing’s New CEO Orders Rethink on Key Jetliner Project

LONDON/CHICAGO (Reuters) – Boeing Co’s new chief executive has sent the aerospace giant back to the drawing board on proposals for a new mid-market aircraft, effectively shelving in their current form plans worth $15 billion-$20 billion that had been overtaken by the 737 MAX crisis.

A decision on whether to launch a New Midsize Airplane (NMA) seating 220-270 passengers, which seemed imminent barely a year ago, had already been postponed as Boeing gave all its attention to the grounding of the smaller 737 MAX after two fatal crashes.

But days after taking the helm with a mandate to lift Boeing out of its 10-month-old reputational crisis, Chief Executive Dave Calhoun said the competitive playing field had changed.

“Since the first clean sheet of paper was taken to it, things have changed a bit … the competitive playing field is a little different,” he told journalists on a conference call on Wednesday.

“We’re going to start with a clean sheet of paper again; I’m looking forward to that,” Calhoun said.

He also spoke of a fresh approach to the market.

A Boeing spokesman said Calhoun had ordered up a new study on what kind of aircraft was needed. New aircraft typically take 6-7 years or more to bring to market once a decision is made, though Boeing aims to shorten that in part through digital technology and new business models designed around the NMA.

Calhoun “has asked the team to do an assessment of the future market and what kind of airplane is needed to meet the future market,” spokesman Gordon Johndroe said.

Noting that the original assessments on the NMA were made about two and a half years ago, he said the new study would “build upon what has been learned … in design and production.”

In further evidence of a change of pace, people familiar with the matter said a meeting between Boeing and a major potential supplier, originally scheduled for next week, had been abruptly cancelled with no new date set.

That contrasts with the approach just weeks ago when Boeing was still presenting new details of the NMA to some airlines, including a working logo – “theNMA” – and details of an “advanced composite” structure, according to a slide seen by Reuters.

The NMA had been designed to address a slender gap between single-aisle workhorse jets like the 737 MAX and long-haul wide-body jets like the 787.

But most of the effort revolved around a new production system designed not only to support the NMA but to lay the groundwork for the next single-aisle aircraft after the 737 MAX.

Calhoun said he expected the MAX, whose return to service was delayed again earlier this week, to resume its previous place in the market and remain in service for a generation.

Traditionally toe-to toe-with Europe’s Airbus SE, Boeing has fallen behind in sales for the largest category of single-aisle planes, such as the 200-240-seat Airbus A321neo, which overlaps with the niche being targeted by the NMA.

By delaying a decision on the NMA, Boeing already risked losing the sweetest part of the market, especially after Airbus seized contracts with two major U.S. airlines, analysts said.

Analysts have also questioned whether Boeing, facing costs equivalent to a new programme to repair the MAX crisis, as well as delays on its large new 777X jet whose maiden flight is set for Thursday, would have appetite for such a costly project now.

(Reporting by Tracy Rucinski in Chicago and Tim Hepher in London; Editing by Matthew Lewis)

Amazon to Close All U.S. Pop-Up Stores

March 6 (Reuters) – Amazon.com Inc will close all of its U.S. pop-up stores and focus instead on opening more book stores, a company spokesperson said on Wednesday.

The company’s shares closed down 1.4 percent at $1,668.95.

Amazon’s all 87 pop-up stores in the United States are expected to close by the end of April, the Wall Street Journal reported https://www.wsj.com/articles/amazon-to-shut-all-u-s-pop-up-stores-as-it-rethinks-physical-retail-strategy-11551902178 earlier on Wednesday, citing some of the employees at the stores.

The news underscores how the online retailer is still working out its brick-and-mortar strategy.

Pop-up stores for years helped Amazon showcase novel products like its voice-controlled Echo speakers, but the company is now able to market those products and more at its larger chain of Whole Foods stores, acquired in 2017, and cashierless Amazon Go stores, which opened to the public last year.

The online retail giant will also open more “4-star stores” – stores that sell items rated 4-stars or higher by Amazon customers, the spokesperson added.

“After much review, we came to the decision to discontinue our pop-up kiosk program, and are instead expanding Amazon Books and Amazon 4-star, where we provide a more comprehensive customer experience and broader selection.”

Shares of bookseller Barnes & Noble Inc closed down 8.9 percent at $5.84.

(Reporting by Uday Sampath in Bengaluru; Editing by Maju Samuel)