Air France-KLM Premium Seats Help Lift Second-Quarter Earnings
The Franco-Dutch carrier group had operating income of €736 million ($840 million) in the quarter ended June, 43% higher than a year ago, and above the €641.8 million forecast by analysts.
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DPC Dash Ltd (1405.HK) to Announce Interim 2025 Financial Results on August 28, 2025
HONG KONG, Aug. 8, 2025 /PRNewswire/ -- DPC Dash Ltd ("DPC Dash" or the "Company") ( Domino's Pizza's exclusive master franchisee in the China Mainland, the Hong Kong Special Administrative Region of China, and the Macau Special Administrative Region of China, will release its unaudited consolidated interim results for the six months ended June 30, 2025 on Thursday, August 28, 2025. The Company will hold a conference call on Thursday, August 28, 2025, at 7:00 pm Hong Kong Time (or Thursday, August 28, 2025, at 7:00 am Eastern Time) to discuss the financial results. A live audio-only webcast of the call can be accessed directly at To participate by phone, participants are strongly encouraged to pre-register for the conference call, by using the link provided below. Upon registering, each participant will receive a set of participant dial-in numbers, the event passcode, and a unique access PIN, which can be used to join the conference call. Pre-registration Link: An audio-only replay of the call will also be accessible through September 4, 2025, by dialing the following numbers: United States Toll Free: +1-877-344-7529 International: +1-412-317-0088 Access Code: 7913873 Additionally, the earnings release and presentation slides for this conference call will be available on the Company's Investor Relations website About DPC Dash Ltd. DPC Dash is Domino's Pizza's exclusive master franchisee in the Chinese mainland, the Hong Kong Special Administrative Region of China and the Macau Special Administrative Region of China. Domino's Pizza, Inc., DPC Dash's global franchisor, is one of the most widely-recognized global consumer brands and the world's largest pizza company. Led by a seasoned and visionary management team, DPC Dash is a market leader that differentiates from competitors with, among others, a continually innovated and localized pizza-focused menu, unique expertise and leadership in delivery, technology focus and scalable and replicable store economic model. DPC Dash operates 1,198 stores in 48 cities in the Chinese mainland as of June 30, 2025. For more information, please visit For official company announcements, please visit CONTACTS DPC Dash Ltd Investor Relations:DPC Dash LtdIR@ ICR, LLCdpcdashIR@ DPC Dash Ltd Media Relations:ICR, LLCdpcdashPR@ View original content to download multimedia: SOURCE DPC Dash Ltd Error while retrieving data Sign in to access your portfolio Error while retrieving data Error while retrieving data Error while retrieving data Error while retrieving data
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Analysis-CEO pulled Boeing out of nosedive, but new challenges approach
By Dan Catchpole SEATTLE (Reuters) -One year after taking the helm during Boeing's deepest crisis in decades, CEO Kelly Ortberg has stopped the company's freefall. Now, he faces new challenges: ramping up jet production, reviving a struggling defense and space division, and restoring profitability at the storied planemaker. Ortberg was comfortably retired in Florida when Boeing's board offered him the top job at a company bleeding cash and reeling from reputational damage. The crisis had deepened after a mid-air panel blowout on a new 737 MAX in January 2024, prompting his predecessor's exit and reviving memories of two fatal MAX crashes - in 2018 and 2019 - that killed 346 people. Ortberg arrived promising to restore trust, stay close to the factory floor, and ensure Boeing met its commitments to safety, quality, and transparency. Since then, Boeing has notched a string of wins: it has improved efficiency and quality on the 737 line, navigated President Donald Trump's trade policies, reached a deal with the U.S. Department of Justice to drop its prosecution over the crashes, signed blockbuster airplane deals, and landed the contract for the U.S.' first sixth-generation fighter, the F-47. Its stock is up 39% from a year ago, with the biggest gains coming in recent months as 737 output has risen. But Boeing is still losing money, trailing Airbus in the single-aisle market, struggling to fix its space and defense programs, carrying heavy debt, acquiring its biggest supplier, Spirit AeroSystems, and falling behind on certifying its newest jets. Ortberg's immediate challenge is to ramp up production of the 737 MAX to pre-crisis levels and beyond - while positioning Boeing to eventually replace it with a new model. "The biggest risk for Boeing looking forward is do they end up becoming a great company again or just a mediocre company?" said Ron Epstein, Bank of America aerospace analyst. Boeing declined to make Ortberg available for an interview. CULTURE CHANGE An Iowa native, Ortberg, 65, spent decades climbing the ranks at avionics firm Rockwell Collins, becoming CEO and steering it through a series of deals resulting in aerospace company RTX. Known for his no-nonsense style, he retired in 2021. Jans Timmers, who reported directly to Ortberg at Rockwell Collins, recalled Ortberg saying to him when dealing with a money-losing program: "Put all the shit on the table and let's deal with it." "And that's what he's doing at Boeing now," he added. When Ortberg arrived, Boeing - once celebrated for helping win World War Two and landing men on the moon - had become synonymous with cutting corners, prioritizing profits over production quality, and misleading regulators and customers. Ortberg shifted the focus to fixing the basics: reducing defects, eliminating out-of-sequence work, and improving overall build quality rather than simply pushing out more jets. "Give a damn!" became one of Boeing's new core values under Ortberg, introduced to employees in April. Alaska Airlines CEO Ben Minicucci credited Ortberg for being physically present on the factory floor in Seattle - where he chose to live, unlike predecessors. "They're walking the floor, they're feeling what's going on,' Minicucci said. "That's different to what happened in the past." TRUMP TURBULENCE Ortberg faced one of the toughest challenges for any U.S. CEO this year: managing Donald Trump. The U.S. president publicly slammed Boeing in February over delays and cost overruns on the Air Force One replacement program. Despite the tension, Trump joined Ortberg in May to celebrate a record widebody order from Qatar Airways. Behind the scenes, Ortberg and other aerospace leaders were working to manage Trump's volatile trade policies, which have largely spared the industry from new tariffs. Ortberg's most notable hire is Jeff Shockey, a seasoned aerospace political operative, brought in as Boeing's top lobbyist. Boeing needs Federal Aviation Administration support to boost production and certify new jets, as well as continued federal backing to develop the F-47 fighter, named after Trump as the 47th president. "The idea of doing any of these without an experienced hand at the head of Boeing's Washington operations is inconceivable," AeroDynamic Advisory managing director Richard Aboulafia said. STRUGGLES Ortberg has not had everything go his way. He struggled to end a strike last year by 33,000 union members who assemble Boeing's jetliners on the West Coast, which lasted seven weeks and deepened divides within the company. A separate group of 3,200 union workers who build fighter jets went on strike on Monday. The company continues to lose money - $643 million through the first half of the year - and Ortberg has pushed back the long-delayed certifications of the 777-9 and the 737 MAX's smallest and largest variants, the MAX 7 and 10, to next year. Ortberg must now prepare Boeing to launch a new plane this decade that can retake market share lost to Airbus - or risk being relegated to also-ran for another decade or longer. Ortberg downplayed the stakes when asked about the year ahead during a recent earnings call. "It's just one day at a time, improve our performance, address the issues that we have, restore trust and build confidence with our customer base and our end users of our products," he said. Sign in to access your portfolio
