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    Jamie Dimon endorses Disney CEO Bob Iger in proxy fight with Nelson Peltz’s Trian Partners

    JPMorgan Chase CEO Jamie Dimon endorsed Disney CEO Bob Iger in his proxy battle with activist Trian Partners, CNBC’s David Faber has learned.
    Dimon gave the following statement on Iger to Faber:

    “Bob is a first-class executive and outstanding leader who I’ve known for decades. He knows the media and entertainment business cold and has the successful track record to prove it. It’s a complicated industry filled with creative talent, requiring the unique expertise and engagement skills that Bob possesses. Putting people on a Board unnecessarily can harm a company. I don’t know why shareholders would take that risk, especially given the significant progress the company has made since Bob came back.”

    Trian, run by Nelson Peltz, launched an intense proxy fight against Disney, asking investors to nominate him and former Disney Chief Financial Officer Jay Rasulo to the board at its annual general meeting on April 3.
    “Trian is disappointed that Disney is running a scorched-earth campaign that appears to be focused on deflecting attention from the Board’s failures,” Peltz said in a statement Wednesday.
    In a 133-page white paper released earlier this month, Peltz outlined demands for a restructuring of leadership and an overhaul of Disney’s traditional TV channels, which he thinks have been a shrinking business. The activist also wants Disney to target and achieve “Netflix-like margins” of 15% to 20% by 2027. Peltz believes that Netflix is Disney’s biggest competitor.
    Meanwhile, Iger has been trying to streamline the sprawling media company to rein in spending and make its Disney+ streaming platform profitable. Iger has instituted broad restructuring, including thousands of layoffs.

    Nelson Peltz
    David A. Grogan | CNBC

    In February, Disney reported a blowout quarter with an earnings beat, narrowing streaming losses and upbeat guidance as it saw progress in its effort to cut costs. However, the report didn’t satisfy Peltz.
    Dimon rarely weighs in on proxy battles, while JPMorgan does have a history of advising Disney on defensive matters.

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    EV euphoria is dead. Automakers trumpet consumer choice for U.S. car shoppers

    Automakers from Ford Motor and General Motors to Mercedes-Benz, Volkswagen, Jaguar Land Rover and Aston Martin are scaling back or delaying their electric vehicle plans.
    Though consumer demand for EVs hasn’t shown up in the way executives had expected, sales of the vehicles are still predicted to increase in the years to come.
    A broad return to a more mixed offering of vehicles — with lineups of gas-powered vehicles alongside hybrids and fully electric options — assumes an all-electric future at a much slower pace, and it calls attention to ambitious EV targets set for the years ahead.

    Although consumer demand for EVs hasn’t shown up in the way executives had expected, sales of the vehicles are still predicted to increase in the years to come.
    Andrew Merry | Moment | Getty Images

    DETROIT — The buzz around electric vehicles is wearing off.
    For years, the automotive industry has been in a state of EV euphoria. Automakers trotted out optimistic sales forecasts for electric models and announced ambitious targets for EV growth. Wall Street boosted valuations for legacy automakers and startup entrants alike, based in part on their visions for an EV future.

    Now the hype is dwindling, and companies are again cheering consumer choice. Automakers from Ford Motor and General Motors to Mercedes-Benz, Volkswagen, Jaguar Land Rover and Aston Martin are scaling back or delaying their electric vehicle plans.
    Even U.S. EV leader Tesla, which is estimated to have accounted for 55% of EV sales in the country in 2023, is bracing for what “may be a notably lower” rate of growth, CEO Elon Musk said in late January.
    The broad return to a more mixed offering of vehicles — with lineups of gas-powered vehicles alongside hybrids and fully-electric options — still assumes an all-electric future, eventually, but at a much slower pace of adoption than previously expected.
    “What we saw in ’21 and ’22 was a temporary market spike where the demand for EVs really took off,” said Marin Gjaja, chief operating officer for Ford’s EV unit, during a recent interview with CNBC. “It’s still growing but not nearly at the rate we thought it might have in ’21, ’22.”
    Ford is significantly increasing its production and sales of hybrid models, which can help ease the transition to electrified vehicles for drivers who may not be ready for fully electric models. They can also help companies meet tighter federal standards for carbon emissions.

    GM, which was the first traditional automaker to go all in on EVs, plans to roll out plug-in hybrid electric vehicles for consumers alongside EVs and gas cars. Others, such as Hyundai Motor, Kia, Toyota Motor and, potentially, Volkswagen, plan to offer different levels of electrification across their lineups.
    “I think the balanced approach is the best way,” VW of America CEO Pablo Di Si told CNBC last month, adding he is in discussions to bring hybrid vehicles to the U.S. The automaker currently sells hybrid vehicles in Europe, but none stateside.

    A VW ID.BUZZ EV vehicle
    Scott Mlyn | CNBC

    “These technologies exist within the VW group, whether it’s hybrids or plug-in hybrids,” he said. “I think it’s just a matter of time until we bring it here.”
    To be clear, although consumer demand for EVs hasn’t shown up in the way executives had expected, sales of the vehicles are still predicted to increase in the years to come.
    U.S. EV sales were a record 1.2 million units last year, representing 7.6% of the overall national market, Cox Automotive estimates. That share is expected to increase to between 30% and 39% by the end of the decade, according to analyst forecasts.
    “The market was never going to make a smooth transition to EVs, and we expected a slowdown in this shift as early adopters were satisfied,” said Sam Fiorani, vice president of global vehicle forecasting at AutoForecast Solutions. “Moving on to less tech-savvy buyers will slow the EV market share growth over the next few years.”

    EV targets

    As ESG investing — or investing geared toward environmental, social and governance principles — emerged in recent years and as Tesla rose from niche EV player to the most valued automaker by market cap globally in 2020, the automotive industry largely took note and began plotting its path forward in EVs.
    Automakers wanted to emulate Tesla’s success, with some promising to exclusively offer EVs in the not-too-distant future.
    Among those targets: Stellantis-owned Alfa Romeo said its vehicle lineup would be all-electric by 2027. Jaguar Land Rover and Volvo said the same but by 2030. GM said it would offer only electric consumer vehicles by 2035, with its brands Buick and Cadillac aiming to exclusively offer EVs five years sooner. Honda Motor set its target to exclusively sell EVs and fuel-cell-powered vehicles in North America by 2040. Other, more specialized brands such as Lotus and Bentley have also announced EV-exclusive targets.

    GM CEO and Chair Mary Barra speaks during an “EV Day” on March 4, 2020, at the company’s tech and design campus in Warren, Michigan, a suburb of Detroit.

    While none of those automakers has officially announced changes to its long-term goals, there’s been a notable shift in tone and messaging around their goals. Companies are monitoring consumer adoption, global emissions regulations and EV charging infrastructure to determine future plans, officials have said.
    Since first adopting an all-electric deadline, of sorts, in January 2021, GM CEO Mary Barra and other executives have more recently said customer demand will steer its efforts. They maintain that the 2035 goal remains its guiding plan. Cadillac now says it will offer a full lineup of EVs, but not necessarily end production of all gas-powered models by 2030.
    “We have the best of both worlds right now,” Cadillac Vice President John Roth said last month during an interview. “We’ll see where it heads here in the future, but we are still committed to offering a full EV portfolio by the end of the decade.”
    Ford, for its part, has never stated plans to exclusively offer EVs globally, but it did set targets to be all-electric in Europe by 2030, for 50% of its sales in North America to be electric by that same year and to achieve an 8% EV profit margin by 2026. It has since backed off many targets and is cranking out hybrids — specifically trucks — along with EVs and plug-in hybrid electric vehicles for the U.S.
    “We’ve always had a freedom-of-choice kind of approach,” Gjaja said. “Some of that was to protect ourselves against going too far in one direction, because the market right now, as we’ve seen, is very uncertain.”

    Ford Motor Co., CEO Jim Farley gives the thumbs up sign before announcing Ford Motor will partner with Chinese-based, Amperex Technology, to build an all-electric vehicle battery plant in Marshall, Michigan, during a press conference in Romulus, Michigan February 13, 2023.
    Rebecca Cook | Reuters

    CEO Oliver Blume during Porsche’s annual media event Tuesday said the German sports carmaker is “in a flexible position” regarding its vehicle manufacturing. He said the company is monitoring EV adoption and regulations but still has a goal of EVs making up 80% of its global sales by 2030.
    “We have to keep tabs on it … although the ramp-up is slower than planned last year, we are always in a position to respond flexibly,” he said, adding the company will “have to see in 2026 and 2027” regarding its plans to significantly reduce spending on gas-powered vehicles.
    The widespread shift in sentiment brings more automakers closer to the ethos of Toyota. Led by Chairman and former CEO Akio Toyoda, the world’s top-selling automaker has argued for years that a diversified lineup was the right strategy to meet all customer needs and reach its goal of being carbon-neutral by 2050.
    The Japanese automaker is now expected to reap the benefits of its strategy, which includes hybrids, plug-in hybrids, EVs and hydrogen fuel cells.
    “Toyota is almost completely absent from the [battery electric vehicle] market yet will gain more U.S. market share than any other car company this year. Let that sink in,” Morgan Stanley analyst Adam Jonas wrote in an investor note last week. “EVs may be ‘the future’ but are struggling in the present. Hybrid sales are growing 5x faster than EVs in the US.”

    What happened?

    After significant interest from early EV adopters — bolstered by low interest rates and Tesla’s rise — interest rates skyrocketed, raw materials costs surged and the vehicles became much more expensive compared with their traditional counterparts.
    It’s also become clear that the automotive industry and the Biden administration, which set its own target for half of new U.S. vehicle sales to be electric by 2030, overestimated the willingness of consumers to adopt a new technology without a reliable and prevalent charging infrastructure.

    U.S. President Joe Biden gestures after driving a Hummer EV during a tour at the General Motors ‘Factory ZERO’ electric vehicle assembly plant in Detroit, Michigan, November 17, 2021.
    Jonathan Ernst | Reuters

    The adoption curve of EVs rapidly went through first adopters and some “EV curious” consumers, but has been a tougher sell with mainstream buyers.
    “The expectations for EV growth in the U.S. market have shifted from ‘rosy to reality’ as sales increase, but customer acceptance of EVs isn’t keeping pace,” Cox Automotive said in its 2024 forecast report.

    The available inventory of EVs in the U.S., measured in days’ supply, has ballooned to 136 days, according to Cox. That compares to the overall U.S. industry at a 78 days’ supply of new vehicles. The data excludes Tesla, Rivian and other automakers that sell directly to consumers rather than through franchised dealers.
    “A few years ago, there were wildly ambitious ideas of how EV sales would go and it seemed like nobody was thinking about bumps in this road,” said Michelle Krebs, an executive analyst at Cox. “Now they’re here, and so reality has set in.”
    The slower adoption of EVs has led to price cuts or discounts on several models such as the Ford Mustang Mach-E, Tesla Model Y and, most recently, the Nissan Ariya.
    Trisha Jung, senior director of Nissan U.S. EV strategy and transformation, said the cuts of up to $6,000 will “improve the model’s competitiveness and ensure we are delivering maximum value to our customers.”

    What’s next?

    Industry strategy with regard to EVs may shift even more drastically in the months ahead, depending on political pressures, including the finalization of U.S. Environmental Protection Agency fuel economy and emissions standards.
    A driving force behind the rollout of EVs by traditional automakers, particularly the so-called Detroit Three, was the need to meet federal vehicle emissions and fuel economy requirements to avoid costly penalties.
    Proposals currently under review by the Biden administration to hike fuel economy standards through 2032 could cost automakers more than $14 billion in fines based on the fuel efficiencies of their current fleets, according to the Alliance for Automotive Innovation, which represents the largest automakers operating in the U.S.

    Cars make their way in traffic on a Los Angeles freeway on January 25, 2024. 
    Frederic J. Brown | AFP | Getty Images

    A separate letter to federal regulators last year by the American Automotive Policy Council estimated such regulations would cost GM $6.5 billion in fines and Jeep parent Stellantis $3 billion. The council, which represents the Detroit automakers, said Ford’s penalties would total about $1 billion.

    Shifting strategy comes with its own costs: Automakers that invested heavily in EV infrastructure and have since changed course could face write-downs or higher capital needs to shore up different production lines. But without consumer sales, they’re left with little option.
    It’s unclear how much hybrids and plug-in hybrids would help automakers to meet the potential regulations, given the standards were crafted with a fast EV adoption in mind. But the automakers’ product mix will need to satisfy federal guidelines to remain a viable path forward.
    Automakers’ fuel economies are based on a fleetwide mix of vehicles sold. The better fuel economy and fewer emissions a vehicle produces, the better it is for the automaker’s overall score.
    “It all depends on what the final regulation looks like,” said Matt Blunt, president of the American Automotive Policy Council.
    Blunt said the trade group hopes the Biden administration listens to the industry’s concerns and “understands that a part of transitioning to electric vehicles is having a reasonable fuel economy regulation in place.”
    Biden is reportedly expected to dial back certain targets amid the slower-than-expected pace of EV adoption, which was a major piece of his plans to combat climate change.
    Looming in the distance, too, is the U.S. presidential election in November. If former President Donald Trump is reelected, he’s expected to scale back or remove the fuel economy mandates, as he did during his first term in office.
    A reversal of those standards come January could pave the way for an even longer era of gas-powered and hybrid models.
    Automakers operating in Europe face stricter governmental EV regulations, which currently aim to ban sales of traditional, fossil-fuel vehicles by 2035. However, changes have already been made to the regulations and conservative groups such as the European People’s Party have called for dropping the ban.  More

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    Petco CEO Ron Coughlin is out, former Best Buy exec to step in as interim chief executive

    Petco’s CEO, Ron Coughlin, is stepping down and former Best Buy executive R. Michael Mohan has been appointed as interim chief executive.
    Coughlin, who became CEO in 2018, has been instrumental in transforming Petco into a health and wellness company, but Wall Street has grown impatient with its trajectory.
    Pet retailers have been contending with a slowdown over the last year as consumers pull back on spending.

    Ron Coughlin, chief executive officer of Petco Animal Supplies Inc., outside the Nasdaq MarketSite during Petco Health & Wellness Co. initial public offering (IPO) in New York, Jan. 14, 2021.
    Michael Nagle | Bloomberg | Getty Images

    Petco announced Wednesday that its CEO, Ron Coughlin, is stepping down, and said board member and Best Buy executive R. Michael Mohan will take over as interim chief executive as the company searches for a permanent replacement. 
    Coughlin will serve as an advisor to the board to “support the leadership transition.” In a statement, Coughlin said he’s proud of the work he’s done over the last five years. 

    “Working with our amazing partners through a period of tremendous change and growth has been the opportunity of a lifetime,” said Coughlin. “I am proud of the differentiated business model we’ve built that delivers the very best for pets, which positions the Company well for the future.”
    Mohan has been on the company’s board since March 2021. He previously served as lead independent director, a role he will shed as he takes over the interim CEO post. He’s also a former chief operating officer and president of Best Buy. 
    “Mike’s highly successful track record across multiple segments of the retail industry, deep knowledge of Petco and strong operational skills make him the ideal executive to ensure a seamless transition as Petco moves forward,” Petco board member Cameron Breitner said in a statement. 
    Petco also reported fiscal fourth-quarter results on Wednesday that were roughly in line with expectations.
    Here’s how the pet retailer did, compared with what Wall Street was anticipating, based on a survey of analysts by LSEG, formerly known as Refinitiv:

    Earnings per share: 2 cents adjusted vs. 2 cents expected
    Revenue: $1.67 billion vs. $1.62 billion expected

    The company reported a net loss of $22.6 million for the three-month period that ended Feb. 3, or a loss of 8 cents per share. A year earlier, it reported net income of $32.7 million, or 12 cents per share. Excluding one-time items, Petco reported earnings per share of 2 cents.  
    Sales rose to $1.67 billion, up about 6% from $1.58 billion a year earlier. 

    Petco Health and Wellness Co. signage outside the Nasdaq MarketSite during the company’s initial public offering (IPO) in New York, U.S., on Thursday, Jan. 14, 2021.
    Michael Nagle | Bloomberg | Getty Images

    The company’s shares rose as much as 9% in premarket trading Wednesday after the CEO change and earnings announcements.
    Coughlin’s decision to step down comes as Petco’s market cap has eroded over the last year, even as the company has reported consistent sales growth and comparable sales gains. As of Tuesday’s close, Petco’s stock is down about 19% year to date, and its market cap is about $784 million, down from around $3 billion as recently as February 2023.
    The pet industry has faced pressure and contended with a demand slowdown after a pandemic-fueled boom fizzled. Record numbers of families adopted pets during the Covid pandemic and then needed supplies to support those animals, leading to massive gains for retailers like Petco and Chewy.
    However, new adoption has since slowed. Over the last year, Chewy and Petco have seen strong sales for stable categories like pet food and medicine, but demand for high-margin items like beds, leashes and toys have been sluggish. 
    Coughlin has played an instrumental role in transforming Petco into a health and wellness company since he took over as chief executive in 2018. Under his direction, the company stopped selling unhealthy pet food, removed products like shock collars from its offering and began building out its services and veterinary business.
    In 2020, the company changed its name to Petco Health and Wellness Co. The following year, Coughlin led it through its IPO. 

    Ron Coughlin, chief executive officer of Petco Animal Supplies Inc., right, outside the Nasdaq MarketSite during Petco Health & Wellness Co. initial public offering (IPO) in New York, U.S., on Thursday, Jan. 14, 2021.
    Michael Nagle | Bloomberg | Getty Images

    Petco has used its sprawling brick-and-mortar footprint to build out veterinary clinics. Petco is now one of the largest pet health providers in the nation, operating 282 full-service hospitals as of the end of last year. 
    Pet health care – and the high margins that come with it – is a crucial component to the overall pet market, and has been driving spending growth in the U.S., according to Bloomberg Intelligence. While Petco’s services business revenue jumped 17% during the quarter, it forms a small portion of the company’s overall revenue. The return on those investments has taken time, and Wall Street has apparently grown impatient with Petco’s trajectory. 
    “I look forward to working with the leadership team and our partners to continue strengthening our business, driving profitability through operational discipline and execution that will improve growth, drive margin and generate cash to create shareholder value,” Mohan said in a statement. “My focus will be on our people, our operations and our customer experience, working together to advance our strategy.”   

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    Eli Lilly taps Amazon Pharmacy to help deliver weight loss drug Zepbound, other medicines to patients 

    Eli Lilly said Amazon Pharmacy will help deliver certain prescription drugs, including the popular weight loss treatment Zepbound, directly to patients’ homes through the drugmaker’s new direct-to-consumer website. 
    Amazon Pharmacy second online pharmacy to partner with Eli Lilly’s site, and will provide two-day drug deliveries to patients with a Prime membership.
    LillyDirect aims to make Zepbound and other drugs easier for patients to access since it eliminates the need to go to the doctor for a prescription and, in some cases, to a pharmacy to fill it.

    Close-up of a hand holding a cellphone displaying the Amazon Pharmacy system, Lafayette, California, September 15, 2021. 
    Smith Collection | Gado | Getty Images

    Eli Lilly on Wednesday said Amazon Pharmacy will help send certain prescription drugs, including the red-hot weight loss treatment Zepbound, to patients’ homes through the drugmaker’s new direct-to-consumer program. 
    Starting Wednesday, Amazon Pharmacy can deliver certain drugs from Eli Lilly that are prescribed for obesity, diabetes or migraine to patients who order them from the drugmaker’s direct sales website, according to an email from Eli Lilly. It is the second online pharmacy to partner with Eli Lilly’s platform, and can provide two-day deliveries to certain patients.

    The website, LillyDirect, connects people with an independent telehealth company that can prescribe certain drugs if they are eligible. The site also offers a home-delivery option if the prescribed treatment is Eli Lilly’s, tapping a third-party online pharmacy to fill prescriptions and send them directly to patients. 
    LillyDirect, which launched in January, aims to make Zepbound and other drugs easier for patients to access. It eliminates the need to go to the doctor for a prescription and, in some cases, to a pharmacy to fill it.
    The site is one of several ways companies are moving to disrupt the complex system for distributing, pricing and prescribing drugs in the U.S., in part as they face more political pressure to cut consumer costs. 
    The new partnership with Amazon comes as the popularity of Zepbound and other weight loss drugs soars because of their ability to help patients lose significant weight over time. But Eli Lilly has struggled to meet demand, and many of those drugs have faced intermittent shortages over the last year.
    Eli Lilly has not said how many patients have used LillyDirect so far. But in an email on Tuesday, the company said it has seen “significant interest in the platform.” LillyDirect plans to expand the medicines it offers and the companies it partners with in the future, Eli Lilly said.

    Amazon Pharmacy offers free two-day deliveries to patients with an Amazon Prime membership, which will also apply if they use LillyDirect.
    “I think it’s a wonderful advantage,” Frank Cunningham, Eli Lilly’s senior vice president of global value and access, said of Amazon’s two-day delivery option during an interview. “The goal is to have a fantastic customer experience where the product gets to them as soon as possible.”
    Cunningham did not disclose how many days it typically takes for the site’s other pharmacy partner – digital health startup Truepill – to deliver medicines to patients. But he told CNBC that Eli Lilly expects Amazon Pharmacy and Truepill to have similar processing and shipping times.
    Amazon Pharmacy Vice President John Love told CNBC that it is examining how it can deliver drugs faster than two days. 
    “We actually don’t think that’s a high enough bar. We’re still getting started,” he said in an interview. “But this is what I think makes us an attractive partner and collaborator for all sorts of folks like Lilly, payers, providers who are looking for a different type of pharmacy.” 

    An injection pen of Zepbound, Eli Lilly’s weight loss drug, is displayed in New York City on Dec. 11, 2023.
    Brendan Mcdermid | Reuters

    Patients aren’t required to use LillyDirect’s telehealth services to access the home delivery option, according to the site.
    Once a patient receives a prescription for a certain Eli Lilly drug, they can ask their health-care professional to select LillyDirect as the pharmacy within their provider’s electronic health records system that will dispense the medication. The prescription will then be routed to LillyDirect, which will deliver the drug to the patient’s door either through Amazon Pharmacy or Truepill. 
    Eli Lilly in an email said the majority of prescription drug deliveries will be split between the two partners. But the company noted that there will be some instances where one online pharmacy will be more appropriate than the other for a delivery based on the patient’s “individual details,” including their insurance network. 
    Along with home delivery, Amazon Pharmacy will offer 24/7 access to clinical pharmacists for patients who have questions about the medications they receive, chief medical officer Dr. Vin Gupta told CNBC. 
    Those pharmacists are especially important for new patients on weight loss injections such as Zepbound. Those drugs are known to have a handful of side effects, including nausea and vomiting.
    “We can walk them through that journey and make them feel like they have support because a provider may not have time and may not be accessible for all of those questions,” Gupta said. “There is clinical excellence and clinical support that is not widely available in the pharmacy ecosystem that we’re providing.”

    John Love, Vice President of Amazon Pharmacy, talks about healthcare delivery by drone during Amazon’s “Delivering the Future” event at the company’s BFI1 Fulfillment Center, Robotics Research and Development Hub in Sumner, Washington on October 18, 2023.
    Jason Redmond | AFP | Getty Images

    This isn’t the first time Amazon has collaborated with Eli Lilly. In August, Amazon worked with Eli Lilly and other companies to add more than 15 coupons for insulin and diabetes medicine to the online pharmacy.
    Amazon shook up the retail drug store space when it acquired online pharmacy PillPack in 2018 and later rolled out Amazon Pharmacy in 2020. That was part of Amazon’s broader multi-year push into health care. The company also bought primary care provider One Medical for roughly $3.9 billion in 2022.
    In February, Amazon confirmed to CNBC that it had eliminated hundreds of jobs in its pharmacy and One Medical divisions as CEO Andy Jassy aggressively cuts costs at the company.
    But Amazon is seeing “tremendous growth” from Amazon Pharmacy, One Medical and its virtual health clinic, Neil Lindsay, who leads Amazon Health Services, wrote in a memo to employees last month. Lindsay did not provide specific metrics.
    Amazon Pharmacy has increased its presence in the broader health-care industry over the last year.
    A major California health insurer, Blue Shield of California, announced it will no longer use health-care giant CVS as its pharmacy benefits manager and instead will partner with several other businesses, including Amazon Pharmacy.
    –CNBC’s Annie Palmer contributed to this report. More

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    GM hires ex-Tesla, Google exec to replace retiring head of manufacturing

    Gerald Johnson, GM executive vice president of global manufacturing and sustainability, will be replaced by Jens Peter “JP” Clausen, a former executive with Tesla, Lego and, most recently Google.
    GM also said Mike Abbott, executive vice president of software and services who started with the automaker in May, will be stepping down due to health reasons.
    The hiring of Clausen is particularly notable, as GM and other automakers attempt to match or surpass Tesla in manufacturing batteries and powertrains for electric vehicles.

    General Motors Executive Vice President Global Manufacturing and Labor Relations Gerald Johnson (middle) watches as engineers and technicians set-up and test the machines that will be used to manufacture Level 1 face masks at a plant in Warren, Michigan.
    Photo by John F. Martin for General Motors

    DETROIT – General Motors’ long-time head of manufacturing is retiring, and the company has hired a former Tesla and Google executive to fill his shoes.
    The Detroit automaker said on Tuesday that Gerald Johnson, executive vice president of Global Manufacturing and Sustainability, will pass the baton to Jens Peter “JP” Clausen, a former executive with Tesla, Lego and, most recently, Google.

    Johnson’s departure isn’t unexpected after a 44-year tenure with the automaker, however GM also announced another more surprising departure on Tuesday: that of Mike Abbott, executive vice president of software and services.
    GM said Abbott, a former Apple executive who started with the automaker in May, will be stepping down due to health reasons.
    In a LinkedIn post, Abbott said since late last year he has been “facing some serious health issues involving my heart that have not improved.” He continued, “as a father and husband, i need to prioritize my recovery and be with my family with the hope that my health will improve over time.”
    Baris Cetinok, current vice president of product in software and services, has been named Abbott’s interim replacement while a search is conducted. Cetinok, also a former Apple executive, started with GM in September.
    The changes are effective April 2, but GM said Johnson will remain with automaker through the rest of the year.

    The hiring of Clausen is particularly notable, as GM and other automakers attempt to match or surpass Tesla in manufacturing batteries and powertrains for electric vehicles.
    Clausen spent nearly 14 years at toymaker Lego, then joined Tesla during a period of extensive growth and tumult at the company, from 2015 to 2019.
    Reporting to CEO Elon Musk and former CTO JB Straubel, Clausen served as vice president of Tesla’s first battery manufacturing plant, known as the Nevada Gigafactory, outside of Reno.
    Clausen led a rapid expansion of that factory and before he left had been tasked with finding ways for Tesla to reduce the amount of scrap and waste it was generating while the EV maker was growing from a niche player to a mass-market autos business.
    When Clausen joined Tesla, the now U.S. EV leader was producing its higher-end sedan, the Model S, and its falcon-wing Model X SUV. By the time he left, the company had begun mass manufacturing and delivering its entry-level Model 3 sedan, which remains its most accessible electric car.
    After his tenure at Tesla, Clausen worked at Zymergen, a synthetic biology company funded by Softbank  and later acquired by a big competitor, Gingko Bioworks. After the merger, Clausen moved on to a role at Google as a vice president of engineering for the company’s Data Center Advanced Technology Innovation group, where he worked on environmentally responsible cooling solutions for data centers, among other sustainable growth initiatives.
    Clausen’s last day with Google will be March 29, a spokesperson for the company said in an e-mail.
    Clausen is not the only ex-Tesla executive to join GM. The company’s board members include former Tesla President of Global Sales and Service Jon McNeill and it recently hired Kurt Kelty, who led Tesla battery development for 11 years, as its vice president of batteries. More

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    Shareholder payouts hit a record $1.7 trillion last year as bank profits surged

    Around 86% of listed companies around the world either increased dividends or maintained them at current levels in 2023, Janus Henderson said.
    Banks delivered record payouts as high interest rates boosted margins, according to a new report from British asset manager Janus Henderson.
    However, the report noted that large dividend cuts from major companies such as BHP, Petrobras, Rio Tinto, Intel and AT&T diluted the global underlying growth rate for the year.

    Traders work on the floor at the New York Stock Exchange (NYSE) in New York City, U.S., March 5, 2024.
    Brendan Mcdermid | Reuters

    LONDON — Global dividend payouts to shareholders hit a record $1.66 trillion in 2023, according to a new report by British asset manager Janus Henderson.
    The Global Dividend Index report, published Wednesday, said payouts rose by 5% year-on-year on an underlying basis, with the fourth quarter showing a 7.2% rise from the previous three months.

    The underlying figure adjusts for the impact of exchange rates, one-off special dividends and technical factors related to dividend calendars, along with changes to the index.
    The banking sector contributed almost half of the world’s total dividend growth, delivering record payouts as high interest rates boosted lenders’ margins, the report found.
    Last year, major banks including JPMorgan Chase, Wells Fargo and Morgan Stanley announced plans to raise their quarterly dividends after clearing the Federal Reserve’s annual stress test, which dictates how much capital banks can return to shareholders.
    “In addition, lingering post-pandemic catch-up effects meant payouts were fully restored, most notably at HSBC,” Janus Henderson’s report added.
    “Emerging market banks made a particularly strong contribution to the increase, though those in China did not participate in the banking-sector’s dividend boom.”

    However, the positive impact from banking dividends was “almost entirely offset by cuts from the mining sector,” according to Janus Henderson.
    The report noted that large dividend cuts by some major companies such as BHP, Petrobras, Rio Tinto, Intel and AT&T diluted the global underlying growth rate for the year by two percentage points, masking significant broad-based growth in many parts of the world.

    ‘Key engine of growth’

    Around 86% of listed companies around the world either increased dividends or maintained them at current levels in 2023, Janus Henderson said.
    A total of 22 countries, including the U.S., France, Germany, Italy, Canada, Mexico and Indonesia, saw record payouts last year.
    Europe was described as a “key engine of growth,” with payouts rising 10.4% year-on-year on an underlying basis.
    For 2024, Janus Henderson expects total dividends to hit $1.72 trillion, equivalent to underlying growth of 5%.
    — CNBC’s Hugh Son contributed to this report. More

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    Boeing Max crisis forces airlines to cut flights, pause hiring, CEOs say

    Boeing’s delivery delays are forcing carriers to change their growth plans, CEOs said.
    Boeing is struggling to stabilize its supply chain after a host of quality control problems.
    Southwest, Alaska and United say they are impacted by the late-arriving aircraft.

    An aerial photo shows Boeing 737 Max airplanes parked on the tarmac at the Boeing Factory in Renton, Washington, on March 21, 2019.
    Lindsey Wasson | Reuters

    Boeing’s latest Max crisis is forcing some of its biggest customers to rethink their growth plans this year — and possibly beyond, several airline CEOs said Tuesday.
    Their comments highlight how Boeing’s top buyers have felt the effects of its problems: snowballing quality control issues, a slow increase of output and certification of new aircraft that is running years behind schedule.

    Southwest Airlines, which only flies Boeing 737s, trimmed its 2024 capacity forecast and said it was reevaluating its 2024 financial guidance, citing fewer Boeing deliveries than it previously expected this year: 46 Boeing 737 Max planes, down from 79.
    “Boeing needs to become a better company and the deliveries will follow that,” Southwest Airlines CEO Bob Jordan said at a JPMorgan industry conference Tuesday.
    Alaska Airlines said Tuesday that its 2024 capacity estimates are “in flux due to uncertainty around the timing of aircraft deliveries as a result of increased Federal Aviation Administration and Department of Justice scrutiny on Boeing and its operations.”

    Read more CNBC airline news

    United Airlines CEO Scott Kirby said at the JPMorgan conference on Tuesday that the carrier has asked Boeing to stop building it Max 10 planes, an aircraft that hasn’t yet been certified by the FAA, and produce more Max 9s, which are flying already.
    “It’s impossible to say when the Max 10 is going to get certified,” Kirby said. In January, Kirby said the airline would build a fleet plan without the Max 10 because of the delays.

    On Friday, United told staff that it would have to pause pilot hiring this spring because new Boeing planes are arriving late, CNBC reported.
    The frustration from airline bosses has been building in recent months since Boeing’s latest crisis stemmed from a door panel that blew out midair from a Max 9 plane during an Alaska Airlines flight in January. The accident ramped up scrutiny on Boeing, and a preliminary National Transportation Safety Board investigation said bolts on the door panel didn’t appear to be attached when the planes left the company’s factory in Washington state.
    “We are squarely focused on implementing changes to strengthen quality across our production system and taking the necessary time to deliver high quality airplanes that meet all regulatory requirements,” Boeing said in an emailed statement. “We continue to stay in close contact with our valued customers about these issues and our actions to address them.”
    The FAA has halted Boeing’s planned output increases and said a recent audit “identified non-compliance issues in Boeing’s manufacturing process control, parts handling and storage, and product control.”
    Boeing’s CEO Dave Calhoun and other leaders have vowed to stamp out quality control problems, and have been holding a number of work pauses to discuss issues with workers.
    On Tuesday, Stan Deal, Boeing’s commercial airplanes’ unit CEO, told staff that the company would work with employees who have been found to have non-compliant issues during the audit to make sure they “fully understand the work instructions and procedures” and implement weekly compliance checks, and plan for more audits this month.
    In a note to staff, Deal said employees must “precisely follow every step of our manufacturing procedures and processes” and “always be on the lookout for a potential safety hazard,” telling employees “you are fully empowered to report it through your manager or the Speak Up portal, so we address it right away rather than travel the risk to the next person or position.” More

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    Ulta CEO says e-commerce sites can do more to stop the sale of stolen goods

    In the first in-depth interview given by a retail CEO about organized theft, Ulta Beauty CEO Dave Kimbell said e-commerce sites are contributing to organized retail crime.
    In response to a CNBC investigation about a network of professional thieves that police say stole goods from Ulta stores across the country and sold them on Amazon, Kimbell said more can be done to deter the sale of stolen goods.
    “We shouldn’t have an environment where it’s possible to steal from one retailer and [have it] end up on any other platform, any other large-scale, mainstream platform,” Kimbell said, without mentioning Amazon.

    Read CNBC’s full investigation into the alleged organized theft groups that police say are stealing and reselling items from retailers including Ulta Beauty, T.J. Maxx and Walgreens.
    Faced with sophisticated organized retail crime rings that investigators say have targeted his company, Ulta Beauty CEO Dave Kimbell is laying some blame on e-commerce sites.

    In the first in-depth interview given by a retail CEO about organized theft, Kimbell responded to a monthslong CNBC investigation that showed how police broke up what they say is a professional network of thieves who used Amazon to resell millions in cosmetics stolen from Ulta stores and other retailers across the U.S.
    While Kimbell wouldn’t comment directly about Amazon, he said online marketplaces are “part of the problem.”
    “[Online marketplaces] give more scale and more opportunity for people to liquidate this product,” Kimbell told CNBC in an on-camera interview. “You used to have to sell stolen goods at flea markets or out of the trunk of your car, or maybe just locally. Now, you have more sophisticated tools to have a broader reach across the country or even internationally.”
    As part of an investigation into retail crime rings and the actions companies and law enforcement are taking to crack down on the problem, CNBC followed a case that involved Michelle Mack, a San Diego woman whom prosecutors accuse of using her Amazon digital storefront to resell goods stolen from stores.
    The 53-year-old mother of three and her husband, Kenneth Mack, were charged with conspiracy to commit organized retail theft, grand theft and receipt of stolen property in connection with the alleged crime ring. During a raid at her California mansion in December, California Highway Patrol and Homeland Security agents say they found $387,000 in suspected stolen goods, most of which had come from Ulta. Investigators say her crime ring brought in millions of dollars over more than a decade. Both Michelle Mack and Kenneth Mack have pleaded not guilty. 

    For Kimbell, the scale of such an operation wasn’t surprising.
    “Unfortunately, I’m not that shocked because we’ve seen it in other parts of the country,” said Kimbell. “The magnitude of this one is significant. But this is what’s happening, and this is the environment in which we’re operating.”

    Ulta Beauty CEO Dave Kimbell said online marketplaces need to do more to prevent the sale of stolen goods.

    Kimbell said he doesn’t think the onus is on consumers to evaluate whether a product they are buying from an online marketplace is stolen. Many shoppers may not even consider that the products could be stolen from one retailer and sold by another, he said, adding it’s a largely online phenomenon.
    “That doesn’t happen in brick-and-mortar [stores]. You wouldn’t come into a retailer and see somebody [at] a table in front [selling] stolen goods,” Kimbell said. “We shouldn’t have an environment where it’s possible to steal from one retailer and [have it] end up on any other platform, any other large-scale, mainstream platform.”
    Anyone who sells products online “should be committed to ensuring that nothing that they sell is stolen goods,” Kimbell said.
    “I can tell you with 100% certainty, nothing that we sell at Ulta.com or any online platform is product that’s been stolen from another retailer,” he said. “There are tools, there’s data, there’s analytics, there’s capabilities that we collectively have that we could try to take even more action.”
    Amazon declined CNBC’s request for an interview but said in a statement the e-commerce giant has “zero tolerance for the sale of stolen goods.” An Amazon spokesperson said the company invests $1 billion annually and employs “thousands of people” to combat fraud, including detection and prevention tools.
    The spokesperson said Amazon works with law enforcement and other retailers to “stop bad actors and hold them accountable.”
    In the Mack case, Amazon said it did not receive signals that would have indicated the seller was offloading stolen goods. Mack’s page was taken down after her arrest.

    How bad is organized retail crime?

    It’s unclear exactly how big of a problem organized retail crime is. The National Retail Federation and the Retail Industry Leaders Association say not every instance is reported, tracked or tallied.
    According to the most recent NRF survey on shrink — the industry term for lost inventory from damage, theft or other sources — the total value of goods stolen in external theft instances totaled $40.5 billion in 2022, representing 36.15% of total shrink, compared with 37% in 2021.
    Ulta Beauty is one of a number of retailers that have started to discuss retail crime as a problem but haven’t quantified how it is affecting their businesses. Ulta Beauty Chief Financial Officer Scott Settersten and Chief Operating Officer Kecia Steelman have discussed theft or organized retail crime specifically on earnings calls or at investor conferences. 
    Ulta Beauty said it aims to have all of its fragrances locked up in stores in the first few months of this year. Fragrance has been one of the hardest-hit categories for the retailer because of its high value and the relative ease of reselling it, Kimbell said.
    The CEO didn’t quantify the rise of organized retail crime his company has seen, but he said “it has definitely gotten worse.”
    “Retail crime has been part of the retail industry forever … but what we’ve seen over the last few years, really the last couple of years, is a significant elevation,” he said.
    Retail executives are increasingly worried about a rise in violence associated with theft, according to the NRF survey, with 81% reporting an increase in violence and 28% reporting that their company has closed a specific location because of crime. Ulta said it has not yet closed a store because of crime.
    Kimbell said he is particularly concerned about how the rise in crime affects Ulta’s 50,000 employees across 1,400 stores around the country.
    “These situations … they’re not fun … they’re threatening; they’re intimidating,” Kimbell said. “They can be traumatic.”
    – Additional reporting by Ali McCadden. More