The British public deserve to have access to the best possible technology,” Johnson said when asked about Huawei in a BBC TV interview on Tuesday. “We want to put in gigabit broadband for everybody. If people oppose one brand or another, then they have to tell us what’s the alternative.”

The U.K. for months has been debating how much, if any, access to grant Huawei to its broadband market in the future amid the suggestion the U.S. may be more wary of sharing intelligence if it uses Chinese equipment. Senior U.S. officials visited London on Monday with a last-ditch plea that the U.K. should bar Huawei from providing the kit, warning again that intelligence-sharing could be at risk.

Supporters argue that the company’s equipment can be used in non-core areas in a way that keeps the networks secure. But the U.S. warns that the effects of the leap to 5G technology are so poorly understood that the safest and best solution is to keep the Chinese company out altogether. Huawei denies it poses a spying risk.

“We are confident that the U.K. government will make a decision based upon evidence, as opposed to unsubstantiated allegations,” Huawei Vice President Victor Zhang said in an emailed statement on Tuesday. “Two U.K. parliamentary committees concluded there is no technical reason to ban us from supplying 5G equipment.”

The U.S. delegation, led by Deputy National Security Adviser Matthew Pottinger and including officials from the State Department, argued that there was no way the U.K. could mitigate the security risks from such a network, according to a person familiar with the meeting. Johnson showed he’s alive to the U.S. concerns.

Prejudicing Security

“Let’s be clear, I don’t want as U.K. prime minister, to put in any infrastructure that is going to prejudice our national security or our ability to cooperate with ‘Five Eyes’ intelligence partners,” he said, a reference to the U.S., Canada, Australia and New Zealand.

As some Huawei gear has already been installed, companies warn that a full ban would delay the roll-out of 5G and cost hundreds of millions of pounds. It would also potentially put into doubt Johnson’s pledge to deliver 5G to most of the country by 2027.

U.K. newspapers reported Monday that Pottinger’s team had handed Johnson’s government a “dossier” of evidence against Huawei.

But it may not impress. Speaking in September on condition of anonymity, British intelligence officers said there was nothing the U.S. knew about the company that Britain did not. Andrew Parker, the head of the domestic Security Service MI5, told the Financial Times this month that he had “no reason” to believe intelligence-sharing with the U.S. would be harmed by a decision to allow Huawei in.

Johnson’s spokesman on Monday told reporters that a decision would come “in due course.” The U.S. believes that with the general election out of the way, it is imminent.

The road to a U.K. decision has been long and controversial. Some officials have pushed for tough restrictions as a result of concerns over foreign involvement in critical national infrastructure, while others said this would saddle the telecommunications industry with extra costs and delay technological upgrades.

So-called 5G, which stands for fifth-generation wireless technology, promises speeds as much as 100-times faster than current 4G networks, potentially unlocking new technologies, including automated factories.

Huawei has become a lightning rod for tensions between the U.S. and Europe over trade and security policy as Washington threatens reprisals against any governments that allow Chinese equipment to form part of the crucial ultra-fast networks.

Of the so-called Five-Eyes intelligence-sharing nations, New Zealand, Australia and the U.S. have effectively banned the company, while Canada and U.K. have not so-far followed suit.

“This is a crucial time for Boeing,” he wrote. “We have work to do to uphold our values and to build on our strengths. I see greatness in this company, but I also see opportunities to do better. Much better.”

Calhoun’s top priority will be convincing federal regulators that the 737 Max is safe to fly. The plane has been grounded worldwide since March. Boeing also is counting on Calhoun to rebuild relationships with customers, regulators and the public.

That will be a formidable challenge in the wake of more than 100 pages of internal communication released late last week that painted a picture of a company disdainful of regulators, its customers and even of its own workforce.

In one exchange, an employee wrote that the 737 Max was a plane “designed by clowns supervised by monkeys.”

The communications also showed Boeing aggressively pushing back against simulator training for 737 Max pilots. The fact that pilots could be trained on iPads rather than in costly simulators was a major selling point for the newest version of the Max jet.

Last week, however, the company abruptly reversed itself, saying that all pilots should take part in simulator training.

The company apologized for the communications.

Calhoun’s tenure has already drawn fire from lawmakers, who criticized the company’s board of directors for offering the former GE executive a $7 million bonus for reaching a number of milestones, including returning the 737 Max to service.

In a letter sent Monday to Democratic Sens. Edward Markey of Massachusetts, Richard Blumenthal of Connecticut and Tammy Baldwin of Wisconsin urged Boeing’s board of directors to cancel the bonus.

“This payment represents a clear financial incentive for Mr. Calhoun to pressure regulators into ungrounding the 737 Max, as well as rush the investigations and reforms needed to guarantee public safety,” the senators wrote. “We believe that this bonus would be unconscionable in the face of two tragic plane crashes and proof that Boeing has not learned its lesson.”

The company said Friday that Calhoun will receive a compensation package valued at $28 million, which includes the $7 million bonus. Boeing’s previous CEO, Dennis Muilenburg, was fired in December. The company said Muilenburg forfeited a $14.6 million severance package, but will receive $62 million in stock and pension benefits.

The newest version of the company’s best-selling jet has been grounded for 10 months after two of the planes crashed within months of each other. The company had hoped to win the approval of the Federal Aviation Administration to return the plane to service in December. Some reports have indicated that the plane could be recertified in February, but the FAA has indicated that there is no set timeline for ungrounding the jet.

U.S. airlines have repeatedly adjusted flight schedules to accommodate the grounding.

On Tuesday, American Airlines, which had previously said it expected to resume 737 Max flights in April, said it was now removing the plane from its schedule until early June. That matches a timeline announced by United last month.

“American Airlines remains in continuous contact with the Federal Aviation Administration, Department of Transportation and Boeing,” the airline said. “Based on the latest guidance, the airline anticipates that the resumption of scheduled commercial service on American’s fleet of Boeing 737 Max aircraft will occur June 4, 2020. Once the aircraft is certified, American will run flights for American team members and invited guests.”

Southwest Airlines, which has 34 Max jets in its fleet, the most of any U.S. carrier, has not said whether it will change its previously announced plan to resume Max service in April.

“Many of our stakeholders are rightly disappointed in us, and it’s our job to repair these vital relationships,” Calhoun wrote. “We’ll do so through a recommitment to transparency and by meeting and exceeding their expectations. We will listen, seek feedback, and respond – appropriately, urgently and respectfully.”

After three months in the position, Scharf made his debut before Wall Street analysts Tuesday to report another disappointing quarter for the bank. During the fourth quarter, its profit fell 50% to $2.9 billion compared with the same period a year ago. For all of 2019, profits fell to $20 billion compared with $22 billion in 2018. Revenue fell 5% during the quarter and 1.5% for the year.

“Our results are not as strong as we aspire to,” Scharf said told analysts during a more than hour-long call.

Scharf said he had spent “almost all of [his] time,” so far, addressing the regulatory headaches that have dogged Wells Fargo since it admitted opening millions of accounts that customers didn’t want. The bank had made “terrible mistakes,” he said, adding, “I don’t have all the answers yet.”

The company took a $1.5 billion charge during the quarter for legal costs associated with the scandals, helping drag down financial results, which were also hurt by low interest rates.

The company’s stock fell 4% as Scharf spoke to about $50 a share.

Once the country’s largest and most profitable bank, Wells Fargo is now falling behind some of its competitors. JPMorgan Chase on Tuesday reported that its net income jumped 21% to $8.5 billion for fourth quarter and 12% to $36 billion for the year — a record. Citigroup’s revenue and profits jumped 7% and 15% respectively during its most recent quarter.

Meanwhile, Wells Fargo is still struggling to overcome the backlash from a series of consumer abuses – from opening millions of fraudulent accounts on behalf of its customers without their consent to mistakenly foreclosing on hundreds of clients and repossessing the cars of thousands of others.

The bank has already paid billions in fines and settlements, and overhauled its board and management but still failed to win over its critics. Most recently, Rep. Katie Porter, D-Calif., a vocal industry critic, has accused Wells Fargo of attempting to pass on the costs associated with its scandals to third parties. And Rep. Maxine Waters, D-Calif., chair of the House Financial Services Committee, told Politico recently she would pay “special attention” to the bank this year and may have its board of directors come testify before Congress.

“Wells Fargo continues to claim that the bank is working to restore consumer confidence and do better, after years of major scandals. But I haven’t seen any evidence of a shift in the bank’s predatory tactics,” Porter said in a Twitter post last week.

Scharf came to the job with deep financial industry connections, including serving as chief executive of Bank of New York Mellon and Visa, but some analysts have questioned how long it would take him to master the complexities of a bank with nearly $2 trillion in assets, more than 200,000 employees and operations across the country, while facing growing competition from Silicon Valley and criticism from Capitol Hill.

“Wells Fargo has been in Washington’s policy crosshairs for longer than just about any other financial firm,” Jaret Seiberg, an analyst with Cowen’s Washington Research Group, said in a research note. “As soon as it appears to move beyond one controversy, another one seems to erupt.”

During the call Tuesday, Scharf acknowledged that turning around the bank would be a lengthy process. “I’m not sure that any of these public issues will be closed this year,” he said.

Analysts have said of Scharf’s biggest challenges will be convincing the Federal Reserve to lift a cap it put on the company’s growth in 2018. But Scharf said the company’s challenges are much bigger.

“Our regulators are clear, direct, tough, but fair,” he said. But “we have 12 public enforcement actions that require significant resource commitment.”

Scharf has already made some changes. He named former Obama administration chief of staff Bill Daley as vice chairman of public affairs. Scott Powell, the former chief executive of Santander Holdings USA, was named chief operating officer with a focus on addressing the bank’s regulatory issues.

The bank is also reviewing all of its business lines and looking to lower costs, Scharf said.

“While there is much to do and I know the path to success will be bumpy, I’m optimistic about our future,” he said.

Since its release two months ago, the Disney+ mobile app has been downloaded 41 million times across the App Store and Google Play, generating almost $100 million in user spending, according to a study by SensorTower Inc. That’s four times as much as the HBO Now app earned in its first two months.

Disney investors cheered the SensorTower report on Tuesday, sending the shares up 2% to $146.72 in New York. Still, the data isn’t comprehensive. It excludes many of the devices that viewers use to watch Disney+ — such as Roku, gaming consoles or Amazon Fire TV — meaning it only captures a fraction of the revenue Disney is generating from streaming.

Priced at $7 a month, Disney+ is a bet that the company can attract as many as 90 million subscribers worldwide in five years. It’s relying heavily on original programming aimed at an existing fan base, such as “The Mandalorian, the first live-action “Star Wars” series. It also includes a library of past Disney hits.

Disney+ benefited from launching in several countries, unlike the initial launch of HBO Now. But even just measuring U.S., the app racked up 34.3 million downloads and $81.5 million. About 85% of downloads have been in the country, with the remainder spread across Canada, Australia, New Zealand and the Netherlands.

Netflix Inc. remains the dominant paid streaming platform, with 150 million subscribers globally. And it’s hard to compare Disney+’s success with the early days of Netflix and other longstanding service such as Hulu because they were trailblazing a new industry.

“Netflix and Hulu had to feel out the market in their early days, adjusting their strategies over time,” Sensor Tower said in a blog post. Disney+ “has been able to employ its predecessors’ learnings for success early on.”

“Climate change has become a defining factor in companies’ long-term prospects,” BlackRock chairman and chief executive Larry Fink said in his annual letter to CEOs. “But awareness is rapidly changing, and I believe we are on the edge of a fundamental reshaping of finance.” In a separate letter to investors, BlackRock announced it would exit investments with high environmental risks, including thermal coal, and launch new investment products that screen for fossil fuels.

The nation’s largest financial institutions are under increasing pressure from investors, activists and some political leaders for their tepid response to climate change, even as the Trump administration has systematically rolled back environmental regulations to promote economic growth.

BlackRock oversees an industry-leading $7 trillion in assets, and its pivot is sure to be closely watched by its competitors – Vanguard, T. Rowe Price and JPMorgan Chase among them – and the rest of corporate America. In interviews, Fink said the science behind climate change is pushing clients to reassess their long- and short-term investments.

“Will cities, for example, be able to afford their infrastructure needs as climate risk reshapes the market for municipal bonds?” Fink wrote in his CEO letter. “What will happen to the 30-year mortgage – a key building block of finance – if lenders can’t estimate the impact of climate risk over such a long timeline?”

He said the risks posed by climate change are the most significant he’s seen in four decades of finance. Fink, a Democrat, said he wasn’t acting as an environmentalist, but as a capitalist with a responsibility to clients and investors.

“We don’t have a Federal Reserve to stabilize the world like in the five or six financial crises that occurred during my 40 years in finance,” Fink told CNBC. “This is bigger, it requires more planning, it requires more public and private connections together to solve these problems.”

Earlier this month, BlackRock joined Climate Action 100+, an investor initiative to ensure the world’s largest corporate emitters of greenhouse gases act to lessen their carbon footprints. BlackRock joined more than 370 global investors, a group that collectively manages more than $41 trillion in assets.

Ceres, a sustainability nonprofit has ranked BlackRock 43rd among 48 asset managers based on its history of backing few climate-related proposals from shareholders. But the group appeared encouraged by Fink’s letter.

“BlackRock is now throwing their weight behind what already exists – a global movement to really addressing sustainability in portfolios,” said Kirsten Snow Spalding, senior department director of Ceres’ investor network. “They’re not the first to the party, but just adding their weight is critical.”

Fink said he has increasingly heard from clients worldwide who want to factor climate change into their investment portfolios. And he said that he expects a marked generational change as young people increasingly focus on sustainable investing.

Fink said financial investing with have to play a role in “a huge energy transition” over the coming decades. That includes weighing whether fossil fuels, for example, are a good investment both today and 10 years down the line.

“We need to have an organized plan,” Fink told CNBC. “We are not running away from hydrocarbons. We believe they play a role. We believe natural gas plays a very large role in the energy transition. We believe this is a process.”

Under the Entertainmerce, RS will continue to create synergy of all its strengths to drive the growth of its commerce business.

To be a data-driven company, data from entertainment customers, from its TV and radio audience to more than 100 million followers in its social media accounts will be linked to RS’s commerce business, creating immense big data.

The company identifies that this is a factor that can generate growth and future opportunities in offering new products and services to customers as well as other business areas.

The company has invested in modern technologies and experienced teams to drive business growth.

On strategic partnership, RS will join forces with partners to generate growth and sustainability.

In addition to growing sustainably in all businesses, merger and acquisition is another important strategy to expand the company’s ecosystem rapidly in order to generate business value, competitiveness and long-term sustainability.

This brings the number of companies picking up the documents to five.

TrueMove H Universal Communication, the mobile-phone unit of True Corp, was the first company to pick up the documents, on January 3, a day after the NBTC made the documents available.

Dtac TriNet Co Ltd, a subsidiary of Total Access Communication (DTAC), picked up the bid documents on Wednesday, followed by state firms TOT and CAT Telecom.

The documents will be available until February 3 and bids must be submitted on February 4.

The NBTC will auction the 700 megahertz, 1800MHz, 2600MHz and 26 gigahertz spectrum licences.