Chief executive officer
The chief executive officer or just chief executive, is the most senior corporate, executive, or administrative officer in charge of managing an organization – an independent legal entity such as a company or nonprofit institution. CEOs lead a range of organizations, including public and private corporations, non-profit organizations and some government organizations; the CEO of a corporation or company reports to the board of directors and is charged with maximizing the value of the entity, which may include maximizing the share price, market share, revenues or another element. In the non-profit and government sector, CEOs aim at achieving outcomes related to the organization's mission, such as reducing poverty, increasing literacy, etc. In the early 21st century, top executives had technical degrees in science, engineering or law; the responsibility of an organization's CEO are set by the organization's board of directors or other authority, depending on the organization's legal structure.
They can be far-reaching or quite limited and are enshrined in a formal delegation of authority. Responsibilities include being a decision maker on strategy and other key policy issues, leader and executor; the communicator role can involve speaking to the press and the rest of the outside world, as well as to the organization's management and employees. As a leader of the company, the CEO or MD advises the board of directors, motivates employees, drives change within the organization; as a manager, the CEO/MD presides over the organization's day-to-day operations. The term refers to the person who makes all the key decisions regarding the company, which includes all sectors and fields of the business, including operations, business development, human resources, etc; the CEO of a company is not the owner of the company. In some countries, there is a dual board system with two separate boards, one executive board for the day-to-day business and one supervisory board for control purposes. In these countries, the CEO presides over the executive board and the chairman presides over the supervisory board, these two roles will always be held by different people.
This ensures a distinction between management by the executive board and governance by the supervisory board. This allows for clear lines of authority; the aim is to prevent a conflict of interest and too much power being concentrated in the hands of one person. In the United States, the board of directors is equivalent to the supervisory board, while the executive board may be known as the executive committee. In the United States, in business, the executive officers are the top officers of a corporation, the chief executive officer being the best-known type; the definition varies. In the case of a sole proprietorship, an executive officer is the sole proprietor. In the case of a partnership, an executive officer is a managing partner, senior partner, or administrative partner. In the case of a limited liability company, executive officer is any manager, or officer. A CEO has several subordinate executives, each of whom has specific functional responsibilities referred to as senior executives, executive officers or corporate officers.
Subordinate executives are given different titles in different organizations, but one common category of subordinate executive, if the CEO is the president, is the vice-president. An organization may have more than one vice-president, each tasked with a different area of responsibility; some organizations have subordinate executive officers who have the word chief in their job title, such as chief operating officer, chief financial officer and chief technology officer. The public relations-focused position of chief reputation officer is sometimes included as one such subordinate executive officer, but, as suggested by Anthony Johndrow, CEO of Reputation Economy Advisors, it can be seen as "simply another way to add emphasis to the role of a modern-day CEO – where they are both the external face of, the driving force behind, an organisation culture". In the US, the term chief executive officer is used in business, whereas the term executive director is used in the not-for-profit sector; these terms are mutually exclusive and refer to distinct legal duties and responsibilities.
Implicit in the use of these titles, is that the public not be misled and the general standard regarding their use be applied. In the UK, chief executive and chief executive officer are used in both business and the charitable sector; as of 2013, the use of the term director for senior charity staff is deprecated to avoid confusion with the legal duties and responsibilities associated with being a charity director or trustee, which are non-executive roles. In the United Kingdom, the term director is used instead of chief officer". Business publicists since the days of Edward Bernays and his client John D. Rockefeller and more the corporate publicists for Henry Ford, promoted the concept of the "celebrity CEO". Business journalists have adopted this approach, which assumes that the corporate achievements in the arena of manufacturing, wer
Airline hubs or hub airports are used by one or more airlines to concentrate passenger traffic and flight operations at a given airport. They serve, it is part of the hub-and-spoke system. An airline operates flights from several non-hub cities to the hub airport, passengers traveling between spoke cities need to connect through the hub; this paradigm creates economies of scale that allow an airline to serve city-pairs that could otherwise not be economically served on a non-stop basis. This system contrasts with the point-to-point model, in which there are no hubs and nonstop flights are instead offered between spoke cities. Hub airports serve origin and destination traffic. In the airline industry, a focus city is a destination from which an airline operates limited point-to-point routes. Ergo, a focus city caters to the local market rather than to connecting passengers. However, with the term's expanded usage, a focus city may function as a small-scale or total hub. Allegiant Air, JetBlue and Southwest Airlines are examples of US-based airlines that consider some of their focus cities run like a hub.
The hub-and-spoke system allows an airline to serve fewer routes, so fewer aircraft are needed. The system increases passenger loads. However, the system is costly. Additional employees and facilities are needed to cater to connecting passengers. To serve spoke cities of varying populations and demand, an airline requires several aircraft types, specific training and equipment are necessary for each type. In addition, airlines may experience capacity constraints. For the passenger, the hub-and-spoke system offers one-stop air service to a wide array of destinations. However, it requires having to make connections en route to their final destination, which increases travel time. Additionally, airlines can come to monopolise their hubs, allowing them to increase fares as passengers have no alternative. Airlines may operate banks of flights at their hubs, in which several flights arrive and depart within short periods of time; the banks may be known as "peaks" of activity at the hubs and the non-banks as "valleys".
Banking allows for short connection times for passengers. However, an airline must assemble a large number of resources to cater to the influx of flights during a bank, having several aircraft on the ground at the same time can lead to congestion and delays. In addition, banking could result in inefficient aircraft utilisation, with aircraft waiting at spoke cities for the next bank. Instead, some airlines have debanked their hubs, introducing a "rolling hub" in which flight arrivals and departures are spread throughout the day; this phenomenon is known as "depeaking". While costs may decrease, connection times are longer at a rolling hub. American Airlines was the first to depeak its hubs, trying to improve profitability following the September 11 attacks, it rebanked its hubs in 2015, feeling the gain in connecting passengers would outweigh the rise in costs. The hub-and-spoke system is used by some cargo airlines. FedEx Express established its main hub in Memphis in 1973, prior to the deregulation of the air cargo industry in the United States.
The system has created an efficient delivery system for the airline. Other airlines that use this system include UPS Airlines, TNT Airways, Cargolux and DHL Aviation, which operate their primary hubs at Louisville, Liège, Luxembourg and Leipzig respectively. Although the term focus city is used to refer to an airport from which an airline operates limited point-to-point routes, its usage has loosely expanded to refer to a small-scale hub as well. For example, JetBlue's New York–JFK focus city runs like a hub, although in reality it is still deemed as a focus city. A fortress hub exists when an airline controls a significant majority of the market at one of its hubs. Competition is difficult at fortress hubs. Examples include Delta hubs at Atlanta, Salt Lake City and Minneapolis–Saint Paul. Flag carriers have enjoyed similar dominance at the main international airport of their countries and some still do. Examples include Lufthansa at Frankfurt Airport, Air Canada at Toronto Pearson Airport, Alitalia at Rome Fiumicino Airport, KLM at Amsterdam Airport Schiphol, Garuda Indonesia at Soekarno-Hatta International Airport, British Airways at London Heathrow, Air China at Beijing Capital Airport, Iberia at Madrid-Barajas Airport and Air France at Paris Orly and Charles de Gaulle Airports.
A primary hub is the main hub for an airline. However, as an airline expands operations at its primary hub to the point that it experiences capacity limitations, it may elect to open secondary hubs. Examples of such hubs are Turkish Airlines' Istanbul–Sabiha Gökçen hub, British Airways' hub at London-Gatwick, Air India's hub at Mumbai and Lufthansa's hub at Munich. By operating multiple hubs, airlines can expand their geographic reach, they can better serve spoke–spoke markets, providing more itineraries with connections at different hubs. A given hub's capacity may become exhausted or capacity shortages may occur during peak periods of the day, at which point airlines may be compelled to shift traffic to a reliever hub. A reliever hub has the potential to serve several functions for an airline: it can bypass the congested hub, it can absorb
An airline is a company that provides air transport services for traveling passengers and freight. Airlines utilize aircraft to supply these services and may form partnerships or alliances with other airlines for codeshare agreements. Airline companies are recognized with an air operating certificate or license issued by a governmental aviation body. Airlines vary in size, from small domestic airlines to full-service international airlines with double decker airplanes. Airline services can be categorized as being intercontinental, regional, or international, may be operated as scheduled services or charters; the largest airline is American Airlines Group. DELAG, Deutsche Luftschiffahrts-Aktiengesellschaft I was the world's first airline, it was founded on November 16, 1909, with government assistance, operated airships manufactured by The Zeppelin Corporation. Its headquarters were in Frankfurt; the first fixed wing scheduled airline was started on January 1, 1914, from St. Petersburg, Florida, to Tampa, Florida.
The four oldest non-dirigible airlines that still exist are Netherlands' KLM, Colombia's Avianca, Australia's Qantas, the Czech Republic's Czech Airlines. The earliest fixed wing airline in Europe was Aircraft Transport and Travel, formed by George Holt Thomas in 1916. Using a fleet of former military Airco DH.4A biplanes, modified to carry two passengers in the fuselage, it operated relief flights between Folkestone and Ghent. On 15 July 1919, the company flew a proving flight across the English Channel, despite a lack of support from the British government. Flown by Lt. H Shaw in an Airco DH.9 between RAF Hendon and Paris – Le Bourget Airport, the flight took 2 hours and 30 minutes at £21 per passenger. On 25 August 1919, the company used DH.16s to pioneer a regular service from Hounslow Heath Aerodrome to Le Bourget, the first regular international service in the world. The airline soon gained a reputation for reliability, despite problems with bad weather, began to attract European competition.
In November 1919, it won the first British civil airmail contract. Six Royal Air Force Airco DH.9A aircraft were lent to the company, to operate the airmail service between Hawkinge and Cologne. In 1920, they were returned to the Royal Air Force. Other British competitors were quick to follow – Handley Page Transport was established in 1919 and used the company's converted wartime Type O/400 bombers with a capacity for 12 passengers, to run a London-Paris passenger service; the first French airline was Société des lignes Latécoère known as Aéropostale, which started its first service in late 1918 to Spain. The Société Générale des Transports Aériens was created in late 1919, by the Farman brothers and the Farman F.60 Goliath plane flew scheduled services from Toussus-le-Noble to Kenley, near Croydon, England. Another early French airline was the Compagnie des Messageries Aériennes, established in 1919 by Louis-Charles Breguet, offering a mail and freight service between Le Bourget Airport and Lesquin Airport, Lille.
The first German airline to use heavier than air aircraft was Deutsche Luft-Reederei established in 1917 which started operating in February 1919. In its first year, the D. L. R. Operated scheduled flights on routes with a combined length of nearly 1000 miles. By 1921 the D. L. R. Network was more than 3000 km long, included destinations in the Netherlands and the Baltic Republics. Another important German airline was Junkers Luftverkehr, which began operations in 1921, it was a division of the aircraft manufacturer Junkers, which became a separate company in 1924. It operated joint-venture airlines in Austria, Estonia, Hungary, Norway, Poland and Switzerland; the Dutch airline KLM made its first flight in 1920, is the oldest continuously operating airline in the world. Established by aviator Albert Plesman, it was awarded a "Royal" predicate from Queen Wilhelmina, its first flight was from Croydon Airport, London to Amsterdam, using a leased Aircraft Transport and Travel DH-16, carrying two British journalists and a number of newspapers.
In 1921, KLM started scheduled services. In Finland, the charter establishing Aero O/Y was signed in the city of Helsinki on September 12, 1923. Junkers F.13 D-335 became the first aircraft of the company, when Aero took delivery of it on March 14, 1924. The first flight was between Helsinki and Tallinn, capital of Estonia, it took place on March 20, 1924, one week later. In the Soviet Union, the Chief Administration of the Civil Air Fleet was established in 1921. One of its first acts was to help found Deutsch-Russische Luftverkehrs A. G. a German-Russian joint venture to provide air transport from Russia to the West. Domestic air service began around the same time, when Dobrolyot started operations on 15 July 1923 between Moscow and Nizhni Novgorod. Since 1932 all operations had been carried under the name Aeroflot. Early European airlines tended to favor comfort – the passenger cabins were spacious with luxurious interiors – over speed and efficiency; the basic navigational capabilities of pilots at the time meant that delays due to the weather were commonplace.
By the early 1920s, small airlines were struggling to compete, there was a movement towards increased rationalization and consolidation. In 1924, Imperial Airways was formed from the merger of Instone Air Line Company, British Marine Air Navigation, Daimler Airway and Handley Page Transport Co Ltd. to allow British airlines to compete with stiff competition from French and German airlines that were enjoying heavy government subsidies. The ai
Bombardier Aerospace is a division of Bombardier Inc. It is headquartered in Dorval, Canada. After acquiring Canadair in 1986 and restoring it to profitability, in 1989 Bombardier acquired the near-bankrupt Short Brothers aircraft manufacturing company in Belfast, Northern Ireland; this was followed in 1990 by the acquisition of the bankrupt American company Learjet, a manufacturer of business jets headquartered in Wichita, Kansas. The aerospace company now accounts for over half of Bombardier Inc.'s revenue. In 2015 and 2016, the most popular aircraft included its Dash 8 Series 400, CRJ100/200/440, CRJ700/900/1000 lines of regional airliners although the company was devoting most of its Research and Development budget to the newer CSeries, it manufactured the Bombardier 415 amphibious water-bomber, the Global Express and the Challenger lines of business jets. The CSeries, which Bombardier offers in several size versions, is competing with the Airbus A318 and Airbus A319. Bombardier claims the CSeries would burn 20% less fuel per trip than these competitors, which would make it still about 8% more fuel efficient than the Boeing 737 Max, introduced in 2017.
The launch customer for the CSeries, signed a letter of intent for up to 60 aircraft and 30 options in 2008. The manufacturing complex in Montreal was redeveloped by Ghafari Associates to incorporate lean manufacturing of its CSeries aircraft. In January 2012, the company began manufacturing simple structures such as flight controls for the CRJ series from a transitional facility near Casablanca, its first facility in Africa. On 30 September 2013 it broke ground on its permanent facility, due to open late 2014. In October, a joint development deal between Bombardier Aerospace and a government-led South Korean consortium was revealed, to develop a 90-seater turboprop regional airliner, targeting a 2019 launch date; the consortium would include Korean Air Lines. In November 2012, the company signed the largest deal in its history, with Swiss business jet operator VistaJet, to deliver 56 Global series jets for a total value of $3.1 billion. The deal included an option for Bombardier to manufacture and sell an additional 86 Global jets, which would value the entire transaction at $7.3 billion.
In April 2013, Canada's Porter Airlines placed a conditional order for 12 CSeries aircraft, with options for another 18. However, this was conditional on the Billy Bishop Toronto City Airport allowing jets to use the facilities and on a 550-metre extension of a runway. Studies underway included an environmental assessment, master planning exercise and preliminary runway design. In 2015, the Government of Canada announced that it would not approve a change to allow jets at the airport and the proposal was shelved. In January 2014, Bombardier Inc. cut 1,700 employees from Bombardier Aerospace to save costs due to a 19 percent drop in orders in 2013. In July the same year, Bombardier reorganized its corporate structure in response to its underperformance. President Guy Hachey retired and Bombardier Aerospace was split into three divisions: business aircraft; as part of the corporate overhaul, 1,800 jobs were cut. In its 2014-year end statement, Bombardier Aerospace reported that it had reduced the number of employees by 3,700 over the year.
On 29 October 2015 Bombardier announced a US$4.9-billion third-quarter loss and took a $3.2 billion writedown on the CS series in the third quarter. Bombardier said it would cancel its Learjet 85 program, taking another US$1.2-billion writedown and cancelling the 64 outstanding orders. Because of the CSeries, the company's debt had reached $9 Billion. Bombardier shares fell 17.4 per cent on that day because the CSeries had not recorded a single firm order since September 2014. As of 21 December 2015, the company had only 243 firm orders for the CSeries, but a US$2.5 billion cash infusion – $1 billion from the provincial government plus a $1.5 billion investment from the Caisse de dépôts et placements du Québec – was keeping the parent company adequately funded and optimistic. At that time, the federal government had not yet made a decision as to whether a grant would be provided but Prime Minister Justin Trudeau told the media on 11 December that he was well aware of the importance of the aerospace sector to the country's economy.
On 17 February 2016, Bombardier announced its 2015 profits were $138 million before taking a $5.4 billion write-down. That same week, the company announced it would cut 7,000 jobs. After a long and expensive development process, costing US$5.4 billion to date, including a US$3.2 billion writeoff, the small CS100 version of the CSeries received initial type certification from Transport Canada on 18 December 2015. At the time, the company had only 243 firm orders and letters of intent and commitment for another 360, with the most recent in September 2014. Most of these were for the CS300 model; the first CS100 was expected to be flying by mid-2016 in Lufthansa colours. "Certification is a great thing, but 2016 is going to be critical for orders," analyst Chris Murray, a Managing Director with Alta Corp, told Bloomberg Business. Fred Cromer, president of Bombardier's commercial aircraft unit hinted during a press conference on 21 December 2015 that price cuts – or other incentives – may be offered
Paris Air Show
The Paris Air Show is the largest aerospace-industry exhibition type Air Show in the world, measured by number of exhibitors and size of exhibit space. In second place is UK's Farnborough, followed by Dubai Air Show or Singapore Airshow; the latest was the 52nd Air Show, held from 19 to 25 June 2017, attended by 3,450 journalists, 142,000 professionals and 180,000 general public visitors. It claims to be the world's calendar-oldest air show. Established in 1909, it has been held every odd year since 1949 at Paris–Le Bourget Airport in north Paris, France, it is a large trade fair, demonstrating military and civilian aircraft, is attended by many military forces and the major aircraft manufacturers announcing major aircraft sales. It starts with four professional days and is opened to the general public followed from Friday to Sunday; the format is similar to Farnborough and the ILA, both staged in years. It is organised by the French aerospace industry's primary representative body, the Groupement des industries françaises aéronautiques et spatiales.
The Paris Air Show traces its history back to the first decade of the 20th century. In 1908 a section of the Paris Motor Show was dedicated to aircraft; the following year, a dedicated air show was held at the Grand Palais from 25 September to 17 October, during which 100,000 visitors turned out to see products and innovations from 380 exhibitors. There were four further shows before the First World War; the show restarted in 1919, from 1924 it was held every two years before being interrupted again by the Second World War. It restarted in 1946 and since 1949, has been held in every odd year; the air show continued to be held at the Grand Palais, from 1949 flying demonstrations were staged at Paris Orly Airport. In 1953, the show was relocated from the Grand Palais to Le Bourget; the show was drawing international notice in the 1960s. Since the 1970s, the show has emerged as the main international reference of the aeronautical sector; the 1967 air show was opened by French President Charles de Gaulle, who toured the exhibits and shook hands with two Soviet cosmonauts and two American astronauts.
Prominently displayed by the Soviet Union was a three-stage Vostok rocket, such as the one that had carried Yuri Gagarin into space on April 12, 1961. The "extraordinarily powerful" Vostok was downplayed by American missile experts as "rather old and unsophisticated.". The American exhibit, the largest at the fair, featured the F-111 swing-wing fighter bomber, a replica of Charles Lindbergh's Spirit of St. Louis, and the Ling-Temco-Vought XC-142A, a cargo plane capable of a vertical takeoff and landing. A full-size model of the supersonic Concorde was displayed by the French and British, auguring its successful first flight on March 2, 1969. "The largest plane in the world," the Boeing 747 jet airliner, arrived on June 3, after flying non-stop from Seattle and the Apollo 8 command module, charred by its re-entry, was there flanked by the Apollo 9 astronauts, but the most-viewed exhibit was the supersonic Concorde, which made its first flight over Paris as the show opened. The Soviet TU-144 supersonic airliner was flown to Le Bourget for the 1971 show, drawing comparisons with the French Concorde.
Landing with the Concorde was the American Lockheed C-5A Galaxy. The crash of the Soviet Tu-144, see below, overshadowed the 1973 show, otherwise characterized by "There was nothing new", although the flying was memorable, there were a great many exhibits. One hundred and eighty-two aircraft were scheduled for appearance. Despite restrictions that followed the TU-144 crash in 1973, a day of flying pleased viewers. In particular, the American YF-16 and the French Mirage F-1E competed in turn before a critical audience. Days Belgium became the fourth European nation to choose the YF-16 over the F-1E. Celebration of Charles Lindbergh's trans-Atlantic flight to Le Bourget fifty years ago recalled that historic event. Anne Morrow Lindbergh, Lindbergh's widow, attended the ceremony along with early trans-Atlantic pilots, Maurice Bellonte and Armand Lotti. Recent extension of coastal limits to 200 nautical miles has produced new maritime-reconnaissance aircraft; the crash of a Fairchild A-10 tank-destroyer led to tightened rules on air show demonstrations.
Two airliners, the Airbus A310 and the Boeing 767, are competing for the international market, but neither will carry passengers before 1982. The Westland WG30 transport helicopter shows promise. "The Mirage 4000 remains a question mark" despite being "surely the main highlight this year at Le Bourget." Exhibiting at the show, Boeing, McDonnell Douglas/Fokker vie for the 150-seat airline market, while Rolls Royce/Japan, General Electric/Snecma, Pratt & Whitney contest for their engines. The Northrop F-5G Tigershark mockup was on display and expected to fly in 1982 with delivery the following year. A novelty was Air Transat, a light aircraft trans-Atlantic race from Le Bourget to Sikorsky Memorial Airport, Bridgeport and back, won by a twin engine Piper Navaho and a Beechcraft Bonanza; the American Space Shuttle Enterprise was flown around Paris and towered over other exhibits, but "much more intriguing" were replicas of two twin-engined fighters, the British Aerospace ACA and French Dassault Breguet ACX.
Sales of Boeing 757 and Airbus A310 airliners to Singapore Airlines were welcome news during an ongoing recession. The Soviet Antonov An-124 Ruslan military heavy lifter was the largest exhibit in 1985. Propfan engines stirred interest. Reflecting the upturn in the economy and Airbus announced new contracts totaling as much as $1,700 million; the Hubble space telescope should be deplo
The Hindu is an Indian daily newspaper, headquartered in Chennai. It was started as a weekly in 1878 and became a daily in 1889, it is one of the Indian newspapers of record and the second most circulated English-language newspaper in India, after The Times of India with average qualifying sales of 1.21 million copies as of Jan–Jun 2017. The newspaper and other publications in The Hindu Group are owned by a family-held company and Sons Ltd; the newspaper employed over 1,600 workers and annual turnover reached $200 million according to data from 2010. Most of the revenue comes from subscription; the Hindu became, in 1995. As of March 2018, The Hindu is published from 21 locations across 11 states: Bengaluru, Hyderabad, Thiruvananthapuram, Kolkata, Coimbatore, Noida, Kochi, Tiruchirappalli, Mohali, Kozhikode, Tirupati and Patna; the Hindu was founded in Madras on 20 September 1878 as a weekly newspaper, by what was known as the Triplicane Six consisting of 4 law students and 2 teachers:- T. T. Rangacharya, P. V. Rangacharya, D. Kesava Rao Pantulu and N. Subba Rao Pantulu, led by G. Subramania Iyer and M. Veeraraghavacharyar, a lecturer at Pachaiyappa's College.
Started in order to support the campaign of Sir T. Muthuswamy Iyer for a judgeship at the Madras High Court and to counter the propaganda against him carried out by the Anglo-Indian press, The Hindu was one of the many newspapers of the period established to protest the policies of the British Raj. About 100 copies of the inaugural issue were printed at Srinidhi Press, Georgetown on one rupee and twelves annas of borrowed money. Subramania Iyer became the first editor and Veera Raghavacharya, the first managing director of the newspaper; the paper was printed from Srinidhi Press but moved to Scottish Press to The Hindu Press, Mylapore. Started as a weekly newspaper, the paper became a tri-weekly in 1883 and an evening daily in 1889. A single copy of the newspaper was priced at four annas; the offices moved to rented premises at 100 Mount Road on 3 December 1883. The newspaper started printing at its own press there, named "The National Press,", established on borrowed capital as public subscriptions were not forthcoming.
The building itself became The Hindu's in 1892, after the Maharaja of Vizianagaram, Pusapati Ananda Gajapati Raju, gave The National Press a loan both for the building and to carry out needed expansion. The Hindu was liberal in its outlook and is now considered left leaning, its editorial stances have earned it the nickname, the'Maha Vishnu of Mount Road'. "From the new address, 100 Mount Road, to remain The Hindu's home till 1939, there issued a quarto-size paper with a front-page full of advertisements—a practice that came to an end only in 1958 when it followed the lead of its idol, the pre-Thomson Times —and three back pages at the service of the advertiser. In between, there were more views than news." After 1887, when the annual session of Indian National Congress was held in Madras, the paper's coverage of national news increased and led to the paper becoming an evening daily starting 1 April 1889. The partnership between Veeraraghavachariar and Subramania Iyer was dissolved in October 1898.
Iyer quit the paper and Veeraraghavachariar became the sole owner and appointed C. Karunakara Menon as editor. However, The Hindu's adventurousness began to decline in the 1900s and so did its circulation, down to 800 copies when the sole proprietor decided to sell out; the purchaser was The Hindu's Legal Adviser from 1895, S. Kasturi Ranga Iyengar, a politically ambitious lawyer who had migrated from a Kumbakonam village to practise in Coimbatore and from thence to Madras. In the late 1985s, when its ownership passed into the hands of the family's younger members, a change in political leaning was observed. Worldpress.org lists The Hindu as a left-leaning independent newspaper. Joint managing director N. Murali said in July 2003, "It is true that our readers have been complaining that some of our reports are partial and lack objectivity, but it depends on reader beliefs." N. Ram was appointed on 27 June 2003 as its editor-in-chief with a mandate to "improve the structures and other mechanisms to uphold and strengthen quality and objectivity in news reports and opinion pieces", authorised to "restructure the editorial framework and functions in line with the competitive environment".
On 3 and 23 September 2003, the reader's letters column carried responses from readers saying the editorial was biased. An editorial in August 2003 observed that the newspaper was affected by the'editorialising as news reporting' virus, expressed a determination to buck the trend, restore the professionally sound lines of demarcation, strengthen objectivity and factuality in its coverage. In 1987–88, The Hindu's coverage of the Bofors arms deal scandal, a series of document-backed exclusives, set the terms of the national political discourse on this subject; the Bofors scandal broke in April 1987 with Swedish Radio alleging that bribes had been paid to top Indian political leaders and Army officers in return for the Swedish arms manufacturing company winning a hefty contract with the Government of India for the purchase of 155 mm howitzers. During a six-month period, the newspaper published scores of copies of original papers that documented the secret payments, amounting to $50 million, into Swiss bank accounts, the agreements behind the payments, communications relating to the payments and the crisis response, other material.
The investigation was led by a part-time correspondent of The Hindu, Ch