Employee S Withholding Allowance Certificate: Fill & Download for Free

The short answer is: If you read through a form 1040, you’ll see that there are many questions on there that only you will have the answer to.The only information the IRS has is what your employer sends them, and sometimes your employer doesn’t know all the relevant information, or they have inaccurate information, or in some cases they don’t even send anything to the IRS even though they’re supposed to.If you’re a independent contractor, things get even more complicated. Depending on what type of entity you do business as (sole proprietor, Limited Liability Company, “C” Corporation, “S” Corporation, etc.), your business clients (and only your business clients) may or may no be required to file a 1099, which is basically a W2 for non employees, at least in the context of your question. This means that, for most independent contractors, the IRS rarely knows how much you made.Also, despite what some absolute wanker may have answered, your non-government employer is absolutely required by the IRS to send in your income information. From the IRS website (emphasis added):Every employer engaged in a trade or business who pays remuneration, including noncash payments of $600 or more for the year (all amounts if any income, social security, or Medicare tax was withheld) for services performed by an employee must file a Form W-2 for each employee (even if the employee is related to the employer) from whom:Income, social security, or Medicare tax was withheld.Income tax would have been withheld if the employee had claimed no more than one withholding allowance or had not claimed exemption from withholding on Form W-4, Employee's Withholding Allowance Certificate.

In the context of a legal agreement—which is what a term sheet is—a “schedule” is a list of things that are referenced in the agreement. Often, for complex agreements, there are many things that need to be listed. Examples might be:Names and salaries of employeesNames and ownership interests of shareholdersSoftware licensesPatents and intellectual propertyComputers and other owned equipmentLeases the company has signedEtc.Instead of putting all this directly into the agreement, they will instead be listed separately and attached to the end, with the agreement itself just saying something like “the employees as listed in Schedule A”.There is no particular order in which schedules are attached, although it is typically in the order in which they are referenced in the document. And for purposes of clarity, each schedule is numbered (or, more often, lettered, starting with “Schedule A”.)To give you an idea of the kind of schedules you might find in the actual closing documents of an investment (although likely not the term sheet), take a look at this typical due diligence list:A. Organization of the Company1. Describe the corporate or other structure of the legal entities that comprise the Company. Include any helpful diagrams or charts. Provide a list of the officers and directors of the Company and a brief description of their duties.2. Long-form certificate of good standing and articles or certificate of incorporation from Secretary of State or other appropriate official in the Company's jurisdiction of incorporation, listing all documents on file with respect to the Company, and a copy of all documents listed therein.3. Current by-laws of the Company.4. List of all jurisdictions in which the Company is qualified to do business and list of all other jurisdictions in which the Company owns or leases real property or maintains an office and a description of business in each such jurisdiction. Copies of the certificate of authority, good standing certificates and tax status certificates from all jurisdictions in which the Company is qualified to do business.5. All minutes for meetings of the Company's board of directors, board committees and stockholders for the last five years, and all written actions or consents in lieu of meetings thereof.6. List of all subsidiaries and other entities (including partnerships) in which the Company has an equity interest; organizational chart showing ownership of such entities; and any agreements relating to the Company's interest in any such entity.B. Ownership and Control of the Company1. Capitalization of the Company, including all outstanding capital stock, convertible securities, options, warrants and similar instruments.2. List of securityholders of the Company (including option and warrant holders), setting forth class and number of securities held.3. Copies of any voting agreements, stockholder agreements, proxies, transfer restriction agreements, rights of first offer or refusal, preemptive rights, registration agreements or other agreements regarding the ownership or control of the Company.C. Assets and Operations1. Annual financial statements with notes thereto for the past three fiscal years of the Company, and the latest interim financial statements since the end of the last fiscal year and product sales and cost of sales (including royalties) analysis for each product which is part of assets to be sold.2. All current budgets and projections including projections for product sales and cost of sales.3. Any auditors (internal and external) letters and reports to management for the past five years (and management's responses thereto).4. Provide a detailed breakdown of the basis for the allowance for doubtful accounts.5. Inventory valuation, including turnover rates and statistics, gross profit percentages and obsolescence analyses including inventory of each product which is part of assets to be sold.6. Letters to auditors from outside counsel.7. Description of any real estate owned by the Company and copies of related deeds, surveys, title insurance policies (and all documents referred to therein), title opinions, certificates of occupancy, easements, zoning variances, condemnation or eminent domain orders or proceedings, deeds of trust, mortgages and fixture lien filings.8. Schedule of significant fixed assets, owned or used by the Company, including the identification of the person holding title to such assets and any material liens or restrictions on such assets.9. Without duplication from Section D below, or separate intellectual property due diligence checklist, schedule of all intangible assets (including customer lists and goodwill) and proprietary or intellectual properties owned or used in the Company, including a statement as to the entity holding title or right to such assets and any material liens or restrictions on such assets. Include on and off balance sheet items.D. Intellectual PropertyList of all patents, trademarks, tradenames, service marks and copyrights owned or used by the Company, all applications therefor and copies thereof, search reports related thereto and information about any liens or other restrictions and agreements on or related to any of the foregoing (without duplication from attached intellectual property due diligence checklist).E. Reports1. Copies of any studies, appraisals, reports, analyses or memoranda within the last three years relating to the Company (i.e., competition, products, pricing, technological developments, software developments, etc.).2. Current descriptions of the Company that may have been prepared for any purpose, including any brochures used in soliciting or advertising.3. Descriptions of any customer quality awards, plant qualification/certification distinctions, ISO certifications or other awards or certificates viewed by the Company as significant or reflective of superior performance.4. Copies of any analyst or other market reports concerning the Company known to have been issued within the last three years.5. Copies of any studies prepared by the Company regarding the Company's insurance currently in effect and self-insurance program (if any), together with information on the claim and loss experience thereunder.6. Any of the following documents filed by the Company or affiliates of the Company and which contain information concerning the Company: annual reports on SEC Form 10-K; quarterly reports on SEC Form 10-Q; current reports on SEC Form 8-K.F. Compliance with Laws1. Copies of all licenses, permits, certificates, authorizations, registrations, concessions, approvals, exemptions and other operating authorities from all governmental authorities and any applications therefor, and a description of any pending contemplated or threatened changes in the foregoing.2. A description of any pending or threatened proceedings or investigations before any court or any regulatory authority.3. Describe any circumstance where the Company has been or may be accused of violating any law or failing to possess any material license, permit or other authorization. List all citations and notices from governmental or regulatory authorities.4. Schedule of the latest dates of inspection of the Company's facilities by each regulatory authority that has inspected such facilities.5. Description of the potential effect on the Company of any pending or proposed regulatory changes of which the Company is aware.6. Copies of any information requests from, correspondence with, reports of or to, filings with or other material information with respect to any regulatory bodies which regulate a material portion of the Company's business. Limit response to the last five years unless an older document has a continuing impact on the Company.7. Copies of all other studies, surveys, memoranda or other data on regulatory compliance including: spill control, environmental clean-up or environmental preventive or remedial matters, employee safety compliance, import or export licenses, common carrier licenses, problems, potential violations, expenditures, etc.8. State whether any consent is necessary from any governmental authority to embark upon or consummate the proposed transaction.9. Schedule of any significant U.S. import or export restrictions that relate to the Company's operations.10. List of any export, import or customs permits or authorizations, certificates, registrations, concessions, exemptions, etc., that are required in order for the Company to conduct its business and copies of all approvals, etc. granted to the Company that are currently in effect or pending renewal.11. Any correspondence with or complaints from third parties relating to the marketing, sales or promotion practices of the Company.G. Environmental Matters1. A list of facilities or other properties currently or formerly owned, leased, or operated by the Company and its predecessors, if any.2. Reports of environmental audits or site assessments in the possession of the Company, including any Phase I or Phase II assessments or asbestos surveys, relating to any such facilities or properties.3. Copies of any inspection reports prepared by any governmental agency or insurance carrier in connection with environmental or workplace safety and health regulations relating to any such facilities or properties.4. Copies of all environmental and workplace safety and health notices of violations, complaints, consent decrees, and other documents indicating noncompliance with environmental or workplace safety and health laws or regulations, received by the Company from local, state, or federal governmental authorities. If available, include documentation indicating how such situations were resolved.5. Copies of any private party complaints, claims, lawsuits or other documents relating to potential environmental liability of the Company to private parties.6. Listing of underground storage tanks currently or previously present at the properties and facilities listed in response to Item 1 above, copies of permits, licenses or registrations relating to such tanks, and documentation of underground storage tank removals and any associated remediation work.7. Descriptions of any release of hazardous substances or petroleum known by the Company to have occurred at the properties and facilities listed in response to Item 1, if such release has not otherwise been described in the documents provided in response to Items 1-6 above.8. Copies of any information requests, PRP notices, "106 orders," or other notices received by the Company pursuant to CERCLA or similar state or foreign laws relating to liability for hazardous substance releases at off-site facilities.9. Copies of any notices or requests described in Item 8 above, relating to potential liability for hazardous substance releases at any properties or facilities described in response to Item 1.10. Copies of material correspondence or other documents (including any relating to the Company's share of liability) with respect to any matters identified in response to Items 8 and 9.11. Copies of any written analyses conducted by the Company or an outside consultant relating to future environmental activities (i.e., upgrades to control equipment, improvements in waste disposal practices, materials substitution) for which expenditure of funds greater than $10,000 is either certain or reasonably anticipated within the next five years and an estimate of the costs associated with such activities.12. Description of the workplace safety and health programs currently in place for the Company's business, with particular emphasis on chemical handling practices.H. Litigation1. List of all litigation, arbitration and governmental proceedings relating to the Company to which the Company or any of its directors, officers or employees is or has been a party, or which is threatened against any of them, indicating the name of the court, agency or other body before whom pending, date instituted, amount involved, insurance coverage and current status. Also describe any similar matters which were material to the Company and which were adjudicated or settled in the last ten years.2. Information as to any past or present governmental investigation of or proceeding involving the Company or the Company's directors, officers or employees.3. Copies of all attorneys' responses to audit inquiries.4. Copies of any consent decrees, orders (including applicable injunctions) or similar documents to which the Company is a party, and a brief description of the circumstances surrounding such document.5. Copies of all letters of counsel to independent public accountants concerning pending or threatened litigation.6. Any reports or correspondence related to the infringement by the Company or a third party of intellectual property rights.I. Significant Contracts and Commitments1. Contracts relating to any completed (during the past 10 years) or proposed reorganization, acquisition, merger, or purchase or sale of substantial assets (including all agreements relating to the sale, proposed acquisition or disposition of any and all divisions, subsidiaries or businesses) of or with respect to the Company.2. All joint venture and partnership agreements to which the Company is a party.3. All material agreements encumbering real or personal property owned by the Company including mortgages, pledges, security agreements or financing statements.4. Copies of all real property leases relating to the Company (whether the Company is lessor or lessee), and all leasehold title insurance policies (if any).5. Copies of all leases of personal property and fixtures relating to the Company (whether the Company is lessor or lessee), including, without limitation, all equipment rental agreements.6. Guarantees or similar commitments by or on behalf of the Company, other than endorsements for collection in the ordinary course and consistent with past practice.7. Indemnification contracts or arrangements insuring or indemnifying any director, officer, employee or agent against any liability incurred in such capacity.8. Loan agreements, notes, industrial revenue bonds, compensating balance arrangements, lines of credit, lease financing arrangements, installment purchases, etc. relating to the Company or its assets and copies of any security interests or other liens securing such obligations.9. No-default certificates and similar documents delivered to lenders for the last five (or shorter period, if applicable) years evidencing compliance with financing agreements.10. Documentation used internally for the last five years (or shorter time period, if applicable) to monitor compliance with financial covenants contained in financing agreements.11. Any correspondence or documentation for the last five years (or shorter period, if applicable) relating to any defaults or potential defaults under financing agreements.12. Contracts involving cooperation with other companies or restricting competition.13. Contracts relating to other material business relationships, including:a. any current service, operation or maintenance contracts;b. any current contracts with customers;c. any current contracts for the purchase of fixed assets; andd. any franchise, distributor or agency contracts.14. Without duplicating Section D above or the intellectual property due diligence schedule hereto, contracts involving licensing, know-how or technical assistance arrangements including contracts relating to any patent, trademark, service mark and copyright registrations or other proprietary rights used by the Company and any other agreement under which royalties are to be paid or received.15. Description of any circumstances under which the Company may be required to repurchase or repossess assets or properties previously sold.16. Data processing agreements relating to the Company.17. Copies of any contract by which any broker or finder is entitled to a fee for facilitating the proposed transaction or any other transactions involving the Company or its properties or assets.18. Management, service or support agreements relating to the Company, or any power of attorney with respect to any material assets or aspects of the Company.19. List of significant vendor and service providers (if any) who, for whatever reason, expressly decline to do business with the Company.20. Samples of all forms, including purchase orders, invoices, supply agreements, etc.21. Any agreements or arrangements relating to any other transactions between the Company and any director, officer, stockholder or affiliate of the Company (collectively, "Related Persons"), including but not limited to:a. Contracts or understandings between the Company and any Related Person regarding the sharing of assets, liabilities, services, employee benefits, insurance, data processing, third-party consulting, professional services or intellectual property.b. Contracts or understandings between Related Persons and third parties who supply inventory or services through Related Persons to the Company.c. Contracts or understandings between the Company and any Related Person that contemplate favorable pricing or terms to such parties.d. Contracts or understandings between the Company and any Related Person regarding the use of hardware or software.e. Contracts or understandings regarding the maintenance of equipment of any Related Person that is either sold, rented, leased or used by the Company.f. Description of the percentage of business done by the Company with Related Persons.g. Covenants not to compete and confidentiality agreements between the Company and a Related Person.h. List of all accounts receivable, loans and other obligations owing to or by the Company from or to a Related Person, together with any agreements relating thereto.22. Copies of all insurance and indemnity policies and coverages carried by the Company including policies or coverages for products, properties, business risk, casualty and workers compensation. A description of any self-insurance or retro-premium plan or policy, together with the costs thereof for the last five years. A summary of all material claims for the last five years as well as aggregate claims experience data and studies.23. List of any other agreements or group of related agreements with the same party or group of affiliated parties continuing over a period of more than six months from the date or dates thereof, not terminable by the Company on 30 days' notice.24. Copies of all supply agreements relating to the Company and a description of any supply arrangements.25. Copies of all contracts relating to marketing and advertising.26. Copies of all construction agreements and performance guarantees.27. Copies of all secrecy, confidentiality and nondisclosure agreements.28. Copies of all agreements related to the development or acquisition of technology.29. Copies of all agreements outside the ordinary course of business.30. Copies of all warranties offered by the Company with respect to its product or services.31. List of all major contracts or understandings not otherwise previously disclosed under this section, indicating the material terms and parties.32. For any contract listed in this Section I, state whether any party is in default or claimed to be in default.33. For any contract listed in this Section I, state whether the contract requires the consent of any person to assign such contract or collaterally assign such contract to any lender.NOTE: Remember to include all amendments, schedules, exhibits and side letters. Also include brief description of any oral contract listed in this Section I.J. Employees, Benefits and Contracts1. Copies of the Company's employee benefit plans as most recently amended, including all pension, profit sharing, thrift, stock bonus, ESOPs, health and welfare plans (including retiree health), bonus, stock option plans, direct or deferred compensation plans and severance plans, together with the following documents:a. all applicable trust agreements for the foregoing plans;b. copies of all IRS determination letters for the foregoing qualified plans;c. latest IRS forms for the foregoing qualified plans, including all annual reports, schedules and attachments;d. latest copies of all summary plan descriptions, including modifications, for the foregoing plans;e. latest actuarial evaluations with respect to the foregoing defined benefit plans; andf. schedule of fund assets and unfunded liabilities under applicable plans.2. Copies of all employment contracts, consulting agreements, severance agreements, independent contractor agreements, non-disclosure agreements and non-compete agreements relating to any employees of the Company.3. Copies of any collective bargaining agreements and related plans and trusts relating to the Company (if any). Description of labor disputes relating to the Company within the last three years. List of current organizational efforts and projected schedule of future collective bargaining negotiations (if any).4. Copies of all employee handbooks and policy manuals (including affirmative action plans).5. Copies of all OSHA examinations, reports or complaints.6. The results of any formal employee surveys.K. Tax Matters1. Copies of returns for the three prior closed tax years and all open tax years for the Company (including all federal and state consolidated returns) together with a work paper therefor wherein each item is detailed and documented that reconciles net income as specified in the applicable financial statement with taxable income for the related period.2. Audit and revenue agents reports for the Company; audit adjustments proposed by the Internal Revenue Service for any audited tax year of the Company or by any other taxing authority; or protests filed by the Company.3. Settlement documents and correspondence for last six years involving the Company.4. Agreements waiving statute of limitations or extending time involving the Company.5. Description of accrued federal, state and local withholding taxes and FICA for the Company.6. List of all state, local and foreign jurisdictions in which the Company pays taxes or collects sales taxes from its retail customers (specifying which taxes are paid or collected in each jurisdiction).L. Miscellaneous1. Information regarding any material contingent liabilities and material unasserted claims and information regarding any asserted or unasserted violation of any employee safety and environmental laws and any asserted or unasserted pollution clean-up liability.2. List of the ten largest customers and suppliers for each product or service of the Company.3. List of major competitors for each business segment or product line.4. Any plan or arrangement filed or confirmed under the federal bankruptcy laws, if any.5. A list of all officers, directors and stockholders of the Company.6. All annual and interim reports to stockholders and any other communications with securityholders.7. Description of principal banking and credit relationships (excluding payroll matters), including the names of each bank or other financial institution, the nature, limit and current status of any outstanding indebtedness, loan or credit commitment and other financing arrangements.8. Summary and description of all product, property, business risk, employee health, group life and key-man insurance.9. Copies of any UCC or other lien, judgment or suit searches or filings related to the Company in relevant states conducted in the past three years.10. Copies of all filings with the Securities and Exchange Commission, state blue sky authorities or foreign security regulators or exchanges.11. All other information material to the financial condition, businesses, assets, prospects or commercial relations of the Company.

I hope forever…if there are no significant improvements done, but it would be surely urged as advisable to soon create a new aircraft from scratch not based on such an old design..it is now a faulty design with the newer, big engines on this old design which needs inevitably a software tweak, the MCAS to using them anyhow. (Maneuvering Characteristics Augmentation System MCAS) — see: Maneuvering Characteristics Augmentation System - Wikipediabelieve it or not: the FIRST Boeing 737 model was produced in 1966 and went into operation in 1967…- b u t - the 737 Max did not undergo a new full airworthy certification - see pictures belowBoeing used a loophole in law and managed to avoid a full FAA airworthy certification inspection as a result of so called 'Grandfather Rights’ and have the heavily modified and altered 737 Max over the original 50-year-old classic 737-100 design (which itself utilises the 1958 Boeing 707 design fuselage) approved based on the old certification and managed therewith to keep it still in use as a 737 Max without the need for a new certification.While the 737 Max series first entered service with airlines in 2017, its airworthy certification is the original certificate issued 50 years earlier, even though not a single system is the same as that fitted to the original Boeing 737-100 - see: Simon Gunson's answer to How safe is the Boeing 737 MAX series?But there’s a much deeper and scandal-ridden story about how this plane got to market, and it starts with Boeing’s fierce rivalry with Airbus and their race to put a new more economical engine in their planes - see *)belowThose new engines (LEAP 1A/1B) are sadly not well enough implemented for operation on a Boeing 737 Max as this plane basic design is more than 53 years old (1966)The new engines are simply oversized and just don‘t fit well enough on this old design and were improper put into practice on the 737 MaxThe new heavier engines had to be positioned more to the front on the wings and higher up than the original ones which causes an unwanted upstream float. — To operate hell-bent on a Boeing 737 Max they require a software based adjustment (MCAS) which should counterbalance the malfunction of that flawed design - see: Boeing’s Problematic Flight-Control Feature: What We Knowbut Boeing is to blame that they withheld the related safety information until Nov. 2018 for handling a proper MCAS procedure to the 737 Max pilots and avoiding thereby a necessary training program with massive occurring costs involved - see **) pics belowThe new flight-control systems “automatically put the nose down to keep the plane from stalling," Mary Schiavo, an airline lawyer and former inspector general of the U.S. Transportation Department, said in an email. “But the pilots don’t know this and are not trained on this. So the pilots keep putting the nose up and the plane keeps putting the nose down.” - see***)belowIt’s probably this counterintuitive characteristic, which goes against what has been trained many times in the simulator for unwanted autopilot trim or manual trim runaway, which has confused the pilots of JT610. They learned that holding against the trim stopped the nose down, and then they could take action, like counter-trimming or outright CUTOUT the trim servo. But it didn’t. After a 10 second trim to a 2.5° nose down stabilizer position, the trimming started again despite the Pilots pulling against it. The faulty high AOA signal was still present.How should they know that pulling on the Yoke didn’t stop the trim? It was DESCRIBED NOWHERE - neither in the aircraft’s manual, the AFM, nor in the Pilot’s manual, the FCOM. This has created strong reactions from airlines with the 737 MAX on the flight line and their Pilots. They have wrongfully learned the NG and the MAX flies the same. They often fly them interchangeably during the week.They do fly the same as long as no fault appears. Then there are differences, and the Pilots should have been informed about the differences right away - not 18 month later.The leading people at Boeing (CEO, engineers, managers) know this very well and are therefore fully responsible to deliberately selling a passenger plane (737 Max) which would be unsafe to fly without informing the pilots about the differences compared to flying an NG during the 18 months (1,5 years) before finally the adjusted instructions were given to the cockpit crew only in Nov. 2018.But those people just wanted to keep their cash-cow alive (10,557 units sold) with little money to invest compared to a new fault free "clean sheet“ successor model aircraft which would cost zillions of Dollars to develop and would also need much time to put it on the market and get a new airworthy certification for it.But today, after the Grounding of 550 Boeing 737 Max since March 2019 the negative financial impact for Boeing is massive and reaches already a quarterly loss of $ 2,9 Billion. For the second quarter of 2019 the expected charge due to the worldwide grounding of its 737 Max planes after two fatal crashes that killed 346 people would reduce revenue and pre-tax earnings by $ 5.6 billion. - Deliveries of nearly 5,000 more 737 Max — worth well over $500 billion — are on hold.see: Boeing to take $4.9 billion hit in second quarter on 737 Max groundingAnd Captain Chesley "Sully" Sullenberger -- noted for his safe landing of a damaged plane on the Hudson River in New York without loss of life -- questioned Boeing's response as well. - "It has been obvious since the Lion Air crash that a redesign of the 737 MAX 8 has been urgently needed ... and the announced proposed fixes do not go far enough," he said on social media.The issue has drawn the scrutiny of Congress, with key oversight committees planning hearings to look into the aircraft and flaws. -"I continue to have serious concerns about key decisions made in the FAA's certification of the 737 MAX, and what was, and was not, disclosed to pilots," said Representative Peter DeFazio, head of the Transportation and Infrastructure Committee. -"I will be conducting a rigorous investigation to make sure that FAA is carrying out its critical safety mission." - see: 737 MAX disaster pushes Boeing into crisis modenow Boeing tries to do a massive cover-up of the design flaws to avoid a bigger financial disasterDuring the certification process, the FAA delegated many evaluations to Boeing, allowing the manufacturer to review their own product….. - It was widely reported that Boeing pushed to expedite approval of the 737 MAX to compete with the Airbus A320neoThe video below shows how those business problems led to technical ones — and, eventually, two terrible tragedies* see: The real reason Boeing’s new plane crashed twice*** see: https://www.washingtonpost.com/business/2018/11/13/pilots-unions-criticize-boeing withholding-safety-information/https://www.washingtonpost.com/local/trafficandcommuting/long-before-the-max-disasters-boeing-had-a-history-of-failing-to-fix-safety-problems/2019/06/26/b4f5f720-86ee-11e9-a870-b9c411dc4312_story.htmlU.S. Transportation Department Probes FAA's Certification of 737 Max | The African ExponentMore than 400 737 Max pilots are suing Boeing over an 'unprecedented cover-up' of flaws in the plane's designBoeing has friends in high places as it nears a showdown over the 737 MaxThe many human errors that brought down the Boeing 737 Maxthe flawed design applied to implement the new engines to work somehow on an outdated 737 Max causes the plane to have an unwanted upstream flow which needs to be adjusted by software means (MCAS)The many human errors that brought down the Boeing 737 MaxBoeing’s 737 Max Defense Is a Textbook MessSteve Bazer's answer to Who was more responsible for the 737 MAX 8 fiasco, Boeing or the FAA for using the original 737 certifications? Is anyone to blame?By substituting the original engines with a larger type, Boeing changed the specific aerodynamic nature of the 737 airlinerVarious hacks were then developed to use the new type of a bigger engine on a 737 Max just somehow — One of the most noticeable to the public was changing the shape of the engine intakes from circular to oval, better to have more clearance to the groundWith the 737 Max, the situation became critical. The engines on the original 737 had a fan diameter (that of the intake blades on the engine) of just 100 centimeters (40 inches); but those for the 737 Max have 176 cm (69inches) That’s a centerline difference of well over 30 cm (1 foot), and you couldn’t “ovalize” the intake enough to hang the new engines beneath the wing without scraping the ground.The solution was to extend the engine up and well in front of the wing. However, doing so also meant that the centerline of the engine’s thrust changed. Now, when the pilots applied power to the engine, the aircraft would have a significant propensity to “pitch up” or raise its nose. Concerns were initially raised after a system called MCAS wrongfully overpowered pilot commands, pushing down the noses of both jets that crashed.Experts then raised concern over pilots being able to manually move a flight-control wheel in extreme circumstances amid more testingThen, the only way to compensate that design flaw is to install a new software to counterbalance the 'pitch-up‘ called MCAS to avoid a dangerous ’Deep Stall‘ - see: 737 Stall - Deep stall - video dailymotionIt must be said that the CEO, controllers and managers of Boeing who only see the commercial figures, need to go back to show more social responsibility. Muilenberg is devoting roughly 95% of operating cash flow to the company’s steadily rising dividend and share buybacks.Unluckily there is the pure profit orientation of the higher bosses who get the more money the less they spend into the enterprise they are supposed to lead. That means the money most easily to save is the one you do not spend. - Thats kind of distressing I think.The board approved 2018 a pay package for Boeing CEO Dennis Muilenburg of about $ 23.4 million in cash and stock!Muilenburg is good at bicycling and does an outrageous 140 miles a week (about 12hours) - but concerning business ethics he seems not to have so good credentials I must say - how long can he now still keep his job at Boeing…?it is a disgrace that such a terrible malpractice of the actual greedy management could possibly wreck such an iconic Company like Boeing is in a worst case scenario. - Boeing shares are still down more than 11 percent since the crash in Ethiopia, wiping out over $25 billion off its market value. - see: Boeing shuffles senior execs, top engineers amid 737 MAX scrutinyBoeing was founded 1916 (103 years ago) and is now ranked 24th on the Fortune magazine "Fortune 500" list (2018), ranked 64th on the "Fortune Global 500" list (2018), and ranked 19th on the "World's Most Admired Companies" list (2018).Revenue: US$ 101.127 billion (2018)Operating income: US$ 11.987 billion (2018)Net income: US$ 10.460 billion (2018)Total assets: US$ 117.359 billion (2018)Total equity: US$ 410 million (2018)Number of employees: 153,000In August 2011, Boeing wrongfully postponed the decision to develop a 737 replacement with the launch of the 737 MAX, an updated and re-engined version of the 737 NG -Next Generation. In November 2014, it was reported that Boeing plans at last to develop a new aircraft to replace the 737 in the 2030 time frame.source: Boeing - WikipediaThe mounting 737 Max-related bills are staggering: from storing 500-plus planes to the 73 lawsuits, and counting. - Almost every aspect of the Max crisis is complicated by the jet’s significance to Boeing. Prior to the crashes, the 737 was on track to generate about one-third of Boeing’s 2019 operating profit, according to George Ferguson, analyst with Bloomberg Intelligence. The company’s 4,550 unfilled Max orders would keep its factory busy years into the future. - see: Boeing’s Decision on New Jet Is Critical in Rivalry With AirbusFrom intern to chairman - Career of CEO Muilenburg at BoeingMuilenburg was appointed chairman of the board of Boeing in March 2016, having become chief executive officer (CEO) in July 2015 and president in December 2013.three (3) management Functions combined in only one (1) person is not a good way to do honest business—- Dennis Muilenburg’s top tips for leadership (2017)Isn‘t it cynical what Muilenburg said in 2017?- - - - and he also said:«Ultimately, people’s lives really do depend on what we do, and this drives the sense of excellence in how we do it» —- but today, that sounds only cynical to me after this disaster happened... see: https://www.telegraph.co.uk/business/boeing-uk/boeing-ceo-dennis-muilenburg-career/- - below you can see the face of Boeings alleged guilty of malpractice CEO Dennis Muilenburg who awaits with Boeing scrutiny from Congress, a Department of Transportation inquiry and a federal criminal probe. The stock (BA) has fallen 10% — Boeing CEO Dennis Muilenburg Faces Mounting Pressure From 737 MAX CrashesBoeing reports $2.9 billion quarterly loss — its worst ever — after taking 737 Max chargeThe people responsible for the troubles: Boeing Co. Chairman and Chief Executive Officer Dennis Muilenburg (top) snd the actual board of directors — including Nikki Haley (right) and Caroline Kennedy (center) — at the company’s annual general meeting in Chicago on April 2019 (John Gress/Pool Photo via AP)see:What the Lion Air Pilots May Have Needed to Do to Avoid a Crashsee: Boeing 737 Max: What went wrong?see: http://www.ecaa.gov.et/documents/20435/0/Preliminary+Report+B737-800MAX+%2C%28ET-AVJ%29.pdf/4c65422d-5e4f-4689-9c58-d7af1ee17f3esee above **no, that‘s not a damaged engine… - it is oval shaped to gain some ground clearance for the oversized (for this aircraft) dimensions as one of the numerous hacks needed to make a use of CFM LEAP-1B engines feasible on a Boeing 737 Max:Airbus 320 left - Boeing 737 Max right:550 units of Boeing 737 Max are now grounded, thats where they belong…It’s the eerie boneyard where old planes go to live out their final days