I agree with the ‘competent management’ part of your post. Which...

I agree with the ‘competent management’ part of your post. Which means, that instead of hiring a CFO they should better have brought in a top notch COO who has realized projects of a similar scale before.

PB hasn’t made too many obvious mistakes while running TNG. This isn’t a no-brainer. Timeline-slips, budget-escalations and ramp-up-issues are not unusual for large projects like ours. Same goes for permitting trouble.

I wouldn’t sack him, though I agree with TNG urgently needing a strong, experienced chairman that guarantees excellent governance.

However, of course, a new BOD may elect to install another MD or CEO, and there are certainly capable guys out there who could theoretically take over from PB. Whether or not a new MD can catch up on the detailed insight PB has developed over the last decade, and whether or not he manages to maintain our strong ties with our partners in Germany remains to be seen.