♪ emily: welcome to "bloomberg technology." i am emily chang. presidentmb as the announces a plan to reopen the economy, telling governors it is their choice. we will take you live to the white house daily briefing when that begins. this as we received the guidelines the president plans to lay out today. i want to bring in our white house reporter.

josh, walk us through what we know. josh: we started the week with the president saying he has absolute authority. this plan gives governors widely way to make -- wide leeway to make their own choices. you can jump into phase one immediately if you have met certain conditions. the governors will have a lot of leeway to determine if the states have met that. he is recommending that if they do not see outbreaks or meet certain conditions, subject to their interpretation of those conditions, you can get back to normal in about four weeks. this will raise questions about the risk of a second wave. whether the u.s. has the testing capacity to respond. call: the president had a

with senators and governors today. what do we know about that phone call? josh: we have seen this thing brewing for a while. protests in michigan this week against what they view as stringent orders. the governor of michigan is democrat who could be joe biden's running mate. what he heard -- what we heard on that call, republicans urging him to open. democrats were stressing testing. as we talked about before, the testing is not just testing those who are sick, but antibody testing which we do not have yet, to see whether you have had it or if you have recovered. it is radar testing to catch new things that pop up. he had bipartisan

calls with the house and senate today. but he is punting to governors. he really was under pressure from republicans to start opening things up. emily: do you see a scenario where some states reopen very soon in some states stay closed a lot longer? josh: absolutely. region isthe new york one of the hard-hit areas. if outbreaks hit those regions, it might take a while to spot them. these curves can be weeks long. that is the risk. emerge ine a divide republican governors who seem to be more eager to open things up.

and on the flipside, democrat governors pumping the brakes a little bit. himtarted this week with saying he had absolute power. this puts it on governors and companies who will have to come up with their own protocols. not a lot of clear answers. if you are a business owner looking at this document. emily: let's talk about if you are a business owner. the battle for small business funding has turned into this blame game between president trump and nancy pelosi. trump is blaming the house speaker. walk us through the tit for tat. josh: you are there in san francisco so you have a good view of it. she was there in late february at an event encouraging people to avoid shopping and eating in

chinatown. -- the bay area had the u.s.'s first major shutdown. --mp attacked losey today, nancy pelosi saying she is responsible for deaths. he accused her of tweeting and deleting the video. there is no evidence whatsoever. it was three weeks before the shutdown order. san francisco is a city of only 17 deaths. it is not one of the hotspots. later waself a day telling the press all the people who had been sick were getting better. we have seen him try to push who, and nowa, the the speaker. the money ran out today for the small business fund. no sign of a deal.

emily: all right. thate standing by for briefing to start at the white house where we are expecting the president to lay out all of these plans. thank you so much. we are getting headlines about uber. uber withdrawing its guidance year 2020.s for the uber has been hard-hit by this crisis. folks not wanting to drive. uber withdrawing its financial guidance for the year. we will dig into these headlines. to help investors assess the impact of covid-19 on our financial position, we intend to exclude the impact of certain

covid-specific expenses. we will continue to follow that. we will also talk about google. hiring throughng the end of the year. we will talk to the guy who ran 's hr department for decades. this is bloomberg. ♪

company would be slowing hiring through the end of the year. this as a result of the continuing coronavirus pandemic. a huge point of news for google.

this is a company that is very healthy. on good years, they hire 20,000 employees. joining us now is the former hr chief at google for many, many years. and the cofounder and ceo of a firm that provides crisis resilience solutions for various organizations. good to have you on the show. it is a tough time for companies. you talked to a lot of companies and a lot of ceos. in terms of layoffs and hiring freezes, how much more of this are we going to see? suspect this is the beginning, not the end. the next wave [inaudible]

emily: can you hear me esther mark -- can you hear me? >> i can now. emily: you believe there is going to be more of this. how much more? i am far from an economist. a defensive strategy, to determine whether that is enough. there are some going on offense. facebook, for example, increasing hiring. middle areies in the preparing for the long haul.

i worry there may be a second wave. it is hard to reemploy the millions of people out of work. my hope is that companies move quickly. i worry the downturn may be longer than folks expect. emily: for a company as healthy as google, how big a deal is it that google is instituting a hiring freeze? i am not close to what is happening at google these days. , there weret google always ebbs and flows. it does not seem like that big of a deal. when times are good, they hire a lot and they spend a lot. when times are bad, they take the opportunity to slow things

down. it crisis is also an opportunity. you will probably see more companies doing it. emily: did this ever happened during your time at google? for example, during the financial crisis? >> in 2008, we absolutely slow down quite a bit. it is not the kind of thing you think about when you think of google -- layoffs. we see a lot of companies grappling with how much should they cut, how much is too much? how do you make sure you do it in compassionate way? not only for the people who are leaving, but for the people who are staying. how do you let them know that you are not next?

emily: microsoft announced a similar thing that google has. how do companies do this the right way? we spoke to an investor earlier this week said if you are going to do layoffs, do it all at once so it is not death by a thousand cuts. it is hard to predict how this is going. the president is talking about opening up the economy and you have those who think we should be closed for the summer. you cut a little deeper than you think you need to. you do not want to go back. the worst thing you can do is to suffer in constant fear. manager, youas a need to be as generous as you

possibly can. startup that does capitalization table management and their ceo just put out a blog post. he made a point of saying, we are going to cover benefits for a longer period. we will cover severed for a longer period. -- severance for a longer period. you should be more generous than you think you can afford. .mily: you had layoffs are there any learnings you can and theth other ceos the and file -- they are ones most affected by the decision. >> absolutely. the same general lesson holds. we are fortunate that our

business is sound. you are always making trade-offs as a startup. how quickly will new customers, board? -- come aboard? things are going well on that front. the businessnsure is going to endure. in our case, we did a number of things.ional we have these amazing people so you find a home for them. within two days, we had three people with job offers. those are the kinds of things you want to do. you want to go above and beyond.

people who are impacted, you are doing something terrible to them so you cannot make that go away. but you should do everything you can to help them. they would still be on boarding employees who have already been hired but had not started. kevin your experience at google, he said -- given your experience at google, he said they would keep hiring in strategic areas. but what is first on the chopping block? this is across companies i have been talking to a couple of weeks. typically, you start with hr, things like that peered -- things like that. you work your way up to the most

critical functions, revenue-generating. the most important thing, leaders need to focus on -- as difficult as these things are, try to show empathy. on the one hand, you have to run the business. on the other, you need to care for them as well. emily: having been to the financial crisis, -- been through the financial crisis, we don't know how long this particular situation is going to last, but how did silicon valley look different after this -- how will silicon valley look different after this? >> i think started investment will be much tighter. -- start up investment will be much tighter.

i think what is happening -- people have worried for a long time about workers having a precarious existence. reasonable chance .hat you see some resurgence former head of people operations at google for many years and the ceo and cofounder. thank you so much. more of bloomberg television. we will be right back. ♪

emily: the airline industry has been rocked by covid-19 and aircraft manufacturers are feeling the effects. boeing shares skyrocketed after they announced they will resume production of commercial airplanes in the puget sound. we spoke to the ceo of airbus about how the crisis is affecting them. >> we have to face an unprecedented situation. difficultion is a one. most of them have their planes on the ground. we have to adapt. we have challenges on the supply chain. pointsworking with data to move forward. we have to give the

right direction to our customers. we have to adapt to that new situation. >> what are you hearing from your customers? saying demandu.s. for travel is essentially zero. what are you hearing from other carriers? diversity of large situation around the world. it is not the same country by country, region by region, airline by airline. we speak to our customers individually to find solutions one by one to their concerns. of united,on today we have a similar situation with other airlines. it is a very complex situation.

we have to find the right way forward. what will be the shape of the recovery, that is what we are working on at the moment. of -- thatyou think has been given to certain carriers? >> the priority is to give help to the airlines. there the first hit by this pandemic. airlines going through this difficult situation. supporting the airline is the help the world supply chain. unprecedented pair of challenges.

forward whenmoving times will be better. do you have similar plans? do you expect airbus to have to ask the european government for assistance? we are asking for support, to the airlines, to the suppliers. we are asking for support in different forms. >> ok. that is good to hear. in terms of how you think the story is developing, how much ability do you have at the moment -- i would imagine very, very little. an investment bank was out with a report saying it sees aircraft deliveries down 40-50% over the next 4-5 years. is that what the future looks like to you?

i don't have a crystal ball and we are all trying to assess the depth and the duration of the crisis. we think there will be a big difference between the wide bodies. ist we see for this year -30 ory something like -40%. it is still very dynamic. recovery, in terms of they ares flying, flying in china already. china is interesting because it is a place where we can try to assess what happens with the rest of the world. emily: the ceo of airbus.

coming up, newark for the unemployed. -- new work for the unemployed. we will be speaking to the ceo next. this is bloomberg. ♪

emily: more than 5 million americans filed for unemployment last week, bringing the total to 22 million. that is a decade worth of job gains completely erased. accenture is trying to help workers find newark in the middle of this crisis -- new work in the middle of this crisis. julie suite, the ceo -- julie ,weet, the ceo of accenture joins us. launchwe are excited to this program.

connecttended to companies that have had to lay off or furloughed their employees with companies that are hiring. it is global, although it is initially launched in the u.s. where you have companies like walmart who are hiring 150,000 associates. they are on the platform. you have other companies who had to lay off and furlough. committedmpanies are to helping their employees find jobs in the companies that are essential doing services and this allows you to connect by location and skill set. it will be a global platform, not just the u.s. emily: have you gotten feedback from companies using this already? julie: we launched it on tuesday. the idea was created 14 business days ago.

the initial feedback, we started with several leading companies with about 250 more to be on boarded over the next week. initial feedback is that it is very easy to use and we expect that next week, we will have people moving from being on boarded to the platform to connecting with jobs. that -- wee excited did a lot of briefings before we launched it and people felt like it was what they needed. have half aime, you million people who work for you. you are running your business from home. how do you navigate it? companies are grappling with layoffs and hiring freezes and people are really scared about their future financial security. julie: there are a couple of really important things. the first is transparency.

aboute been very focused being transparent about our people, about what we are doing. transparency because people are scared. we are very focused on sustaining our people. we are a company that already was used to working remotely but it is a very different situation when you have to work remotely and your clients are remote and you have all of this worry about health and your family. we have a very concerted effort to sustain our people through wellness, through connections. it is not enough to say, it is important to continue to run the business. you have to recognize the stress that people are under. emily: are you laying off anyone? do you anticipate having to lay off anyone? how are you making these decisions? julie: we are not doing any

extraordinary layoffs with respect to the coronavirus. we make the decisions like any other company would make the decisions. we are first focusing on driving or business and continuing to create jobs. we have obviously -- we have slow down our hiring so we hire a lot of people every year. we announced we were growing quite steadily. our first step was to delay hiring other than critical skills we needed to continue to do so. what we are seeing in this current environment is there is a lot of demand for our services with respect to helping people to work remotely. we are the largest user of microsoft teams in the world. company, we went from

zero to 25,000 people on teams in a week. we are seeing a lot of demand for security. we have one of the largest security businesses globally so we have been helping a lot of companies focus on how to make sure their people working remotely have the right security. sweet, thank you for sharing your story with us and how you are thinking about all of this. a new program to help the unemployed. coming up, i sat down with the of holy name medical center in new jersey, a place that has cared for hundreds of patients suffering from the coronavirus, employing innovative technologies to help these people. we will have that interview coming up next. this is bloomberg. ♪

wants amazon says it now to test every single employee regularly for the coronavirus around the world. releasing a shareholder letter with some other updates about how the company plans to handle this. what do we know about this internal testing program and whether it is realistic? >> we know that amazon has reassigned some of its scientists and marketing people. they employ about 800,000 people. it is not a trivial amount of

folks. acknowledged the challenges to this. they might not have this effort done in the window the pandemic is still ongoing. emily: if the entire world cannot get enough tests, how is jeff bezos going to do this? what do we know about what they are doing? onthey are working hard creative sourcing right now, whether that is working directly with providers around the world. we know they have been in contact with some commercial suppliers. has a bunch of smart people working on this. we do not really know how they plan to pull it off. i wonder if workers who

have not been happy about how the company is handling this will be satisfied? a labor group calling on amazon workers to call in sick in protest on april 24. tell us about this. >> employees at their headquarters in seattle have been organizing around climate issues for a couple of years now. two of their own were fired last week. that group held a call today with some warehouse workers, asking their colleagues to call in sick. meantime, amazon has shut down its warehouses across france. a french court ordered amazon to stop selling nonessential goods because the court was concerned about how amazon was treating

its workers. amazon responded by closing down all of its warehouses. 20.on has said until april what does this mean for france? >> if you are shopping at amazon france, they will deliver that from a warehouse outside the country. they have warehouses nearby in spain, italy, and germany. they say it would be too complicated to separate essential stuff from nonessential stuff. they intend to resist efforts to determine what they can sell. they would rather be able to access the whole store. emily: all right, thank you so much for your reporting on this topic. i am sure we will be back with you soon. as of wednesday, new jersey had over 70,000 cases of the coronavirus part many of those

patients are being treated at holy name medical center. i sat down with the ceo earlier today and talk to him about how they are treating these patients. he himself was impacted by the coronavirus, got sick, his family got sick as well. a really interesting conversation, take a listen. >> as of today, we have 201 people inside the hospital. people we are following in managing at home. we took a very aggressive home care management under the product of that where our nurses call 2-3 times a day, depending how acute you are. if things start to deteriorate, they bring you in right away. emily: do you think you are past the peak? >> i think we are. we are at the early stages of the downslope. that is only based on the last

three or four days. the monday after easter was one of our busiest days. the days since have slow down. the er is not as busy. the people who are coming in are more acute. emily: you had coronavirus yourself. you got sick, your wife got sick, a couple of your kids got sick. tell me what that experience is like for you given that you were also somebody fighting the crisis on the frontline. >> it gave me a renewed appreciation for just how serious this virus needs to be taken. i was a little cavalier at the beginning because i never get sick. i have never had the flu. i was one of those people walking around, not me, it will hit everyone else. it is a very serious virus. everybody needs to take it seriously.

sacrifices everybody is being asked to make are important. we think the flattening of the curve now is a result of that. it is still a very active, very contagious virus. emily: tell me about your ventilator situation. do you have all the machines you need? >> at the current moment, we do we manage to get ventilators -- i have a very resourceful supply chain group here and they scanned the globe trying to find ventilators. we were able to get into later is the national stockpile as well. our situation is currently ok. emily: you have been doing some innovative things at the hospital to address shortages of ppe to address the space you need to treat these patients. to 106 icu beds

. you built negative pressure rooms and what used to be storage areas. -- in what used to be storage areas. talk to us about how you have been technically buildings -- build these so quickly and whether that is something other hospitals can emulate. >> we believe other hospitals can and should emulate that. waseds in 40 days and that -- 40 beds in four days. that was designed to put the patients inside a negative pressure room, glass walls so the staff could stay on the outside. once we knew we were getting ventilators, which was at one point touch and go. we do not have enough staff to handle the volume, certainly critical care staff. we need to stretch them and make

them more efficient. i having these new designed facilities, they are outside the negative pressure so they don't have to wear the ppe, we encourage them to keep their masks on. other than that, they do not have to have the gloves on. all the iv pumps, all the cardiac monitors, even the ventilators themselves are outside. very efficient design. preserves ppe. cells fromare using a baby placenta, a newborn baby. you are using that to treat patients in a new treatment that was just approved by the fda. how is that going? >> so far, one patient who received the stem cells -- the placenta cells is responding positively. we are optimistic.

he has had a couple of close calls. he was on a ventilator for 23 days. they were concerned and they re-incubated him right away. it is always touch and go. emily: you think the technology could be more widely used? >> yes. we have a myriad of robust critical -- clinical trial's going on here. these drugs come out of the cancer space and other areas to help reduce the inflammatory response. lonelythis is such a disease. samsung has been helping with technology. tablets toe donated us to use so that our nurses can

relieving staff from these extra duties. they will dial in families and have them facetime or communicate with their family members as often as we can and that has proven to be positive and uplifting. we are very grateful for those donations and that support. emily: you are on the front lines. you are talking about -- the president is talking about reopening plans. we are still months away from a vaccine, even for health-care workers. you have an opinion about how and when this country reopens and whether or not we are ready? >> if we have this virus spike again, it will be a real problem. it is a very active virus. it does not follow typical viral patterns.

there is no evidence of that just yet so we are very much learning about this. cautious,s a very slow, methodical reintroduction. you cannot just flip a switch and say we are back to normal. i know people are at wits end distancing and self-isolation. we might as well finish the last quarter of a mile to make sure we are as safe as we can and to minimize the impact. no matter what, the viruses out there and in the community. until we have a vaccine in a targeted therapeutic treatment, which we don't have, everything is experimental right now, we are worried about it. we have to balance all of that. i know we have to get the economy going again, there are too many people out there, but

it has to be very guarded. i would encourage as much use of the technology, like you are doing now. masks and proper hygiene with regular handwashing still an absolute must because you have to assume anybody you come in contact with is a potential positive. ceo of holy name medical center. they will hold onto those temporary hospital beds in case there is a resurgence of the virus later this year. coming up, we will be talking about facebook's cryptocurrency project which has had a lot of controversy. you will get an update on that. this is bloomberg. ♪

emily: facebook and its partners

are revamping their libra cryptocurrency project which has gotten massive pushback from regulators. how is facebook changing the game? rolling out just one version of libra, today they announced there will be multiple versions of libra. many of them are going to be backed by individual currency. for example, you might have a digital version of libra tied directly to the u.s. dollar. you might have another one tied to the euro. they are trying to appease these banks that were afraid that if libra succeeded, they might lose some of their power. the power to create currency. and if there was a currency out there they could not control, that would be a problem for them

. this is a way for facebook to meet them at a place where they are more comfortable. emily: when might something like this actually launch? imagine this is at the top of the priority list for a lot of these organizations. libraok says -- the association say they are hoping to have approvals for this by late 2020. the goal is still to launch something this year. how the economy continues to reopen or evolve will dictate whether that is a possible timeline. but they are shooting for the end of the year. emily: have they gotten any response from the other people who will care? said in their

announcement they are actively talking with swiss regulators to try to get a license there. they want to register here in the u.s. the story with libra all along has been that they are constantly having these conversations behind the scenes. it is such a complicated thing to launch a new currency. i imagine it is because people have been having discussions about this for months now. they will probably wait until we are much closer to lunch before we start to hear real concrete examples of what this might look like. emily: what does this mean more broadly in terms of the other struggles from facebook? obviously, they are fighting misinformation on their platform about the coronavirus. : i think it is a telling

sign that facebook is still trying to operate as close to normal as possible. thatis a kind of project varies from their normal business. the fact that they are still talking about it, still making announcements about it, talking to the press about it, is a sign that facebook wants everything to keep moving forward. we see that with portal, with their augmented reality, and libra. i take it as a sign that the company is doing well enough that they are not shuttering something like this. encouraging ift you are a facebook investor. being themagine it top priority for the company or their partners. wagner, thank you so much for the update. we are standing by for the white

house briefing to begin. we will take you there live when it starts. we are waiting for the president to unveil his new guidelines for reopening the economy. more on bloomberg television, next. ♪ . .

♪ shery: good evening from bloomberg world headquarters. i'm shery ahn in new york. haidi: and i'm haidi stroud-watts in sydney. welcome to daybreak us earlier. stocks rise as president trump sees america headed back to work in the next month. futures are a lifted by news that boeing is ready to resume aircraft production. china insists its fundamentals are sound ahead