Return to Transcripts main page


Quest's Holiday Highlights. Aired: 3-4p ET

Aired December 28, 2018 - 15:00   ET


RICHARD QUEST, ANCHOR, CNN: Wall Street is all lit up for Christmas as we come to the end of an extremely busy year. The trade wars spooked

investors and businesses. I saw it firsthand what it takes to keep America humming at UPS, and Boeing. In Kenya, the President and businesses are

trying to break the cycle of election violence and grow the economy.

Now join me as we go for a ride. Oh, thank you for joining us at this holiday time. Together, we're going to look back at the memorable moments

of the year. It is Christmastime, and that means gifts and means trade and trade and tariffs and the fight between the United States and China. It

loomed large over the markets all year as we showed you on "Quest Means Business."


UNIDENTIFIED MALE: I'm not going to call it a trade war, but wars usually start with one battle.

DONALD TRUMP, PRESIDENT OF THE UNITED STATES: About time, right? Been waiting for a long time.

QUEST: In the war room, as you'll recall, I've shown you exactly what has been happening. Each side is already showing up its arsenal of trade


UNIDENTIFIED MALE: The price increases have been coming very steadily.

QUEST: Whirlpool had welcomed what it saw as being good tariffs. Whirlpool is now suffering the cost of higher raw materials as a result of

steel tariffs. Our map table has gone, instead the dinner table. Billions of dollars' worth of tariffs on either side has hastened the appetite.

UNIDENTIFIED MALE: The end game here if the two sides don't back down is pretty dire.


QUEST: And at the moment we have a truce, which is perfect for this holiday season. Few, if any, companies have had more at stake in the trade

war than Boeing. For more than a hundred years, Boeing's been building machines that fly and done so beautifully. It has done it so well that

it's now America's largest exporter. Much of Boeing's product comes from one place, which is the world's largest factory, the Everett production


We talk "Quest Means Business" to see how the planes are made.


QUEST: Boeing's Everett factory - it's difficult to overstate the sheer size of this plant. It's ginormous. How far is this road which is the

width of the factory?


QUEST: A third of a mile? That's the longest width?

MURRAY: That's the width. The longest is seven tenths of a mile.

QUEST: You don't want to leave a pen on one side and ...

MURRAY: Not so much.


QUEST: It takes a building of this size to make the big, wide-bodied planes. The 777, the jumbo and, of course, the Dreamliner. Or to give it

the proper name, the 787. It's the fastest selling plane in Boeing's history, racking up nearly 1,400 firm orders.

The Dreamliner is a mid-sized, long-range aircraft that revolutionized aviation. Super strong carbon fiber composites make up the fuselage. New

engines and aerodynamics mean the plane is 20% more fuel efficient.

Onboard, the atmosphere and the lighting make for less jet lag.

Building the 787 is a truly international enterprise. For instance, the landing gear strut doors, well, they're made in Korea. The bearing panels,

they are manufactured in China. And the joining structures, they are made and brought in from Italy; 2.3 million parts of a jigsaw that are all

brought here to be put together to make a plane.

Today, the Dreamliner assembly line is producing 12 planes a month.

KOREY KERLEY, BOEING 787 LANDING GEAR TEAM TECHNICIAN LEAD: We're going to play with some big toys out here.

QUEST: Korey Kerley is the team leader for the landing gear. Do you ever stop for a second and think of all the thousands of flights it's going to


KERLEY: Every day coming into work, it's - we build amazing aircraft.

QUEST: So much intricate work on something so big. Phillip Vergara's team attaches the wings to the plane.

PHILLIP VERGARA, BOEING 787 WING BODY JOIN, LEAD: Every wire, every fastener that we have, has to be in its place. There's no room for error.

QUEST: The first few years of the Dreamliner's life were terrible, the plane was dreadfully delayed, costs ballooned over $20 billion, and the

cliche was the Dreamliner had become a nightmare.

UNIDENTIFIED MALE: Building an aircraft that's new, we needed a new production system. The sections arrived more complete. They come in with

insulation, with ventilation, flooring, doors, windows. All these things already in the aircraft, where in the past, we had to add all those things

to the aircraft.

QUEST: Boeing has learned some painful lessons with the Dreamliner, a plane that will be opening new routes and carrying passengers further for

years to come.


QUEST: It's a critical time for Boeing as more passengers take to the skies around the world. China is poised to become the world's biggest

market, and that means Boeing's business could become collateral damage in a trade war with the United States.

Boeing's Chief Executive told me how he's navigating tricky political waters.


DENNIS MUILENBURG:, CHAIRMAN, PRESIDENT AND CEO, BOEING: The global trade is extremely important to Boeing and our customers. Air traffic by its

nature is global, and we see traffic growing around the world, as I said, 6% to 7% a year and we're seeing things that the administration is doing

today that's enabling our growth.

So I put it into context of tax reform, which has been incredibly beneficial, allowing us to invest in innovation in our workforce.

Regulatory reform is making us more competitive and helping us compete worldwide. Now we do have some challenges around tariffs and trade. We

have some concerns there. But the fact is, we have a voice at the table and we see the administration leaning forward to support us as a business

while we deal with the realities of the trade situation.

QUEST: Let's just listen to what President Trump said about Boeing and about China because it relates to your ability to do business in one of the

newest markets, the most important markets in the world.


DONALD TRUMP, PRESIDENT OF THE UNITED STATES: One that is even more bothersome, frankly, is Boeing. So Boeing, and I've been talking about

this for a long time - Boeing is going to sell 300 jets to China. But as part of the deal, they're going to set up a massive plant in a big section

of China. They're going to build planes over in China.

And you tell me why. Why aren't they building them here? They're building them over there. That will end up taking a tremendous number of jobs away

from the United States. And people can say whatever they want, but that's not good stuff.


QUEST: All right. You obviously are familiar with that. Are you still committed to the China factory?

MUILENBURG:: We are and when you take a look at the global marketplace for airplanes over the next 20 years, the world needs 43,000 new airplanes,

about 7,200 of those are in China. It's a really important market force. We are building a 737 finishing center in China today that complements work

we do here in the U.S.


MUILENBURG: I think our approach to global growth is different than what you see in many companies. We have a win-win approach where we're looking

for growth in all countries around the world.

So while we're investing in that finishing center in China, which allows us to grow in China, it's also allowing us to ramp up production here in the

U.S. which is adding manufacturing jobs here.

QUEST: Are you worried that as part of this trade war, when China runs out of things to tariff, it will start to use nontariff barriers against you

and your planes, making it more difficult? Do you worry?

MUILENBURG: Sure, that's a concern for us. We've voice that had concern. But again, it's important to realize that China also gains benefit from

this aerospace business. China is growing by leaps and bounds. They need the lift capacity in the country. Every year we have 100 million new

passengers in Asia. They need the airplanes. Aerospace is good for the Chinese economy, it's good for manufacturing jobs here in the U.S.

QUEST: Do you feel caught in the middle sometimes? CEOs like yourself, you saw with the President's counsel, you sometimes feel you're caught in

the middle?

MUILENBURG: I don't think we're caught in the middle. I think the fact is, we're involved in the discussion. We're at the table and I like having

a voice at the table. I would much rather be engaged than being in the background. The fact we're engaged, we have a voice at the table, is

making a difference. I see the administration leaning forward with a pro- business agenda.


QUEST: I've shown you the planes. Now watch where they take us. In 2018, we went around the world from Kenya to Kentucky to cooking classes in




QUEST: The lights are on. It didn't sparkle. I'm pretty certain the - I nearly said the Empire State Building - the Eiffel Tower will sparkle at

the top of the hour.


QUEST: With so many places visited, sometimes you do get your towers and buildings confused. It was a very good year for air miles. I traveled to

more than 40 cities. We had New Year's Eve in Times Square. We were at the UPS World Port in Louisville. I flew the historic kangaroo route with

stops in Rome, Cairo, right the way out across to Perth in Australia.

And then that fantastic week's assignment in Nairobi in Kenya. Oh, yes. Even Paris was on the agenda. Paris remains the beautiful city of lights.

After a turbulent year with economic riots, I find my way to Pierre Gagnaire's award-winning kitchen and had a lesson in cookery and at the

same time, politics.


QUEST: Just like the Eiffel Tower, the glasses sparkle at Pierre Gagnaire's famous Paris restaurant. Behind the serenity, a frantic



QUEST: At the helm, Pierre Gagnaire steers his staff. On the menu is modern French cuisine. On the wall are three Michelin stars. Three.

Three. Not just one. Not two, three.


QUEST: You have to be excellent every night. Excellent.

GAGNAIRE: Lunch and dinner - you want a jacket?

QUEST: Enough talking. Time for a cooking lesson. First, apron up.

Something nice and simple. I'm hopeless.

GAGNAIRE: No, not like that.

QUEST: This is not going very well. We haven't even got the apron on. I'm exhausted and we haven't even made anything.

GAGNAIRE: Right. A souffle. With butter and sugar with cacao. Bitter chocolate, a pinch of salt.

QUEST: Salt?

GAGNAIRE: Okay. Two hundred degrees. Okay.

QUEST: Oh. Very good. Delightful. This is very good.


QUEST: We are ready for Christmas, cookies and milk for Santa and a carrot for Rudolph, indeed. Now after Christmas comes New Year's resolutions to

hit the gym, of course. Now, most resolutions last around last two weeks. New Yorkers have a range of options. For those who enjoy a nightclub

atmosphere and physical exertion at 6:00 a.m. There is Barry's Boot Camp.


QUEST: In the city where if you can make it here, you can make it anywhere, you'd better be prepared. Barry's starts early. The idea is

simple. One group is on the treadmill while the others use the floor. Then we swap. It all started off perfectly manageable. And then -- so

this is just the first few minutes. Concentrate, Richard. Concentrate. What?


QUEST: Sprint she says. I swapped the treadmill for the dumbbells and my legs felt the effect. Some of the moves seemed a little confusing. But my

instructor, Mike, got me through it. And if at first you don't succeed, my neighbor Jeffrey was feeling the burn.

Before long, the shirts were coming off and the sweat was everywhere. My time had run out and so had my energy.

I think I've worked out. I'm the oldest here by about 16 years at least.

Joey Gonzalez is the Chief Executive at Barry's, he joins me in the C- suite. Good to see you, sir. Thank you for joining us. Thank you for letting us go this morning. Look, Barry's Boot Camp, the whole concept of

the boot camp is what?

JOEY GONZALEZ, CHIEF EXECUTIVE, BARRY'S: So Barry's Boot Camp was founded on the principles that cardiovascular is as important as strength training,

so you're doing equal part cardio as you are doing strength, as you saw in the video.

QUEST: But you are expanding the chain.


QUEST: You are expanding. It's not just - you're expanding overseas, before in many ways, you're going into other parts of the United States.


GONZALEZ: So Barry's has been the type of business that we see expanding into cities like Paris or Sydney prior to expanding into some of the cities

in the U.S., you're right. And part of the reason is that the pent-up demand, the customers sort of we've listened to them the last 20 years, and

we have had so much feedback from so many places around the world that we sort of prioritized that as we build strategy around where we go next.

QUEST: As I walk around Manhattan, I see many wannabes, the boxing, the kickboxing, different fads and different ideas. You've been around 20

years. Do you worry that some of these other fads will start to encroach on what you're doing?

GONZALEZ: So I think - I hope that would have happened already at this point, and 2017 was our best year yet, same store sales were up. New

studios have been really healthy, so I actually think what started to happen as the industry has become more crowded, so has the interest. The

consumer group has become much bigger.

QUEST: So this is a case of the rising tide, lifting all boats. Go on.

GONZALEZ: And Barry's is the original, right? We've been around for 20 years.


GONZALEZ: And what we've done a good job of is built a community in an organic way, and this industry, this whole business is about relationships.

It's a human capital business. We have two decades of that under our belt.


QUEST: The cookies are gone, but there's still much more to come in this special hour of "Quest Means Business." I traveled to Kenya to get a sense

of an economy in transition. We'll hear from the president and local entrepreneurs. It's all about micro finance. Very good.


QUEST: Kenya is at a crossroads, the economy is accelerating. The political unrest of last year seems to be fading. China and the west are

battling for influence. So I had to see this profound shifts underway for myself and so I did in a weeklong trip to Nairobi where I visited the stock

exchange and was granted the rare honor of starting trading.


QUEST: It gives me great pleasure to declare the market open.


QUEST: And I had breakfast with a special guest at Giraffe Manor and I met the first woman in Africa certified to fly Boeing's Dreamliners. Kenya is

trying to leave behind the 2017 general election. It was a nasty bitter contest marred by violence and charges of electoral fraud when it was all


Now, President Uhuru Kenyatta kept the presidency and he told me he's trying to break the cycle of election violence and get back to the business

of growing an economy.


UHURU KENYATTA, PRESIDENT OF KENYA: Last year was not a very interesting year, let's say, for business and this is what we're coming out of. And

maybe a lot of people have yet to feel the real impact of that. That's why we've been really keenly focused on ensuring that we create this

atmosphere, the political atmosphere, of getting people together, of trying to put that year behind us so that we can focus ourselves on matters of

growth, on matters of development, on matters of economy because this is what matters to our people.

QUEST: So wat policies will that include?

KENYATTA: This is one of the key things that we, ourselves, brought about. We had focused on our first five years really focusing on the hard

infrastructure, looking at the railways, looking at the roads, looking at power connectivity, looking at water connectivity. But what we have now

agreed and moving now towards is focusing more on the software, the softer aspects, the health aspects, the housing aspects. Issues related to job

creation. These are the elements and the areas that we're looking into which we believe, tied with what we started doing in our first four years

will move the country now to the next level.

QUEST: You're raising money. You have got high debts. The country has a fairly high debt to GDP ratio at the moment. Much of that money, the

largest part of the bilateral debt is to China.


KENYETTA: China as well as to many other institutions as well.

QUEST: So are you comfortable with the increasing burden that this country, the increased debt that this country has to China, is China a


KENYETTA: What would worry me if the debt that we have incurred has gone into recurrent expenditure, has gone into paying salaries, has gone into

pay salaries or electricity bills and so on and so forth. But what we have utilized that debt for is to close the infrastructure gap and anybody

coming into Nairobi after 10 years, just Nairobi alone, let's not talk about the rest of the country, will be able to note that the number of

roads that we've been able to do, the railway lines that we have been able to do, all aimed at both improving business and increasing job

opportunities for our young men and women.

QUEST: The criticism is though that China has another agenda. You're familiar with these?

KENYETTA: We are familiar with those arguments, but our position is a very clear one. We have an infrastructure gap that we need to fill and we are

going to work with our partners across the globe who are willing to partner and to work with us to help us achieve our social economic agenda because

Japan, for example, is our biggest lender when it comes to all our port developments.

Today, Mombasa Port wouldn't be without the support of Japan. When we talk about electricity and electricity generation, we wouldn't be where we are

without the support of AFD of France. So why are we focusing ourselves only on one lender. Actually, to me, as far as I am concerned, we have a

very healthy mix of debt from the multilateral lenders who are basically the World Bank and the African Development Bank, to bilateral lending, like

I said -- Japan, China, France -- all who are participating and working with us to help us achieve the objective.

QUEST: The argument is they don't have the same agenda that President Xi might have in terms of bringing Africa within the greater sphere of

influence of China.

KENYETTA: We are looking at it, like I said, from our Kenyan perspective. And our Kenyan perspective is that we have a development agenda. We have a

social agenda. We have an economic agenda. And we are willing to partner with all countries that help us achieve our objective.


QUEST: President Kenyatta there speaking about Kenya's big debts and his big plans for the funds. As the casual CNN viewer knows, every penny is

power, so I visited the market where there's money whizzing through the air.


QUEST: If you want to know what's happening in an economy, visit the High Street at An Fami (ph) where I can find fast food Kenyan style, beans and

maize. I can also find lots of raw meat ready to be sold and cooked, and an abundance of fresh fruits and vegetables. There's plenty here to buy.

And this high street is also a good case of the digital revolution in micro credit.

For instance the appropriately named Vision 2030 shop with Nelson. Good to see you, sir.


QUEST: Who is learning all about credit.

NELSON: Actually, I started the shop because I had a job, and then all of a sudden the company collapsed. We tried to figure it out with what we can

do. Then we come up with an idea. Let's open a shop.

QUEST: Wow. A true let's start a business. It's an important business selling absolutely vital staples like maize. Why do you need that line of


NELSON: Because as a rule, we have financial constraints because we don't have cash on hand already, to take credit is a great idea.

QUEST: Credit is a great idea, but credit can also get you into debt.

NELSON: Why we opt to offer the credit because we had also to sit down with my elder brother and agreed because credit normally, as you have said

can put us as well into trouble if we don't pay it on time.

QUEST: How is it working?


NELSON: It is working very well with us. It is friendly. It is digital. The moment we place an order, it is digital, making payments, it's also

digital because there's no cash, giving on a digital cash, you just pay via M-Pesa to the bank direct, then I enter my pin --

QUEST: M-Pesa --

NELSON: Yes, M-Pesa, yes, there we go? And then I check my balance.

QUEST: I imagine most people here pay on M-Pesa, do they?

NELSON: Yes, they do, almost 90 percent of my suppliers, I pay them through M-Pesa.

QUEST: When are you going to open another shop?

NELSON: We are planning to open it next year --

QUEST: I knew you were --

NELSON: We are working on it --

QUEST: I knew --

NELSON: We are working on it very seriously. We need to open a sister company exactly looking like this, that's the objective we are working for

come next year.

QUEST (voice-over): And so starts the retailing empire.


QUEST: To see an important milestone in Kenya's economy, I needed to leave the country -- oh, yes, well, the chief executive of Kenya Airways is

trying to connect Africa to the world. And his idea that key link this year, the first direct flight between Nairobi and New York.


QUEST (voice-over): Nairobi to New York nonstop. On Sunday night, passengers boarded the first direct flight between Kenya and the United


(on camera): At the moment, the estimated time of flight is about 14 hours, give or take. It's an important milestone for Kenya Airways. And

just a year ago, it was on the brink of bankruptcy.

MICHAEL JOSEPH, CHAIRMAN, KENYA AIRWAYS: It's a big turning point for us and an indication that we are now no longer in significant trouble.

QUEST: It's difficult to -- for others outside this country to appreciate that one flight to New York is a national event.

JOSEPH: It's also important for us, because as Kenya Airways and for Nairobi to become a hub for Africa.

QUEST (voice-over): This is the pride of the fleet, and Boeing 787 Dreamliner that will service the route. One of the fleet pilots is Captain

Irene Mutungi.

(on camera): How long have you been flying?

IRENE MUTUNGI, PILOT: Twenty three years now. I started as a cadet in the airline and worked my way up to a first officer, and then a captain working

up to the bigger aircrafts as I went along.

QUEST: But now you're a captain on the 78.

MUTUNGI: Yes, I am, fortunately, I became the first African Dreamliner captain in the world.

QUEST (voice-over): The U.S. granted security clearance for nonstop flights between the two countries last year after a sustained push by

Kenyan authorities.

(on camera): This case is one of the requirements demanded by the United States for U.S.-bound flights. Kenya Airways had to build it and will

store any U.S.-bound cargo in a sterile environment. And it's fragile cargo indeed. Let's just check -- yes, they're roses.

(voice-over): The airlines believes access to a new market will boost revenue by 10 percent next year.

DICK MURIANKI, GENERAL MANAGER, KENYA AIRWAYS CARGO: One of our major export is agriculture products. Look at flowers, look at the vegetables we

export and being part of the chain which is driving this economy makes me proud and makes me wake up in the morning.

QUEST: The promise of a new frontier awaits as long as the planes get off the ground.

(on camera): Oh there it is, somewhere --


QUEST: Boy, and I am not near the controls -- oh, well done.


QUEST: This year I earned my wings being a pilot, so I thought I'd try something really difficult and become a UPS driver and a man in brown.

You'll see how I fared after the break.


QUEST: Yes, on Christmas, it's the man in red that delivers the presents. On the other 364 days of the year, it's the UPS man, the man in brown. It

takes an army almost half a million strong as UPS delivers 5 billion packages a year to more than 220 countries.

Now, the nerve center is the world port in Kentucky. Now, Saint Nick would be jealous of their logistical prowess. At Christmas time, this facility

will process 4 million packages a day. The last part of the delivery network is the truck.

It takes delivery socks and you'd better be wearing the right socks for the UPS man to become a delivery man.


QUEST (voice-over): We're out on the road. He is the man in brown, Jeff Goodman, and the intern Richard Quest. And when a package's journey music

end, it's down to us to get it the last mile all the way to the front door.

Delivery driver rule number one, handle with care.

(on camera): When something says fragile, handle with care. How much care?

JEFF GOODMAN, UPS DELIVERY MAN: I see these people every day --

QUEST: Yes --

GOODMAN: I don't -- I don't want to get a report saying that something of theirs was damaged, so I handle it just like it was mine.

QUEST: You ever wonder what's in all these things?

GOODMAN: It's a duct tape(ph) --

QUEST: What?

GOODMAN: This a duct tape(ph).

QUEST: How do you know that?

GOODMAN: Because of the way it sounds.

QUEST: That's the real beauty of being a local deliverer.

GOODMAN: Well, yes --

QUEST: You know the area, you know the people you're delivering from and you know the dog.

GOODMAN: I probably know the dog better than the people.

QUEST: No matter how sophisticated, at the end of the month, the last bit is you --

GOODMAN: Walking --

QUEST: Going in there --

GOODMAN: Walking into the door --

QUEST: And walking into the door.

GOODMAN: Walking into the door.

QUEST: Right, we're to another one.

GOODMAN: Well, they --

QUEST (voice-over): Rule number two, you need to walk the walk and do a lot of walking.


Number three, beware of the dog.

GOODMAN: You and I are soft when it comes to the dogs. Those can be my best friends or they can be your worst enemy.

QUEST (on camera): So you've always got emergency resources. There's a lot of planning involved, isn't it?

GOODMAN: The more you plan, the easy it makes.

QUEST: Something tells me I am not going to make a very good UPS delivery boy.

(voice-over): Finally, I earned my stripes or rather my socks.

GOODMAN: I heard you were admiring our socks.

QUEST: I can't beat --

GOODMAN: Because not anybody can just get these socks.

QUEST (on camera): Look at this.

GOODMAN: So you are officially --

QUEST: Yes --

GOODMAN: A UPS driver --

QUEST: You will know you're a UPS driver -- UPS socks.

(voice-over): For a moment at least, I was officially a man in brown.


QUEST: And now when it comes to delivering packages, UPS are experts moving packages this size. But some are much bigger and certainly weirder.

Captain Houston Mills told me what it's like transporting every kind of present.


[15:40:00] CAPTAIN HOUSTON MILLS, DIRECTOR OF SAFETY, UPS AIRLINE: We actually deliver live organs and skin, human skin. And so what we do these

bright pink bags are present there, so we deliver everything from pancreases and kidneys and any other organ with the exception of the heart


QUEST: Right --

MILLS: And the liver or --

QUEST: But when you leave, are you told you're carrying this, so you know you're carrying this?

MILLS: Yes, so this pink bag really tells us this is an express critical package, so we know every day that there's something that has to be

delivered, so this is hand-carry-on, hand carry-off. And so the captain absolutely knows that this is important.

QUEST: And then you've got --I mean --

MILLS: Yes, so this is interesting because this is from triumph which is one of our customers, we actually handle all their logistics worldwide. So

they've got facilities in the North America --

QUEST: It's a motorbike.

MILLS: Yes, it's a motorbike, but it's a parts, now so tens of thousands of parts, we basically handle all their parts, and we'll deliver this from

a boat to an actual engine, you know, for Triumph. So we manage all of their logistics, so we're the logistics expert and then we allow them

basically to do what they do best which is to design, build and sell motorcycles.

QUEST: If you have passengers, they are a little more delicate. This isn't going to complain about turbulence.

MILLS: That's right.

QUEST: And so do you fly differently?

MILLS: No, they --

QUEST: The whole sort of up and down, left and right?

MILLS: No, absolutely, we handle every package like it's a customer, because any delivery they make, there's delivery anywhere from 7,000 --

QUEST: Right, but --

MILLS: To 30,000-plus --

QUEST: I learnt pilots fly very gently? Do you fly a bit more aggressively?

MILLS: It's just the same. Because we want to make sure we have fun, but in a fun way, in the right way. But no, certainly, it's handled all the

same. And particularly, so you know, you take a -- you know, healthcare for example --

QUEST: Right --

MILLS: Or when we do humanitarian relief, here's some water, you know, for example, and you know, we deliver all types of things. And from a

humanitarian perspective, if you take -- you know, after a disaster like a hurricane, you know, once the storm passes, the most important thing is for

us provide freight supplies to those folks that need it the most.

So we provide great logistical support such as water in those instances.


QUEST: It's the season of giving gifts. And when you give your donation may end up in Dubai. Any moment, I'll take you inside the world's largest

humanitarian hub, now, not too many fir trees there.


QUEST: So many gifts at Christmas time. It's a time when we must not forget those in trouble. Now, maybe you've dropped some coins in a charity

box or you've donated clothing or toys. But it's the start of a long logistics train that leads to the international humanitarian city in Dubai.

[15:45:00] For it is there that the essential ingredients are being kept when disaster, crisis, calamity, tragedy strikes anywhere in the world.

What is needed is right there. I got a special tour from her royal highness Princess Haya Bint Al Hussein.


QUEST (voice-over): An earthquake strikes Haiti in 2010. In 2013, a typhoon devastates the Philippines. In South Sudan, conflict leaves a

refugee crisis. In Bangladesh, Rohingya victims are without food and shelter. Disasters natural and manmade. When aid is needed, it comes from

deep in the desert of Dubai.

HAYA BINT AL HUSSEIN, PRINCESS OF JORDAN: That is the IHC. All of these warehouses are full of humanitarian aid.

QUEST (on camera): And where is the aid coming from?

AL HUSSEIN: From UN agencies, we've got now 17 members, NGOs, different charities. And they store all of their stuff here and we facilitate and

help coordinate in emergencies.

QUEST: Look at the size of this thing.

(voice-over): An international humanitarian city and to the leadership of her royal highness Princess Haya Bint Al Hussein.

AL HUSSEIN: We can get anything anywhere in the world within eight hours. And unfortunately, over 50 percent of now the humanitarian problems of the

world are really around this mineral region. We supply for any humanitarian emergency, whether it's natural disaster or manmade. And we

respond in a completely a political manner.

QUEST: Her royal highness is married to his highness Sheik Mohammed bin Rashid Al Maktoum; the Vice President and Prime Minister of the UAE and

ruler of Dubai. Together dispatching aid at a moment's notice, taking advantage of the giant Jebel Ali Port; Dubai's two world-class airports.

AL HUSSEIN: There wasn't anything like this in existence, so to speak. The idea to position it here was really incredible. We have the sea right

next to us and we've got the port, we've got the airport next to us. We can move from sea to air in seven minutes to be able to deliver. And

logistics is, yes, it's a signature of Dubai.

QUEST: Logistics all in one place. Here is everything you could need for any emergency.

(on camera): It's quite overwhelming actually.

(voice-over): First aid and pharmaceuticals, tents and trucks, and food, making the difference between life and death.

AL HUSSEIN: It's a means to survive when you look at most of the -- most of the crisis in -- especially now with the refugees, the amount of miles

that they have to walk with families to save themselves, to save their children, these are life savers. The amount of stories you have of


QUEST: Dubai wants to take aid and its expertise in logistics to the next level. By linking up aid inventory around the world, who's got what and

where? Led by a former UN logistics expert Giuseppe Saba.

GIUSEPPE SABA, CHIEF EXECUTIVE OFFICER, INTERNATIONAL HUMANITARIAN CITY: You have food into air house, this is shelter, education, protection,

logistics assets, telecommunication, water and sanitation.

QUEST: Making sure aid moves fast needs support at the highest level by the ruler himself.

AL HUSSEIN: As soon as Giuseppe calls me and says WFP needs a plane to go to Bangladesh, UNHCR needs to send something to Antigua, within minutes I'm

calling Sheik Mohammed, I'm asking him for permission to mobilize the aircraft.

QUEST: Dubai known for its glitz and glamour, now helping disaster victims who've lost it all.

AL HUSSEIN: I'm really proud of what he does and what the government, the UAE do and what I'm allowed to do. And it helps me to sleep at night. But

I don't think any of the leadership here feels that they can pat themselves on the back and say it's a job well done.

The nature of what we're dealing with is never well done until it's over.


QUEST: Still to come, this year has seen great changes in the market for cannabis, all manner of celebrities are diving into the business.

[15:50:00] Gene Simmons tells me why he hasn't yet tried the very product that he's pushing.


QUEST: We speak to some unlikely entrepreneurs on this program. Take Gene Simmons; the front man of Kiss. Now, if you take away his trademark demon

costume and makeup and all that, beneath is a natural-born entrepreneur. His latest venture is pitching the advantages of medical and recreational

marijuana by a Canadian firm called Invictus.

If you're going to endorse a product, shouldn't you try it? No, says Gene Simmons.


SIMMONS: I initially got involved with, I have to say that for a financial reason because I love my $10 million worth of stock within

the company because I am bullish on Invictus.

I think it's going up. They also paid me 2.5 million bucks. However, as an aside, I have been dismissive about cannabis as a whole. I threw out

the baby with the bath water -- I'm a straight guy. Never rolled anything, never did that, never smoked or got -- you know, nothing, never been drunk

in my life.

However, research has shown me --

QUEST: Right --

SIMMONS: And I urge everybody else to do their own research -- you can have a little girl shaking from, you know, epilepsy and you're up cannabis-

base products and miraculously almost, it looks like she's cured.

QUEST: So are you saying that you are in favor of medical marijuana, but would you draw the line of recreational marijuana?

SIMMONS: I would not, but I urge all politicians to become more well informed because it doesn't matter whether you get elected or not, let's do

something for the good of the people. So let research determine how politicians are going to vote.

So a very simple idea is cigarettes are legal, they may give you cancer, everybody knows that, but cannabis-base products are not your killing-me.

You might get the munchies, you might reach over for, you know -- or Doritos -- by the way, I have never smoked any cannabis or used any

cannabis --

QUEST: So should you -- now, hang on a second. If you are going to trust the dice, and if you are going to say, well, you know, let's get on with

this thing, should you not sample the product of the company?

SIMMONS: Not necessarily, that's a personal life choice. All I'm saying is in the menu of life, you should be able to pick what you want out of

life that's legal. You can drink, you can smoke cigarettes, which are not necessarily the healthiest, but I'm learning more and more about cannabis

and so should everybody else including the legislators to find out whether it's good or bad, and pass laws based on information.

Do I want to use it? It will be my personal choice. But if I found out from the darkness that my child was sick and the diagnosis is --

QUEST: Right --

SIMMONS: Use cannabis-base products, of course, I would use cannabis-base products.

QUEST: You are an amazing man in the sense that immediately in this interview, you declared your interests, you did the transparency of

declaring your financial interests, and that's one of the things about you in business, in your entrepreneurship.

You're pretty much a straight-up guy, aren't you, when it comes to integrity? But you've never learned the rock and roll image. The reality

of Gene Simmons that I know is that your word is your bond and you keep your word.

SIMMONS: But Richard, in terms of business ethics and morality is a strange bed fellows, I understand that there's something called full

disclosure before the fact. When I sit here in front of you with my long tongue and my funny hair and all this, and America's number one gold record

award-winning group of all time, say what you mean and mean what you say.


[15:55:00] QUEST: Well, we've certainly showed you a lot on this program. For example, how to bang the gavel at the New York Stock

Exchange, not too hard, not too soft, just the right number.

I think that's called over-egging the pudding. How to ring the QUEST MEANS BUSINESS bell, the delicate dance of timing and precision. And just bring

it under my chin. And, of course, how to trade in volatile markets.




QUEST: There are areas, though, in which we are most definitely not experts which we demonstrated at Davos, building metaphors, yes, building

igloos, no.



UNIDENTIFIED MALE: Thank you, Richard.

QUEST: Everything is such hard work in this snow, give me strength. And when you're getting on with the job, there's no time for messing around,

thank you, complete.


QUEST: Thank you for watching and thank you for being with us each night. It is a privilege and an honor for us to be able to do this for you. We

very much appreciate it that you watch. An that's QUEST MEANS BUSINESS and this special edition.

As always, whatever you're up to in the year ahead, I hope it's profitable.