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Quest Means Business

Three Countries Now Hitting More Than One Million Coronavirus Cases; British Prime Minister Announces New COVID-19 Guidance On Return To Work; Netflix Names New Co-CEO; India Becomes Third Country To Pass One Million Coronavirus Cases; Ruth Bader Ginsburg Announces Cancer Recurrence; Queen Knights Captain Tom Moore For NHS Fundraising. Aired 3-4p ET

Aired July 17, 2020 - 15:00   ET

THIS IS A RUSH TRANSCRIPT. THIS COPY MAY NOT BE IN ITS FINAL FORM AND MAY BE UPDATED.

[15:00:42]

RICHARD QUEST, CNN BUSINESS ANCHOR: Last day of the trading and working. We have 60 minutes of trading still to do and the markets are tumbling towards

the finish line having had a good week overall. You see the Dow is down 36. The others two, the S&P and the NASDAQ, they are actually higher, but the

Dow has given up its gains that it saw earlier on in the day.

The markets and the way they are looking, and the reasons and what's happening in the world.

Three countries now have more than a million cases. Dr. Fauci asks business to insist on wearing masks.

The British Prime Minister is asking people to go back to the office.

Netflix has a new man in the top job. The share price is tumbling. We'll ask why.

And the end of the Queen of the Sky as the 747, at least British Airways is retiring its jumbo jet fleet all at once.

Live from London. It is Friday. It's July the 17th. I'm Richard Quest, and of course, I mean business.

Good evening, there are three countries in the world that now have more than one million coronavirus cases apiece. Obviously, to get those sorts of

numbers, they are large countries and they are indeed creating more worries about how the epidemic and the pandemic will move forward as we head

towards winter.

The U.S. is still well in front. Brazil is the only one anywhere close. India has recently crossed the one million line. The U.S. is continuing its

surge posting daily new records.

On Thursday, 77,000 cases alone. Dr. Anthony Fauci says that businesses forced to mandate masks themselves put in a tough spot, but they should he

says, go forward with that.

(BEGIN VIDEO CLIP)

DR. ANTHONY FAUCI, DIRECTOR, NATIONAL INSTITUTE OF ALLERGY AND INFECTIOUS DISEASES: So we need to try to engender all of us a feeling of both

personal and societal responsibility. So it isn't just, I don't want to wear a mask when I go into your place to buy a loaf of bread or whatever it

is that you're going to buy, because I don't want anybody telling me what to do.

I understand that we have a spirit of independence in our country that was there from the very birth of a country, but this is really different.

(END VIDEO CLIP)

QUEST: Cristina Alesci is with me from New York. So Cristina, over 77,000. Where's the sense of urgency here?

CRISTINA ALESCI, CNN BUSINESS POLITICS AND BUSINESS CORRESPONDENT: The sense of urgency is coming on behalf of the business community at this

point, because there's a lack of a Federal mandate on masks despite the fact the business community has been asking the Federal government to step

up and some state governments to step up and make it mandatory across the board all around the country, eliminating the confusion of having these

mask mandates in certain localities within states that's caused a lot of confusion.

But in the absence of that, and the fact that coronavirus cases keep rising here in the U.S., a number of companies just in the last 48 hours alone

making announcements that they are going to require masks in their stores: Lowe's and Home Depot today were the latest.

It's going to get to a point, Richard, where if an American wants to go out shopping in any kind of big brand store, they're going to have to have

masks. Now, some of these retailers are saying that they will provide masks, but this is a very difficult situation for retailers to be put in.

They didn't want to wade into what's become a political debate unnecessarily over masks, and it's very hard to enforce these mask mandates

for customers or are just not happy about them.

Starbucks is a perfect example of that. I got a hold of some training documents that it had to send to employees to really educate them on how to

de-escalate if a consumer for example, says, why do I need a mask if my local government doesn't require it? Or this violates my American rights.

Those are the kinds of situations that Starbucks is outlining in its training module -- Richard.

[15:05:25]

QUEST: Wright is violated? I am having difficulty understanding what right is violated when there's the prospect that you could be spreading a virus?

ALESCI: You're absolutely right, Richard, and this is something that Dr. Fauci has referenced many times. He said, you know, we have a strong streak

of independence here in the U.S. Americans do not like to be told what to do.

But in order to combat the virus, the evidence is mounting, and it has been mounting for weeks now that masks are really key to reopening because they

stopped the transmission of the disease.

So the main message from these businesses and a number of CEOs that I spoke with this week, basically say if you want your life to return to normal, if

you want the economy to return to normal, then wear a mask.

QUEST: All right. Cristina Alesci, thank you. Cristina is in New York.

In London, in the U.K., the British Prime Minister has been talking about life returning to normal and suggesting that if things go OK, then perhaps

by November and as the Prime Minister said, by Christmas, things could be getting back to normal.

But Boris Johnson would like to see more people returning to the office, and he would like to see them doing it as soon as August the first.

(BEGIN VIDEO CLIP)

BORIS JOHNSON, BRITISH PRIME MINISTER: Instead of government telling people to work from home. We're going to give employers more discretion and ask

them to make decisions about how their staff can work safely. That could mean of course continuing to work from home, which is one way of working

safely, and which has worked for many employers and employees.

Or it could mean making workplaces safe by following COVID secure guidelines.

(END VIDEO CLIP)

QUEST: Bob Sulentic is the CEO of CBRE, the real estate firm. He joins me from Dallas in Texas. It doesn't really matter whether it's the British

Prime Minister or the Governor of Texas, or whoever it is, they're all facing the same difficulties as is every CEO facing these difficulties.

Your research shows what when it comes to returning to the workplace, going back into offices.

BOB SULENTIC, CEO, CBRE: Richard, what our clients have told us in the research we've done, the tenants we work with and we work with a huge

number of the biggest companies around the world is that on a go forward basis, they plan to provide flexibility to their employees. Some

opportunity to work from home, some opportunity to work from the traditional office. They think both are very important.

Working from home allows people to be attentive to certain things related to their health, working from office promotes collaboration, building

culture, et cetera. So you should expect -- we should expect to see both in the future.

QUEST: And in terms of equipping the offices to be able to do that, obviously vast undertakings, one way traffic, moving desks, partitions,

elevators, all these sorts of things are being put in place. How much more needs to be done?

SULENTIC: All of those things need to be done ingress and egress from the buildings, they need to be attended to. Scheduling with flexibility needs

to be attended to. Big challenge out ahead of us in terms of figuring out how to return safely from COVID.

We've done a massive amount of work in advising our clients on this. I do think companies are coalescing around some standard ways to get it done,

and I believe that -- I believe that once we get on the other side of COVID-19, things will settle out, and people will be able to go back to the

office in a healthy way.

QUEST: There's two views. I'm hearing absolutely two views now. The first is you know, early on everybody thought, all right, I could -- I'd rather

like working from home.

But now I'm hearing a view from people saying, you know, something, I'm feeling left out working from home from those who are in the office and

feeling lonely and that loneliness has deepened and there is the creative abilities.

So sketch for me what you think the average work -- the average office in terms of workforce will look like?

SULENTIC: Well, it's going to be less dense. It's going to be a circumstance where people are they're part of the time, not all of the

time. But Richard, what you're hearing with the evolving sentiment around this is exactly what we're feeling in our company.

[15:10:18]

SULENTIC: As it relates to culture, everybody is living off the fumes of cultures that were built before COVID-19. As more time passes, that gets

more difficult. New employees come into a company. They need to be brought into the company and be around other people. New leaders are put into roles

where they're asked to oversee a group of people that they haven't spent time with. That doesn't work.

Creativity and collaboration are undermined to a certain degree when people can't get together. So yes, there's going to be the flexibility to work

from home, but absolutely, there's going to be the necessity to be in the office a significant portion of time and companies realize this and agree

with.

QUEST: Right, now, finally, Bob. Where large companies are now making their office planning forecasts, either leases are up in a year or two or

whatever, large ones I'm talking about now, are you seeing any major companies downsizing on their office footprint?

SULENTIC: Major companies are talking about downsizing. What's largely going on today are short term decisions, so lease renewals, lease

extensions, temporary circumstances to allow everybody to get to the other side of this COVID-19 circumstance. So, with a more clear view, they can

think about what they're going to do for their permanent office needs.

But everything is being talked about and that's what we would expect at this point in the COVID circumstance.

QUEST: Bob, excellent to have you, sir. Please, accept my open invitation to come back as the year moves on, and we need to learn more about it. I'm

grateful that you were with us.

A new report for the White House Taskforce calls back for the rolling back further of reopening in 18 states, as the U.S. are seeing these record

number of cases. An unpublished Taskforce report obtained by the Center of Public Integrity. Now, the issue of course of opening -- the speed of the

opening and how that needs to be adjusted and amended.

It's something we've talked a lot about on QUEST MEANS BUSINESS. Let's remind ourselves some of the top names, the players that we brought you on

these issues.

(BEGIN VIDEO CLIP)

MAYOR STEVE ADLER (D-TX), AUSTIN: I think that there were three mistakes that were made. First, we opened up too quickly without going past the

right gating. Second, we went from phase to phase without learning from each phase before we went into the next phase. And finally, we tried to

open up the economy in a way that looked like the way the economy looked before and you can't do that.

JIM ALLEN, CHAIRMAN, HARD ROCK INTERNATIONAL: We're truly trying to be, you know, open minded to both sides of obviously the economic impact of keeping

all of our employees working and the significance of that, whether it be health insurance and obviously, in many cases food on the table.

AMIR YARON, GOVERNOR, BANK OF ISRAEL: Open up carefully, have clear instructions about large gatherings.

For example, we've had weddings where there were large infections. And this is one of the lessons from what happened in Israel.

RICH LESSER, CEO, BOSTON CONSULTING GROUP: The key message here is there's no guarantees. Handling it well today is no guarantee that you'll be fine

tomorrow and the ability to stay vigilant and not just vigilant for a couple of weeks or a couple of months, but potentially a year or more until

we have a vaccine at scale.

(END VIDEO CLIP)

QUEST: That's what we promise you every night, or at least we attempt to deliver, the decision makers and there you have them, the CEOs, the mayors,

and those who are taking the decisions on the reopening.

In Florida, for instance, the numbers keep ticking higher and yet so far, there's no -- there's no statewide mandate on a whole host of issues. Rosa

Flores is in Miami. And so let's take this at a clip, Rosa.

Firstly, what's the governor saying? As the number of deaths increase, you can't write off the number of deaths by saying it because we're doing more

testing.

ROSA FLORES, CNN CORRESPONDENT: You know, the governor a few weeks ago have acknowledged that it was not just increased testing, but also the fact that

there is community spread, that there is a cohort of young people who have been out and about since the state reopened and have been contracting the

virus.

We actually just learned today from the governor that the positivity rate for individuals between the ages of 18 to 24 is 17 percent; between the

ages of 65 and 84 is 6.5 percent.

[15:15:12]

FLORES: And Richard, one of the biggest issues here in the State of Florida, and what officials are trying to tell people is that these young

people do not live in a bubble. They go home and then of course, that's how the virus spreads to the other generations within the home.

So that's one of the biggest concerns is young people going out and being out and about, not wearing masks, not social distancing, and spreading the

virus -- Richard.

QUEST: Right, but Rosa, big picture stuff here. Big picture. Is Florida -- does Florida have this under control? That's what people watching around

the world are saying. They're looking at a state that they've known and loved and visited from Disney to the beaches in Miami to the Florida Keys

and they're saying, well, what's going on?

FLORES: You know, if you listened to the governor's press conference, you will walk away thinking that Florida has it under control. But if you

listen to a press conference by the City of Miami Mayor Francis Suarez, who has said multiple times that he is days away from shutting down the City of

Miami because the numbers are so alarming.

Just to give you a sense, today, Miami Dade County is reporting that their ICU capacity is at 119 percent. The goal for the county is not to exceed 70

percent.

Well, they've exceeded that for at least the past two days because the ICU capacity yesterday was 107. Now the good thing is that Miami-Dade County

does have ICU beds that can be -- excuse me, regular beds that can be converted to ICU beds, which is what they're doing right now.

Hospitals right now in Miami-Dade County are converting regular beds to ICU beds so that they can expand capacity. The positivity rate here in Miami

Dade County is 27 percent today. Those are the latest numbers that were released. That's about a third.

So again, it depends on who you're listening to. But if you listen to the local leaders who are the closest to their communities, you would be very

alarmed especially if you listen to local leaders like the Mayor here in the City of Miami who says he is days away of shutting down the city

because of the alarming numbers -- Richard.

QUEST: Rosa Flores is in Miami. Thank you. Now, Netflix says that the subscription surge that it has experienced and seen can't and probably

won't continue and that the streaming service has also announce a new co- head. We'll talk about it all after the break. This is CNN. It's a Friday.

(COMMERCIAL BREAK)

[15:20:26]

QUEST: Netflix shares are down sharply. They've fallen by as much as eight percent since they opened. The streaming service is warning that the

lockdown subscription bump the way in which they got so many new subscribers when everything was shut down, well, that may be over.

And the company is promoting their Head of Content Ted Sarandos to share the leadership duties. He will join Reed Hastings as co-CEO. Clare

Sebastian watches and closely watches Netflix, I mean professionally, watches Netflix, first to help us understand. At times, she may watch it as

socially, as well. But you know what I mean.

Clare, Netflix has done nothing wrong. They're being punished because the gravy can't keep pouring forever.

CLARE SEBASTIAN, CNN BUSINESS CORRESPONDENT: Yes, Richard, I think the company is trying to be realistic here. The key number that they put out

today was that they expect they say two and a half million new subscribers in the third quarter. That comes off 10 million in the second quarter, 16

million any in the first quarter.

So I think that number caught people off guard. But if you look at what we had in the first half of this year, that's 26 million new subscribers

around the world. In the entirety of 2019, the company only added 28 million and so you can see that the surge that they got in terms of the

lockdowns and what we saw with working from home and all of that in the first half, the company feels that really was a pull forward from the

second half. If you were going to join Netflix during the pandemic, you probably already have.

Another note of caution as well, Richard, when it comes to content, the company says that their content slated for 2020 is pretty much intact. But

because they basically had to shut down all of production due to the virus, it is slowly starting to reopen. You may see some delays into next year.

QUEST: So this business of Ted Sarandos who has been at the company for a long time joining Reed Hastings. Netflix is saying that, you know, there is

no change because the two have worked so closely for so long. So, why are they doing it?

SEBASTIAN: I think, Richard, this is a message to the world that this basically is now a Hollywood company. Ted Sarandos is the Chief Content

Officer. He will remain in that role as well as taking on the role of co- CEO. He has been the architect of the original content strategy.

Remember, of course, Netflix started as a distribution company and it continued when it sort of got rid of DVDs and got into streaming and it was

really only in 2013 with "House of Cards" that got into original content, and that has become a huge part of who they are.

Ted Sarandos is the one who manages that enormous budget. He has photographed often on red carpets and award shows. He is sort of the

Hollywood facing figure of the company. So I think that is part of this. It's also succession planning.

Reed Hastings is the co-founder. He's now co-CEO with Ted Sarandos and I think this this puts in place a succession plan that will give continuity

to this company going forward.

QUEST: Clare Sebastian. Clare, just confirming, you do have a Netflix subscription. You're not using your parents?

SEBASTIAN: No, I have one.

QUEST: Yes, we did an office sweepstake a couple of months ago and I was the only one that didn't have one at all. Anyway, good to see you, Clare.

Have a lovely weekend. Thank you.

The CEO -- the new CEO of T-Mobile says he could never have predicted the impact of this crisis. The company is launching and cracking down on scams

and robo-calls that have become the bane of our lives every day, well, particularly in the United States.

Mike Sievert says online scams are now a big part of the COVID era. And T- Mobile is determined to do what it can to stamp them out.

(BEGIN VIDEOTAPE)

MIKE SIEVERT, CEO, T-MOBILE U.S.: This is the first announcement we've made since forming the new T-Mobile and we decided to tackle the single biggest

pain point in this industry.

The number one pain point that's recorded as complaints to the F.C.C., for example, robo-calls and unwanted scams, 58 billion robo-calls in the last

year alone and growing rapidly and consumers have lost $10 billion from the crimes that are carried to them on those robo-calls.

And it's just a giant in issue. The industry just hasn't been doing enough to solve. Now, we decided to stand up and create a comprehensive solution

to it called scam shield and it's really a call to action for the whole industry to do something about these crimes that are hurting people,

QUEST: The telco systems, mobile, broadband has never been more important as we're all working from home and relying on home entertainment much more.

Looking back now over the last four months. How -- what have you seen the trends and the strains within the systems?

SIEVERT: Well, for one thing, the criminals are preying on people's concerns and fears related to coronavirus. And that's just -- it's awful. I

mean, these crimes have taken off in the last four months. We've seen $80 million lost to COVID related scams on phones, 70 percent growth in June,

relative to May.

So, it's just -- it's awful what's going on. They prey on people's fears. They prey on their concerns, and that's why it takes a comprehensive

solution to try to tackle it.

Scam ID and scam block are a piece of it. Things like caller ID are a piece of it, making sure that if we know who's calling, you'll know who's

calling, not just if it's in your contacts. We're giving that away for free, which is a giant, giant thing. Everybody else is profiting from this

phenomenon of criminals using the network. That's got to stop.

QUEST: But as we all work from home, and as we are putting so much more strain on the systems, the telecommunications, the mobile, the broadband,

is there enough investment that -- the world has changed this year, and we now require more from our mobile operators and our broadband providers, our

media providers. What more -- I mean, are you up to the job basically?

SIEVERT: We never could have predicted, you know, a crisis like this, but thank goodness we've been able to bring together the new T-Mobile, because

together, we have nearly three times the radio spectrum of Verizon, nearly twice as much as AT&T and the critical low and mid-band arenas where the 5G

game will be played. And that allows us in the U.S. to create the highest capacity network in history.

And you're right, people are discovering that this technology is more important in our lives than we ever knew. And T-Mobile will be here to be

able to have the best network, but as well the best value so that in something this important, people don't have to make that trade off anymore.

(END VIDEOTAPE)

QUEST: That's the CEO of T-Mobile talking to me earlier. The devastation in the airline industry was made ever clear today when British Airways

announced it was retiring its thirty one 747 jumbo jets.

After the break, we look back at the Queen of the Skies, my favorite aircraft, and we just remember some of the great moments of this beautiful

plane.

(COMMERCIAL BREAK)

[15:30:52]

QUEST: Hello. I'm Richard Quest. There is of course more QUEST MEANS BUSINESS still to come. This evening, British Airways announced it's

retiring its fleet of 747 jumbo jets and it's doing so immediately.

And the chief executive of Gatwick tells me, the Gatwick Airport tells us that there will be further or could be further job losses on the horizon

and exactly what that means and when they expect passenger numbers. We'll get back to where they were. Ahead of all of that though, this is CNN and,

on this network, the news always comes first.

India has become the third country to confirm one million cases of coronavirus. Much like other nations the country's poorest and most

marginalized as suffering disproportionate consequences. Majority of India's 1.3 billion people live below the World Bank medium poverty line.

The U.S. Supreme Court Justice Ruth Bader Ginsburg has announced she's undergoing chemotherapy for a recurrence of cancer. 87-year-old liberal

icon says she is fully able to continue in her post. Ginsburg was hospitalized earlier this week for what it's like to be an unrelated

procedure.

Britain's beloved army captain has now been knighted. So Tom Moore, Queen Elizabeth knighted the 100-year-old world war two veteran personally, who

after raising $14 million for the country's national health service by walking 100 laps in his garden. The Queen used her father's sword as she

liked it.

British Airways announced today that it is retiring its entire fleet of 31 Boeing 747 jumbo jets immediately. They had been intended to be phased out

over the next five to seven years. But as it became evermore clear that passenger numbers were not returned to anything alike their previous levels

before then. So the need for those aircraft simply disappeared. However, for British Airways, there was no moment to remind ourselves of the 747 the

iconic jumbo jet.

(BEGIN VIDEO CLIP)

QUEST: From the moment the 747 rolled out 1968 flyers have been in love with a jumbo jet. It was a plane that nearly bankrupted Boeing (INAUDIBLE)

This company's (INAUDIBLE) be a success. And what a success. Its first flight from New York to London, ushered in a new golden era of travel. When

passengers still dressed up to fly, the 747 was the (INAUDIBLE) the spiral staircase leading to that famous upper deck, the ground is a first class.

You want a global airline if you didn't have the 747 in your fleet. So it was for more than four decades, Boeing tried to breathe new life into the

plane with the 747-8 intercontinental, but only a few airlines ported. The planes days were numbered as more fuel-efficient twin jets, triple sevens,

A350s took over. Boeing announced the end of production and airlines like Singapore and United with great settlement removed the jumbos from their

fleet.

Now COVID has seen off the passenger planes for good, B.A.s parked jumbos will be sent off to be scrapped. My first 747 flight was People's Express

1983 from Gatwick to Newark. I now know that my last was in December 2019. British Airways Heathrow TO JFK.

[15:35:01]

QUEST: I've always loved the 747. I still take pictures of them. When I see the major airports. It's been a three-decade love affair with the queen of

the skies

(END VIDEO CLIP)

QUEST: shamelessly biased in favor of the 747, the jumbo jet for what it did in aviation. John Strickland is with me, director of JLS Consulting.

And so, John, let's see if -- be I had no choice really. Qantas has already got rid of theirs. United did it years a couple of years ago, as did

Singapore, and there was no option.

JOHN STRICKLAND, DIRECTOR, JLS CONSULTING: No, you're right. I mean, as you said that the COVID virus unfortunately has put paid to be a more luxury

retirement plan when we wouldn't see these beautiful aircraft around until 2024. Demand of course has evaporated. In reality, the remaining 747s in

B.A.'s fleet today we're mainly allocated to the U.S. market. And of course, the U.S. market as we know is shorter pieces, it effectively

doesn't exist this summer.

The winter is always weaker. And not only is that means of deployment not available, but they use my roots like (INAUDIBLE) you mentioned you flew on

yourself most recently. London, New York with big business cabins full of profitable club class passengers, that traffic is melted away as well, it's

not likely to come back anytime soon. And B.A. has already got more than 30 787 Dreamliner as an Airbus A350s, as you described, the next generation

more efficient smaller aircraft in the fleet.

So they're going to shrink, there's no doubt. We'll be sick of coming out, the airline is going to shrink its output and they'll gradually build back

up again with these newer aircraft.

QUEST: The 747, what do you make -- I mean, the beauty of the aircraft, even the fact the way it was built, Juan Trippe of Pan Am, he and Boeing

bet their companies on the success. Boeing said, you know -- Juan Trippe says if you build it, I will buy it. Pan Am says, if you buy it, we will

build it.

STRICKLAND: No. Its' a very much in a romantic image of another era, we're not going to see that kind of data ever again, it's all about the number

crunching the return on investment to rapid implementation of routes that can deliver profits in in short order. The sentiment is in many ways gone

about the beauty and the entrepreneurial spirit of new aircraft. Yes, the new generation are greater cafe are efficient.

It's remarkable the aircraft like the 350 and the 787 can do with two engines, almost as what much in terms of cargo and passenger volumes as a

747 can do. But this was a game changing aircraft at this time and like you described, People's Express, it opened up low fares to people in a way that

had never been seen before. Even the whole idea of traveling a plane with two aisles, you talk to young people today about a wide body for two hours.

They don't really get it is -- get what it is that you mean about that with the sense of space that they offered. And it opened up many, many global

markets and has delivered to nearly 50 years in its different versions of reliable, stay serve to millions of people.

QUEST: Right. Have we seen -- obviously we've seen the end of the 747 although they'll still be plenty of freighter, it's a very popular

freighter aircraft but if we look at the seven fours have gone, I'm guessing most people, most airlines are not bringing back the 380s except

Emirates, which has because it's got so many of them.

STRICKLAND: But maybe a slight reprieve in the case of B.A. I mean I have no idea but they've got a dozen 380s, they're pretty young aircraft they're

not even five years old. They are city parted a small rural airport in France currently, but I do wonder in some respects even cross my fingers

for at least one large wide body aircraft with this tough decision for the 747s to get lock stock and barrel from B.A.'s fleet.

But at some point, and it may be down the line. A year two, that they may bring back several all of the 380s because they have very high-volume

routes. If Heathrow recovers traffic back to a level of constraint it had before, they might need a few large players to operate some flights. So,

B.A. and perhaps Emirates, as you said, for different reasons could be the exceptions.

QUEST: Right. Now, my first 747 flight was 1983. People's Express, the movie on board was Chariots of Fire. And John, you paid on board they

rolled it the credit card, you paid on board in those days. What was your first memory of a 747, flights on the 74?

STRICKLAND: Well, mine was two years before you, 1981, my first ever long- haul flight as a youngster still at university, Heathrow, Seattle on a British Airways 747. 100 to be a bit technical, you know, no, sort of a

bluster there for you. Really powered aircraft. And what I remember is it took an age to roll down the runway and take off. I thought we were never

going to make it. Right, we'd ever run away past terminal three, still rolling.

I was beginning to shake but we took off and flew safely and comfortably to Seattle. I can't even remember what the movie was on that. Sadly, I think

my last flight was a couple of years early but it was flying Heathrow to Dubai. Luckily again, business class, upper deck, beautiful serene

environment, they're on a 747-400.

[15:40:18]

STRICKLAND: I think that's probably going to be my last flight.

QUEST: Mine was in December of this year -- of last year.

(CROSSTALK)

STRICKLAND: -- they have to.

QUEST: Well, then, that's a big debate at the moment. That is an absolute debate in British Airways. And you're right, they have to run some good buy

flights. But let's see if Alex can justify the cost of doing that when he's losing so many -- so many stuff. Thank you, John Strickland joining us to

remember. Now, the CEO of Gatwick Airport has been telling Anna Stewart that passenger numbers we know won't come back for some years and that

means of course are potential for job losses.

(BEGIN VIDEO CLIP)

STEWART WINGATE, CHIEF EXECUTIVE OFFICER, GATWICK AIRPORT: Well, as we've gone into June, we started to see some green shoots of recovery. We've seen

EasyJet. First of all, start with flights to domestic destinations. One, international flights are nice. And then, as we've moved in to July, we've

seen more airlines participating. Currently, we're up to about 100 aircraft movements on the runway per day.

That's what we'll see in July time. Usually this time of year, we see about 900 movements on the runway.

ANNA STEWART, CNN REPORTER: Do you think you'll ever bring back all of your furloughed staff?

WINGATE: I think for us, we've already reduced our workforce by just less than 25 percent. But what we'll have to do is to look at the demand for

flights this winter and also into next year. And just as any business will do, we'll have to right size our operation to the customer demand. So it's

too early to tell, but unfortunately, a lot of jobs have been lost already. And I would envisage more jobs being lost in the coming months.

STEWART: Do you worry that if the furlough scheme isn't extended, or if that isn't additional support and thousands of jobs are lost in this

industry that we could lose skills that could take a very, very long time or maybe never to really return?

WINGATE: I think the fundamental concern I have is that when you look at an airport, the number of jobs broadly speaking are proportionate to the

volume of passengers going through the airport. So last year, we saw 47 million passengers go through the airport. Next year, we think we're going

to see somewhere between 30 and 35 million passengers pass through Gatwick.

So that gives you an idea of the proportionate reduction in passenger volumes and therefore the likely impact on jobs across the airport campus.

STEWART: Hey, lessons learned. If we have a second wave and there are lots of reports suggest that we should be worried about the winter. What would

you like the government's do differently? What would airports do differently? How would they operate?

WINGATE: I think in terms of a second wave, what we need to do is to avoid big blanket approaches. As we went into the first wave, understandably,

when we really had little intelligence about what we were confronting there was little other option and to take the small blanket approach, but as we

look forward, what we'd like to see is the government looking at countries and regions on a region by region basis.

(END VIDEO CLIP)

QUEST: Now, in just a moment, how is your business? Well, our business guest, his business has seen many things that you and I couldn't and

wouldn't wish to handle. Making crime scenes presentable again, and how you take that and talk about it with COVID-19 after the break. How's your

business?

(COMMERCIAL BREAK)

QUEST: Tonight, How's Business. We visit a company whose very business is cleaning up messes, especially those originally from crime. It is the

cleaners it is environmental services. Their main business used to be cleaning up crime scenes and environmental things. Now of course, the

company's being called into sanitize offices, restaurants or nursing homes where there's been a coronavirus infection.

Doug Baruchin says the business is booming. He's the president of ITS environmental services, joins me via Skype from New York. Doug, this is

fascinating because as -- your normal business was cleaning up messes of your crime scenes and the like. Where did it come from? Who spotted the

potential for changing the business for cleaning up after COVID?

DOUG BARUCHIN, PRESIDENT, ITS ENVIRONMENTAL SERVICES (via Skype): Well, we've actually been doing disinfection for a while as well, but not COVID.

COVID is a new thing. We clean up blood borne pathogens. So, in effect, we are disinfecting from the beginning. But when we saw this coming, we kind

of geared up for 100 percent disinfection just for the next three or four months.

QUEST: I think you'll be needing to do that longer because every company, every office is having it clean. Now, how many calls are you getting? We

had an employee come in who's now got it a restaurant. We had somebody last night who's now tested positive. I need you to come in and clean. How many

calls you taking?

BARUCHIN: When this first started in March, between March and May, we were probably handling anywhere between 20 to 30 jobs a day. And this was when

the pandemonium first broke out. As soon as somebody was found to be positive. They wanted to send that right away. So it just kept on going for

three months. Slowed down a little bit. Now if you remember New York is one of the lowest states with positive cases now.

But what we're getting now is people calling us up getting ready to go back into their office and wanting to show their employees that they actually

did do something to disinfect.

QUEST: So, have you had to take on more stuff? I mean, when you are fully staffed already, what did you decide to do? Put it in crude terms. Did you

grow the business?

BARUCHIN: We did. And we were lucky. If you think about this. It's a bit of a perfect storm for us. So many people were not able to work. So we were

able to staff up, get people trained, get them fit tested for the respirators, and we pretty much I would say doubled our staff during this.

And rather than running one or two crews, we were running three or four at a time.

QUEST: So as you look forward now, Doug, would you believe it's going to be like because eventually have to go back to doing the crime stuff and all

the other stuff. And -- but COVID unfortunately, and it gives me no pleasure saying this, but COVID it's going to keep you busy until the end

of the year and beyond.

BARUCHIN: It is. And I think what we're looking at now is people that are contacting us for continual disinfection by weekly or monthly coming in

just to make sure they're showing their employees that they were cleaning, and we could potentially get a second way. The last couple of jobs we did

were in some pretty, pretty high-profile office buildings and the reason we got those jobs is because people came in from Florida. Brought it back with

them from other states, which is what's happening now.

QUEST: Understand. Interesting. Doug normally with How's Business, I make a promise to come and see you or to have you come in and do something.

[15:50:05]

QUEST: You'll forgive me because a visit from you usually means something's gone wrong. So forgive me tonight for the first time. We're not -- I'm not

going to promise to come in and have your business arrive, if you -- if you don't mind. Thank you, Doug Baruchin.

(CROSSTALK)

QUEST: Thank you very much, Doug, joining us. In environment, global travelers are returning to Dubai. That itself creates all sorts of

interesting challenges. After the break we'll hear from hospitality in Dubai. This is QUEST MEANS BUSINESS. It's a Friday (INAUDIBLE)

(COMMERCIAL BREAK)

QUEST: Dubai reopened to visitors only a few days ago. And now we want to see exactly what's changed. CNN's Anna Stewart checks in on one of Dubai's

most frequented hotels to see how things are different.

(BEGIN VIDEOTAPE)

STEWART: After an unforced hiatus, this Dubai hotel is opening its doors to international tourists.

UNIDENTIFIED MALE: Gentlemen, how are you? We all set for arrivals today.

STEWART: Tim Kelly and the staff at Atlantis welcomes more than one million guests last year. But COVID-19 halted international travel and brought

unprecedented challenges.

UNIDENTIFIED MALE: This has never occurred. There's never been a moment where you've had no guests, no visibility, no individuals nothing open in

our history.

STEWART: International business and leisure travelers are vital to an economy, largely driven by tourism, trade conferences and retail. The city

hosted more than 16 million people last year, making it one of the most visited places on the planet. Ensuring it's seen as a safe destination to

visit despite the pandemic is key to Dubai's economic future.

UNIDENTIFIED MALE: Dubai has been able to establish itself as a connectivity hub. And when you think about Dubai airport, for instance,

connecting multiple cities around the world directly to Dubai, it's that sort of connectivity that I think gives Dubai the advantage.

STEWART: On Thursday, Dubai hosted it's A.I. Everything Conference, the first major in person events since COVID-19 paused large gatherings in the

city. It's on the small scale but another important step in reopening Dubai's economy.

[13:55:08]

STEWART: Back at the hotel health and safety takes top priority.

UNIDENTIFIED MALE: When you arrive to the property. You see the thermal cameras, you see the masks, you see the sanitation stations, you see the

extraordinary efforts of what we're going through. And you see the pageantry of us cleaning space and being dedicated to wiping down those

high traffic areas to make sure that we're really maintaining and managing it.

STEWART: In the coming months, how full this hotel guests will be a good indication of how successful Dubai has been in reopening its economy.

Anna Stewart, CNN.

(END VIDEOTAPE)

QUEST: Before we just take a break, let's have a look at the markets and let me show you what's happening. And the market is likely to close down if

you look at the numbers and that will be the second straight session that we are done. Not much down 50 points. They're barely a fifth of a percent.

And the crucial fact is still up two percent for the week. Look at the Dow 30, there you are. That's a balanced market overall, which is why I wrote

it down 50 points.

We all have a profitable moment after the break.

(COMMERCIAL BREAK)

QUEST: Tonight's profitable moment. Everything out the 747 is simply amazing. From the story Juan Trippe and Pan Am decided to buy it. Force

Boeing to make it. Both companies nearly went out of business throughout the whole process. And then it comes into service and it ushers in a whole

new way of travel. Every traveler, every flyer of a certain age has a story about the 747.

I can't fault British Airways' decision to decide to get rid of them immediately. There's no need for them. They're on the passenger demand and

that's not coming back. And the planes are old, and they are inefficient, and they are costly. But that doesn't mean to say we don't have to love and

look at them. Just remembering how many I've seen and been on over the years, sitting in those vast engines, standing there, reminding myself

exactly just the giant nature of those planes.

Being on them and just riding the air as you cross the Pacific across the Atlantic in the middle of the night. Amazing pieces of technology. The like

of which we probably won't see again.

END