WEBVTT - Netflix, Comcast and Paramount Make Bids for Warner Bros 

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<v Speaker 2>M and A Media m and A pending big, big

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<v Speaker 2>deal Warner Brothers Discovery. It's in discussions and accepted bids

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<v Speaker 2>from Paramount, sky Dance, from Netflix, maybe even Comcast. Now,

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<v Speaker 2>I guess we wait and see what happens. But this

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<v Speaker 2>is when this deal crosses a tape, it's going to

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<v Speaker 2>be a big deal. It's gonna have enterprise value of

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<v Speaker 2>north of ninety billion.

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<v Speaker 3>I can't wait for them to make a limited TV

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<v Speaker 3>series about this parting process.

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<v Speaker 4>Yes, it's gonna be great.

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<v Speaker 2>Yeah, exactly right, coming to Netflix on soon. Keitha rang

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<v Speaker 2>Andathen She covers the media space for Bloomberg Intelligence as

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<v Speaker 2>the media analyst there Ethan. What's the latest on Warner

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<v Speaker 2>Brothers Discovery. I guess the question now is that BIS

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<v Speaker 2>has been accepted. What are next steps? Yeah?

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<v Speaker 5>Next steps, Paul is that these were just first round bids.

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<v Speaker 5>They're non binding bids. You know, as far as the

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<v Speaker 5>news reports go, it looks like all three companies that

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<v Speaker 5>were in the race, Paramount skuy Dance for all of

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<v Speaker 5>Warner Brothers, and then Netflix and Comcast for just the

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<v Speaker 5>studio and streaming assets, have all placed their bids. This

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<v Speaker 5>is going to be a very long drawn process, so

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<v Speaker 5>we're going to have multiple rounds.

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<v Speaker 6>You know.

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<v Speaker 5>We've had some conflicting reports actually on what Paramount sky

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<v Speaker 5>Dance was offering. There was something earlier this week but

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<v Speaker 5>suggested they were offering something north of twenty eight dollars

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<v Speaker 5>per share. They came out refuted that report, and the

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<v Speaker 5>latest reports seemed to suggest that it might be it's

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<v Speaker 5>definitely going to be something much lower than that, probably

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<v Speaker 5>something above twenty five, but still below twenty seven. But

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<v Speaker 5>let's remember David Zaslav has publicly said that he wants

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<v Speaker 5>something north of thirty dollars per share, So this is

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<v Speaker 5>going to play out for quite a while.

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<v Speaker 3>I think, yeah, that is a pretty big gap between

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<v Speaker 3>what David Zaslov wants and what the reporting indicates Paramounts

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<v Speaker 3>Guidance is likely to pay. So if this is going

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<v Speaker 3>to be a long drawn out process, does that benefit

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<v Speaker 3>Warner Brothers Discovery or these bidders, who comes out ahead

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<v Speaker 3>in that kind of scenario.

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<v Speaker 5>Yeah, I mean, the long drawn out processes is really

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<v Speaker 5>not good, I think for for Warner Brothers Discovery. But

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<v Speaker 5>having said that, let's remember that they do have another

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<v Speaker 5>plan B in place, and the Plan B is that

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<v Speaker 5>they are going to go ahead and split their company

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<v Speaker 5>into two parts, so you have the TV Networks business

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<v Speaker 5>and the streaming and studio business. And the good news

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<v Speaker 5>for them is that the studio turnaround, which was you know,

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<v Speaker 5>kind of in progress, is now really kind of taking shape.

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<v Speaker 5>We're seeing some really tangible, you know, growth come out

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<v Speaker 5>of both streaming as well as studio. And so worst

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<v Speaker 5>comes to worst if nothing you know, materializes from all

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<v Speaker 5>of these bids and from all of this same chatter

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<v Speaker 5>and buzz, they are still on track to separate their businesses,

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<v Speaker 5>and who knows, maybe that would be the better path

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<v Speaker 5>for them going forward. So all is not lost even

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<v Speaker 5>if you know these bids don't work out.

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<v Speaker 2>KEITHA, I know you've done the work. What do you

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<v Speaker 2>think the entire company is worth?

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<v Speaker 5>So, Paul, you know, it all again depends here on

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<v Speaker 5>who's making the bid for what parts of the business

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<v Speaker 5>they're making. But so as we kind of look at

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<v Speaker 5>it right now, I don't think David Zaslav is far

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<v Speaker 5>off when he says he wants thirty dollars per share

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<v Speaker 5>for all of the company. We think majority of that

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<v Speaker 5>value will actually rest with the studio and streaming network.

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<v Speaker 5>So we when we kind of crunch the numbers, we

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<v Speaker 5>get twenty five to twenty eight dollars just for the

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<v Speaker 5>studio and the streaming business. But at the end of

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<v Speaker 5>the day, Paul, it all comes down to synergy. So

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<v Speaker 5>if you look at you know, combining the entire corporation,

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<v Speaker 5>all of Warner Brothers Discovery with all of Paramount for instance,

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<v Speaker 5>and they both have you know, substantial linear network exposure,

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<v Speaker 5>they both have studios, they both have streaming assets. You know,

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<v Speaker 5>we're looking like something like at about four or five

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<v Speaker 5>billion dollars in synergies, which you know, then then adds

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<v Speaker 5>to the deal value.

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<v Speaker 7>Also, stay with us. More from Bloomberg Intelligence coming up

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<v Speaker 7>after this.

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<v Speaker 1>You're listening to the Bloomberg Intelligence Podcast. Catch us live

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<v Speaker 1>weekdays at ten am Eastern on Apple, Cocklay and Android

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<v Speaker 3>A column that I read this week really resonated because

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<v Speaker 3>it hits upon three key themes that we're seeing across

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<v Speaker 3>the markets. Retail earnings, tech forward companies, and people worried

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<v Speaker 3>about losing their jobs in this AI era. Beth cow

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<v Speaker 3>It is a Bloomberg opinion columnist, and she's written a

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<v Speaker 3>story about Walmart and it's masterclass and reputation rehab. But

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<v Speaker 3>it really rests on this idea that Walmart invested in

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<v Speaker 3>its workforce and its treatment of workers at a time

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<v Speaker 3>when it was being criticized for not treating its workers well,

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<v Speaker 3>and this is paid off in many ways. Beth joins

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<v Speaker 3>us now in our bloom Work Interactive Brokers studio. So Beth,

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<v Speaker 3>just take us back a couple of years to when

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<v Speaker 3>Walmart decided that it was going to spend on its workforce.

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<v Speaker 3>It was going to invest money into the workforce, and

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<v Speaker 3>investors did not like hearing that.

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<v Speaker 8>Yeah, I mean, it's hard to think about this now,

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<v Speaker 8>but a decade ago, Walmart was one of the most

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<v Speaker 8>reviled companies in America. Right it was being criticized for

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<v Speaker 8>paying its employees low wages. For wiping out mom and

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<v Speaker 8>pop retailers for basically creating a culture of disposable consumerism.

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<v Speaker 8>So it really was getting hit from a lot of

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<v Speaker 8>different angles. And rather than just ignore the bad press

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<v Speaker 8>or army, you know, hire an army of pr people,

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<v Speaker 8>it decided to do something about it. And Doug McMillan decided,

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<v Speaker 8>we're going to invest in our people and two point

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<v Speaker 8>seven billion dollars over a couple of years, and we

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<v Speaker 8>now know this really paid off.

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<v Speaker 2>So I mean, for Doug McMillan, I mean to me,

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<v Speaker 2>after reading your article, this could be one of his

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<v Speaker 2>as he's stepping down, could be one of his lasting

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<v Speaker 2>legacies at the company.

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<v Speaker 4>I really think so.

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<v Speaker 8>I think I think that you know, he's been at

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<v Speaker 8>the company now more than a decade. I think this

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<v Speaker 8>will be amongst the most enduring things that he has done.

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<v Speaker 8>I think this. I'm not sure that the company would

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<v Speaker 8>be in the place it's at today if he had

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<v Speaker 8>not really addressed this.

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<v Speaker 3>And let's be clear about what exactly he did with

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<v Speaker 3>that two point seven sharing dollars. Pay increases, there is

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<v Speaker 3>training and really just attracting a better quality worker.

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<v Speaker 8>Yeah, and the way he did this was right. It

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<v Speaker 8>was pay increases, but more than anything else, it was

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<v Speaker 8>creating not low paying jobs, but a career.

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<v Speaker 6>Right.

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<v Speaker 4>There was now a path.

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<v Speaker 8>For people who started at Walmart to move up the ranks,

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<v Speaker 8>and that was really important, right to attracting more ambitious employees,

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<v Speaker 8>to getting them to stay, and I think that that

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<v Speaker 8>shifted the whole culture of the company.

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<v Speaker 2>So what's the company saying about AI? Because there's a

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<v Speaker 2>lot of answer just in the overall economy about what

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<v Speaker 2>the impact AI will have upon jobs. One could look

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<v Speaker 2>at big box stores as industry that might be at

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<v Speaker 2>risk because.

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<v Speaker 7>They do employ so many people.

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<v Speaker 2>What does Walmart say.

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<v Speaker 8>Walmart's taken a very different approach, I think than some

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<v Speaker 8>other big employers, and it has embraced a EYE. Let's

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<v Speaker 8>be clear, Like there's a AI is throughout embedded throughout

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<v Speaker 8>the company, but it has not used a EE to

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<v Speaker 8>have some of these mass layoffs that were justify some

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<v Speaker 8>of these mass layoffs that we've seen at other companies.

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<v Speaker 8>And I think part of that is this history, like

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<v Speaker 8>it knows how important these entry level workers are and

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<v Speaker 8>that they need a path, they need this workforce to

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<v Speaker 8>sort of grow the company. So it said AI will

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<v Speaker 8>change every job. It knows that, but it is trying

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<v Speaker 8>to get every worker through to the other side, so

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<v Speaker 8>whether that's retraining, finding new rules, rules for them. So

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<v Speaker 8>it's just a very different outlook, I think than what

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<v Speaker 8>we're hearing from others.

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<v Speaker 3>And you've noted as well that the last ten years

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<v Speaker 3>at Walmart has led to tremendous return for shareholders, but

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<v Speaker 3>also it's become a case study at heart Heard Business

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<v Speaker 3>school on how to on how an experiment on paying

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<v Speaker 3>your workers war or investing your workers can pay off.

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<v Speaker 4>Absolutely.

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<v Speaker 8>I mean we you mentioned this at the beginning, but

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<v Speaker 8>Wall Street hated this plan. I mean the company lost

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<v Speaker 8>tremendous value, about that much tremendous value when they announced it,

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<v Speaker 8>and now you know, we have the receipts a decade later,

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<v Speaker 8>and the I think the market gap has tripled. The

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<v Speaker 8>stock has returned more than four hundred percent. So they

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<v Speaker 8>really took a gamble on this and stuck with it,

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<v Speaker 8>and it really has it has paid off for them.

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<v Speaker 2>I mean, every time I look at the dees screen

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<v Speaker 2>on the Bloomberg terminal for Walmart, had just blown away

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<v Speaker 2>by the fact that they have two point one million employees.

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<v Speaker 2>What's the retention of those employees. I'm wondering if there's

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<v Speaker 2>like I would think in the warehouses it might be

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<v Speaker 2>really really high.

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<v Speaker 7>I'm not sure about the stores. How is retention sure?

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<v Speaker 8>So they've actually increased retention by ten percent since twenty

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<v Speaker 8>fifteen they when they started this plan. And another thing

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<v Speaker 8>is that they've some of the more management len roles.

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<v Speaker 8>Seventy five percent of those are hired from with it.

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<v Speaker 8>So this pipeline is really critical for them. And so

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<v Speaker 8>that's why I think that they are so focused on

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<v Speaker 8>creating a place where people stay.

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<v Speaker 4>That's key.

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<v Speaker 3>And you only have to look at the outgoing CEO

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<v Speaker 3>and the NTO, right, Both Doug McMillan and John Ferner,

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<v Speaker 3>the successor, are Walmart lifers. They started off as hourly

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<v Speaker 3>workers there.

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<v Speaker 8>Right, They know the importance of that and having worked

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<v Speaker 8>their way up, that needs to be something that continues.

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<v Speaker 2>There is this something that you think the new CEO

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<v Speaker 2>is as committed to as the prior CEO.

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<v Speaker 8>I would think so because he has the same background.

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<v Speaker 8>I mean, I think he knows the importance of emerging technologies.

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<v Speaker 8>He's really focused on that. But I think because of

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<v Speaker 8>his history and he's worked very closely with McMillan for

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<v Speaker 8>a long time, so they must be aligned on this.

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<v Speaker 7>Stay with us. More from Bloomberg Intelligence coming up after this.

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<v Speaker 1>You're listening to the Bloomberg and Intelligence podcast. Catch us

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<v Speaker 1>live weekdays at ten am. He's done on Apple, Cocklay

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<v Speaker 1>and Android Auto with the Bloomberg Business App. Listen on

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<v Speaker 1>demand wherever you get your podcasts, or watch us live

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<v Speaker 1>on YouTube.

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<v Speaker 2>Jody Lori joints us here in our Bloomberg Interactive Broker

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<v Speaker 2>studio in the Big Town.

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<v Speaker 7>How about that, Jody.

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<v Speaker 4>We love your coverage.

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<v Speaker 2>You covered from the credit perspective, all the fun industries

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<v Speaker 2>like hotels, like cruise ships and all that kind of stuff.

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<v Speaker 2>I know, you guys put out a survey talking about

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<v Speaker 2>how people are spending their vacation money.

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<v Speaker 7>What'd you learn?

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<v Speaker 9>So we do the survey every half a year, and

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<v Speaker 9>so we just got the results out for the most

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<v Speaker 9>recent one that we ran last week. And what's interesting

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<v Speaker 9>is that we're seeing more people planning on keeping their

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<v Speaker 9>budgets the same.

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<v Speaker 4>But what's more interesting is.

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<v Speaker 9>That if costs succeed, budgets fewer people than last year.

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<v Speaker 4>So they'd increase their budget.

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<v Speaker 9>And that's on the back of them knowing that inflation

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<v Speaker 9>is a much higher risk for them for their portfolio.

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<v Speaker 3>So in other words, people are making room for time off,

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<v Speaker 3>but they're going to have to scrimp more in order

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<v Speaker 3>to make it happen because their money is not going

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<v Speaker 3>to take them as far as it used to correct.

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<v Speaker 4>And Scarlett, I mean, I think to piggyback on that.

0:11:16.840 --> 0:11:21.640
<v Speaker 9>If you look the eating out, anticipation of spending is

0:11:21.840 --> 0:11:23.839
<v Speaker 9>higher this year than last year, and I think that's

0:11:23.920 --> 0:11:26.199
<v Speaker 9>lesser reflection of people wanting to eat out, but more

0:11:26.240 --> 0:11:29.080
<v Speaker 9>that they're expecting eating out is going to be more expensive.

0:11:29.440 --> 0:11:32.800
<v Speaker 9>And so even though we're seeing people want to spend

0:11:32.840 --> 0:11:35.760
<v Speaker 9>on paid activities and experiences, which could bode well for

0:11:35.880 --> 0:11:39.080
<v Speaker 9>the cruise lines and the theme parks, at the end

0:11:39.120 --> 0:11:42.440
<v Speaker 9>of the day, when cost succeed budgets, more people this

0:11:42.520 --> 0:11:45.520
<v Speaker 9>year over last year are planning on cutting and looking

0:11:45.559 --> 0:11:48.480
<v Speaker 9>at free options. So going to the free museums, going

0:11:48.480 --> 0:11:49.400
<v Speaker 9>to low cost.

0:11:49.120 --> 0:11:51.360
<v Speaker 3>Options, well, now that the government is open DC is

0:11:51.400 --> 0:11:54.679
<v Speaker 3>an option once again. How about in terms of destination,

0:11:55.600 --> 0:11:58.560
<v Speaker 3>maybe staying closer to home, maybe not going quite as

0:11:58.600 --> 0:12:00.600
<v Speaker 3>far internationally, Yes.

0:12:00.200 --> 0:12:03.680
<v Speaker 9>And staying closer to home is very very much key

0:12:04.080 --> 0:12:09.120
<v Speaker 9>if we see the data, the international trend is to Canada.

0:12:09.240 --> 0:12:12.360
<v Speaker 9>Canada bumped up to the second spot. So we saw

0:12:12.360 --> 0:12:15.320
<v Speaker 9>that in the midyear, and it was pretty curious for US,

0:12:15.360 --> 0:12:18.080
<v Speaker 9>particularly because when you look at it the opposite way,

0:12:18.160 --> 0:12:21.000
<v Speaker 9>and we did this announced a few months ago. Canada

0:12:21.160 --> 0:12:22.920
<v Speaker 9>is not coming to the US. They don't want to

0:12:22.960 --> 0:12:25.120
<v Speaker 9>come to the US. It's too expensive for them, they

0:12:25.120 --> 0:12:28.800
<v Speaker 9>don't really like the current government situation, and on top

0:12:28.840 --> 0:12:31.480
<v Speaker 9>of it, I think they're scared about crossing the border

0:12:31.600 --> 0:12:34.959
<v Speaker 9>and what it means for immigration. So we're seeing Canadians

0:12:35.080 --> 0:12:36.760
<v Speaker 9>not come to the US, and we're seeing a lot

0:12:36.800 --> 0:12:37.880
<v Speaker 9>of companies comment on that.

0:12:38.240 --> 0:12:40.560
<v Speaker 4>But we are seeing a lot of Americans go to Canada.

0:12:40.600 --> 0:12:42.920
<v Speaker 9>And I am curious how much and this is going

0:12:42.960 --> 0:12:45.920
<v Speaker 9>to come in further reports. How much of the Canada

0:12:46.000 --> 0:12:48.679
<v Speaker 9>move is a reflection of the World Cup next year.

0:12:49.160 --> 0:12:51.120
<v Speaker 9>There's a lot of people going to Vancouver, for instance,

0:12:51.160 --> 0:12:52.880
<v Speaker 9>for the World Cup. I'll actually be there during the

0:12:52.880 --> 0:12:54.560
<v Speaker 9>World Cup, but not going to the World Cup.

0:12:55.200 --> 0:12:56.360
<v Speaker 7>Why we.

0:12:58.640 --> 0:13:01.760
<v Speaker 9>Might be doing a very family friendly cruise to Alaska.

0:13:01.920 --> 0:13:02.360
<v Speaker 2>Nice.

0:13:02.440 --> 0:13:04.280
<v Speaker 4>It just works out that that's the same time as

0:13:05.040 --> 0:13:05.800
<v Speaker 4>it was bad timing.

0:13:06.360 --> 0:13:09.839
<v Speaker 2>It's bad time, all right, talk to me. This is

0:13:09.880 --> 0:13:12.400
<v Speaker 2>when I go to Aruba, we go to an all inclusive.

0:13:13.800 --> 0:13:15.640
<v Speaker 2>How come I didn't know about this all inclusive thing

0:13:15.679 --> 0:13:16.800
<v Speaker 2>when I had four little kids.

0:13:17.360 --> 0:13:19.600
<v Speaker 3>I mean, were they were they a thing back then?

0:13:19.800 --> 0:13:21.559
<v Speaker 2>I don't know, but I mean I would get the

0:13:21.600 --> 0:13:24.599
<v Speaker 2>bill which would be five inches thick with like smoothies

0:13:24.640 --> 0:13:26.640
<v Speaker 2>and chicken fingers and all that kind of crap that

0:13:26.640 --> 0:13:27.679
<v Speaker 2>they'd eat throughout.

0:13:27.360 --> 0:13:28.400
<v Speaker 7>The day four kids.

0:13:28.720 --> 0:13:30.560
<v Speaker 2>Man if if I knew about the all inclusive, that

0:13:30.559 --> 0:13:33.320
<v Speaker 2>would have been a savior for me. What are people

0:13:33.360 --> 0:13:35.680
<v Speaker 2>doing when they are they willing to still pay it

0:13:35.720 --> 0:13:39.200
<v Speaker 2>for travel? Because I still here people going to Europe

0:13:39.240 --> 0:13:41.800
<v Speaker 2>and stuff like that. I mean, they're not going to Poughkeepsie,

0:13:41.800 --> 0:13:43.360
<v Speaker 2>They're going to Parish and things.

0:13:43.800 --> 0:13:46.800
<v Speaker 9>Yeah, I mean Japan is certainly a popular destination. Strong

0:13:46.840 --> 0:13:49.000
<v Speaker 9>dollar there, yeah, very much increased.

0:13:49.040 --> 0:13:50.400
<v Speaker 4>Italy has increased.

0:13:50.600 --> 0:13:53.920
<v Speaker 9>We're seeing among the upper income level, you know, Portugal

0:13:53.920 --> 0:13:57.560
<v Speaker 9>and Spain as popular destinations. And I think probably what's

0:13:57.559 --> 0:14:00.960
<v Speaker 9>even more interesting is onboard spending for cruises is still

0:14:00.960 --> 0:14:02.680
<v Speaker 9>continuing to have momentum.

0:14:02.760 --> 0:14:03.920
<v Speaker 4>At the moment, I.

0:14:03.880 --> 0:14:07.120
<v Speaker 9>Think where we're watching is when that onboard spending shifts

0:14:07.280 --> 0:14:09.760
<v Speaker 9>and then the cruise lines, for example, don't get that.

0:14:09.800 --> 0:14:11.480
<v Speaker 4>Gravy for cash flow.

0:14:11.920 --> 0:14:14.000
<v Speaker 9>And to your point, Paul, I mean, even though you

0:14:14.080 --> 0:14:16.440
<v Speaker 9>have something called all inclusives, even though you have the

0:14:16.480 --> 0:14:19.480
<v Speaker 9>cruise lines, that they all are considered these package deal

0:14:19.920 --> 0:14:22.360
<v Speaker 9>what every company is doing, and we're talking the rental

0:14:22.400 --> 0:14:24.960
<v Speaker 9>car companies. You know, Avius is doing this too, obviously,

0:14:25.040 --> 0:14:26.520
<v Speaker 9>the airlines is they're all.

0:14:26.520 --> 0:14:28.000
<v Speaker 4>Doing these premium products.

0:14:28.040 --> 0:14:30.760
<v Speaker 9>These you know, you do different tiers of products, so

0:14:30.840 --> 0:14:32.880
<v Speaker 9>the add on so you can get the base level,

0:14:32.920 --> 0:14:36.200
<v Speaker 9>which is really the skeleton package. But anyone from cruise

0:14:36.240 --> 0:14:40.040
<v Speaker 9>lines to you know, theme parks, to some extent, to

0:14:40.080 --> 0:14:42.480
<v Speaker 9>the all inclusives, to the airlines, to the rental car

0:14:42.560 --> 0:14:45.400
<v Speaker 9>companies are all segmenting to give you know, the lower

0:14:45.440 --> 0:14:47.720
<v Speaker 9>income consumer the ability to say that they traveled and

0:14:47.760 --> 0:14:51.400
<v Speaker 9>the higher income consumer the ability to travel luxury. And

0:14:51.440 --> 0:14:53.600
<v Speaker 9>in terms of the add ons, what are these add

0:14:53.600 --> 0:14:56.240
<v Speaker 9>ons are they? You know, things that they used to

0:14:56.240 --> 0:14:58.280
<v Speaker 9>offer for free and now charge.

0:14:58.080 --> 0:14:59.160
<v Speaker 4>You for for some of it.

0:14:59.160 --> 0:15:01.800
<v Speaker 9>It is so you know, a good example I have

0:15:02.080 --> 0:15:04.600
<v Speaker 9>is anecdotally, I know that some of the cruise lines

0:15:04.640 --> 0:15:07.480
<v Speaker 9>that used to not charge to get people into the

0:15:07.520 --> 0:15:09.280
<v Speaker 9>center of a city, say in Europe, you're on a

0:15:09.320 --> 0:15:10.120
<v Speaker 9>European cruise.

0:15:10.440 --> 0:15:12.200
<v Speaker 4>They used to give that for free.

0:15:12.440 --> 0:15:13.840
<v Speaker 9>Now they say no, you have to be a part

0:15:13.880 --> 0:15:16.920
<v Speaker 9>of one of our you know, expeditions, one of one

0:15:16.920 --> 0:15:19.080
<v Speaker 9>of our excursions in order to get that for free.

0:15:19.120 --> 0:15:21.160
<v Speaker 9>Otherwise we charge you twenty dollars to get into the

0:15:21.160 --> 0:15:25.000
<v Speaker 9>Senate's colwn in you know, Czechoslovakia and not Checklisvokia, check Republic.

0:15:26.040 --> 0:15:29.160
<v Speaker 7>Stay with us. More from Bloomberg Intelligence coming up after this.

0:15:33.080 --> 0:15:36.760
<v Speaker 1>You're listening to the Bloomberg Intelligence podcast. Catch us live

0:15:36.840 --> 0:15:39.960
<v Speaker 1>weekdays at ten am Eastern on Apple Coarclay and Android

0:15:39.960 --> 0:15:43.280
<v Speaker 1>Auto with the Bloomberg Business App. Listen on demand wherever

0:15:43.320 --> 0:15:47.200
<v Speaker 1>you get your podcasts, or watch us live on YouTube.

0:15:47.560 --> 0:15:49.880
<v Speaker 2>Obviously, the theme this week, one of the things has

0:15:49.880 --> 0:15:54.160
<v Speaker 2>been Nvidian It's strong earnings. AI fight has been really

0:15:54.200 --> 0:15:56.920
<v Speaker 2>a driving theme for this overall market for going on

0:15:57.080 --> 0:15:59.880
<v Speaker 2>three years now, and Investor has been looking for your

0:16:00.000 --> 0:16:02.720
<v Speaker 2>privative ways to play that theme, and one of that

0:16:02.760 --> 0:16:05.040
<v Speaker 2>has been how do you get tompower all these data

0:16:05.080 --> 0:16:07.160
<v Speaker 2>centers out there? And that leads you to utilities, and

0:16:07.160 --> 0:16:10.320
<v Speaker 2>that leads you to our next guest, Calvin Butler, CEO

0:16:10.440 --> 0:16:14.120
<v Speaker 2>of exelon it is a publicly traded company. EXC is

0:16:14.160 --> 0:16:16.720
<v Speaker 2>the ticker of the stocks up about one percent today,

0:16:16.800 --> 0:16:19.280
<v Speaker 2>up about twenty two percent year to date, so certainly

0:16:19.280 --> 0:16:22.360
<v Speaker 2>performing well with the other utility stocks. Calvin, thank you

0:16:22.360 --> 0:16:26.120
<v Speaker 2>so much for joining us here. Again, when I look

0:16:26.120 --> 0:16:29.520
<v Speaker 2>at your industry, you guys are critical to the rollout

0:16:29.640 --> 0:16:32.280
<v Speaker 2>of AI because we've got to power this stuff, these

0:16:32.360 --> 0:16:33.000
<v Speaker 2>data centers.

0:16:33.360 --> 0:16:34.400
<v Speaker 7>How do you guys view it?

0:16:35.560 --> 0:16:38.320
<v Speaker 6>Yeah, Paul, thank you for having me and exactly how

0:16:38.320 --> 0:16:44.560
<v Speaker 6>you said it. We're critical to the development of AI

0:16:44.720 --> 0:16:48.880
<v Speaker 6>data centers and large load quantum and we take that

0:16:48.960 --> 0:16:54.560
<v Speaker 6>responsibility very serious. And from a standpoint of building that infrastructure,

0:16:54.600 --> 0:16:57.280
<v Speaker 6>protecting that grid, it's going to be the backbone of

0:16:57.320 --> 0:16:59.920
<v Speaker 6>all this. We always say that the energy in sector

0:17:00.000 --> 0:17:02.760
<v Speaker 6>there is five percent of the GDP, but we power

0:17:02.800 --> 0:17:05.840
<v Speaker 6>the next ninety five and we take that very seriously.

0:17:06.720 --> 0:17:07.480
<v Speaker 4>You take it seriously.

0:17:07.520 --> 0:17:09.240
<v Speaker 3>So walk us through some of the plans you're making,

0:17:09.320 --> 0:17:14.280
<v Speaker 3>how you're preparing for this transition, for this increase in demand.

0:17:15.359 --> 0:17:17.960
<v Speaker 6>Yeah, thank you, Scarlett. What we have done, We've done

0:17:18.000 --> 0:17:22.639
<v Speaker 6>a few things. Is one understanding for your listeners, excellent.

0:17:23.200 --> 0:17:27.280
<v Speaker 6>We are truly a transmission and distribution company, you know,

0:17:27.480 --> 0:17:31.080
<v Speaker 6>proud to have six utilities operating the electric gas side

0:17:31.280 --> 0:17:34.120
<v Speaker 6>through the pipes and wires. So having said that, being

0:17:34.160 --> 0:17:38.000
<v Speaker 6>the backbone of that, we're encouraging those data centers and

0:17:38.080 --> 0:17:41.400
<v Speaker 6>large developers to come into the states in which we operate,

0:17:41.760 --> 0:17:45.720
<v Speaker 6>and we put together a comprehensive plan to get them online,

0:17:45.880 --> 0:17:49.840
<v Speaker 6>up and running sooner rather than later. Speed is everything

0:17:49.880 --> 0:17:54.160
<v Speaker 6>for them, and so what it takes is a coordinated effort,

0:17:54.280 --> 0:17:58.120
<v Speaker 6>and we've worked very hard to move upstream to get

0:17:58.119 --> 0:18:00.680
<v Speaker 6>them online so they can do what they do, which

0:18:00.720 --> 0:18:04.040
<v Speaker 6>is on the technology side. Now, as we do that,

0:18:04.520 --> 0:18:07.080
<v Speaker 6>we have to keep in mind first and foremost the

0:18:07.160 --> 0:18:10.680
<v Speaker 6>affordability factor for all of our communities, and that's where

0:18:10.720 --> 0:18:15.360
<v Speaker 6>we're working with them to identify sites that are more

0:18:15.480 --> 0:18:19.040
<v Speaker 6>ready to put their equipment and their technology in place.

0:18:19.880 --> 0:18:23.719
<v Speaker 2>We had a couple of governor races recently in New

0:18:23.800 --> 0:18:26.359
<v Speaker 2>Jersey and in Virginia, and affordability was one of the

0:18:26.359 --> 0:18:29.440
<v Speaker 2>big issues. And in New Jersey the governor elect who

0:18:29.480 --> 0:18:32.320
<v Speaker 2>actually won, one of her number one issues was bringing

0:18:32.400 --> 0:18:36.440
<v Speaker 2>down electric utility bills. So this is an issue we

0:18:36.520 --> 0:18:39.800
<v Speaker 2>got to fund, We got to I guess create and

0:18:39.840 --> 0:18:41.840
<v Speaker 2>develop these data centers, but we got to do it

0:18:41.920 --> 0:18:43.720
<v Speaker 2>in a way that it doesn't cause.

0:18:43.520 --> 0:18:45.560
<v Speaker 7>Everybody's power bills to go up.

0:18:45.880 --> 0:18:47.640
<v Speaker 2>How do you think about that transition.

0:18:48.200 --> 0:18:51.600
<v Speaker 6>Paul, You're absolutely right. It was a race in both

0:18:51.880 --> 0:18:56.080
<v Speaker 6>New Jersey and Virginia, an issue, and we believe it's

0:18:56.080 --> 0:18:58.080
<v Speaker 6>going to be an issue in the twenty twenty six

0:18:58.119 --> 0:19:02.320
<v Speaker 6>elections because of affordability. Pocketbook issues are going to be key.

0:19:02.560 --> 0:19:05.639
<v Speaker 6>So let me tell you what we're doing from excellent perspective.

0:19:06.200 --> 0:19:09.000
<v Speaker 6>We are protecting our residential customers. You know, we serve

0:19:09.080 --> 0:19:12.359
<v Speaker 6>almost eleven million customers. So as as important as it

0:19:12.400 --> 0:19:15.720
<v Speaker 6>is for data center development, it's more important for me

0:19:15.800 --> 0:19:19.240
<v Speaker 6>to protect the other customers in this process. So we've

0:19:19.280 --> 0:19:21.840
<v Speaker 6>come up with what we consider a rather innovative solution

0:19:22.280 --> 0:19:26.239
<v Speaker 6>in creating a tear up a transmission security agreement. So

0:19:26.280 --> 0:19:29.600
<v Speaker 6>what that does is we require a letter of credit

0:19:30.280 --> 0:19:34.959
<v Speaker 6>or a cash deposit from these large developers speculating are

0:19:35.000 --> 0:19:39.320
<v Speaker 6>identifying what thir ten year revenue projections or cost projections

0:19:39.480 --> 0:19:43.360
<v Speaker 6>coming back to our utility is, and anytime that they

0:19:43.359 --> 0:19:47.359
<v Speaker 6>do not meet eighty percent of that load projections or

0:19:47.400 --> 0:19:51.399
<v Speaker 6>cash projections, we draw down from that deposit. And what

0:19:51.480 --> 0:19:55.040
<v Speaker 6>it does it protects the other customers on the systems

0:19:55.080 --> 0:19:58.800
<v Speaker 6>for the investments that we're making. So we're being very

0:19:58.880 --> 0:20:02.879
<v Speaker 6>intentional about protecting the other users on the system because

0:20:02.920 --> 0:20:06.920
<v Speaker 6>when it's done right, it should reduce the cost for everyone.

0:20:07.160 --> 0:20:11.640
<v Speaker 6>But when it's done haphazardly or piecemeal, it can have

0:20:11.840 --> 0:20:16.120
<v Speaker 6>ramifications that everyone else has impacted. But what you're seeing

0:20:16.480 --> 0:20:19.520
<v Speaker 6>not just from the capital investment. You're seeing the supply

0:20:19.720 --> 0:20:23.520
<v Speaker 6>costs go up. Supply costs are going up because of

0:20:23.560 --> 0:20:27.199
<v Speaker 6>the increased demand, and we have inadequate generation on the

0:20:27.280 --> 0:20:30.440
<v Speaker 6>system to do that. You use New Jersey as an example.

0:20:30.680 --> 0:20:32.800
<v Speaker 6>Let me give you a real example of what happened

0:20:32.800 --> 0:20:37.479
<v Speaker 6>to New Jersey customers last year. New Jersey customers average

0:20:37.480 --> 0:20:42.359
<v Speaker 6>residential customers bill rose thirty eight dollars thirty four dollars.

0:20:42.440 --> 0:20:45.800
<v Speaker 6>I'm sorry, thirty four dollars. Thirty eight dollars was due

0:20:45.840 --> 0:20:51.040
<v Speaker 6>to supply because they were reconciling our bill, our bill,

0:20:51.119 --> 0:20:54.600
<v Speaker 6>our cost the demand, the transmission and distribution part went

0:20:54.640 --> 0:20:58.000
<v Speaker 6>down four dollars, but the bill still went up thirty four.

0:20:58.640 --> 0:21:01.359
<v Speaker 6>That's how important it is to get this supply stack

0:21:01.560 --> 0:21:04.440
<v Speaker 6>right to help lower all customers' bills.

0:21:04.920 --> 0:21:07.000
<v Speaker 3>Kevin, let me ask you about nuclear because this week

0:21:07.040 --> 0:21:09.159
<v Speaker 3>the government announced it plans to buy and own up

0:21:09.160 --> 0:21:12.520
<v Speaker 3>to ten large new nuclear reactors that could be paid

0:21:12.560 --> 0:21:16.480
<v Speaker 3>for using Japan's pledge to fund five hundred and fifty

0:21:16.480 --> 0:21:18.720
<v Speaker 3>billion dollars of investments in the US. Of course, this

0:21:18.840 --> 0:21:21.560
<v Speaker 3>is part of a push to meet surging demand for electricity,

0:21:21.600 --> 0:21:25.040
<v Speaker 3>and nuclear is increasingly seen as a solution to this need.

0:21:25.359 --> 0:21:26.040
<v Speaker 4>What's your take.

0:21:27.040 --> 0:21:30.560
<v Speaker 6>I think it's critical. I truly believe in a all

0:21:30.600 --> 0:21:34.080
<v Speaker 6>of the above approach and that nuclear base load generation

0:21:34.320 --> 0:21:37.560
<v Speaker 6>is going to be critical to us meeting this effort.

0:21:38.320 --> 0:21:42.320
<v Speaker 6>As you know, again, we've always taken an approach that

0:21:42.400 --> 0:21:46.840
<v Speaker 6>every electron matters to help unaffordability, and that's why it's

0:21:46.840 --> 0:21:50.320
<v Speaker 6>so critical. I use an example the Crane Center that's

0:21:50.359 --> 0:21:55.920
<v Speaker 6>coming back online in Pennsylvania. That's critical because it's new

0:21:56.000 --> 0:22:00.639
<v Speaker 6>generation coming back online. A large Microsoft is paying for it,

0:22:00.640 --> 0:22:03.960
<v Speaker 6>and that billion dollar loan is exactly what we need

0:22:04.440 --> 0:22:09.400
<v Speaker 6>to encourage reopening of these former facilities to get more

0:22:09.400 --> 0:22:12.200
<v Speaker 6>electrons back on. And that was one of the best

0:22:12.240 --> 0:22:14.680
<v Speaker 6>operating nuclear plants prior to its shuttering.

0:22:15.640 --> 0:22:20.320
<v Speaker 1>This is the Bloomberg Intelligence podcast, available on Apple, Spotify,

0:22:20.520 --> 0:22:24.000
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0:22:27.880 --> 0:22:31.440
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