["One Mint Julep" by The Clovers playing]
♪ One early morning... ♪
Of course, of course.
We're gonna make a left.
Actually, I'm from Corsica
and this hotel was founded by a Corsican man in 1930.
Was his name Pierre?
Yes, and that's how it is.
Yeah. I did not know that.
♪ One mint julep... ♪
- [François] Hi, George. - Morning.
- Good morning, how are you? - Well, sir, and you?
[Obama] The Pierre, like any business, is an ecosystem.
There's the maintenance staff and security.
Good morning.
[Obama] Housekeeping and the laundry team.
- Mr. President, good to see you. - Nice to see you.
- Morning. - Good morning.
[Obama] Everyone plays a role.
All the way up to François, who runs the show.
Good morning, sir.
[Obama] Nice to see you.
But the reality is that workers at the bottom
rarely see the people at the top, and vice versa.
The folks in charge may not even live in the same city or town
as the people they employ.
Good morning, Mr. President.
That's especially true
with big multinational corporations and globalization.
♪ ...up popped her father He said... ♪
[Obama] And it's easy to undervalue what you don't see.
[Obama] For those leaders to know the people who are working for them,
they have to really make an effort.
Uh, and...
I think there are some folks who do that, uh,
but there's a whole bunch who don't.
[ding]
[Obama] We see their faces on the news.
We call some of them by their first names.
We know their origin stories, and follow their triumphs and defeats.
Top business leaders today are more than just heads of companies.
Some, at least, have become cultural figures.
And with some companies now worth more than many countries,
the people in charge
are taking on roles that used to be reserved for heads of state.
With extraordinary power to determine how we live.
But we never see what they actually do.
What does a CEO's work look like?
What are the pressures and responsibilities they carry?
And where are they taking us next?
Cross this way?
- Yeah. - Okay.
[Chris] You saw the photos from last night? The setup?
I'm looking forward to seeing the display.
What I saw last night was pretty cool.
There they are. That's pretty cool.
You're like, "Why are there big trucks in downtown New York?"
Oh ho! How awesome is that?
That's showing data from here. So that's that truck right there.
Look, there's my arm waving.
That's super cool.
[chuckles]
This whole becoming a public company thing,
it's like making the playoffs.
We're doing great things, but we've got a lot to do still.
["Brazil" by Ary Barroso playing]
[Chris] Good morning. Good to see you again. Hi!
Thanks for making the trip.
We're off to the races.
[announcer 1] Automakers pouring billions of dollars...
[announcer 2] Multi-billion-dollar deal.
[announcer 3] 2.6-billion-dollar stake in a Pittsburgh startup.
[sighs]
- [man] Busy morning? - Getting there.
[laughter]
I'm gonna get something... I'll be right there.
[Tucker Carlson] Millions of Americans earn a living behind the wheel.
The driverless car will kill these jobs.
Good morning, and welcome to Nasdaq!
[cheering]
[Chris] We're thrilled to be here.
[cheering]
We founded Aurora because we saw an opportunity
to make technology, a product, and a company
that would deliver self-driving vehicles at scale.
[interviewer] Want to use the teleprompter?
- Yes, I do. I def... - You do. Okay.
I hate photos.
- Now is not the day for that. - Not the day for that.
[woman] All right, here we go!
Right? This is kinda everybody. Okay.
[cheering]
[associate] Today is a major milestone
as Aurora embarks on its journey
as a publicly traded company.
[cheering]
[interviewer] Chris, let's get right to it.
Aurora, present-day, is largely a non-revenue generating business.
When does Aurora make money on this trucking business?
Starting in '23, that's when really, our business will start to really build.
In the majority of U.S. states,
if we had a product we were confident in the safety of,
we could launch it today.
The hard part is understanding the other drivers on the road
and how you react to them.
That's why doing the not-sexy-work of delivering a product you can count on
is what we're focused on.
Cool.
- [producer] See you, guys. - Take care.
- [woman] Thanks, Chris. - [Chris] Thanks.
Afternoon, Mr. Chandra. Welcome to the Pierre.
- How are you? - It's a pleasure to have you.
Welcome back, sir. It's almost been a year.
- Welcome. We missed you. - How is business?
Great. For you, it's great.
[news anchor 1] The search is over.
[news anchor 2] Tata Group gets a new chairman, Natarajan Chandrasekaran.
[anchor 3] Known as Chandra in business circles...
[news anchor 4] A Tata Group veteran takes over today
as chairman of the hundred-billion-dollar conglomerate.
[news anchor 5] A family business, the Tata empire
dates back to the 19th century.
[news anchor 6] Largest steelworks in the whole of the British Empire.
[news anchor 7] Indians are born in Tata hospitals,
their houses held up with Tata steel,
and their electricity comes courtesy of the Tata power company.
[news anchor 8] The Tata top management now going all out
for acquisitions in new markets.
[man] Including Tetley.
- [woman 1] Jaguar Land Rover. - [man] Daewoo in Korea.
[woman 2] ...and New York City icon, the Pierre Hotel.
Business is great. No, business is good. We're very happy.
Praying and...
- Hi. Hello. - Hi.
Nice to see you. Hello.
[news anchor 9] The big question is whether Tata can remain competitive
while maintaining its ethical profile.
[Chandra] How is San Francisco? What are you doing?
[François] It's catching up. Normally the city does 85%, we are back to 65.
So, getting there.
["It's Such a Good Night" by Heisenberg & The Albuquerque Kingpins playing]
- Morning. Hi. Hi, Rajesh. - Morning.
- Hi, Chandra. - Hi, Frank, how are you?
[Chandra] When did you get here? From Amsterdam?
Last night.
- Hi, Carl. - Hi, Chandra. Good to see you.
So, Rajesh, how was your trip to Michigan?
[Rajesh] Good trip, Chandra.
The university is really bustling.
There's this whole idea about how companies are organizing themselves.
And where their focus is, and where the future is.
Frank was sharing with us...
[businessman] How society organizes is changing,
and so organizations like ours will have to change as well. And our customers.
We've heard the terms "resilient" and "adaptive" a lot lately.
But the pandemic has made it more acute.
We'll see a number of things happening to drive that resilience and adaptability.
From an asset-light footprint in terms of real estate...
All the way through things like being able to sense and respond
what's happening in the environment.
Any discussions on metaverse?
[Rajesh] There is increasing interest in going entirely digital, so...
I think that's pushing it a bit too far.
End of the day, people have to work for people,
and that's where our culture is.
And the reason people like to stay is because they connect to other people.
I think it's still going to evolve.
I really am not sure which way it will finally settle in.
I think we should just watch it and try different models.
Which works for the company, works for employees and works for customers?
["Blue Skies" by Ella Fitzgerald playing]
The number of Americans 65 and older
is projected to nearly double over the next 40 years.
[Judy Woodruff] As the Baby Boom generation matures,
the country is facing a shortage of home care workers.
♪ Blue skies ♪
♪ Smiling at me ♪
♪ Nothing but blue skies ♪
♪ Do I see ♪
[news anchor] With some 50% more workers needed by 2026,
these are among the most needed jobs of the future.
[care provider] Good morning, Mr. Morris. I'm your CNA today.
I'mma see if you need to use the bedpan or the urinal.
♪ Never saw the sun shining so bright ♪
♪ Never saw... ♪
[man] I have the medium pull-up diapers.
I have my large pull-ups. These are the Prevail.
And 2X underwear, which are also pull-ups.
You can tear them away.
We're just going to talk a little bit about what's going on on the other side.
You know, what kind of plan you have to grow that part of the business.
[announcer] 86% of in-home caregivers are women.
65% are people of color.
[woman] Medicaid, they're now open back again.
So, we're updating and making sure that all our compliance,
everything is updated in Medicaid.
[newsman] With government doing the bulk of the paying,
it effectively dictates how much employers
can pay their home care workers.
[indistinct]
Okay, we're going to do roll call.
Our lobbyist, Mr. Jones, is here.
Do we have any new business that we need to talk about?
What are these pipes for?
[Columbus] Filtration system.
[Jeanette] Also, what's happening with these lights here?
[newswoman] Mississippi is one of 12 states that has not expanded Medicaid.
[newsman] The state is refusing to accept
a billion federal health dollars every year.
[newswoman] Governor Tate Reeves says he is not interested
in any form of health expansion.
[Jeanette] And make sure every client that we have
got that little magnet with my number and my name on it.
I want them to call me
if they have any problems, if they don't have any problem,
they can always call me, okay?
[phone ringing]
- Right. - Now...
Mm-hmm.
- We have property here on Walnut. - [Jeanette] Mm-hmm.
[Charles] Got two here, three there, right?
[Jeanette] Mm-hmm.
This is College Street, that's where we were.
That was our home-based business on College Street.
That property where that tire shop is,
and the bank.
Where is that?
[Charles] This is the tire shop,
this is At Home Care, and the fitness center.
Mm-hmm.
At Home Care is the main business.
We have the adult daycare in Gloucester and in Lake Providence.
The medical supplier is in the Jackson area.
We have the community outreach.
- Serenity is the fitness center. - Fitness center.
Mm-hmm.
- So I think that's... - It's six.
- Yeah, it is.
He said, "Mama, don't do nothing else."
[laughs]
[phone ringing]
[Jeanette] I started different businesses that I have,
because I knew there was a need there.
Home Care is a program primarily based through Medicaid.
Several years ago, they cut the rate.
It dropped five dollars per hour less.
That's a lot of money.
A lot of businesses went out of business because we were just hit with it.
[Charles] Because of the volume that we have,
between nine to eleven million a year,
I think that kind of supplemented... Helped us out.
[Jeanette] We don't get paid nearly enough,
but we try to manage what we have as best we can.
- I don't make a whole lot. - She doesn't.
People here make more than me.
- Most of them. - Yeah.
Not most of them. But some of them.
- [woman] A hundred thousand dollars? - Oh, no.
- [chuckling] No, ma'am.
- No, ma'am. - No, indeed.
About 40.
Forty a year. Forty-three at the max. Yeah.
[Obama] It's surprising to hear about a CEO getting paid so little
when she could be paying herself a lot more.
[upbeat music playing]
[Obama] Top CEOs these days make millions, tens of millions, every year.
How did those numbers get so huge?
Part of the story starts with the work of one man.
In 1970, an economist named Milton Friedman
declared that the goal of any publicly-held corporation
should only be to maximize profit.
Nothing else.
And in fact, as the head of a public company,
a CEO had a duty to deliver higher profits to the real bosses.
The shareholders.
An extension of this idea was that CEOs should be rewarded,
often with stock,
for maximizing these profits and increasing the stock price.
I'm not in favor of fairness, I'm in favor of freedom.
[Obama] With the help of policymakers and politicians like Ronald Reagan...
[Reagan] A winner of the Nobel Prize,
Milton Friedman's technical mastery of his profession is unchallenged.
[Obama] Friedman's ideas helped to reshape the economy for the next 50 years.
All of us owe a tremendous debt to this man's towering intellect.
[Obama] During that time,
the American economy nearly quadrupled in size.
But most of the new wealth flowed upwards.
Especially to those at the very top.
In 1970,
a CEO made about thirty times the typical worker.
Today, they make up to 350 times more.
We're still living in Milton Friedman's world.
But what if a CEO prioritized more than profit?
There are different ways to lead.
The CEO sets the tone.
Their choices, their priorities, and their values
shape how people work together.
[Chris] After I left Google,
I spent a fair bit of time trying to figure out what to do next.
It became clear that the right thing to do
was to do something in self-driving and to build a company,
because I'd have the privilege of helping set the culture, the rules.
Have the focus on building something
that would hopefully mean something in the world.
- [Chris] This is our new building. - [Andrew] Okay.
[Chris] We've got 110,000 square feet or something ridiculous.
- [Andrew] 110,000 square feet? - [Chris] Yeah.
- [Chris] Got the critical foosball table. - [Andrew] Foosball table.
[Chris] When we designed the building,
it was about having a space that felt like the road.
You can see the lane markings along the roof.
Oh, yeah.
[Chris] This is a place you'll be able to hang out and relax
and spend a little time talking and...
[Andrew] Yeah, it looks like the Vancouver airport.
- Yeah, it does have that vibe. - Same sort of... Vancouver airport...
[Andrew] How is it different now that it's a public company,
not a private company?
[Chris] Uh, well, we have to say more publicly.
When you're a private company,
the value of the company gets changed very infrequently.
[Andrew] Yeah.
[Chris] And, now, it happens on a moment-by-moment basis.
And we have to spend more time talking with our investors
and helping them understand why what we're doing is important.
This is one of the crown jewels here. This is our garage.
That's the computer?
That's the computer. This one is air-cooled.
Yeah.
Problem is that you have to be able to stack hockey bags.
I know.
And you can't.
[Andrew] Chris is my older brother.
We moved a lot when we were kids.
I'm not quite sure why, but Chris just kept reinventing himself
like, "I'm not gonna be the nerdy dresser, I'll be the crazy dresser."
Then he just seemed to settle in and...
Because of our Dad... Came from nothing in England.
In England, you're kind of stuck.
You can't live the American dream. Not that I'm American, or we're American.
The social mobility is limited.
- Then he met our mother. - Yeah.
They settled in Vancouver. I was born there, you in Richmond.
Our power got cut off one day.
- Because they didn't pay the bill. - Couldn't afford it.
We had a family meeting
that we couldn't have Fruit Roll-Ups anymore.
I don't know why that stuck with me.
Like, "You can't have Fruit Roll-Ups."
Whenever we moved,
we moved to the cheapest house in the nicest neighborhood.
- Where the best schools were. - Yeah.
My dad cried when I got my med school degree.
[Chris] Yeah.
[Andrew] I think Chris is trying to put me out of a job.
- [chuckles] - I'm an orthopedic trauma surgeon,
and lots of broken bones are from car accidents.
And Chris is trying to make there be no car accidents.
That's it. You got me. It's me being passive-aggressive.
He's mad about something from when we were kids...
[Chris laughs] That's exactly it.
...and has decided this is his grand scheme.
I'm gonna spend seven years at evil robot school.
"I'm gonna spend billions of dollars, and I'm gonna get that guy."
I have less ambition now, and my kids have taken over my life.
I'm now a part-time doctor and a chauffeur service.
I actually need a self-driving car really badly.
My kids, when they score a goal,
they look in the stands to find out where we are.
To me, that's more important now than working.
Honestly, I'm a little envious of the fact that you get that time with them.
It's pretty cool.
- Not sleeping in the factory yet? - Not sleeping in...
I've noticed you're very careful what you say all of the time.
It's the same thing you see with anyone that's the face of organizations.
They're all very careful, at least the successful ones.
I noticed that with you.
Because you are a face of this, that you're very careful.
Which is good. It's, uh...
Now.
You work enough that you can't come visit us. [chuckles]
- Not this year. - Bring that up.
- This summer felt like a busy time. - A busy summer.
Unfortunately.
["Best Things in Life" by The Dreamliners playing]
♪ Let's share your dreams ♪
- [Lalitha] Good morning, Rajinda. - Good morning, ma'am.
♪ You and me ♪
- Afternoon newpaper agria. - Yes, ma'am.
- Talad lingi. - Yes, ma'am.
♪ Yes, these are the best things in life ♪
[Chandra] After a run, I have one tablespoon of soaked chia seeds.
Then I take this green juice.
It has spinach, coriander leaves, celery, cucumber, and a little bit of salt.
Then I have another, which is Indian spices soaked overnight.
[Lalitha] It helps the body to get a little more healthy.
It becomes part of our routine every day.
We've actually finished 26 years of marriage.
Ours was a very typical arranged marriage.
And, in the Indian system, we, you know, match horoscopes.
But we liked each other,
and I think the underlying foundation of our marriage
is we both like outdoor activities.
And I think that common thread is what keeps us going.
In the...
village where I grew up, the days always started very early.
My mother was extremely hardworking.
Because to raise six kids and also to support the workers on the farm,
and, you know, attend to many things.
She had a phenomenal influence on me
in terms of never feel that you're working hard,
because the benchmark was so high.
So one never felt that, yeah, I am working very hard.
[chuckles]
I know there is complicated stuff happening in the office.
Because I know it, I mean...
One can feel the language. The body language.
But he'll always have a smile on his face.
I'm a person who kind of lives today.
While I may have plans for the future, I'm more here and now.
I like to be in the moment, enjoy the moment.
[upbeat music playing]
Thank you.
[Chandra] From the beginning,
the community has been in the center of everything that the Tata Group did.
[beep]
Two-thirds of the profits from the companies flows back to Tata trusts.
It's one of the largest philanthropic trusts anywhere in the world.
The founder, he said,
"What comes from people should go back to people multiple times over."
Hi, Chandra.
Morning.
[Chandra] These are ethos that have been very deeply embedded
in the functioning of the Tata Group.
Today's schedule is twelve o'clock is a digital review.
Then we have 2:30 is the Tata auto-comp review.
Yeah.
[Chandra] You see it in the employees.
The way the companies engage with the community,
the way the communities engage with the company,
and also what they expect of the company.
The responsibility is to live up to that all the time.
This number looks wrong.
- Check this number. - [man] I'll check that.
These liabilities will not be included here.
He knows some of these numbers better than most of the team does.
[laughs]
- [indistinct chatter] - [laughs]
We are in the midst of finalizing our plan for the next five years.
So we are looking at the past five years
and trying to see where we should focus.
It's a pretty exciting time.
I think this country has come a long way since Independence,
in the last 75 years.
Economic growth, literacy, life expectancy.
Huge progress.
At the same time, we have a lot of work to do.
Sustainability, how India handles it,
is going to be so important not only for India, for the whole world.
Because of the size.
And we have to do this at the same time
when we have to lift at least 300 million people out of poverty.
Because I grew up in a rural area,
I know how hard it is for people to get better jobs, to get better pay.
Lack of access has resulted in a lack of opportunities.
The use of technology is going to be critical
to create a level playing field.
So that people from everywhere can participate.
I think it's about leveraging...
The scale, size and liquidity Tata enjoys.
Hopefully play our part
in solving some big societal problems.
Right? You have to be part of the ecosystem.
At the same time, delivering value to the community and to the shareholder.
And it's not difficult.
Sometimes you just have to ask yourself an extra question.
Is it the right thing to do?
[beep]
[Tate Reeves] It's not a number...
Individuals can make their own decision, Jake.
Individuals can make their own decision
as to how to protect themselves and their families.
Government's role here is to make the vaccine available,
to make it easily accessible for Americans,
to make it easily accessible for Mississippians.
We've done that in our state, in many other states.
[Columbus] My wife started out working three jobs.
Started home help on the weekends.
I think she had five employees then.
She went to these banks for a line of credit and they refused.
Refused. Refused.
But then those same banks that she went to for a line of credit,
now they're calling her offering her credit.
Because she's the largest private employer in Southwest Mississippi.
[Jeanette] This is basically where we grew up.
Most of our young life here.
- Yeah. - In Lake Providence.
This is the road we took to school every day.
Every day.
There were ten of us.
[chuckling]
You had no peace. You know?
Every room you go in, there was always somebody.
[chuckling]
[Jeanette] It came... It was a lot of responsibility.
I pretty much, you know, would see after the young ones.
And had to miss school a lot to, uh, take care of the children,
because my mother was working a lot of the time.
So, had to take care of them and...
Do...
- [Martha] Wash, cook, clean. - [Jeanette] Yes.
[both chuckling]
And make sure we didn't burn down the house.
- So... - I need your shoulder.
[both chuckling]
- [Martha] Brother, brother, brother. - [Mark] Hey! How you all doing?
[Martha] Mommy was a character.
[laughter]
- Don't get me on that. - [chuckling]
- [Jeanette] She was positive-minded. - Oh, yes.
She'd say, "You so smart," you know.
- [Martha] Oh, yes, Lord. - She would say stuff like that.
And even if I wasn't smart, I thought I was smart.
[all laughing]
You know, and always put positive feedback.
- She had a hard life. - Yeah.
She really did.
Worked in the cotton fields and picked cotton.
I think she would've had third-grade education?
Yes, ma'am.
[Jeanette] Third grade.
She was something.
- [Martha] Hardworking. - She was... She would work hard...
Mom made $10...
[Jeanette] Ten dollars for seven days is what she was making.
- Yep. - So she had it hard.
- [Martha] Very hard. - But she did what she could do.
And Jeanette got that ethic from her. That work ethic.
That's the big sister. That's the boss.
I remember when you started, you were basically by yourself.
[Jeanette] I was... Basically?
[laughing] You were. You were by yourself.
- [Jeanette] I was a one-person business. - I know.
[laughter]
I put an answering machine in the bedroom.
[laughs]
She got out of the mud. She got out of the quicksand.
She came from nothing, absolutely nothing. Worked hard.
Got her GED and never stopped, never looked back. Just grind.
- [John] Mm-hmm. - And did it on her own.
[John] She's been good as gold to me.
I appreciate everything you've done.
- [Jeanette] Gonna make me cry. - I appreciate everything.
[Mark] I like the way she took care of my mom.
Anything my mom needed, she was always there for.
You know what I'm saying?
So, I love the fact that she took care of what meant most to us.
- Our mother. - Yes.
[Mark] She never forgot what she come from.
[Martha] Took such good care of our mother at the end, when she was really sick.
Yeah.
So many people don't do that.
They don't take care of their folks like that.
But we band together and everybody did what they were supposed to do.
- Everybody did what they could. - [Martha] Yes.
I couldn't be here every day, but we got together and pooled our resources.
[Martha] She seemed like she was happy when we were around.
- I think she was happy. Mm-hmm. - [John] Yeah, she was.
Lord knows I miss her. God knows I do.
[Chris] It's been a busy nine months.
We've kind of settled in as a public company.
The stock market's taken a big hit.
That means the value of our company's taken a big hit.
There's a lot of things that are happening out there
and we can't control them.
But what we can control is what we do as a team and how we execute.
Hey, Lia, how's it going?
It's good.
We were running some calibrations yesterday.
Not on this specific one, but it was, uh...
It has its issues here and there, but we're figuring it out.
I saw there was something off on that.
- Yeah, hey. - [Chris] Oh, hey, man.
[Sterling] Have we turned any of these over with all three IOs yet?
Yes. We'll maximize efficiency there as we go.
We're in the learning process right now.
Just trying to minimize operational impact on our partners.
[Chris] Change is one of these things that is constant.
We're building technology to drive multi-ton vehicles down the road.
It's reasonable for people to have doubts.
A lot of what we see the reaction to, I think,
is less about the technology and more about,
"Who are these people that are going to have this outsized impact on my life
and why should I trust them?"
Dallas to Houston route, Sterling?
Yeah. So, speaking of the Q2 goal,
we're in the process of securing a terminal location.
Land for a terminal in Palmer, Texas.
[Chris] A bunch of people drive trucks and cars.
What happens to them?
My expectation is that if you are a truck driver
and you would like to drive a truck until you retire,
then you will be able to do that.
Because we have so much of a need for them.
Um, but do I think you should probably go and start becoming a truck driver today?
Maybe not.
There will be jobs that will go away.
In the same way that there's way fewer saddle makers today
than there was 100 years ago.
But I think we will look back 50 years from now and say,
"That was a net win for safety."
"It was a huge win for efficiency. Accessibility."
Those are values that matter in a company
that aspires to transform something so important as transportation.
Okay, gang.
We've got a cool technical update.
We're going to talk about our values, and we're going to talk about our roadmap.
Um, so thanks for being here. Go to the next slide.
[Jeanette] This should be interesting.
[EJ] Uh-huh.
- [Kenny] How you all doing? - [Jeanette] Hey, Mr. Kenny.
- Welcome to the State Capitol. - Okay.
[EJ] Hello, Kenny.
- Oh, okay. - [EJ] You are so sharp.
- Thank you. Y'all come on. - Okay.
[Jeanette] Oh, this air feels so good.
It's wonderful to have a lobbyist,
because he's been dealing with those politicians, because he knows 'em.
Representative Hines. This is Ms. Ellie.
- How you doing? - That's Ms. Felter.
Good to meet you.
[Kenny] Representative Hines and Representative Bale...
- They're on the public health committee. - Mm.
I called you all here today to orientate them
on some of the things that y'all had lost in the past.
Some of the things we wanted to try
to put back in our monetary budgets that Medicaid, Medicare took away.
So, I'm glad they have taken an interest
in helping us get this before the full committee.
I'm willing to bet you two scoops of ice cream
that 90% of us
who serve in this building have no idea this program exists.
What are you asking for?
What's the number one thing you're asking for other than the money?
If they just gave them back what they took,
they could survive a little better.
- Of course... - [John] You're saying restoration...
Yeah, restoration.
The last thing you want to enter into any conversation with any bureocrat
is, "I ain't making no money."
That is the worst conversation to start out with.
Y'all really probably need to sit down and think about
what your ask would be before we walk in that room.
Every time you say, "I want this,"
think about what the other side will say why you can't have it.
"I want to be able to provide quality service."
"I want to be able to improve the level of my employees."
"In order to do that, I need some things to fall in line,
we need some regulations, some structure."
"And then we need an increase."
That's a lot easier to convince somebody to do.
- [Jeanette] Can I...? I'd like to say... - Yes, ma'am, please do.
Now, I'm still stuck at the money. Okay?
Now, they took this money away about... When would you say, 2013?
It was 2013.
And, see, we had to adapt and make the changes necessary
to try to stay in business with this tremendous cut in anybody's budget.
We're required to do a whole lot more today, with a whole lot less.
But I think your point about quality...
We want to provide quality services to our client.
Clients are number one, the employees are number two.
And we want to do the best that we can by our employees.
[John] Do y'all have a lot of turnover?
- Yes. Unreal. - [woman] Yes, Lord.
- And it's because of the pay? - It's because of pay, and...
[John] Are y'all able to provide health care insurance?
I have insurance for mine.
[EJ] We have insurance too.
We have a 401(k), so we do have some things in place,
but it's not from the Medicaid waiver program.
It's from other sources.
[John] Sacrifices you make?
Yeah, exactly.
Same thing is happening to daycare centers.
[EJ] Oh, yeah.
[John] It seems to be targeted at minority businesses.
I'm not just talking about racial... I'm talking about women business,
being targeted at a high rate.
I can only promise you this one thing. I'll do my best to help you.
All right. I got to go to work.
I know y'all had a meeting at the Capitol yesterday.
So how did that go?
It was interesting. We met with two representatives.
We enlightened them on what we do.
They didn't know about the problems,
the not being paid enough, the money being taken away.
I'm not surprised they don't know.
Because these people sit in an office at the Capitol.
To me, the logical thing to do
would be talk to the people that's doing this stuff every day.
That's where they are failing.
And so, it's in our best interest to have a lobbyist.
Because these big, like, nursing homes, they got lobbyists.
The hospital association, they got lobbyists.
I don't know the others,
but I know that if they're big and they got money, they got a lobbyist. [giggles]
[Sylvester] I don't think they understand how it works.
- We try to do good by our employees. - [Jeanette] Yes.
We try to do more for them so they can want to be here.
I realized a long time ago
that people have to live. [laughs] You know what I'm saying?
I had a client that didn't have a bed yet.
I called my mother, we bought the bed.
You know, I had a client that it's 95, 100 degrees in the house.
You know? I mean, that's crazy.
We bought air conditioners, we bought heaters.
We don't have all the extra money to do for everybody,
but each case is individualized.
We don't lose by doing that.
We've never lost by doing more, you know?
Mm-hmm.
[mellow music playing]
[Obama] I'm gonna call and order some food.
What do you want?
Uh, some green salad.
Green salad. We'll get two of those.
Okay.
[Beverly] This is Operator Beverly, good afternoon.
Hello, Beverly. This is Barack Obama, and I think we need some food up here.
- You need some food? - We need some food.
The big man, Chandra, wants a green salad.
A green salad?
I'll have the same, but maybe I should have some French fries with it.
I don't wanna be too healthy. What'd you think?
French fries sound good.
- [chuckles] - Yes!
- Thank you. - Thank you, Beverly.
- Have a wonderful day. - You too. Bye-bye.
I will say, François is outstanding,
but Beverly, I think, runs the place.
I understand that you grew up on your father's farm.
[Chandra] Yes, I did.
- I was not enjoying it. - Yeah.
So I decided to pursue computer science.
Started with Tata as an intern.
Then they offered me a programmer's job.
So, just worked through the ranks, as a programmer...
A senior programmer.
Then you become a designer, then you become a project lead.
Do you sometimes wonder what it was about you?
How much do you attribute it to fate?
How much do you attribute it to just, "I'm so much better than everybody else"?
- I think it's a great question. - Yeah.
You're never "so much better than anyone."
I like you for that.
Because when I meet people who are really successful,
who are absolutely sure that it's because they're better than everybody else,
- I usually don't trust them. - I really think it's about opportunities.
So many people who are bright don't get opportunities.
- People are good everywhere. - Right.
People have enormous grit, enormous aspirations.
People want to perform, to grow.
One of the running themes I had to deal with during my presidency is,
"How do I make sure there are enough good jobs?"
And I wonder how you think about that from your position now.
For a group like us, we've been there more than 150 years.
- We take a fairly long-term view. - Right.
In a country like India, we have a huge employment challenge.
- Yes. - We have to find one million jobs a month.
- Yes. - And 100 million jobs this decade.
How do you shape the future of work? It is not rocket science.
We just have to create the skills
with digital technology on a very large scale.
So, essentially making them more productive through AI.
More productive through technology.
For example, child care and elderly care.
- It needs an enormous amount of new jobs. - Right.
Uh, using technology, of course, uh, but also skills.
So there are new types of jobs that we can create.
But this is a great example.
I was down in Mississippi.
We talked to some home care workers.
This young woman we met, who's the kind of person you described.
- Just really smart. - Yeah.
She says, "There are two jobs."
"I can work in a factory plucking chickens," which she did.
Or you can work in the home care industry.
But as she said, "If you do, you probably have to get three jobs."
Because the pay is very nominal,
and it's very hard for her to put together a living.
If, in fact, child care, teaching, health care, the service jobs,
that's where more and more percentage of the work's going to be.
The question then becomes, are we willing to pay for...
upgrading the skills and the pay and the benefits of those folks
who are providing really important care that can't really be automated?
I'm not sure.
I worry that we get more of those young people
that I met down in Mississippi who were... They're like young Chandras, but...
They're not having opportunity.
- They don't have opportunities. - Yeah.
- A bit of long-termism is required. - Right.
I think we can't just measure economic prosperity by GDP growth.
Unless we fix this, we are going to have long-term disaster.
But given the world where it is today...
Do you worry about the polarization everywhere, for democracy?
Yes. It's my biggest worry.
It's my worry in India, in the United States, in Europe.
So much of it has to do with people feeling disconnected
from the certainties of an old life.
- And not seeing a path to... - A future.
A firm ground in the future.
And one of the ways in which we rebuild a sense of community
that makes democracy work is if people feel they have the dignity...
of purpose.
I worry if we have more and more young people who don't feel that,
they'll find someplace else to get that.
So we've got some work to do both in strengthening democratic institutions,
but I also think the economic and cultural and social ecosystems have to...
be strengthened. Yeah.
I would feel more confident
if I thought more of our leaders were asking the questions you are.
But I'm glad you are asking them.
[gentle music playing]
[Obama] It's what we all want at the end of the day.
To feel like I have a place.
I do something useful,
and it's recognized.
Thank you so much.
Thank you. I appreciate it.
The work I do matters.
It's like the work of the people I pass by every day.
We may not think about it,
but we're all a part of something larger
than any single one of us.
How are you?
[Obama] And our work is one of the forces that connects us.
When we make sure that everyone feels their work is respected...
Okay, thank you, Chris.
That everyone's contribution is honored.
And that everybody is getting paid enough to truly take a part
in the life of our communities.
We reinforce the trust between us...
that makes everything in our lives possible.
[Jeanette] What do you think?
Do you think we need to just tear that down or...?
Maybe five little houses in the back right corner?
What do you think about that?
Down on the far left corner, far right corner.
[Jeanette] As time rolls on,
you just try to do the best with what you have,
and just keep kicking the ball down the road.
That's all you can do.
With a little time and a little faith...
We can get it done.
[closing theme music playing]