airbnb

Fortune Staff

This year’s Fortune 500 marks the 68th running of the list.

Fortune 500

<span style="font-weight: 400">Since Hurricane Sandy struck in 2012, Airbnb has helped organize temporary housing for refugees, asylum seekers, and people displaced by disaster; it has served 75,000 people so far. In August, as Afghanistan fell to the Taliban, Airbnb’s nonprofit arm said it would pay for hosts to house 20,000 Afghans. In September, Airbnb said that support from the host community had helped exceed that goal.</span>

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Airbnb

Tristan Bove

Your ability to successfully book an Airbnb has a lot to do with what race people think you are, according to a new study from the company

/2022/12/15/airbnb-discrimination-study-finds-evidence-of-racial-bias/

Alena Botros

Airbnb’s Brian Chesky just gave a new twist to Warren Buffett’s ‘swimming naked’ saying: This tech downturn is like a nightclub gone quiet

/2022/11/18/tech-layoffs-airbnb-brian-chesky-warren-buffett/

Trey Williams

‘Allow people to leave the company with dignity’: How Airbnb CEO’s pandemic layoffs stand in stark contrast to Meta and Twitter

/2022/11/18/tech-layoffs-airbnb-versus-meta-twitter/

Sophie Mellor

You can stay in Airbnb CEO Brian Chesky’s home for $0. He’ll even bake you cookies and be your gym buddy

/2022/11/17/you-can-stay-airbnb-ceo-brian-chesky-home-0-bake-cookies-be-gym-buddy/

Naba Banerjee, Director of Trust Product, Airbnb
Abhijit Bose, Managing Vice President and Head, Center for Machine Learning, Capital One
Nicole Eagan, Chief Strategy and A.I. Officer, Darktrace 
Moderator: Verne Kopytoff, FORTUNE

Brainstorm A.I. 2022 - In A.I. We Trust Shaping Confidence And Safety

Conferences

Naba Banerjee, Airbnb
Abhijit Bose, Capital One
Nicole Eagan, Darktrace 
Moderator: Verne Kopytoff, FORTUNE

In A.I. We Trust? Shaping Confidence And Safety

Brainstorm A.I. 2022 - In A.I. We Trust? Shaping Confidence And Safety

Brian Chesky told Fortune "If anything, we're not stepping on the breaks, we're really probably stepping on the gas."

Amid tech layoffs, Airbnb CEO says "business is going really well"

Tech

In 2020, we lost 80% of business. We didn't know when it was coming back, we knew eventually come back, but we didn't think we'd be back for a while. I'm 41 I started this company, I was 26 there's something that happens when you start a company like Airbnb and suddenly you're like in your twenties you have this idea and then one day like 100 million people use your app. That's that's a crazy experience. Most people have never experienced that and I was lucky enough to have that experience. But one of the things that happens to a lot of founders like me is people can sometimes kind of fall out of love with the core business. They have this huge success and they want to go on to the next thing And I had that experience before the pandemic. We were focusing on like flights and all these different businesses and then the pandemic happens and we had to get back to the roots, we lost 80% of our business and we had to like save the business, save the company at that moment. You know, I think we all felt back in love with the core business. I'm just curious sort of your view and thought on like how both like some of the layoffs in tech have gone, as a. whether you guys see more coming for Airbnb where you guys are in that space after the 2020 layoffs in 2020 we left 25% of our workforce, which is a lot. First thing I did is I wrote this letter that was very transparent. We went step by step about what happened, how we got here. We gave people a large amount of severance, a large amount of health care and a pandemic. But we did some really unique things like we created alumni directory. So if anyone got laid off they could opt in for us publishing the information and directory and other recruiters could reach out to them. And I believe we had like hundreds of thousands, not millions of people visit their profiles and a large amount of people got other offers. So I was proud of how we handled it. We only have 6000 employees. We did more than $3 billion of free cash flow last year. So that basically means we do nearly around half a million dollars per employee in free cash flow, not revenue free cash flow. We do more than a million dollars per revenue per employee. So we're really lean company and we only were planning on hiring 7% more staff this year before the economy slowed down. Not because we didn't want to growth because sometimes the fastest way to grow is to have really small teams that can move really quickly and nimbly. So yeah, we don't have to make any more changes. The business is going really well and if anything, we're not stepping on the brakes were really probably stepping on the gas. How do you ensure that the hosts are living up to a particular quality? I think the name of the game is reasonableness and transparency. That's, we're doing a checkout test more broadly. Airbnb is as good as our hosts were, as good as our homes and I've been obsessed over making sure homes are good value. We have great customer service, people feel safe. It's really good quality control, not focusing yet on the next big Moonshot, making sure that the core service works as you expect in it, exceed your expectations. And that's really one of the main things that I'm focused on right now. We have lots of exciting innovations coming later next year. We have lots of huge new ideas coming in 2024. But the first priority of the company is to make sure that what we're known for people love because if they don't love it, they don't want anything new from us.

As more and more business processes rely on AI, corporations have a role in ensuring complex systems and products are harmless. 
 
The AI and machine-learning systems that underwrite so much of businesses’ digital transformations today are designed to serve millions of customers, yet they are defined by a relatively small homogenous group. Even with the best of intentions, these individuals cannot readily pinpoint their own biases. While the biggest tech companies in the world are putting together fast-growing teams to tackle the ethical problems that arise from the widespread collection, analysis, and use of massive troves of data, there is growing awareness - and irrefutable evidence - that AI is learning moral choices and prejudices. Where do the greatest dangers lie, how should leaders think about them, can they be regulated away, and if so, by whom? 

In this session we will explore how top executives can create a business framework where ethical innovation and data dignity comes first. We will also discuss if AI should be governed and what an artificial intelligence Bill of Rights might look like. 

Brainstorm A.I - Values and Value

In this session we will explore how top executives can create a business framework where ethical innovation and data dignity comes first. 

Values and Value

In this session we will explore how top executives can create a business framework where ethical innovation and data dignity comes first. We will also discuss if AI should be governed and what an artificial intelligence Bill of Rights might look like. 

Tata Communications creates the digital fabric and mapping technology that helps companies build better customer and employee experiences.

Tata Communications helps companies build experiences through digital fabrication

Leadership

Tata Communications creates the digital fabric and mapping technology that helps companies build better customer experiences.

Tata Communications helps companies with mapping technology

communications. We are a digital ecosystem and our mission is to deliver a trusted, secure digital fabric to our customers upon which they can build their applications for Dell, Superior experience to the customers, bringing more innovation into their iOT connecting globally all their locations to be able to deliver a borderless growth. That commission that we are as a company. I think every leader is going to have their own style. My style is to articulate a vision gather alignment with their employees and the rigor of execution. These are the critical skills for any leader. So we have a comprehensive set of matrices that we have um that not only sets out the financial metrics but also relating to customer matrices and the foundational ones that I talked about in terms of your process, the people on the planet, the community, all of which will go into the culture of the company. So each of these are measured and we would measure success by in all of these aspects. You know, if you look at a Uber or Airbnb, the mapping technology that they use is very, very critical. Without that mapping technology, we can visualize how Uber road operator our Airbnb would operate. We would like to be that digital fabric, that mapping technology for all our enterprise customers upon which they can build their applications for collaboration upon which they can build their applications for building Superior Experiences applications that will enable connectivity between their edge to the cloud and cloud to cloud. All of that is what we describe as a digital fabric and and that digital fabric will be secured and our enterprises can be very successful using this digital fabric, and therefore we become an important part of their digital ecosystem. That's our that's our mission and that's what we would like to be known as.

Airbnb

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