JX Holdings

This year's Fortune Global 500 generated $27.6 trillion in revenues and $1.5 trillion in profits.

Fortune Global 500

The world's 500 largest companies generated $31.2 trillion in revenues and $1.7 trillion in profits in 2014. Together, this year's Fortune Global 500 employ 65 million people worldwide and are represented by 36 countries.

Global business is back. After limping through a worldwide financial crisis and economic slowdown, the 500 largest companies ranked by revenues shattered all sorts of performance records in 2013: They racked up combined revenues of $31.1 trillion, up 2.5% from 2012, and profits soared 27% to nearly $2 trillion. China’s 95 companies (up from 89 last year) posted $5.8 trillion in revenues. The U.S. has four fewer companies on the list than last year but remains (for now) the country leader, with 128 corporations on the list—including No. 1 Wal-Mart Stores—reporting $8.6 trillion in revenues. 

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JX Holdings (JXHLY): Company Profile, Stock Price, News, Rankings

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JX Holdings | Fortune

JX Holdings (JXHLY): Company Profile, Stock Price, News, Rankings | Fortune

From spontaneous backpacking trips to AI-powered, hyper-personalized itineraries, travel has undergone a radical transformation. In this episode of Leadership Next, hosts Diane Brady and Kristin Stoller sit down with Booking Holdings CEO Glenn Fogel to explore the future of travel. Glenn reflects on his early experiences navigating the world before smartphones, how AI is revolutionizing trip planning, and why personalization is key to the industry's evolution. He also discusses Booking Holdings’ rapid growth, its response to global crises like the Ukrainian refugee situation, and the industry’s potential next frontier—hypersonic travel. Plus, he shares insights on leading through uncertainty, the resilience of the travel industry, and why, despite a lifetime of global adventures, his favorite place to travel is home.

The Connected Trip: Booking Holdings CEO Glenn Fogel on the Future of Travel

Photo Courtesy of Booking Holdings; Graphic by Fortune

Leadership

The job search landscape has undergone a dramatic transformation, with online platforms like LinkedIn, Indeed, and Glassdoor reshaping a multibillion-dollar industry. As these giants adapt to new competitors and evolving expectations, they're turning to AI to revolutionize job seeking with "personal talent agents." But will the rapidly evolving tech be a good or bad thing for job seekers? 

Inside the $11 Billion Job Recruiting Business

Careers

The job search landscape has undergone a dramatic transformation, with online platforms like LinkedIn, Indeed, and Glassdoor reshaping a multibillion-dollar industry.

How we search for jobs has transformed drastically over the last two decades. Platforms like LinkedIn, Indeed, and Glassdoor are among the key players in online recruitment. These companies have reshaped their industry, carving out an $11 billion market projected to grow to $41 billion by 2032. And in a survey of 1000 job seekers, 40% of respondents credit job search engines to securing an interview. 35% say company websites are the way to go, and 34% say word of mouth networking is the best. way to nail down an interview. But today, the industry is more than just listing a job or networking to find one. The rise of AI and evolving expectations from both employers and employees are driving hiring companies to new levels of innovation. But just how are these companies adapting with new competitors coming to the market, and how will AI play a role in our future job searches? Indeed is one of the key players in an increasingly competitive market. It's owned by Recruit Holdings, a Japanese employment agency with a market capitalization of $75 billion. That's larger than some of Japan's biggest named companies like Honda Motor and Nintendo. Indeed flexes as the number one job site in the world with over 350 million unique visitors every month in 2023, and it intends to stay that way. Leading the effort is Chris Hyams, CEO of Indeed, who joined the company in 2010 as vice president of product. Hyams credits the company's job-first approach for building trust in its 20-year history. We exist only to help people get jobs and I believe the most important factor in influencing how a company makes decisions about their products and their services is how they make money. That's because Indeed gives employers the option to sponsor a job listing with prices starting at $5 a day or $150 a month. We only make money when we are helping an employer and a job. Or connect, which means that all of the data that we collect from job seekers is used only to help them better match for the best opportunities possible. They're going to find the opportunities they're looking for, and they won't be finding themselves reached out for irrelevant things or targeted for advertising. That's not why they came to the site in the first place. In deer is a hiring space with other sites like LinkedIn, which offers not only a constantly updating job board, but also a space to network with other career focused professionals. But Hiam says this comes with a cost. If you look at other businesses like LinkedIn, an amazing company, we have a huge amount of respect for them. A portion of the revenue comes from employment. They also make a huge amount of money from advertising and from sales and Other things. And so as a person who comes onto the site, are you being targeted just for employment opportunities or for a whole host of other things? But adding social media into the mix of hiring has been massively successful for LinkedIn. In the 2024 fiscal year, LinkedIn reported revenues exceeding $16.37 billion up from almost $15 billion in the previous year. The platform boasts over a billion members in 200 countries and regions and has also ranked 116th on America's most innovative companies by fortune. LinkedIn's revenue streams include a significant contribution from advertising, which generated $5.9 billion in 2022. Meanwhile, its premium membership surpassed $1.7 billion as of March 2024. Glassdoor, also acquired by Recruit Holdings, has built a reputation for services that encourage transparency in the job market. Christian Sutherland Wong, CEO of the job site, emphasizes that Glassdoor's platform allows people to hold employers accountable, particularly around pay transparency, a critical issue in today's labor market, and at the end of the day, it's. that's going to be the ultimate solve for a lot of pay inequity that we see in the US and around the world. The platform's option to be anonymous has made it a popular outlet for employees to be honest about their employers, and the anonymity has built trust and help prospective employees understand what really goes on behind the scenes at companies. As of 2024, Glassdoor reports. 63 million unique monthly visitors and hosts more than 212 million reviews, salary details, and workplace insights. The value of Glasso's platform is that we have trust with the people who use it, and so we put in a ton of processes and a ton of investment in making sure that people can trust the platform. Without that trust, we can't exist, so we take it really, really seriously. Despite their progress, these companies, like many others in various industries have also faced layoffs. In 2024, LinkedIn reportedly laid off about 200 employees from its engineering and customer support teams. In May, Indeed laid off around 1000 employees, representing about 8% of its workforce. Artificial intelligence has also become a focal point for job sites looking to utilize technology to improve efficiency. Rere Holding is investing heavily in AI. The company's leaders tout this as a new era in hiring that will provide users with a personal talent agent powered by generative AI. I see what AI can do is effectively take this kind of very white glove experience and make it available for the masses. An agents could be on your side to take you through your job seeking journey and make it a much smoother and more powerful experience for you as a job seeker. For Indeed, this approach to AI is also at the core of their strategy. If you think about how a talent agent works for athletes and for musicians, that is someone who understands everything about. You about the market and who works tirelessly on your behalf. This is one of the things that generative AI can actually bring. We have the first versions of this that we are going to be releasing in the coming months, and we see a real future where every single person will have a champion just for them that is helping and working tirelessly to connect them to the best opportunities. As the hiring landscape evolves, platforms like Indeed, LinkedIn and Glassdoor aim to connect people with opportunities in smarter and more efficient ways. AI is set to play a pivotal role in transforming job seeking, promising agent-like chatbots to improve the experience for users. But the question remains Will AI be a force that better connects humans to jobs, or will it diminish the number of humans needed in the workforce?

Jing Guangjun, Chairman, Guangzhou Industrial Investment Holdings Group  Liu Libin, Deputy General Manager, Guangdong Guangxin Holdings Group   Shen Minggao, Chief Global Economist, Dean, Industrial Research Institute, Gf Securities. Wilson Pang, Head Of Kpmg China Gba Strategy & Development Office, Kpmg Moderated By Wang Fang, Fortune China

Innovation Forum 2024: China’s Greater Bay Area As Innovation Catalyst

Conferences

Jing Guangjun, Guangzhou Industrial Investment Holdings Group, Liu Libin, Guangdong Guangxin Holdings Group  Shen Minggao, Industrial Research Institute, Gf Securities. Wilson Pang, Kpmg

The first a reminder this session will be conducted in Chinese. Uh So if you need the headphone, uh they're on the table for your use. Um So today we are going to use Chinese to do this panel. And if you're not familiar with Greater Bay Area, I want to use a certain number to tell you what the Greater Bay area is. It includes two SARS Hong Kong and Macao, as well as nine cities in Guangdong province. So um the size is similar to Netherlands and the population is the size of Germany and the GDP is equal equals Korea. OK. And um if we regard it as an economy, it is, it has ranked top within top 10 and it covers 1% of the of China's area, 6% of the population, 11% of GDP. And it is home to the world class factory uh manufacturer Guangzhou and it is also home to Hong Kong. Um Hong Kong, Shenzhen and Macau. So the Greater Bay Area is really big, consisting of unique, different country, uh different cities. So my first question goes to Doctor Shen, you once mentioned that in one area. Uh the Greater Bay area is the only area consisting of three world class cities in a single area. Ah Yes, of course. Our government really wants to make the Greater Bay area the world class Bay area. We have three world class cities in the in this single Greater Bay area that is they are Guangzhou, Shenzhen and Hong Kong Sar. So we have a really vast range of application scenarios in the Pearl River Delta. So Hong Kong is adjacent to one of the largest supply chain in China. And we in Hong Kong itself will provide a large financial market. So we want to build the greater Bay area as a offshore um a offshore market while with uh backed by the economic development in the Chinese mainland. So that means Hong Kong will strengthen its connection with the international capital market while strengthening its affinity to the Chinese mainland. Ah So that's a very good start. Um You've mentioned about the size of the Greater Bay area as well as the role played by Hong Kong in the Greater Bay area. And today we also have two delegates from a real economy, real economic entity. So we can start from Mr Liu Li Bing from Guangdong, Guangdong Guangxi holdings group. Are you actually from a provincial state owned investment group and now in the Greater Bay Area due to different policies, the flow of the capital and the flow of talents are more convenient. So how do you benefit from this kind of flow. How do you benefit from the development of Greater Bay Area as a whole? Oh, thank you, Guangxi. Our company is a provincial ah state owned enterprise in Guangdong Province. We are located in the Greater Bay area and we have been benefited from the development of this area as a whole. We've made several adjustments to our company. So here are two things I want to mention. First, we hope that our company could become the leader in the emerging industries of the Greater Bay area. And secondly, I hope that we need to start from the Greater Bay area and expand our global market. So during the past few years, our investment strategies have been shifted from the traditional me methodologies. There are something new changes going on, for example, um two months ago, we have finished, we have finished the investment over a semi semiconductor material um company in China. We will help this semi conduct conductor company to settle down in the Greater Bay area and we will uh further leverage relative policies. In addition, we also invested in materials for NEVS as well as for uh energy storage. So we, I think through the investment in this new newly emerging industries, we can benefit a lot and there are also a lot of emerging enterprises in the Greater Bay Area as well, proposing much opportunities for us. Secondly, we um hope that we can start from Greater Bay area. The Greater Bay area is just a starting point for us. We hope that uh starting from here, we can have more investments in overseas market like Southeast Asia, Europe and Africa. And we need to um shift our manufacturing capacities overseas. I and also we we need to learn from our international counterparts. For example, there are lots of like advanced international enterprises, they have advanced technologies and in the Greater Bay Area, we have materials so we can com be, be complimentary to each other. We can form a synergy with international counterparts. So as to improve our overall capacity altogether, um and strong enterprises will build a strong Greater Bay area. Uh So Guang Xing is actually a state owned capital and thank you for sharing your insights in the Greater Bay area. So uh there are two folds of perspectives of uh uh things that you need to do. One is that you need to empower other companies like uh in terms of the new productive forces. And second, you want to expand your international market. Now, next question goes to Mr Jing, your company is also backed by the state owned capital and I know that you are also a member to the C PC CC, right? Uh I believe that you have uh put forward many proposals that related to the infrastructure of the Greater Bay area. So I would like to hear from you about the relationship between the Greater Bay area and your company. Um It is a great time for me to join the round table here. Um for today's meeting, I think that Chinese seems to be a uh language, a language that not many people speak of. Um Actually, that's a good question raised by the moderator for our company. We actually share the dividends of the development of the Greater Bay area and we are now focusing on the investments uh of advanced manufacturing, including the new energy, new materials or high end equipment, as well as the industrial intelligence and so on. So during the development of the Greater Bay area, um I the two uh the most prominent benefits that we enjoy is that first of all, in the Greater Bay area, the industry chain is relatively complete. For example, the uh the industrial chain in uh electronic devices, all kinds of three c consumer electronics products. For example, when there is an order 20 within 24 hours, we can complete the design and the proving of the preliminary prototype to the delivery of the product. So the efficiency is very high. Um And in the Greater Bay area, the whole industrial chain is quite complete. Thank you. And I I, as I remember that last year, you have mentioned in an interview about the policies inside the Greater Bay area. So can you further explain on that? For example, from the perspective of industry, how can the Greater Bay area do better in connectivity? So I think that the competitiveness of the Greater Bay area lies in the high end industrial eco ecosystem, actually the competition between different industries, they are not the competition between uh between single enterprises. However, we focus more on the, you know, the synergy, the corporation within the whole ecosystem. And in the future, for example, we have talked about innovation, talk about artificial intelligence, right? So we believe artificial intelligence will be the most valuable factor in the future. So how can we realize the mobility of data? How can we realize the transformation of value in terms of data? That's quite important. So we really need to focus on the new uh driving force, the new business model, the new landscape. How can we find a endogenous driving force? I believe that the next the new generation of artificial intelligence and data with large models as a core will be the embodiment of the of this value process, right? You have mentioned about the mobility of technology, the mobility of data. So I think that is a question of mobility of human resources, capital and materials. And now I would like to raise my question to Doctor Shen. Uh actually I have talked to you offline recently and we can see there are a lot of financial arrangements. So can you further elaborate on your opinion just now because Hong Kong is actually a offshore RMB market for China. However, in terms of the GEO opposition Hong Kong is just next to the Guangdong province. So the geo geo geography position is quite unique for Hong Kong. So what kind of capital or what kind of the role should Hong Kong play in the development of economy? Actually, there are many mechanisms for interconnection between Hong Kong and the mainland. For example, the stock connect um the bond connect the wealth management connects, right? However, this money are quite scattered. I think from the perspective of capital market, we need to connect all these like stock nes or bond connects, we need to put all this money together that will require a innovation or a reform. And from the perspective of the Greater Bay area, what do we need? First of all, we need capital for technology, we need the money but this money is no longer the concept we have mentioned before. This capital should be well aware of the technology should be well aware of the industrial application scenarios and should also be well aware of the pricing risks of new technologies. Meaning that if I invest $1 in this market or in this enterprise, I really want to see the value added here. So I think Hong Kong can provide this kind of money. And on the other hand, because the mainland is on a precision or the process of long term transformation. So I think we need capital with patience to be part of the transformation and development of the mainland. I think Hong Kong has an advantage because there are many different types of investors around the world. Some capital are quite are patient, some others are not. So I think Hong Kong can better serve as the superconductor to connect the industrial application scenarios in Hong Kong as well as in the Greater Bay area. So the capital, the the technology capital you have mentioned that actually you are saying that Hong Kong can serve as an international financial center, but they can also serve a harbor for talent, it can better facilitate the development. So whenever the capital enter from Hong Kong to the mainland, they can have better understanding towards the technology, right? And we have another guest Wilson from Hong Kong. Uh you are also a member to the C PC CC. So can you share with us about the Hong Kong's unique position in the GB A? And what is the role? Uh Thank you for your question. I believe that every one of you have heard of the structure of the Greater Bay area, right? That is nine plus 29 cities from the mainland and two sar namely Hong Kong. I said I'm A CS A R but the Greater Bay area is not a area for the mainland. It's a world class Bay area, right? So the the name world class require Hong Kong and Macau to contribute. We want to contribute to promote the Greater Bay area become a really international one So whether Hong Kong serves as the International Financial Center or uh International Innovation Center, we hope that Hong Kong can better help the Greater Bay area to go global. So can you provide us some specific measures or some use cases? Ok. Uh Actually, you have listened to the talk provided by previous speakers, we have talked about innovation, right? Actually, today's forum is called Innovation Forum. We have touched upon a lot of new technology. Uh however, in a just concluded two sessions, they put forward new concept called new Quality Productive Force. They they talked about three factors namely technology, talent and education and you can find all three factors in in Hong Kong. And we boast the technology, the talent and education here in Hong Kong. So here in Hong Kong, if we have some like technology or technical uh results, we can apply this tech technical results in the industry. And when the industry use money, this money can be put forward for financing so we can get the whole circulation going. So the whole circulation can help Hong Kong to maintain its positioning as a superconductor. Um Actually I have, I have a I have read a report saying that many young people from Hong Kong are going to shop in the Sam's Club in Shenzhen. So that's that's a reverse trend compared with what we see several years ago when people from the mainland come to shop in Hong Kong. So the reason why we saw this kind of changes is that first of all, um it is quite convenient for us to go through the custom clearance. The second uh the second reason is that you can join the uh traveling Group. Whenever you finish the shopping in Shenzhen, this traveling group agency can help us to deliver all the things we buy back to Hong Kong, right? So this is a so called one hour life circle. And inside this one hour life circle, the mobility of people of vehicles, of goods is quite is of high efficiency. So my question is that how can we attract talent for the Greater Bay area? For example, uh we know that because I have, I have been living in Hong Kong and I know how Hong Kong will attract people to work and live and stay here. So my question is that Hong Kong, how can Hong Kong better attract talent and to uh to divert this talent to the mainland so that these talents can both work and live in Hong Kong as well as the mainland. Uh right. Actually, I have talked to a fund manager from Israeli Fund Manager, he staying in Shenzhen and he has mentioned a really important point. Now the innovation process has been changed. So the mindset should also change. We should provide or arrange innovation process according or per upon the demands of the talent and many enterprises tell me that they want to build a innovation center wherever there is a large amount of talent. So I think since Hong Kong boasts a large amount of talent, Hong Kong should better serve these talents. When more and more young innovative talents gather together here in Hong Kong, then they can better they can provide services to the mainland. So for Hong Kong, first of all, they need to attract many people here in Hong Kong and then send these people to the mainland or let them work conveniently let them commute conveniently between Hong Kong and the mainland. Um Actually there are many specific procedure uh process or measures, for example, uh for those enterprises registered in Hong Kong, we can grant them a um a reservation in the mainland or provide them some convenient policies when they are doing business in the mainland. So I think Hong Kong can definitely give full play to its own advantages. And I think the greater Bay area will definitely become a world class area around the world. So I really, I really agree with you on your point that wherever the talents are, we should set up the innovation hubs there. So my question is goes to Mr Liu that can you share with us about a cases that how can the greater Bay area make use of different talent resources? Right? I think the greater Bay area not only boasts the excellent ports and facilities, but we should also lay out uh have the layout in advanced productivity. If we want to pursue advanced productivity, we should definitely relied on talent and innovation. So we are quite delighted to see that in the past few years, we have gather a large amount of talent here in the Greater Bay area with the establishment of like new universities, new uh research in the institutions. So for our company for Guangxi, we are a greater Bay area based enterprises, right? So we have a business sector like in biotechnology and food technology. So we set up an institute in Guangming Street in Shenzhen. The reason why we choose Shenzhen is that because I think Shenzhen is considered as the Silicon Valley in China, right? So under this backdrop, we hope that the setting of our headquarters or our institute in Shenzhen can benefit the gathering of the talent. Um so we can establish a favorable environment so as to uh better attract more talent to come here and to generate more results for the whole industry. In addition to that, we have also participated into the establishment of uh a um bio biological bio manufacturing innovation center. We are one of the shareholder of that and also we have teamed up with NL and thats all you know, it's a globally renowned food company. And several years ago, they reached out to us because our company was doing uh is doing fermentation extraction. So the team of NSO came to us to talk about the co collaboration over a natural food development. So the both sides have strengthened our uh research and development and worked out together to develop some new products. And um this new products have been manufactured in more than 400 factories of nasal. So they are using your technology, right. Yes, they are using our technology. We are actually uh we work together to develop this technology and they use this technology to produce that food. So it's a very good example of collaboration. Um So in the future, we can enhance collaboration like this and to leverage our advantages, uh we need to increase our R and D and attract more talent. Uh Of course, we will always stay in close contact with international companies in terms of uh our research and development, in terms of uh for application of the technologies. So um for the enterprises to go global or to collaborate with other enterprises. So the Greater Bay Area, the enterprises in Greater Bay area is actually backed by the whole bay. Um So due to time limit, I will ask the last round of question just now. A lot of people saying that the Chinese government aims to build the Greater Bay area into the top greater top Bay area in the world. Um And the Chinese government can always fulfill its commitment. So what's your expectation on that or do you have anything that you think the government should do? What? But they haven't done yet for example. Um let me give you an example maybe um in the future, the Chinese government can open the um can allow more of the Philippine maid to come into the Chinese mainland. But that's just an example. You don't need to respond to that. Ah I think the greater Bay area has already become a world class area due to the participation of Hong Kong. But there is one thing that we need to uh there is one challenge that we need to address very urgently because we are the greater Bay area consists of three jurisdictions, three different law systems and three kinds of currencies. So how can we establish, how can we truly integrate these three areas altogether? Um For example, like for the enterprises, go uh go go public in Hong, in Hong Kong or in the Shanghai, they need to have a different regulations to follow. Uh Well, I think high level integration and connectivity have been the buzzword for there for many, many um for many years. So what we need to do is to really practice this connectivity, to have the connectivity of capital and the connectivity of talents. Well, I think in addition to the interconnection of capital and talent, another thing we should do is that we need to have the facilitate the flow of the advanced manufacturing of productive forces. Uh I think we also need to have a first class industrial ecology and the sharing of the global value Uh So that's all for the session. And thank you again for your sharing. Uh Please stay here. I have announcement and when we come back, we will talk about whether Japan is back with a senior official from that nation's central bank and one of the West's most distinguished experts on the Japanese economy. Our program will reconvene at 4 p.m. See you, then we will take a short break. Thank you. See you go.

Pat Geraghty, President/CEO Guidewell, Jeff Tarr, CEO, Skillsoft, Terry Rasmussen, President/CEO Thrivent, Glenn Fogel CEO and Director, Booking Holdings, Roberto Martinez, President, PepsiCo Mexico Foods

The Exponential Power Of Generative AI In Business Part 2

Uncategorized

How AI's Reshaping the Business Landscape

Pat Geraghty, CEO Guidewell, Jeff Tarr, Skillsoft, Terry Rasmussen, Glenn Fogel, Booking Holdings, Roberto Martinez, PepsiCo Mexico Foods

How are you thinking about incorporating this into your programs? Well, we're focused on corporate learning learning inside the enterprise a little different than Shag's model and we've been using A I for a long time. Generative A I a less long time, but we've been at it since before. It made the news. We believe that it is going to impact almost every knowledge worker job to some extent. And so that creates a tremendous imperative for reskilling and up skilling. And so it's changing what we teach and it's also changing how we teach. And when I say what we teach, when you look at learning inside the enterprise, most of it falls in the three buckets, leadership and business skills, technology training and compliance. And all three categories are being impacted because learners need to understand it and their employers need, need their employees to understand it. Our introduction to a generative Generative A I course had was four times at four times. The enrollment of the next most popular course of all time for us. Our new course and new learning journeys on prompt engineering, advanced prompt engineering, uh ethical A I generative A I for decision makers and leaders are are of great interest and generating a tremendous amount of, of usage. Um And in fact, just about every course we developed going forward, we're, we're actually asking before we begin production on a course is generative A I uh relevant to this subject area and making sure we hit pause before we move forward so that we're not missing an important new technology. As for how we teach, it's already being used to accelerate localization and translation because it's not just about the words, but it's also about giving it cultural context. And now we can do that for the first time using machine learning, using this gene A I technology. Uh We've been be testing a generative A I coach that is walking learners through actual virtual simulations. Now, a lot of the work we're doing is on guard rails and filters to make sure that we're looking out for bias and inaccuracies. But we can do that in our controlled environment. And we're uh we're about to move into a beta test with more than 50 large enterprise customers. And uh and then also I would say finally, uh we see the technology is having great promise for what's been the holy grail of online learning and learning in general, which is personalized learning at scale that adapts both the both the content and the assessments adapt to the needs and learning styles of the individual and we're not there yet. But this is turbo charging work in that direction and we're really excited about what we're seeing. Yeah, fascinating. Uh Terry Rasmussen, maybe you can uh comment on, on what's happening in the financial world. Happy to um let's see here. Hold on. So in, in financial services, I do believe that generative A I is a powerful tool and it has the potential to, to really transform, I think every business um in, you know, out there in financial services, I think the best use case for thriving is with our financial advisors and it can be used to, it's that co-pilot concept where it can be used to, to, to free their time and so that they can spend more time serving clients and giving great experiences. That's right. And we kind of think of um our advisors as being experts in head math and heart math and in head math, I think generative A I has just a huge potential to have offer that personalized plan if you will. But then it's our advisors that come with the heart mass and, and I think it will be years before generative A I can replace the heart mass because the heart mask doesn't always align with head mask. And so in heart mass, it's really what's the most important uh for this individual or this client that we're serving. And so I see it as, as again, an opportunity to really come alongside our advisors and, and as a copilot. Yeah. And Terry, how are you thinking about the issue of transparency when you're, when you're using the technology? Are you quick to tell the, that your customers that you're using it? Is that an important part of the trust equation? Oh, absolutely. You know, we, we own trust in the marketplace and financial services and so transparency is really critical for us and, and, you know, we, we just recently rolled out guidelines for the organization um similar to, to make sure that, you know, the use um that our use is appropriate. And so we've got kind of four guidelines at a high level. Uh first you went and out, leave it out. And so that really is the proprietary information, making sure that, you know, we're, we're sensitive to that and we are retraining. I agree. I think it was Chris who said that, you know, this, you should always protect your proprietary information, but it's, it's good to remind people of that. Um We also believe trust is earned and not implied. And so again, you owning trust in the marketplace, it's critically important that, that we earn that trust and continue to earn that trust. Um and then scan and review before you use. Uh that is something that we're, we're telling our workforce, make sure that you're understanding the use. And then always remember our trusted reputation. It's the most important asset we have in the marketplace is that trusted reputation. Yeah, thank you uh uh Glen Vogel II. I know you've been using A I for a long time in your bookings business, but generative A I is a different animal. Uh uh where, where, where do you see that playing into your business? Well, what it is doing or what it will do is get us much closer to what our vision is of what I call the connected trip. We all know frustrating is to plan your travels. And we all remember the old style old school travel agent who is a human being, knew something about you knew kind of what you could afford. We do it all for you and everybody when you are putting together your travel now using a digital method, it is frustrating. It takes forever. I wish somebody else would do it for me. Well, that's what Geneva is basically going to do. You're gonna have that conversation again. Always. It's gonna be with an A I agent and it's going to personalize as was pointed out earlier. How important is the personalization really being the focus on an individual what they may like? And I can give a little example of every single um search result shows static content in travel. That is the same for everybody. I have to like going to a gym. I want a hotel as a gym. My wife likes high tea in London. Imagine that when it is going through the process of what we're trying to discover it is customizing the content describing which hotels have these things for my wife and I versus somebody else who's interested in something else. We'll see different content that's really going to be something fantastic. And then of course, men, customer service, we all know the frustration of customer service. It's very difficult generative A I is going to improve this hugely, being able to know what the problems are possibly seeing what they may be before they happen and being able to respond much faster than we currently are able to do, which would be wonderful. And how quickly are you implementing Glenn? So we have two check T BT plugins. We have kayak an open table are already, that's how that's in the wild right now. Um We are, you know, moving methodically and carefully want to do everything in a responsible way and of course, that trust issue in the financial area, certainly true. But it is also important in travel. Nobody wants their travels screwed up. So we have to be very careful in that to make sure that we don't ruin the trust that we've built over many, many, many years. Um Roberto Martinez, can I bring you into this conversation? Would love to. Yeah. Yes, of course. Good morning. Everybody would, would love to hear how it's uh uh there's been a lot of talk about the application of this technology and marketing, would love to hear about that or other applications that you think are promising. Yeah, in our case, uh I'm, I work for Pepsico in Mexico so that everybody knows who I am. Um in our case and, and what Joe said at the beginning of the conversation right now is more around. How do you make sure that we are uh secure in terms of the information that we use there and, and just be careful with the teams on, on what they put out there. A couple of things. You know, we, we think this obviously will, will help us be more efficient, reduce costs and obviously be closer to our consumers and our customers. Um Some of the things that we're looking at is, you know, um product development and new flavors, a new propositions to the consumer, but also using it in our case, um uh specifically for more things around the sales cycle. Um in terms of, you know, we have a lot of mom and pop stores that we serve in Mexico, about 800,000 stores we serve uh here. So how do we, you know, make sure uh that we can have the right assortment, uh the right velocities, what is selling here, what is not selling here and then build that into an E I engine so that we can um a little bit, you know, have a, a better, better service to the customer, better service to our, to our sale sales rep. Um The other part is I would say is, um you know, as I, as I said before, connecting to the consumer, that's a little bit, you know, just starting. So not, not out of there. And then, you know, as somebody said before, we wanna make sure that we're responsible, how we use this and our teams are responsible and how we're using this. So a little bit of latitude but within a framework, uh just because we've, we've also seen some examples of other companies just, you know, don't have. Uh and we're all starting to build, let's say internal policies if you want, but just making sure that our teams uh do not put, you know, um you know, uh confidential information out there because then it's, it's already out there. So that's a little bit of the, the conversation right now in inside of principle.

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