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Sundar Pichai, CEO, Alphabet

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Days after Google announced the largest round of layoffs in the company’s 25-year history, executives defended the job cuts and took questions from a concerned workforce during a town hall meeting Monday.

Google CEO Sundar Pichai led the companywide meeting and told employees executives will see their bonuses cut. He pleaded with staffers to remain motivated as Google faces heightened competition in areas like artificial intelligence, while also trying to explain why employees who lost their jobs were removed from the internal system without warning.

“I understand you are worried about what comes next for your work,” Pichai said. “Also very sad for the loss of some really good colleagues across the company. For those of you outside the U.S., the delay in being able to make and communicate decisions about roles in your region is undoubtedly causing anxiety.”

CNBC listened to audio of the meeting, which followed the company’s announcement Friday that it’s eliminating 12,000 jobs, or roughly 6% of the full-time workforce. While employees had been bracing for a potential layoff, they wanted answers regarding the criteria that was used to determine who would stay and who would go. Some of the laid-off staffers had long tenures and were recently promoted.

Pichai opened Monday’s town hall meeting acknowledging the Lunar New Year mass shooting in Southern California on Saturday night that killed 11 people and injured at least nine others.

“Many of us are still grappling with the violence in LA over the weekend and the tragic loss in life,” he said. “I know more details are yet to come out, but it’s definitely hit our Asian American community in a deep way, especially during the moment of Lunar New Year and we’re all thinking of them.”

‘We have over 30,000 managers’

After moving the conversation to job cuts, Pichai offered some explanation for how he and the executive team made their decisions.

Pichai said he consulted with the founders and controlling shareholders, Sergey Brin and Larry Page, as well as the board of directors.

Pichai said 2021 marked “one of the strongest years we’ve ever had in the history of the company,” with 41% revenue growth. Google increased head count to match that expansion, and Pichai said the company was assuming growth would persist.

“In that context, we made a set of decisions that might have been right if the trends continued,” he said. “You have to remember if the trend had continued and we had not hired to keep pace, we would fall behind in many areas as a company.”

Google and Alphabet finance chief Ruth Porat responded to a couple employee questions in Monday’s town hall that addressed its recent layoff.

Executives said 750 senior leaders were involved in the process, adding it took a few weeks to determine who would be laid off.

“We have over 30,000 managers at Google and to consult with all of them would have made this an open process where it would have taken additional weeks or even months to come to a decision,” said Fiona Cicconi, Google’s chief people officer, at the meeting. “We wanted to get certainty sooner.”

Regarding the criteria for cuts, Cicconi said execs looked at areas where the work was necessary, but the company had too many people as well as places where the work itself wasn’t critical. Cicconi said the company considered “skill set, time in role where experience or relationships are relevant and matter, productivity indicators like sales quotas and performance history.”

Pichai indicated there would be executive compensation cuts but provided limited details. He said all senior vice presidents “will see a very significant reduction in their annual bonus” this year.

“The more senior you are, the more your compensation is tied to performance,” he said. “You can reduce your equity grants if performance is not great.”

Before the job cuts, Google had made the decision to pay out 80% of bonuses this month with the rest expected in March or April. In prior years, the full bonus was paid in January.

Thomas Kurian, CEO of Google Cloud, offered some perspective on the areas that saw cuts. Google’s cloud unit has been one of the fastest-growing areas for head count expansion as the company tries to catch Amazon and Microsoft.

“Our engineering hiring is being much more targeted in areas where we need to fill out a product portfolio,” Kurian said. “We are adding sales and customer engineers in very specific countries and industries.”

Kurian said that starting in July, the cloud unit’s aim was to focus hiring “in response to generative AI across our portfolio.”

Like with other all-hands meetings, Google executives took questions from the company’s internal forum called Dory. Employees can post questions there, and they bubble up to the top when their co-workers give them an upvote.

For Monday’s meeting, some of the top-rated questions had to do with the process and communication around the layoffs. One comment said that employees are “playing a game of ping-and-hope-to-hear-back to figure out who lost their job. Can you speak to the communication strategy?”

Rick Osterloh, senior vice president of devices and services, said the company “deliberately didn’t share out of respect for people’s privacy.”

“We know this can be frustrating for people who are still here,” Osterloh said. “But losing your job without any choice in it is very difficult and it’s very personal and many people don’t want their names to be on a list that’s distributed to everyone.”

Looking ahead to A.I.

Another commenter on Dory wrote, “We severed access for 12k employees without the chance to perform knowledge transfers or even let them say goodbye to their colleagues. This is what we do to people who get fired.”

Then came the question: “What’s the message for those of us who are left?”

Royal Hansen, vice president of security at Google, chimed in to describe “an unusual set of risks that frankly we’re not that well practiced at managing.” He said there were “trade-offs.”

“When you think about our users and how critical they’ve become in people’s lives — all the products and services, the sensitive data they’ve trusted us with — even though it might have been a very low likelihood, we had to plan for the possibility that something could go terribly wrong,” Hansen said. “The best option was to close corporate access the way you described,” he said, referring to the abrupt shutdown.

In response to a question asking how employees who had been with the company for 15-plus years were targeted for cuts, Brian Glaser, vice president and chief talent and learning officer said, “we all know that no one is immune to change in our careers.”

Pichai reminded staffers that the company has important work ahead, in particular with respect to rapid progress in AI. Last month, Google employees asked executives at an all-hands meeting whether the AI chatbot ChatGPT represents a “missed opportunity” for Google.”

Pichai said Monday that “it will be an important year given the rapid advancements in AI,” which will have an impact across the company.

“There’s a paradigm shift with AI and I think, with the concentration of talent we have and work we will do here, will be a big draw and I hope it will continue to be,” Pichai added. “We have to keep earning it.”

He closed the town hall by bringing the discussion back to the topic at hand.

It’s evident, Pichai said, “how much you all care about your colleagues and the company.” He added, “I know it will take a lot more time to process this moment and what you heard today as well.”

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These little robots are changing the way solar farms are built, saving time and money

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These little robots are changing the way solar farms are built, saving time and money

Clean energy gets a robot boost

Private renewable energy projects are still moving forward despite a pullback in government support, and new technology is making that construction more efficient.

Solar farms, for example, take meticulous planning and surveying, involve long hours and require significant labor. Now, robots are taking on the job.

CivDot is a four-wheeled robot that can mark up to 3,000 layout points per day and is accurate within 8 millimeters. The machine can ride over rugged terrain and work through rough weather.

It is the brainchild of California-based Civ Robotics.

“Our secret sauce and our core technology is actually in the navigation and the geospatial — being able to literally mark coordinates within less than a quarter inch, which is very, very difficult in an uneven terrain, outdoor surfaces, and out in the desert,” said Tom Yeshurun, CEO of Civ Robotics.

The data for manual surveying is uploaded into the Civ software, then the operator chooses the area they want to mark and presses go. The robot does the rest, saving both time and money.

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“The manual surveying equipment, if you use that in the field and you have three crews, they will need three land surveying handheld receivers. That alone is already equal to how much we lease our machines in the field, and all the labor savings is just another benefit,” Yeshurun said.

Civ Robotics has more than 100 of these robots in the field that are primarily being used by renewable energy companies, but they are also used in oil and gas. It is currently working with Bechtel Corporation on several solar projects.

“These were usually pretty highly paid field engineers that we would send out there, and they might be able to do 250 or 350 pile marks a day. With the CivDot robot, we’re able to do about 1250 a day,” said Kelley Brown, vice president at Bechtel.

Brown said the company has used the robot in thick and muddy terrain in Texas and out in the deserts of Nevada.

“And so you have to think about things like the tires, or you may have to think about clearance. Are you trying to get over existing brush and such, across the solar field? So that’s one thing that we contemplate. I think the other is, you know, this runs on batteries, so you’ve got to contemplate battery swaps,” she added.

Civ Robotics is backed by Alleycorp, FF Venture Capital, Bobcat Company, Newfund Capital, Trimble Ventures, and Converge. Total VC funding to date is $12.5 million.

There are other robotics solutions for markings, but the competition is mostly doing work on highways and soccer fields. Yeshurun said those rivals can’t handle the terrains that the solar industry faces as it expands into new territories.

 CNBC producer Lisa Rizzolo contributed to this piece.

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Sony raises PlayStation 5 prices in U.S. as tariffs start to hit

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Sony raises PlayStation 5 prices in U.S. as tariffs start to hit

The PlayStation DualSense controller and PlayStation 5 console.

Jakub Porzycki | Nurphoto | Getty Images

PlayStation 5 game consoles will cost $50 more in the U.S. starting this week, Sony announced on Wednesday.

The price for an entry-level PlayStation 5 Digital Edition will increase from $450 to $500, and a PlayStation 5 with a disc drive is going up to $550 from $500. Sony’s high-end PlayStation 5 Pro will cost $750, up from $700. The PlayStation 5 was first released in 2020.

President Donald Trump’s sweeping tariff plan announced in April went into effect earlier this month on most countries. The U.S. currently has a 30% tariff on imports from China, and higher tariffs on goods from the world’s second-largest economy are currently “paused,” according to the administration. Sony’s home country of Japan was hit with a 15% tariff.

While Sony didn’t attribute the increase to Trump’s tariffs, consumer companies have been warning for months that higher prices are on the way.

“Similar to many global businesses, we continue to navigate a challenging economic environment,” Sony said in its blog post.

The company said that retail prices for console accessories such as controllers haven’t changed.

Earlier this month, Sony officials said the company was working on supply chain diversification to combat U.S. tariffs, and said that the console hardware it sells in the U.S. is produced outside of China.

“It is difficult to speak to our hardware pricing strategy as that has implications for our future competitive strategy,” ” Sony officials said, according to a translated transcript of a call with financial analysts posted on its website. “But we intend to take a flexible approach to such decision-making by monitoring consumer price sensitivity as we think about total full-year segment profits, lifetime value, manufacturing, units sold in, and our content sales potential.”

In May, Microsoft raised the price of its Xbox video game consoles. Nintendo delayed pre-orders of its Switch 2 by a few weeks in April, attributing the delay to tariffs. Although Nintendo did not raise the price of its new consoles, it hiked the price of the original Switch earlier this month.

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Crypto firms urge UK to form national stablecoin strategy to avoid falling behind U.S.

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Crypto firms urge UK to form national stablecoin strategy to avoid falling behind U.S.

Stablecoin Tether and Circle’s USDC dominate the market.

Justin Tallis | Afp | Getty Images

The U.K. should establish a national stablecoin strategy to enable adoption of the tokens and avoid falling behind the U.S. on the disruptive new technology, several major crypto firms said Wednesday.

In an open letter addressed to Finance Minister Rachel Reeves, 30 crypto industry figures said that the U.K. “must act now to avoid being a rule-taker rather than a rule-maker in the digital asset era.”

“To ensure the UK is at the forefront, we believe a proactive, coordinated national strategy is needed – one that positions stablecoins not as a risk to be contained, but as a financial infrastructure to be responsibly embraced,” the letter said.

The U.K. Treasury department was not immediately available for comment when contacted by CNBC.

Stablecoins are a type of cryptocurrency that is pegged to an existing government-backed currency. There are several stablecoins in issuance, however the most commonly known are Tether’s USDT and Circle’s USDC — both of which are tied to the U.S. dollar.

The entire stablecoin market is worth over $280 billion, according to CoinGecko data. But for stablecoins pegged to the British pound, their combined market capitalization stands at just £461,224 ($621,197).

Crypto industry insiders have taken issue with Britain’s regulatory stance on stablecoins, saying it puts the nascent industry — and, in turn, the U.K.’s financial services landscape — at a disadvantage.

One aspect of the U.K.’s approach that worries the industry is the legal definition of stablecoins as “crypto-assets with reference to fiat currency.”

“This definition focuses on form rather than function,” they said in the open letter Wednesday. “This is akin to defining a cheque as paper with reference to currency, when both are essentially negotiable instruments backed by regulated issuers.”

A national stablecoin strategy would strengthen the U.K.’s role as a global financial center, generate new fee and foreign exchange revenue streams and support demand for gilts through new digital channels, the signatories to the letter said.

The letter was signed by industry executives from Coinbase, Kraken, Copper, Fireblocks, BitGo and VanEck.

Still, stablecoins are not without their concerns.

In 2022, a stablecoin named terra and its sister token luna both collapsed to $0 after a failure in the cryptocurrencies’ underlying technology. That also caused the value of USDT to temporarily fall below its $1 peg. USDT is currently worth $1.

In a research note published Wednesday, HSBC’s head of digital assets research, Daragh Maher, wrote that stablecoins could help bridge the gap between traditional finance and digital assets.

“They are basically the cash equivalent of digital assets,” Maher argued. “They are the reference or base currency for nearly every crypto asset. They can also be used for transferring money using blockchain pay rails rather than traditional banking methods.”

However, he added that regulatory issues remain the biggest hurdle to stablecoin adoption. “The key to capitalising on the potential of stablecoins lies in creating an appropriate regulatory environment for the sector,” said Maher.

How a $60 billion crypto collapse got regulators worried

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