evacuated from three major hospitals within the city. that haven't taught us a great deal about our own dependence upon each other and planning together within the city. as far as international, we have provided teams of doctors, nurses, and others to haiti. we have worked with doctors without borders to mobilize clinical staff and resources. we worked to provide a medical equipment to other countries and devastated by disasters. because of the resource that we use and activate every day, we provide a great deal of resources locally and abroad. the next we are talking about, i wanted to give you an idea of what their resources on a daily basis or an annual basis to the

community are. it is a system of 24 hospitals, so we have regions where we can rely on to back up and supply the resources and the people. and knowing that it has been in the community since 1856, we have been a long time partner and hope to continue to do so. what i would like to do is talk about these emergency plans. and it is not all about casualties. we activate our emergency plan at least 30 times a year. that is actual, real activation. you can put this one together, i was asked for a humorous story that i could share.

it is not about an earthquake, so you are all trying to imagine that figure this one out. i went to my staff that challenged them with coming up with something funny. about emergency preparedness? this is such a passion of mine, i usually don't joe allot about it. he reminded me of a couple of them. we had a power outage in the city. the local power went out. a transformer blew. it did not impact one of the generators. the local response was going to be an hour and a half. the building was completely black.

the emergency generator for that portion was not working. so we ended up evacuating, at shutting down the outpatient units, got everybody out to the evacuation point, to people cannot missing. an hour and a half later, we are still not able to account for two individuals. and about 10 minutes later, two of our employees that we were looking for that we have immobilized search teams to find out where they were and to make sure they were ok let me know that from this particular hospital, had taken a walk to the coffee shop because it was kind of boring in that little meeting area and went shopping. that is a link between coffee and curses. at the time it was not funny. i suppose in retrospect i can sort of laugh, not really.

that is a good example of how we're activating our plans, we go alert a couple of times. will go on alert because it does impact us. it does impact more than one operational unity, we may acquire additional resources, people, or supplies. we activate to an alert level and who think differently of how we maintain operations. there has been flooding within san francisco. not everything goes downhill, and it has caused some flooding. we have had to activate and we are not able to get resources between our campuses. again, i wanted to share that there are things other than mass casualties that we are preparing for. we have a great relationship with the city agency and

partners within the community that help us do better planning. >> the governor is a former governor of the great state of wisconsin, president and ceo of a matrix, a possessor of one of the lumber resonate as i have read and quite a while. balancing wisconsin's budget without raising taxes. so perhaps we can pick his brain for a different kind of disaster response, but that is for a different discussion, i suppose. it is a leading global technology that can conduct operations in six continents. he will tell us about the work of a matrix. >> i would like to thank this area for a number of people leaving in resiliency.

they have been in a number of national groups, one of the leaders of community resiliency. some might complement seek to you. and the employees of pg&e. their active involvement in disaster response. what we do, we are the leading technology nonprofit in the world. as an example, almost all of the charitable food in the united states goes through matrix technology. the most terrible food and the u.k., some food in africa, food in asia, we get to the earlier disaster program in japan. we were quite involved in that partially because some of our partners were in japan, and more importantly become as the second harvest works. it is that supply chain that was

able to be put to use. that is what we do in foods. there are almost 50,000 organizations globally almost $2 billion worth of product flows through the systems at an annual basis. we do food, medical, but i am here today because of the work we do in disaster. the theme that the nation's system runs on our matrix will, there is a site where people can donate products, cash, or volunteer. had the nonprofits are able to see those, pull it off from one site, and to those needs are matched. it runs on 52 states and territories. nato runs the same system. they all look different, but the

underlying technology is the same. what works for them as independent information that is compatible to work with others and is also the advantage of having an aide a matrix that work because all the organizations control their own information, but they have the ability to collaborate, which makes the community stronger. the next slide you will see, if we can get to it, it is a full cycle of situational awareness, partially because some of the things we do or important prior to the actual event itself. it is something important for the bay area because you have one of the asset registry is already in place for the private sector. from the earlier speakers, five of blood to belabor what some of the local officials that were talking, but this can be used not only in preparing for

disaster, but it can be used in everyday purpose to strengthen the community in your ability to respond a disaster. seven counties have combined to use the asset registry in every day purchasing. and also a collaboration tool to share purchases. what i will argue, and you can't get enough information. the second problem is that there is too much information. the goal is to have a central location where you can go and had to dive down to be able to get the information you need. the next slide i have for several specific reasons.

my wife said to never talked about supply chain if you want to keep your audience. i was asked to speak about the heating supply chain. the other reason, we are given the number of slides we are supposed to have. the third reason is because we were told not to have more than three-fourths lives. why did i have more? because everything i have seen in disasters, there are rules. generally, a successful response comes from people in the community that break rules to respond to needs in a disaster. it is an important point because it drives the verdict alley of rules and the governments and the major organizations verses true resiliency in a community of horizontal response had

people making decisions. there is an important to be able to make those decisions and have information. to haiti, to talk about haiti and what we did. when the earthquake hit, there were several organizations that were on those tools. they were in the warehouses, they knew what the needs were. we were able to display up and down the system since we were internet based. there was a great deal of chaos. a group created a central portal out of chicago where 12 different nonprofits come by to work off of the major tool. of the chaos, what would happen in the field, asked the matrix to go live.

they were able to link an and powered by action organizations. the end of registering and abetting ngos in the field, which meant to those organizations were able to display their needs, a number of the nation's coming in from the private sector that never had to move logistically. they were virtually offered until then he was found and they were matched. the system can search warehouses and can mask the number of things. i will very specifically give an example of how it works in haiti. in many cases, i hesitate to say what did happen, and basically didn't want volunteers to go to haiti. we wanted to systems of volunteers. one system where nobody was ever really loved that, the other was

a medical personnel that were needed. they put that the in the system. a number of volunteers that match that need. a match was made. the question is, how do you transport them? the transportation component with over a thousand transportation and logistics companies to get transportation needs. we love the market system. it will work, for, it can be donated. there was a donation made to over 600 major carriers. one of them donated major fights and it was clear that they were able to see those and it shows from beginning to end, the match of need and in the field, the private sector being done virtually, having things come in

to create a secondary disaster logistics'. i would argue that much can be done including virtual warehousing. and we're starting to get to do it for a number of those things. i am going to stick to this rule, we were told to stay within the timeframe. i understand, i was in the state legislature. i appreciate the others yielding their time to me, but i think you and i will turn it over. >> is sometimes necessary to break rules. thank you, and congratulations on the win over nebraska last saturday. rebecca is the manager of employee engagement and disaster relief for hewlett-packard, overseeing the volunteer efforts of their 300,000 workers

worldwide. >> i want to thank everybody here as well for the opportunity to represent h-p in the work that we do in the community. as, mentioned, i am manager of employee engagement for all of our employees around the world. we have over 300,000 employees and 170 countries. with that, i feel like i have the best job in the world and at the same time, the scariest responsibility for all of these people to get motivated to give back to the community. and the people that live in those communities. to give you a sense of what h- p's office of global elevation is about, if you can save that three times fast, i will give

you a free touch pad. just kidding. more than 70 years ago, our founders created a company whose legacy continues to live on. a lot to stake a " they will find in your book click here. it is something that dave has set very early on in the beginning of the company that stands true today. the betterment of our society is not a job to be left to the few. it is a responsibility to be shared by all. that value is one that continues today and is integrated throughout our focus. we have gone from the idea of very traditional philanthropy in

making the nation's to the community because it was the right hand to do. to the present in which a social innovation really stands for what are the and of valuable assets that we can contribute to the society for the betterment of that society, and that includes us as the largest technology company in the world, it is our product and our people. and last, the cash that we can possibly offer, too. in a lot of cases, these are limited resources. and how can we best utilize those resources to improve the community? for the next few minutes, i want to focus on how we deliver on that promise in cases of disaster relief. in this case, i will focus on

japan, because i think it was really unique in that within 48 hours of learning of the disaster there, our team with the crisis management team and with the partners, we were able to identify how we were going to give and in what way we were going to give. within a week, h-p has donated $2.3 million worth of technology and cash and partnership with ngos. it was a partnership that we developed with microsoft and dell in donating laptops as well as our partnership with annatto. coming from the inside, it was like as a beautiful, seamless

operation. when you think of the playbook that we probably all have under a pile of papers, we followed that playbook really well in terms of responding to the disaster. i think it was a wonderful experience, following that framework to execute well in delivering promised to the community again. delivering valuable assets of around technology and people, through collaborations with the social sector and with other companies like microsoft and dull. in other respects, they can be our competitors. but when we deal with disaster relare put

aside and it is focused on how we can improve society. dodge that is an impressive array of services. i remind everyone, please be ready with your questions. our panelists would love to engage in a conversation with you. i will say as a point of reference, if it were not for katrina, would we be as far along in the development of this kind of corporate and business response as we are? or was this in the works long before katrina? our ability to respond like this, the infrastructure we have to respond. >> can you hear me? there we go. we have a long history. at our company is very old, so we have a long history of doing this. the disaster seems to be bigger now, but we have always had --

it could be a hospital. it could be a pharmacy. a provider out in the network having a problem. early on, in washington, we had a disastrous fire that occurred in the talon and wiped out the only to pharmacies. and within 24 hours, we had trailers, the pharmaceutical needs, and we had a business again. we had templates before we had computers. we had these templates, and now these are very sophisticated pieces. the things that occurred in the natural disasters since then, 9/11 was a great example.

the great hurricanes and earthquakes, what we have done now is create a play but that was mentioned. we rehearsed that unspecified. there was a team of people that would call on the spur of the moment and say, you have a natural disaster. let's say you have an earthquake. it started right now, get on in. the first thing we discovered is that the book was actually -- they are not actually at the distribution center when that happens. you have to take that a book and it has to be in the trunk of your car were you physically are. you have to have an assembly point where you can actually go and meet and make sure that you can get in proximity, but you may not be able to drive by that road and get there.

the same things we have had historically have gotten a lot more sophisticated. our ability to communicate has increased through satellites and other technology that we use. and we have just gotten more sophisticated, and the disasters seem to have gotten bigger. >> is that the answer i would give across the board? is there a particular incident that made your organizations or companies say that we need to prepare better? >> katrina note -- katrina showed the need for supply chain, really quickly. we have been doing a lot of supply chain with nonprofits. the wall street journal had an article that said, what went wrong and what went right? it was about a matrix, and very quickly, within two years, this started -- and they decided to start using the supply chain.

in a bigger scale, in responding, first of all, the disasters are getting more serious. we are really mitigating some of the results of that. i would argue that globally, we are tremendously well prepared. in the u.s., we are tremendously well prepared for the most immediate past disaster. but we don't know what is going to happen in the next. there are some tornadoes and hurricanes that are fairly predictable. but i don't think people realize how closely we were going from disaster to catastrophe. we're used to earthquakes on the west coast. had the earthquake bed a little bit more severe on the east coast, perhaps a day later, closer to a hurricane that could have been a little bit larger, we would have gone from disaster, disaster,

catastrophe, pandemic, a infrastructure destroyed, we were this close. and we kind of think, it was a little earthquake, it was a little hurricane. but they are out there. and we better have systems that are prepared for major textbooks to go out the window even though the training is important. the pieces of what happens locally is crucial to community resiliency. >> i would say that with an h-p, we feel that we have evolved and have developed this playbook, as i mentioned. disaster relief response playbook and emanuel to the degree that it has become fairly systematic. the roles that we play across the company, whether we are in communications, business, social

innovation, i think we know what each of us can work together well. i have to say that where the gap is, if it was palo alto that was down, the rest of the organization would probably not know the play but that well. if you were to take a look at how we as the headquarters have learned to operate, we have got it down. but if we go down, i don't know how well the system and the playbook woodwork if we were to rely on the and the european counterparts taking control. >> and do you operate independently? what do you respond to when you put into play your disaster

response plans? are you coordinating with people or do you look at the situation and say it is time? >> if depends on what the disaster is. katrina, at least through hospitals, was not a major event that did this earth shattering shift in how we were planning. in this area, the 1989 earthquake was an awakening, and i think it took a 9/11 for us to plan differently. and what i mean by that is, hospitals became more and more understanding their own vulnerabilities and they can plan around their own vulnerabilities. the assumptions that hospitals will always be there and always be standing was sort of adopted internally as well. although we have emergency plans, the story to tell, it

wasn't as serious as it is now. the planning, i think, has always been good relationships for our agencies and with each other, it is much better now. we are much more sophisticated, detailed, and the resources available are more sophisticated and detailed. >> any other response? >> in terms of response, to enter your question, which typically respond to those disasters directly. i mentioned earlier that we are focused, we know where the systems are located throughout the country. we respond when that equipment as quick as we can. the second one is a little bit different, but just as important. it is our employees. they don't think of themselves

as vendors to public safety, but they think of themselves as part of public safety. we have the state of florida system, and they get a little help from us. it is not unusual for one of or several of our employees to leave their homes and their families and go to the tower site can sleep in the shelters in case anything goes wrong. that second part, of course we make real equipment. so that is what we will fix and respond to as quickly and efficiently as we can. but how fast we do it and how well we do it is heavily dependent on our employees. they're very much in tune to play their part for public safety. >> let me ask the first question from the audience.