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. this would be a man-made disaster. with the increasing reliance on technology, can you speak to what your company is doing to prevent business of disruptions due to cyber attack? how do you rate your company in america's cyber resilience? >> maybe i can start. it is an enormous focus and has been for many years. it continues to be.

we are about critical communication, so if the communication is critical, it is identifying itself in many ways that this is an area of vulnerability. we have taken great measures, we spend millions of dollars unheard on cyber protection. we allow people to have a very high level of security in the cyber security. it is a constant effort. not just across federal, but also at state levels. and we also serve the utility industry. they find themselves more and more under attack from four and cyber attacks sources. so we are also working with them.

it is absolutely an important aspects. we need to leverage what the technology can do, but we also need to protect it. >> anyone else care to take a stand? >> from our corporation, is a very major and a far-flung network. we also are responsible for running the hospital system's in many of the hospitals around the u.s.. our corporation is very focused on that, not only for running our business, but all of the other people that work through us. about 90% of all claims are adjudicated through a system that we run. we are in your day-to-day life whether you know it or not. and our ability to function is a critical element of that we are

focused on as a corporate infrastructure. >> governor, you seem like you want to say something? >> i feel like i say to many things. there are cyber attacked every day, so some countries are getting very serious about this. the u.s. is pretty good at it, too. we go through a number of drills, part of what we push is the matrix that you need to be prepared for any one part going down and other is stepping up. even beyond what our company does, mandated disaster as well. each of these topics could be a full conference on their own. i will leave it with the there is a major report coming out on a report card of the federal government and our ability to respond. that will be very interesting as

well. there are a couple of components about why you should have things vertically, centrally controlled, community resiliency comes from components being able to link with each other. >> this is directed at you, a similar topic. our electronic and medical records safe from hacking? >> that is a very sophisticated area. the panel appears changing every day. it is a constant watch, whether they're medical records, etc. it is a loaded question. >> i might add a comment to that.

i was at the national association of cio's. and they are more and more that they keep saying are more and more important that the same time, they keep doing health information exchanges, putting more information together to be able to use it. at the same time, it becomes a vulnerability. at the same time, they recognize the need for security. >> it is interesting, because we are kind of in the heart of that. the legislature is really going after this issue, as you would imagine. the health record is very important. but mobil devices, everyone carries a mobile device that here. it is always looked at as how do we better utilize that to tell

someone, for example, that a prescription is available for you to pick up? it is not really the health record itself, but all of these things are being grouped into one aspect of legislation that would cause a company to not be able to actually use some of the tools out there and available for non-sensitive health care information. a debate that is going on at the federal level today. >> one more question. i think that most of us know the answer, but with this status report, are all of these hospitals seismically upgraded? >> the answer to that would be no. >> where do we stand? >> in the san francisco area, the answer to that is no. there is a reason that legislation was passed. at this point, we understand

that that is a part of our infrastructure. we understand that having a strong hospital is necessary to help with continuity after a disaster. we are working on that. >> thank you. i will not press you on that. i am attempting to decide for the next question. another one from our audience. you have talked about how you are preparing to respond to a disaster. is there a belief that wal-mart is prepared and ready to turn its distribution system into a logistics' delivery system, for an evacuation system for people experiencing a major disaster? >> what was the question? >> wal-mart. >> others in the disaster

center, with myself, have seen the disaster centers in arkansas, able to monitor any section, no matter where it is. the private sector has long understood the need for supply chain. they need to be able to do that. in many cases, the nonprofit and government sector have been well behind. i will just share a part of what we do with supply chain. part of what this panel is here to address is connecting private sector and government. i teach at the university of wisconsin. it is on different cultures. i start out on the difference of cultures between private sector, government, and non- profit. i know that a number of people in the audience are helping to work towards that. some of the jobs are to begin to

connect private sector, government, and non-profit to create stronger communities. that is what we are here to talk about. creating that collaboration and intertwining. >> so, we have talked about this extraordinary distribution system that we have had in this country. many of us simply think about the trucking companies, like ups and federal express. to deploy as all of that? who mobilizes those resources in a time of crisis? do we have an issue with that? >> you want a system of centralized control them a look at how china responded to earthquakes. a system of non-profit? china, looking at community control, but they do not want

nonprofits, they might elect their own leaders. a subject that i get carried away on. is an ongoing stress between centralized, top-down control, and community resiliency, which is horizontal, which is why you need a matrix for horizontal decision making and the ability to scale up words when necessary. >> i would like to address that as well. this is a combination. but if we are -- we are prepared to do our part. but i could not serve the downtown, new york marketplace, so i had to use their highway patrol to move the product. i do not have access directly to the highway patrol. those are things that we are able to gain access to by reaching out.

the government sector is very responsive. we need those things. the fda is very responsive, in a heartbeat. i told them, this is not going to go like that normally would cough we do not have a license or anything else. hoff our response, in my opinion, to the government, has been excellent. >> former military taking leadership goals. coast guard, the largest evacuation in the history of the world, manhattan island. it was not top down.

>> i wanted to add something about responding to japan. we felt like we were very ready to implement and our employees were ready to donate, but surprisingly enough, we had to have the american red cross tell us to hold on. our local entity, the japanese red cross, says that they can take care of ourselves. at that point, they were not willing to let others help them. we were in this area where we were ready to give. we have so much we want to give to you. we had to wait a number of days. 48, 72 hours before of a sudden they said, yes, please. you have that cultural sensitivity with the government,

local ngo's, and in this case is really played out, surprisingly. we just sat on our hands for a little while. we were ready. we were ancient. >> first of all, the u.s. was fairly arrogant after katrina as well. secondly, every disaster is different. he has a dysfunctional government. what do you do? what do you do with a dysfunctional government? every one of these are different. the u.s., we have the same arrogance after katrina. >> when you make the decision to respond to some crisis, is there a protocol? do you want to coordinate services with some other agency?

delivering the maximum good for your community? what is the most glaring weakness in the chain of events, right now, as it confronts you? is there one? or does this system just not work? >> there is a sense of disaster. the tornado, the most common local, systems are pretty well in place. >> what about the scenario that you described. an earthquake on the fault line. >> it would have been chaos in the u.s.. the most serious, an earthquake in the central part of the country, it would sever the country. it would take years with rolling earthquakes in the central part. each one of these are going to be different.

as we hear from communication, it is important. communication breaks down, so what types of redundancy do you have? back to what we said in homeland security, it comes down to what happens in the community. that is the most important aspect of community resiliency. first step. first responders. why were some of the things for granted in new york? citizens. -- what were some of the things prevented in new york? >> explained that a little bit. of what kind of information you do not want them of what kind of information are you not getting? >> fairly easy for people in disasters to understand. they know. let me give you an example. you are a hospital and you need to know about personnel.

you do not need to know about the types of food in the system. but there are all types of things coming through. information overload, in some respects. there is a new jersey system that matches medical personnel and hospitals. no one else needs to know that besides hospitals. ideally, the people that know that in need that, they will be able to dig down and use those pipes. needing medical work, or emergency personnel. wires are down, we need electricity. that is what i mean. >> i want to just add a little bit of flavor to this. being in the position that i am, having to work in partnership with our country --

company foundation for you have employees in a region who are anxious to gather as much clothing as possible, because they want to do something for the community. they want to put together a clothing drive. in to say -- i am sorry, that is not what our relief agencies will indeed. to be put into a position where you have to attack that passion. a difficult bring to you with and you have to make some decisions on the dollar amount to give. when to give. which agencies to give to.

to be put in that position and say no, employees, you cannot do that. we can only give so much. id is part of the really unique challenge in the role of being on the road and the private sector organization with limited resources, who want to make the most impact of what you have situations where you have to break the disaster. -- lee -- rate the disaster. mindboggling. >> i wanted to add that in terms of information flow, the

challenge that we were just talking about, what i talked about earlier is important. it is important to remember this simple thing that i already know and this naturally leads to how you should connect through anticipation. if those connections are made, it will be a little bit more manageable. >> let me ask a final question of each of you. what should we take away from this >> it is within our communities to respond to an

emergency and help people. >> i think that of what this group should think about is -- what resources do you need at that time of a natural disaster. how do you make sure that you can leverage and maximize that? one situation with the state of california, they thought they should take over or warehouse. i spoke with at the speaker, he said that it was ludicrous. that what we needed to do was leverage communication between what they did excellently and what we did as a state. we told them -- right hon. i think that we all recognize that there are skill sets that certain organizations have fought. we have to connect those stocks.

i think that the government is thinking more about that now. we have a revolving situation in who we talked to and when we reach out. at least for the good thing is that the bureaucracy part of that phase -- the political part might change, but the folks in the down-system, there is a foundation for that. if we have a conference on something like that, we need to look at how the communication will work. supports public safety, clearly. who is not part of that conversation that could be part

of a conversation? when companies become involved, it helped to solve problems. typically they're very willing, but perhaps we have not asked the right company yet. >> who should take that book? >> we need to take it. >> the governor. let's all right. >> thank you. -- >> all right. >> thank you. [laughter] maybe it is a part of the next table top that we do. i think that is a good exercise.

>> ms. kowalski? >> we need to continue to plan. as we were talking about here stories, they change every time. every event is different. humans are different. every time is enacted, it is a different scenario. so, there is planning, planning, more planning. learning from activation and making changes. again, our infrastructure, some of our hospitals in san francisco are seismically safe. recognizing that we have planning to do. as for the private sector and the public sector, i think that we do a good job interacting with our public sector. we had those initial private

sector relationships. food companies in the local neighborhoods. we have relationships for planning opportunities with them. i do not think we have taken that aren't and every time that this is, we've learned. >> what should the takeaway be? >> take away is it? there aren't the in your take away means to be -- what can i do to create a stronger community? it might be in a larger scale. it might be by looking around

your home and feria out and knowing something that is narrowing to a fair a stronger communities is more resilience post we have here today, folk and we are all willing to collaborate, but we get it out. and if we can leverage this

icahn about seven key. we have been talking about to >> it has been -- talking about. let's thank you so much for your expertise. we appreciate it very much. i know that the general has a few words. >> i also want to thank the panelists and ask our honorary co-chair for fleet week, george schulz, to make some summary remarks today. as he is coming out, i want to

tell you that tomorrow we continue. first the panel will be the role of social media in disasters. moderated by [unintelligible] and it will be webcast globally. we will have a panel on boots on the ground in japan. with the that, former secretary of state, george shultz. [applause] >> i speak for myself and everyone in the audience when i say that it that -- it has been an extraordinary day. learned a lot. bottom inspiration, a lot of determination and gender by the discussion. last year i repeated a