can i react to this? it is invisible. all that they know is what to tell them. this website was up and running all the time. i found this incredibly useful. i could see data trends over time. in terms of long-term exposure, that was one issue we had to be aware of. the other was lethal dosage. we did not have a gamma issue. we had reports from around fukushima to understand what was going on in terms of lethal dosage. populations wanted to know -- do i need to move? do we need to evacuate? so, we had to get everybody on to the same page of understanding the actual data that was reported. " we found within the head of community was that simulation

predictions are not equal to share. not everyone has the same view of what will happen in a radiological crisis. being able to develop an operating picture was the goal. what you are seeing here now is the actual data of an aerial measuring system. these are sensors in an airplane. it think of mowing the grass in the air. they are looking at the reflection in the ground. that helps us to understand how bad of a problem we have and how to communicate to the self- defense force. they are looking at the same information. it helps us to understand what is going on with the water in the reactors. modeling and simulation that we have at sea is based on what

happens with oil. what happens with oil and a radio isotope are different properties. we come up short when we look at what happens when radioisotopes are introduced to overtime. that is a common operating picture. that is what we developed so that, as the next aftershock came in the next power loss incident took place, in the launch floor that we build with the self-defense force, we were able to work side-by-side. we have a hot line to the embassy and ministries in japan

as an event takes place, everyone knows. one of the critical questions that everyone wanted to ask was -- and i at risk? do i need to evacuate? the concern that we had was that the level of radiation in the background, which is to say people, the 90,000 americans that were there, in the event of one of these crises getting worse, they actually tried to get in line and get on a ship. this would put them at more risk.

where they needed to release radiation into the atmosphere. we could measure the real impact into the atmosphere, using real data and numbers. the concern that we had was that without and in the that -- absence of data decisions, they are simply responding to the cry -- crisis atmosphere that was there. putting themselves on the road in the panic that would follow the uss ronald reagan was one of the ships already there. we do not have lingering effects

of radiological contamination. we have gone through our own individual monitoring and we are satisfied. next slide. long-term, what this tends to do is reinforce the procedures we had in place for contamination. it recognizes that for air breathing equipment, small performance parts, when you needed to repair them, they required a special engine. we do not want to mix and match the parts and components that were exposed. we want to keep them isolated until they could be

decontaminated. next slide. what you get out of this is the important role that people play in this discussion. this is one of the reasons we send our officers off to be graduates. when you go to graduate school, you get your degree based on original thinking and primary research. no one puts forward a thesis that says the status quo is ok. we teach people at a graduate level to challenge the existing thinking. when i look at this force, composed of humanities majors and technical majors, we found the right mix. we had to come up with the basic

questions that needed to be answered. i think that what you get out of this is a force that is incredibly responsive. the chemical, biological, initial response force is another example. when the marine corps look at the sarin attack in tokyo and decided they needed a response force available, they came in from the united states. the first time ever we had taken that kind of tears zero national capability and made it available to a partner in need. from the perspective of the people in japan, it demonstrated commitment and, symbolically, indicated that we were fighting back. that we were going to reclaim the atmosphere, the land, the sea. what you are looking at here is

how we would present our daily situation reports to describe how they are making progress. next slide another example of the incredible partnership that we have. we think that joint support forces of the right concept here that brings together the unity of effort. with u.s. aid, it was our clear understanding of how to work closely with the government of japan for the lead federal agency in this case. it was critically important, in this case. they can work the funding issues in ways that the military is not able to.

in terms of where we were located, it was not meant to be read, but listed on the right- hand side were all of the ngo's that participated, attempting to galvanize this. it was the role that u.s. aid and the self-defense force played. an example of how to take command and control on the road is a command-and-control unit. we brought this from honolulu so that it would be available in the event that the crisis continued to provide more challenges for leaders. we will close here with the importance of messaging. another critically important

element of this. who has the lead for the message? it should be part of the discussion that takes place at your next table top level exercise. messages can be very confusing and you have many different groups involved. u.s. embassy had the lead. to be very clear about that point, as you roll this up and look at it in aggregate, those are impressive numbers for the people of japan. these were the foreign deployed forces are in japan. everyone rallied and was under way, everyone was a part of this operation. when self-defense force called out 100,000 people, they had this right behind them. it allowed them to focus on what was critically important to them, finding the remains and

lost, allowing us to provide support in the way they needed. someone went to a lot of trouble to put that in the sand and it was an indication of what was possible in times of crisis. particularly when relationships between countries are critical. violations have interests, people have friends. we were able to, for the people that participated, and we will always remember. thank you. i look forward to your questions. [applause]

>> given the multinational nature of the crisis, the graphic you never -- graphic user interface system, which one was used? >> we went to googleearth. i miss that. we were able to develop and be a bit, which went down of the revolt of 0 in the morning in the afternoon.

in terms of water, we found that when we were measuring it, they were all used in japan. everyone was tied up with the crisis. to get real-time information on water, we had to use our portable kids, which were not calibrated sufficiently to be reliable. and we have the results immediately fed back to us. in order to react responsibly, we had to be able to have reliable instrumentation and data as the basis of decisions. that is what we learned out of this. >> microphone working here.

the information in california was slow. seven days. how do we address warnings without causing panic? >> i think the to start with an understanding that, in the case of radiation, the first questions that we need to ask, number one, is the plant up and operating? or did it shut down? is there a potential release of a lethal doses that requires immediate status on the part of engineers in leaders? if the problem now, and we are talking temporal issues, is long-term exposure, then that puts this into a different category, i think.

i would identify time critical issues in terms of how you manaso, if i have a problem whei am concerned about long-term exposure, now what i need to do is talk about how i gradually start move people away from this so that i can prepare for a long term, sarcophagus type problem. or i will have to find a way to deal with the long-term exposure. i think that as far as how you manage this, separating the immediate sorts of actions and long term actions would be helpful. if people think that there is an immediate step that needs to be taken for themselves and their

children, they will be very much on edge and waiting to hear what leaders are asking. i am reluctant to tell you that you can act on instinct in this case. there is a series of questions that have to be answered. preparing for a table top that involves radiological contamination, it would be to develop crisis action and standard operating procedures where, integrated, we know who is going to do what to get to a clear, empirical understanding of the problem that we have, along with it the actions and messages that go with it. we did not feel comfortable leaving japan until we had all of that system instrumentation in place. that was our measure of success.

as you think about crises in the future, i would incorporate the radiological dimension. the nature of what we are in has us in a position where we are dealing with what a climactic situations and crises we have not anticipated or seen before. having fought through what the radiological dimension is and what the implications of our for these very important approaches. >> i know that you have to get out of here. we have about two minutes. i appreciate your coming. i have this feeling that you're giving this presentation of pride over what you end your task force did for japan. i want to thank you for what you did today and what your doing out there.

i know you must have this warm feeling overhead. >> i used to look up at many of you, what i was down there. >> thank you so much for coming to talk. i know that you have to get out of town there. ladies and gentlemen? [applause] >> thank you. >> for the rest of you, we are going to have our next program and it is going to be some elected officials and mayors. we are going to take 10 minutes. i want you to be back in your seats and ready in 10 minutes. thank you very much.

>> how do we leverage the vast resources of corporations and businesses in terms of employee donations and volunteers? those are some of the issues that we are going to be delving into this afternoon. certainly, if i may take a couple of minutes to tell you that businesses will find an ally in media during times of disasters and in particular, local media. i think most local media people feel that their greatest satisfaction, when they are helping their communities. for me, it happened very soon after vietnam when i began my commercial career during hurricane agnes in 1972. i remember this storm just stalled.

that was hurricane agnes. we will give it a minute are too. i will continue my story. the storm stalled over central pennsylvania and dump to record amounts of water. i suspect that we will have additional problems. does everything seems stable enough? people have told me i am windy, but i did not know this was going to happen. suffice it to say, the community needed a friend, and needed someone to sit there and be with them as they went through these extraordinary days of being isolated by flood waters of the likes of which central pennsylvania had never seen before. it was a thrill, almost, to be

able to sit there and help people get from point a to point b. to let them know what services were available, how to get supplies. the community responded and it worked very well. another occasion was not a natural disaster, but it happens to be three mile island. we talk about honesty being the best policy when it comes to businesses dealing with the public. in this case, it is not what happened. it made the circumstances much worse. the lieutenant governor came out to meet the press that night after a meeting governor thornburgh and met with of the owners of three mile island and said, metropolitan edison is giving you and us conflicting information. and their credibility to the rest of the crisis, it was one

of those circumstances where we were on the air consecutively for 72, maybe 96 hours until the crisis passed. it took the nuclear regulatory commission bringing in experts from washington, helping to restore some sense of credibility and believability so that people in that portion of pennsylvania could make smart decisions. more recently was the pipeline explosion. on that night, i was one of many reporters live at a shopping center where they were directing people that were evacuating their property to meet to find out what services were available. a producer of mine said, there is a woman behind you with a handful of clothing. i turned around and this was

someone who got out with a handful of close on her back. it turns out she had understood that there were going to be people in need of clothing and other things and have brought those clothes to start a donation pool. they had an entire truckload of clothing and ended up with far too much clothing and were able to share it with other agencies. cash donations began to come in. this is what makes us feel valuable. we understand the criticisms, and that is behind the business response as well. we want to be members of the community and helpful when there is a crisis. let me introduce the panel today, each has experience in the field of private-sector response which is certainly a merging, and there is some very

impressive planning in place as you are going to see. the senior vice president for pharmaceuticals. the vice-president for the harris corp.. the region chief of staff for federal health and the medical center. former wisconsin gov., president and ceo of a global technology nonprofit. and rebecca, the manager of employee engagement in disaster relief for hewlett-packard. the panel brings a great deal of expertise across many fields to our discussion today. we certainly want you to be involved in our discussion, so as questions come to your mind, who write them down. after the presentations, we would love to have discourse between new and our panel.

you will see his extensive biography in your program, it is written more eloquently than mine. he is the senior vice president for a pharmaceutical company where he spent the last 39 years of his career. >> is a real pleasure for me to be here, particularly talking about this topic because i am a california native. i have family here and i certainly have lived through a number of the issues we have had for natural disasters in this area. i work for a corporation headquartered right here in california and san francisco. it is the fifteenth largest corporation in america. we started in 1833, so it is a very old corp. and has a very long history of delivering medicine to the population of the united states.

1/3 of all pharmaceuticals are delivered from us to the hospitals and retail pharmacies and? a round of the u.s.. we have 28 warehouses, two of which are in california. one in sacramento, another in southern california. this is something that most people don't understand. all of our orders are sent to us electronically, at 8:00 at night. we received those orders and we deliver them to the pharmacies the next morning. if you ever had an occasion to go to a pharmacy, and if you come back at 10:00, that is the miracle of how that happens. we fulfill the order, and it is critical for how we handle national disasters as well. the orders can actually be routed to any of the

distribution centers in our system at the moment notice. they are centralized in one location and we have great flexibility in times of national disasters. it happened to be a relatively new facility, only of for a couple of years when the hurricane ike passed through. of a, i will just sit in all. it passed right through our facility, it was a disaster is a storm, and have tremendous implications. the one thing that is different about a hurricane, we had notice of the hurricane coming. we move inventory and to

oklahoma city in preparation for filling orders for the texas market place out of that facility. after the storm passed through, we were down for a very brief time. we used generators and we have enough gasoline to run them. we ran them for a week, so instantaneously, it was back up and running. it was one of the few places to have electricity to function. there were several pieces that were extremely important about this. since we were one of the few places that have electricity, we were able to organize food programs for not only our employees, but for both the police department and the fire department have found refuge in

finding hot meals where we were. we also have the ability to house at a set up a nursery for our employees. since they had no services where they were, they would come to our facility. we would feed them, we gave them gasoline to get people to jobs, and we were kind of a full- service facility. one thing you can imagine, we have tremendous employee loyalty in that facility. i am not uncommon to have 40 years, it is kind of a trade within our organization. the other thing that was key to us, how many of you are probably aware of the ability for the government to set up emergency pharmacies. in this case, it was done through the organization