 My name is George Bailey, I am the Executive Director and Chief Research Officer for the Digital Supply Chain Institute. And I want to welcome everyone to this call today. We have an exciting discussion set out for us. And you're all going to have a real opportunity to participate. So we've designed this Collaboratory. And we call it a Collaboratory because we want to create a spirit of collaboration between the different companies that are on the call today. That means the ability to talk and share and have ideas and explore topics that are of interest to you. So we're going to begin right now. And Vivek, if you could put up the first slide, that would be great. George, you can see it, right? I cannot see it, no. So we'll be live in in person in a second here. Oh, there we go. Now screen sharing. Thank you, Vivek. Great. Just put it on slideshow. Excellent. Yeah, so again, I want to really emphasize that this is a Collaboratory. That means we collaborate. It's our seventh one we've done on the topic of coronavirus COVID-19. And each one has been very interactive with a lot of discussions between the participants and the presenters. And we always learn a lot about what companies are doing and how to be more successful in these challenging times. So we've set out three objectives. And before I review them, I want to say a couple of things about the logistics of this. We're going to have a one-hour session. We will stick to that one hour exactly. We're going to have about 10 minutes per presenter. And then we're going to come back for a big Q&A session. So as you're listening, please start thinking about what questions you want to ask, what issues you want to discuss. So we'll go through, I'll say a couple of things and we'll go through two presentations and then we'll have Q&A. So start right now thinking about what issues you have, what questions you have about COVID-19 and what companies can do. So here are the three objectives that we have for the session. Number one, we want to outline the impact of coronavirus on the global supply chain, especially in South America and Japan. So we have some great presenters that will talk about that. We will focus on the business issues, the people impact technology, everything that this terrible pandemic is touching and how the supply chains of the world are responding. So that's the first objective. The second objective is to describe what actions are now being taken across the supply chain. And we've got some great examples from two very innovative companies, WAM and ChangeWave, and I'll explain who they are in a second here. And then we want to develop some recommendations. This is not going to be finished staff work, but we want you to leave this call with some ideas that you can bring back to your company to help you improve the performance of your organization. The Digital Supply Chain Institute, for those of you who don't know who we are, we're not for profit, we're based in New York, but we're global in operation. And we focus on the future of the supply chain. Next slide, please. Here's our agenda. I'm starting out. I'll make a few comments and then I'm going to turn it over to Christopher Laska. We're lucky enough to have two CEOs today. I've met with Christopher before, he's an outstanding presenter, and I know that he's going to give you a lot of great ideas today. I'm confident. I'm betting money that you go away with some great ideas just from his presentation. And we have, we have a Sazaki-san, who's an old friend of mine from Japan. She's probably the leading person in Japan on the topic of integrating women and men together in the workplace to get productive output. I'm also very involved right now with how Japan's companies are responding to this pandemic. So she'll be, she'll be great. Another great presenter. You'll really enjoy hearing her. We've asked them both to spend 10 minutes only, even like they, you know, they could, they could fill up a lot of time, but only 10 minutes, because we're going to start the Q&A at 9.35 a.m. New York time. It's time to have a lot of Q&A, a lot of discussion. I'll finish up with some observations in a closing summary, and we'll finish up right at 10 a.m. New York time. So that's, that's our agenda for today. And look at, look at your screen at the very bottom. There's a Q&A button. You put the, you put your questions in there. We will make sure that they get answered. They'll, they'll, most of them will get answered during this session. Some might have to be answered later on and we'll send you something written. And we'll also send you a hard copy of these, of these proceedings. We're also, by the way, documenting the results and my phone just went up. Sorry about that. We're also documenting results and send you a hard copy when we're done. So that, that's the deal for today. And let's, let's go to the next slide, please. Q&A and chat, chat discussion. That's what we want. All right. So Vivek, there's a few things I want to point out about what companies are doing and what's happening in the world today. And all of you know this, but just to review the severity of this issue. The virus continues to spread. We've had around, across the world, about 13 million cases. We've had quite a few people die, unfortunately. And then there's other issues with the, with the virus, which affects not only, you know, living and dying, but also ability to perform over time. It's geographically diverse. I have a few data points here that I think are right, but of course our presenters will know better than I do, but there's been about 20,000 cases of Japan on 982 deaths. Chile, unfortunately, has a very severe problem with a high per capita issue. 312,000 cases, 7,000 deaths. And of course the USA, we lead the world in this topic. We are absolutely incredibly affected by the virus. 3.4 million cases so far, 138,000 deaths. It's quite, quite severe. And it's obviously, you know, we're not talking today about the health impact or about the tragedy of the virus or the ways affecting people's personal lives. But we are talking about how to fix supply chains. And global supply chains in general are facing declining demand. In most cases, in some cases, high demand because as the market changes, you know, people's habits change. For example, the people who run Zoom are doing very, very well during the pandemic. But other capital airlines, for example, are not so. But all of it's very uncertain and very hard to predict. The other thing, of course, that's true is wave two has not started yet. But according to the health experts, at least in the US, they're saying that's probably going to ramp up in November. And the real question here for all of us is, are we prepared? We were not prepared for wave one, and we're still trying to get our act together to become successful as a business, as businesses to do this. But wave two potentially could be worse or potentially will not be worse. We're really not sure. And we know that there's vaccines in the pipeline and there's a lot of good stuff happening. But it's very important to be ready for wave two. So we do a better job than we did for reacting to wave one. Right now, the world economy is staying afloat and government assistance has preserved many jobs and preserved some demand. So we're sailing ahead, but it's troubled waters. Next slide, please. I won't go through this slide and great detail is this from the, you know, the World Health Organization, but you can see that significant number of cases. America is our hardest hit. And of course, North America is, is, is an area where we really, we have a lot of issues right now with coronavirus and we're working our supply chains globally to make sure that we can keep things running. Next slide, please. One example I want to give you just because it's very, very visible to people is, is how COVID-19 has affected work location where people work in Japan, which, you know, I live there and work there. And, you know, it's very much in the office culture, but not right now, not right now. So the Zaki sign will tell us about that. I mean, I don't know what the number is today, but the last time I checked train ridership was down 73%. So the, you know, the massive movement that, that, you know, people who live in Japan remember isn't happening. It's very, very different. Working for a moment, Chile, highest per capita infection rate. I don't have the numbers on it, but office workers are staying at home. And it's great to greatly difficult for many workers who don't have that as an option. In the U.S., the statistics say something like 77% of office workers are staying at home today. So, you know, the majority, the vast majority staying at home. And this is just an example of how COVID-19 has affected a very fundamental thing about what you do every day when you go to work. Okay, so that's the next slide, please. I'm going to introduce Christopher Alaska. He's an amazing speaker and a great CEO. And he's running one of the world's most exciting growth companies. So Christopher, I'll just turn it over to you. Thank you. And don't forget to take your mute button off. Yes, I was going to say that. I don't know how I can even talk after your introduction. So, pretty high expectations, but I would say that thanks very much for this invitation. Just very quickly, I'd like to just say a very few things about my company. And on the first slide there, you will see that we're a company that came from pretty much nothing to a well established mobile telecom operators in the space of four years. We had, was bought by a British fund and it was a small player focused on the business markets. They identified a few factors which was interesting in Chile. That was the rule of law, GDP stability and growth. We can laugh a little bit about that now. But especially at this time also very, it was enough competition, but very high prices. And the strategy of the company was to have an aggressive roll out of the network, sales and distribution network. And I would say rigorous focus on the customer always. And this is also why we always really focus on truly what the customer wants. A lot of companies say that, but I can truly say that we really do that. And I'll come with a few examples in this crisis as well, what we've done. And of course in the space of this time, we were very happy last year. It's that first time a mobile operator won the three major customer awards in Chile. And what is also very unique is that I haven't seen really anywhere in the world a mobile operator being the number one social media brand. Because we engaged truly as a people brand and very early discussed taboo topics in diversity, making funds with early politicians and others on social media, which is of course risky, but creates a lot of engagement. On the next slide there, you will see that in this crisis, as George pointed out, Chile has been very severely hit. Chile, though, implemented quite strict rules quite early, but I would say with the general in Latin America, there is a big diversion between the rich and the poor, and also how people live. And Chile thought we were doing pretty well, both with established mathematical models. I could also collaborate with some of those who were running it from the government and look at the different methodologies. And they were pretty similar from many other countries, but then it was really hitting Chile a couple of months back and the figures were booming. And that has made it really difficult for many people. I'll talk a little bit from our perspective what we've done, but as many mobile operators have seen around the world, also in Chile, the data traffic is exploding in this kind of time. And that's very logic as people are staying at home, having much longer sessions, and of course families, whether they are sharing network on Wi-Fi or cable, et cetera, in the house are getting a much more challenged quality. On the next slide there, you would also see that as many companies we adopted some of the methodologies in this sense that many companies around the world have done, whether it's from McKinsey's or BCG's, et cetera. As Chile has also undergone a social crisis back in October, I had also incorporated a crisis management organization and process in the company, as there have been a lot of risings, protests and vandalism around the country and also around our stores, robberies, et cetera. So that's also a process that is very key for any organization. In my previous life, when I worked in a global group called Telonor, I also had both training and practical experience at my time when I was, for example, in Serbia under the Kosovo crisis and also in Pakistan, not only under earthquakes, but also in terms of terrorism. And also other crises, such as reputational. And that became very relevant. So very quickly, I could ignite the crisis organization and assign them a PMO so that we could focus on what are the key actions we need to focus on in this COVID crisis in terms of ensuring that we have our strong in our cash flow position and that we can have a fast adaptation to maneuver going forward. So that also that when we plan, we have no clue when that will happen. And I still don't that we can can invest in what's really important and that we can have a fast growth and come back to the profitability levels that our investors are expecting post this situation, whatever that is. Fast forward communication is really key that we engage and communicate internally with our people in the company, but also to the market and customers about what we are doing. And on the next slide there you will see many examples and I will not go through all of them, but I would say very quickly when when our competitors very quickly closed all their stores. We spent a few days with the retail teams to analyze what we could do. And I also called some other ex colleagues who are CEOs of companies in Europe because they were few months ahead of us and they had the same problems that their employees they were very scared about working in the stores because of the COVID. So we also have a lot of complaints and anger and nervousness from our employees. So we over the weekend we came up with a volunteer program. Of course, all the safety measures that everyone has done in the stores. And we had the volunteer program of young people who don't have grandparents or live together with other families so that they felt protected and could volunteer with the potential to get extra bonus. So that actually became a competitive advantage for us for a couple of months because we had pretty much two or three times as many stores open as competitors and also with the engage personnel. So that's that's one example of if you have a good crisis PMO organization, you can actually take advantages. At the same time, we really looked at what are really the problems for for people and that is basically communicating. So we've been giving free social media in our offerings. Of course, it's costing us and we made sure that all the Chileans that were brought could also have free WhatsApp in the roaming so they didn't have to worry while they're staying abroad or actually be able to communicate. So you see a number of things that we've been doing there and over the last two, three months we've been ranked as in the top ranking and as number one in the Cantar survey as the most reputable company in Chile during this COVID crisis. And at the same time, we also see that in Chile, there is a big digital divide and we collaborated with the organization. It's an NGO called Teco because there is a lot of slums in Chile and that's been increasing over the last few years. And in a lot of these slums, one of the problems is that the poor people cannot apply to get help because they don't have internet connections. And this is also why we've been given, for example, not only to schools, but we gave a couple of weeks back 100,000 chips SIM cards so that many of these slums could communicate. And actually that in their community centers, they could have distance learning as the community officers couldn't go to libraries and pick up books. So this is one of the things that it's great as an operator that you can really help in the problems of the society. You can increase your reputation and in the future help with our business tools to improve the digital divide in this country. So on the next slide there, you will see some of the topics that we have really prepared for in this crisis. And one, we are in a major digital transformation. And on one hand, we've been in the perfect storm because we are changing out all our BSS platforms just in a couple of months now. But we have the best physical retail network in the country where we are really number one on MPS. But at the same time with the limitations of stores, we could have open because the health authorities put a lot of limitations so we could only have emergency stores open. And of course the productivity in those are not so good. There are queues and safety. And then of course the customer satisfaction is not so good. So what we had to do in this time is really look at first how could we put up a lot of manual processes to prepare for our e-commerce before we really go digital. And Enzo Fighetti who's here participating with us is responsible for logistics. And we're really looking at how we can prepare now much quicker and getting there on the end to end solution as customers want in terms of the experience of e-commerce which has boomed in this period of time. And also to scale up remote channels like tele-sales and others which we in the past really have not been so strong in. One other thing we already started working on in the based on the social crisis in October is that our warehouse was in let's say a risky area. And we also saw then with the COVID crisis that it's a risk that the warehouse could be shut down based on COVID. So we needed to redesign how you can split it in case of COVID outbreaks. So very practical things we've been working on and also professionalizing the future warehouse when we can open that so that we can be much more effective, have automated processes. Many mobile operators across the world really have a problem with this and I'm actually very excited that we can scale up and speed up our transformation to get a much more professional digital company. Also in this case we've been speeding up collaboration with the external market places. And at the same time we're also renovating, modernizing our shops so we will have renovated 60 stores by September. So I will not go more into this because I get very excited and as you said George I could probably speak for two hours non-stop about this. I'd rather discipline myself because I see already that I'm one minute over time. Well, Shizaki-san you're up next. Please take us through your material. I'm really looking forward to it. Thank you Christopher. And don't forget to take your mute button off also. Hi, so should I start? Yes, please. Thank you. All right. Hi, this is Shirogus Asaki. Thank you for your invitations. I'm very honored to be here. I'm not an expert of the supply and chain management unfortunately but I'm more of a transformation designer. Actually I worked with George back in a decade ago to transform Sony. So let me quickly to talk about who I am briefly and then also that what I'm going to talk about relevant to the supply chain transmission in the COVID-19 impact in Japan. What I do is to support people organization to make a successful first step ahead towards a new paradigm shifted from the old. So I really bridged a gap with minimal paradigm to new paradigm and I'm helping to design the transformation as a whole. So I'm a professional firm, the founder, next slide please. Could you next slide please? Yes. So what I usually do is the Japanese organization who are still in all paradigms to really move forward to the new paradigm which actually includes the, of course, diversity, inclusion, new culture, new cultural development organization changes is also the business model changes. What I do is to just to help they give them a hand to make a first step successful so that they can kind of, you know, go across the bridge by themselves. And usually my work consists of 40% diversity inclusion and organization development 30% and 20% of the business development and business model development. So from that point of view, let me focus on a little bit more about diversity inclusion, how COVID-19 has impacted that kind of area. Next slide please. Next slide please. Yes. So, let me touch on the COVID-19 and women leadership because I think it is very important for us to think about what diversity inclusion can play a role to really restore the businesses and also that also to restart the new normal for the better. Next slide please. The inclusion of women leaders in COVID-19 here are the countries that I could think of who has, you know, the countries led by female, they're the media's coverage quite a lot that female led countries were quite successful in fighting back to COVID-19, especially in New Zealand and Germany, who were, who has a quite low death rate compared to the other countries, and also the successful lockdown and by early decisions. And the question is why that happened. And there are a few reports that support the reason why. Next slide please. I also had a data point from Japan, but because this is English, I kind of brought up here. This is the research survey done by the think tank of the US showing that how women leaders and male leaders are same and different and what kind of traits they have. It seems like the women's are regarded as more compassionate and ethical and people oriented. And as you can go see the bottom and the risk of male are more being willing to take risks than women, which is quite normal and quite important for the business development and the business decision, but in the time of the uncertainty risk management, the risk averse trade with the ethical and social oriented people oriented decisions may play one of the people told roles as one of the important elements to lead the handling the situations. Next slide please. That also may apply to this why change transmission going forward so because we we know that we need a sustainability. We need a risk management. We need to control our uncertainty. And also we use we need a social orientation and flexibility in the collaboration in order to be quick and adaptable to the changes and foreseeable future. So basically that Next please. So, I'm, I'm just wanted to figure out that how the women leaders can play a people to a low and how that the COVID-19 has impacted Japan on developing women leaders ship and empowerment from my point of view. Let me touch on that. Next slide please. As you may have already known the female on board and aggressive teams. In Japan. The number of number is far less than other OECD countries. At the bottom, Japan only have 3% of female on board and 17% to figure out the companies with the least one women on executive teams and we are quite behind to the rest of the world. Which is a big deal to really recover from the COVID-19, although we don't have so many best to compare to the others, but in terms of the economic point of view we have, we have hit quite heavily. Like most of the industry lost 30% of the profit compared to the previous year. Next slide please. The situation is such I actually googled the, the word top management and executive in Japanese. And he, this is the images that Google gave me as an image photos. I was very surprised to see that you have to count like more than 60 photos until you find the first women leaders photo on the screen. So that's the image of the top management executives and leaders in Japan. Change that. Next slide please. One of the breadcubs is, is that male Japanese male workers are quite famous for the most world diligent workers. So that they really spend much more time in work, and then they dedicated a time for the, the, the developing their careers. Versus female, although they are working, they also focus on a work, housework and childcare, so that they kind of hesitated to claim up a letter of the corporates and then and when the table, table of the decision making process. Next slide please. And this is read deeply rooted in the gender implicit bias. And this data is actually scored by the tools that we developed that this is the data from the 3000 middle managers in Japan. And you can figure out the how the gender implicit bias are high in Japan. So we can see the strong association between female and family and male career, so that the brain automatically process that, you know, when we sued a male and female candidates for the hot jobs, you automatically automatically and implicitly assigned a hot job to the male versus female. That was actually the typical, the typical situation that happens that describe many women agenda inequality in terms of the leadership position as well as the experience that accumulated to go to the next level. The next slide please. So this is how we were a before the COVID-19. But the good news is that COVID-19 has impacted Japan in somehow in a better way in terms of the diversity inclusion and empowerment women for the leadership position. Now, one big change is the work style changes of the majority of the people, not only only women but also men and top management and middle managers, all of them. As George mentioned, the Japanese corporate working style is just we go to the office and every day and then work there and commute them and mingle that mingle there as a membership of the corporate. But as you can see, the surge of the remote workers quite changed the situation and how we work and how we connect with the office, how we connect with the corporates. Next slide please. So this has been the commuting situation of Japan, so you every day you work and impact commuting trains and then you go to the office with the suit. But this has gone by COVID-19. The next slide please. And this is the typical working style nowadays under the COVID-19. So the people work from home and being together with families. So even the, you know, the male and the women's, you know, without, without differences, they contribute to work and they will contribute to the housework and then they are their mind share of the life is has been changed. So the priority lies first in life and second in work that they have kind of change has happened according to the data points. Next slide please. This is the quite a swing and shift from my point of view, because I've been doing that diversity inclusion for a decade. The husband role increased in the housework and childcare by 2026.4%, which is quite sizable change with a very short time. So this is some countries like Japan. Next slide please. And then even that, can you push the button. Yes. And then surprisingly that because that they, their priority changes. They, they feel that the life is important. And they move, including myself. And most of the people started thinking about changing the shift of the how they work and how they live. More than 50% of the employees started thinking about changing career, not only women, but also the male and across the board, across the, the age bands from 20 to 650s. So which is quite a sizable change compared to the before COVID-19 in our, in our country. Next slide please. So important that big shift has had has been happening and corporate management and people management and how they really live, how they really motivated people and retain a people and retain a talent and management point of view. So we define a working style is, of course, you need at the most of the, the major corporate Japanese corporates are now, now setting the factor of work from home, not working in the office. And also how we communicate and connect is different so we don't social, while we don't social physically, we don't work physically. And we define in a social management literacy is also raising the bar of the managers. So you have to handle the implicit bias because the most, most of the people kind of understood that they are different because they have a private life. Over the, over the zoom and then they, they have to manage the whole life expectation and work explanation and how the, how they come, how to deal with deal with the entire life. So you have to be very simple, compassionate and you have an empathy to understand how the people are thinking about their life and work. That also comes up to the point that what kind of leaders are needed to manage the organization and lead organization in the under the COVID-19 where the people's lifestyles and priorities has totally changed. If the women's leaders are regarded as more compassionate and ethical and people oriented, maybe a part of the leaders have to have that kind of race that adds very strong and another as a diverse team. Next slide please. So the majors companies, CEOs and the Germans are also thinking about this is very important. So we have is rising where that they have they are targeting that 30% of the board member female board members very soon in Japan. So they figured out that this is the time that we really need to accelerate a women leadership empowerment just this just because this is a critical moment to turn the business around and this is the time that the diversity is needed. Next slide please. And we see we also see the very surprising appointment of C-suite last month. One of the very well-known large companies appointed 30, the very young ladies as a number two of the of the board members. So CSO and CHRO of the board members and she's actually wanted she was one of the my client. But I'm the surprise and then they say they see that this kind of assignment is the way to really survive in uncertain area uncertain age in Japan. Next slide please. So I can see the new paradigm has finally started the I think the the polarizations going to happen in Japan between the corporates who really right on this wind, or who really miss on this wind. And I think that the women leadership, leadership empowerment and diversity inclusion might be very interesting arena in refining the supply chain management going forward. Thank you so much. And thank you Chris for that's great and interesting presentations from different parts of the world and really a lot of impact on our supply chains as we move forward so I want to move to some Q&A and I'm going to call on somebody I hope he's in the audience. Felipe from Anastasia, who's from Chile. Felipe, are you on the line now do you have any questions you want to talk about with or any observations you want to talk about with respect to the supply chain and Chile. Hi, hi George. Yes, I'm online. I'm going to bring the presentation of Chris and obviously Hiroko. And I guess some things that are involved in everything. And I hope that Chris here days is that he was collaborating with the, with the government in tracking the information comes from the, from the telco or tracking the people from the telco. So, I guess that maybe he can, he can explain a bit more, how difficult has been here to, to, to collaborate with the government in one point and the other side, collect all the data and, and, and try to help to get the people involved on this on the, on the COVID, you know. Thanks. That's a great question and, and it's a big challenge in Chile. As I worked in a global company before I call it. I really collaborated with governments both in Scandinavia and Asia, and for example could help the fighting with with anonymous aggregated data in both Pakistan and Bangladesh when it came to malaria for example. And of course in COVID many telcos are collaborating. There's a company in Norway called Unacast and they also collaborate in the US with a lot of the data that's been used there with many authorities. The challenge in Chile is that both the history of Chile that people don't trust the government's use of data. And in addition there is not sufficient regulation and law in place. So I was quite early out to, to look at how I could help the Institute who was doing the, the modeling for, for the government. And of course I asked as well, how can you, how could I, in this case, I mean I was all prepared it's not rocket science on how we could do it on the data aggregated data. The trouble is that I could get no assurance and contract with the government to do this. And as I'm responsible for this company and we have an owner, I couldn't do that. So that's slowing down the work with for Chile. It's a longer story but what I do about it is that we're also members now of an organization called País Digital where there are also some of my competitors participating and also other IT companies. And what we need to do, not only this organization is to, to both collaborate with the business and the government to look at how we could do this. So that is also needing a lot of testing communication and I believe it's going to take time based on the social crisis that we are in Chile. It's quite a Chile perspective, specific what I'm saying here. So I'll leave it at that point unless you have some additional question. I just also very quickly have to be tempted to say that Hiroko's presentation was, was really interesting. And of course, what you talk about diversity and female, my perspective is that I don't think it's any special with the COVID situation because all modern organization who want to be successful, they should follow this, but they should just accelerate it based on the needs in COVID. As you say that female traits and diversity is giving companies very good return on their investment and there are plenty of studies on that. I also have to say that the countries that you showed you are the most successful, they're also the richest OECD countries. And I would say in Latin America, there's a lot of diversity between poor and rich. And the trouble that we see here is that when the poor are getting hungry, they go out, they don't care about rules or regulations. And that's also, in my view, not the scientists leading to this high explosion in many Latin countries or in Africa or other places in Asia. Yeah, thank you. Thank you, Christopher. I want to keep going through some questions here. There's a question. You know, I, Sasaki-san knows I could read Katakana and Hiragana, but I can't read Kanji really. So there's a question from Tokyo. It's about, I don't know if you can see it. It's about, you know, how does this testing issue affect the supply chain? You know, this question about how to get tested and how it works. It's really a question that applies in many places around the world. But do you have any comments, Sasaki-san, to reply to the person from Tokyo? I can't read his or her name, so I have to let you do that. Can you see it? It's in the Q&A section. Sure, sorry. I'm going to find the questions that you are mentioning. Okay, okay. Well, I'll read it to you. We've experienced a dramatic surge in a number of COVID-19 patients in Tokyo. And we need to test people and isolate those that are not healthy. What do you think about the role of the testing process for the supply chain in general? And oh, by the way, one thing I'll say, Sasaki-san, is, you know, in Japan there is a big issue with making proper use of female talent. It's well known. But you know, the truth is in supply chain, it's an even bigger problem within business. If you look at most supply chain organizations, less diversity than ideal. But go ahead and answer the question from Tokyo, please. So testing of the COVID-19 PCR, are you mentioning? Yes. Yeah, we know that, you know, we haven't tested so many patients, so many potential PCR. But you know, our experts says, and I also think that, you know, PCR is not quite accurate. As long as we know. And then when it comes to the PCR test, it's really in the early phase of the COVID-19 pandemic, it has been a risk. There's a risk of, you know, being exposed by the other virus by going into getting a PCR test. So basically that the based on the accuracy versus, you know, risks that potentially affected by getting a PCR test. The government has limited the people who should get the test in terms of the risk management. So they kind of focus on the clusters that potentially, you know, there's a there's a call the group called clusters that they have infected them, a lot of people in one place, so that they can, you know, really control that the infection of the virus based on understanding who have connected to whom. So in order for us to understand the, who are in the clusters they have tested, that's what I understood. So basically that PCR test itself, number of PCR tests itself may not be 100% in terms of understanding whether they you are affected or not. So that's that's what I understood. Yeah, I think I think that's true and every country has issues about testing. Yeah, it's a big topic and a big topic for supply chains as we try and ramp up and get demand going again and and supply. So I have one more question. I have a question from Jean Ruda about profitability and stakeholder engagement. And I guess it's for either panelists or maybe Christopher will go back to you. He says what about supply chain decentralization and a blockchain where access to communication technology is verified and less costly. So I think it depends on supply chain decentralization or and maybe this is something Enzo should should answer Christopher you can decide but and communications technology. I can let Enzo give a question on that but I see I see as I said before I see a great opportunity now to step up on on our next steps of transformation. So now in Enzo's area in logistics, I had on my slide we will have a new order management system and also also a new warehouse blockchain etc. I think you know we need to get some of the basics first and also how we apply BI and AI in our business as well. But surely we want to apply new technologies as blockchain very quickly as well. So we need to get through with our BSS transformation that we want to have in place within two months and there's usually a stabilization period of a couple of months so that we can get that in place as well. I don't know if you have any additional comments then so. I just remember that Chile is a long narrow country for kilometers away for 1000 kilometers away it's like twice the distance between San Francisco New York. And we have one roadway one highway between the north and the south. In order to reach the whole country with those bunch of sanitary courts and the decentralization the decentralization was key for us from January to two year. And the answer comes from the technology the order manager Christopher mentioned is was key for us in order to reach the country decentralization inventory. And that makes us possible to give our customers what they need in order to access our services the sinkers the handsets and the open stores Christopher mentioned. So you're right this the decentralization is key in our case in order to pass through the situation. George you have to put on your microphone but while you're doing that I saw another great question from a very good friend Marco Kovaciewicz there on how you engage your organization in this kind of time. And I think it's nothing special in Chile it's the same as I've learned from everywhere around the world whether it's my great friend head of Asia Google in Singapore or others. And it's usually partly what you said that it's you need to pay attention to the young single people. It's different in Chile versus Singapore. But I think you know many examples that we think we couldn't do before we have done actually so many of the things I said four months ago I've done I had a team effect effectiveness team building with my team two three sessions. And it's the small things that matters as before you can use your delivery systems to deliver some boxes of food. I think we've had now many big meetings we have our top 50 meetings on Mondays we are using digital tools like we did before like Kahoot and others. And in this period of time as well we've been stepping up the efforts to use gamification tools for all our sales customer care employees as well. So what has really surprised me that you know when we have been really focusing on the customers we have of course the lower activity and sales. But actually our the engagement in our employees of our bombers has actually increased to my my positive surprise. That's great. That's great. I have a question from Chris Kane from CGE Chris would you ask the question please. Yeah thanks George Chris for good to see you again thank you for joining us today. So prior to the pandemic. I'm interested to know what either percentage of usage from your customers or subscribers was made up by video versus just data and boys. And it because as George talked about some industries are booming because of this pandemic others are hurting dramatically. And I just wondered whether within your business in your sector. The rapid acceleration of video conferencing usage like this like zoom is a plus or one. And if so does it usher in in your mind new new value creations for your business model. Yeah there's a lot of a lot of good questions there Chris I would say that to the data increase has been 60 percent this year since January and it's been moving booming since March. First of all because as I said people are using these kind of sessions much longer not only on on video session for work or distance learning but at the same time. Of course a lot of Netflix and entertainment at the same time. So I think this is pretty pretty big but at the same bit more complex and specific to the mobile industry. Is also that the some of some players in the market has been arguing that there is really not so much need for for the new spectrum auctions for 5G to come. We've been saying the opposite because the the fixed line fiber is really for the rich people in Chile. And what we need to do is to get these auctions going so that we could supply high quality video and services to the bigger part of population to make that digital digital divide a lot smaller. Whether it's for four or 5G. That's the big problem for Chile and I was very happy earlier this week when the Supreme Court decision was making so that the auctions will go ahead quite quickly. Then then Chile has an opportunity to be a front runner in Chile and then to the next question it will become a lot of new opportunities within IOT telemedicine and other services in Chile. And yeah we have trials we also have a collaboration with startup Chile that we had already. So I see a lot of new opportunities for for startups and small entrepreneurs in Chile not only the big big players in mining and fisheries for example. Thanks. Thank Chris for this has been a great session and we didn't get to all the questions that were asked, but we will get back to you afterwards with a summary of the remarks the slides some responses to the q amp a that you that you've posed, and we'll make sure that everybody says a sense of closure around this and I hope that all of you when you go back to your work after this call or have got some new ideas that you can take about how you can cope with coven. How you can get your supply chain to be world class and out delivering everybody else's and make your customers much much happier. So it's, it's been great thank you very much is a key son and thank you Chris Christopher your presentations are always excellent. Some great challenges about how do we get women to be affected in the workplace how do we use communications to increase social structure and communications within business so great great presentations and a great discussion and to thank all of our guests as well we're going to have another one of these calls coming up over the next four weeks, and it'll be an exciting one. So I will tell you what it is yet because it's not all confirmed, but we really appreciate your attending and look forward to having you on our next Collaboratory. So thank you very much, and we'll see you all very soon. Thank you.