2002 Marine Corps General Officers Symposium

Introduction

Thank you very much. I'd like to thank General Jones for the opportunity to speak to you today.

First of all, I would like to commend the Marine Corps leadership on its efforts in the war on terrorism.

We know this war is far from over—and considering the nature of our opponent, may not ever be over—but Americans feel much safer today because of the dedication, loyalty and commitment exhibited by Marines here, in Central Asia, and around the world.

I can assure you that the business community will continue its strong support for the global war on terrorism as well as efforts to strengthen homeland security, because nothing less than our freedom and the free enterprise system depend on those efforts.

I'm here today because I am greatly encouraged by the way in which the military and business are currently working together on issues of mutual interest, but more importantly, because I see new opportunities for strengthening our partnership.

September 11th and a few important trends have combined to create a new world—one that requires a renewed spirit of cooperation between the military and business to keep this country strong, safe, secure and competitive.

This afternoon, I'd like to talk about some of the programs and initiatives already in place, then touch on some important "over-the-horizon" issues that demand our attention.

Business-Military Partnerships

Since coming back to the Chamber as President & CEO four years ago, I've made it a point to develop a deeper, stronger relationship with the military for one reason: we both have a lot to gain and learn from each other.

The military protects business interests here and around the world by making the international seas and skies safe for commerce and by helping establish democracy, freedom and free enterprise around the globe.

On the flip side, the business community introduces the military to innovative and efficient models and best practices in technology, logistics and operations—without losing sight of the fact that the military is not a bottom-line industry.

Our relationship is based on understanding and the ability to recognize the other's unique culture and special set of needs.

The military derives its strength from being a vertical, hierarchically-structured organization that depends on a clear chain of command.

But that's not always the case in the private sector, where many businesses are structured horizontally, and an employee's creativity and versatility have greater value than a top-down structure.

Neither way is right or wrong. The basic message is, business and the military are different animals—and they must be.

But we do share common goals and challenges, and we can learn from and help each other through meaningful partnerships.

First, let's take workforce and quality of life issues.

Despite the current economic slowdown, businesses face a growing shortage of workers. On the other hand, tens of thousands of military personnel every year complete their service and look to use their skills and experience in the private sector.

Business and the military have devised effective ways to match labor supply with demand.

As you know, an important component of the "Marine for Life" program is matching departing military personnel with private-sector jobs.

And by the way, as much as business values its smart and disciplined employees who serve in the National Guard and Reserves, you'll be hard-pressed to find an employer that doesn't support an employee sent off to protect our country and our way of life.

The large-scale mobilization of Reserves and Guard members for the campaign in Afghanistan and homeland security has burdened many of the nation's businesses with unforeseen sacrifices and disruptions.

But they understand and accept the fact that freedom and free enterprise come at a price.

Though we should make some tweaks and tighten some loopholes in the Guard and Reserve programs to more clearly define expectations and timeframes, the Chamber remains fully committed to our Guard members and Reservists.

Career assistance is also a big component of the Military Quality of Life initiative, which, as I'm sure you know, is a Chamber of Commerce-DoD joint venture that aims to improve the day-to-day lives of 25 million active-duty and retired veterans and their families.

As a part of this initiative, the Chamber's Center for Corporate Citizenship has developed a model program dedicated to providing greater job opportunities for the spouses of military personnel.

We also see real opportunities to improve military life through better housing, better and more effective benefits, and the best in transition assistance when it's time to leave the service.

The Military Quality of Life initiative just flat out makes good sense:

• We improve force retention and raise morale:
  
• We provide needed services to military families;
  
• We provide opportunities to the business community; and,
  
• We strengthen our overall national security.
  

This initiative gained momentum in the previous administration, culminating in a summit held at the Chamber featuring Secretary of Defense William Cohen.

We will continue to work with Dr. Chu (CHEW), the Assistant Secretary of Defense for Personnel & Readiness, to improve the lives of servicemen and women and their families and to advance the "Social Compact."

Second, the Chamber and the DoD have benefited from a wide range of exchanges and contacts that have helped foster a closer working relationship.

For instance, there's the Defense Business Reform initiative, which aims to incorporate private-sector best practices into the military, where appropriate.

Also, the Chamber continues to encourage corporate fellowships as a way for the military and business communities to become more familiar with one another.

Right now, the Chamber has Major Jim Gfrerer on loan from the Marine Corps.

The Chamber always gets a real leader and an in-the-trenches perspective on national defense and security.

And the DoD corporate fellow gains a new perspective on the efficiencies of the private sector and the chance to evaluate which of them might help the military do its job better.

Military Affairs Councils, made up of business executives and local commanders, are another form of positive engagement between the military and private sector.

Local and metro-area chambers and commanders in military towns such as San Diego, Hampton Road, Virginia, and New Orleans have found these councils to be an effective tool for tackling issues such as economic development, housing and education.

They are a good way to develop solutions that benefit all involved: the servicemen and woman living on base, their corporate neighbors, and the surrounding community.

On a wider scale, the U.S. Chamber is contributing to the dialogue on shared military-business issues through the National Chamber Foundation, our own forward-looking think tank.

Last year, we hosted conferences on aviation, energy, privacy, and immigration and border security.

This year, the National Chamber Foundation will focus on homeland defense, cargo security and telecommunications.

We invite the nation's military leaders to take a seat at the table and express their views on these very important public policy matters.

Looking over the horizon

A big part of being a good business manager or military commander is being able to anticipate challenges and opportunities that loom on the horizon.

I spend a great deal of my time thinking about these big-picture issues, and in my travels across the country and around the world, I've had a chance to ask many leaders in business, government and the military what they see coming over the horizon as well.

Our conversations produced more questions than answers, but interestingly, they fall into a few common themes:

First, the balance between security and freedom. We simply cannot have economic prosperity without national defense and homeland security, and that is why the Chamber supports the Bush Administration's proposed budget increases in those areas.

The trick is to balance the freedom, openness and mobility that are hallmarks of our national identity with the undeniable need for increased security.

Business and the military are going to find themselves right at the center of this balancing act. Resolution of these issues will take time, patience and resources.

And while business must never compromise on genuine security, we will oppose those approaches advanced in the name of security that won't work or would shut down our economy.

Second, protecting the critical infrastructure. What if there is another major terrorist attack? And what if it were a biohazard attack in a metropolitan area? Can our critical infrastructure withstand it?

We must improve our public health system and quickly develop and implement plans to better protect power plants, water supplies, telecommunications and computer networks, and transportation and shipping hubs from terrorism.

And let's not forget to better protect our international assets—U.S. property and American citizens living overseas.

Third, globalization and free trade. Around the world, there is a mounting attack on free enterprise and American culture, which are wrongly blamed for the growing gaps in wealth among nations.

Corporations, government institutions and the military share a responsibility to more effectively articulate the fundamental values of a free global trading system and join in helping developing societies build the capacities they need to participate and share in the benefits of global economic growth.

The Naval Services will play an increasingly important role in the global economy—keeping the world's shipping lanes open and safe for the movement of products and people around the world.

And finally, changing global demographics. This country, and many other industrialized democracies are confronting dramatically shifting demographics.

For years, we've relied on productivity gains to make up for worker shortages. That helps get the work done, but it doesn't address the insufficient number of workers and taxpayers supporting an exploding number of entitlement program beneficiaries.

According to the Bureau of Labor Statistics, by 2010, we're going to have nearly 168 million available jobs, and only 158 million workers to fill them.

We recently surveyed state and local chamber of commerce executives, and 99% of them cite workforce issues—shortage of workers, worker recruitment and retention; and lack of skills—as a top priority.

Structural changes in workforce, immigration, education and social policies are needed. It's important to create more work opportunities for disabled, disadvantaged, women, minority and older Americans.

Because of advances in medicine and technology, people's retirement years are lasting nearly as long as their working years.

But there's good news for people who are not avid golfers or not eager to stay at home and drive their spouses crazy.

The business community's opinion of the over-50 crowd is changing.

We are beginning to better understand that older workers possess valuable skills and experience and make for loyal employees who are looking more for new challenges and opportunities to develop than quick promotions and big salaries.

Chamber agenda

The Chamber is working to get lawmakers, opinion leaders and the public to start thinking about these bigger issues.

But we also have a very aggressive policy agenda that we hope to accomplish this year or the next. It includes:

• An economic security package that boosts consumer spending and business investment;
  
• A national energy plan that reduces our dependence on foreign oil;
  
• Presidential Trade Promotion Authority because the rest of the world is busy making trade deals while we're stuck on the sidelines;
  
• A federal backstop for terrorism insurance policies so companies and other organizations can still get and afford terrorism insurance;
  
• Legal reform that restores common sense and fairness to a legal system overrun by a small group of class action trial lawyers determined to destroy legitimate industries;
  
• Sufficient funding for transportation infrastructure investments and a stripping away of the regulatory red tape that can delay projects for years; and,
  
• A stop to burdensome government regulations that could add tens of billions of dollars to what is already a $750 billion dollar regulatory price tag.

Conclusion

Ladies and gentlemen, September 11th and the war on terrorism have re-shifted our priorities and forced us to think about things we long took for granted.

Things like, "what's the best way to protect our subway stations, airports, workplaces, stadiums and national shrines from terrorist attack?

What is the correct balance between resources spent on defense and security versus those spent on health care, Social Security, transportation and education?

How do we do a better job of convincing the world that freedom, free enterprise and democracy is the way to a better life instead of intolerance and fanaticism?

There are also the matters closer at hand: how do we spark economic growth and create new job opportunities?

Business and the military both bring fresh perspectives to these new debates.

Working together, we can identify the best of all possible solutions, and by doing so, guarantee America's global strength, leadership, and competitiveness for decades to come.

Finally, a special thank you to each of you for your service to the Marine Corps and to your nation, and for your leadership of the 212,000 active and reserve U.S. Marines.

The business community is proud of you and grateful for the sacrifices that you and your families make to preserve freedom around the globe.

Thank you very much.