Live from Madrid, Spain, it's theCUBE. Covering HPE Discover Madrid 2017. Brought to you by Hewlett Packard Enterprise. We're back in Madrid, everybody. This is theCUBE, the leader in live tech coverage. My name is Dave Vellante. I'm here with my co-host, Peter Barris. And many times, Cube guest Xavier Prasan is back. He's the vice president of Cloud 28 Plus and service providers worldwide for Hewlett Packard Enterprise and he's joined by Eugene Viscovic, who's the chief business officer beyond Cloud 28 Plus partner. Gentlemen, welcome to theCUBE, welcome back. Xavier, it's good to see you again. Thank you, hi. It's hi. So give us the update on Cloud 28. It started out as this sort of focused European effort. It's exploded now globally. What's the update? So I don't remember, I don't know if you remember that it was last year, the same event. We were in London, I believe. Right. And we're saying, okay, we are 300. How many you will be next year? I took the back would be 700. We are 700. Wow, congratulations. 700 members who have been expanding in the different geographies. So also in Europe, Middle Eastern Africa, but we expanded in North America, in APEC, Latin American, Caribbean. So now we are present in 60 countries. We are proposing 24,000 cloud services. So the catalog has been expanding dramatically. We are offering capabilities, data center capabilities from all partners in 33 countries. And we can offer from 400 data centers already. So average, we have a 40,000 hits per month on the platform, acquiring members and so on. And yes, it has been a delight to launch that everywhere on its, it's really taking off very, very quickly. And the basic value prop is that you got, you are essentially enabling cloud partners to create cloud-like business capabilities. Yeah, so what we do is first of all, we enable the partners to get known on the market on this side, to publish other services, build and consume also. So it's not only just by SaaS, but also integration services and so on, because it's a comprehensive value check. Then what we do, we are not a marketplace where people go and live. In the center, they can speak every day. So they publish articles, thought leadership articles around security, big data manufacturing and so on and so on. This year, only this year, they have published 600 articles.  So digital marketing a lot, also for them, we have been increasing the value on the market of many of our partners with social media because we have very good activity in this area. And also lead generation engine, because now we have so much offerings that we can target specific campaigns for our partners in specific geographies and generate a lot of leads on the market. Last but not least, the market is evolving. We have a lot of partners, so we create platform-connected offerings. Example we have done is a specific cloud in a box for manufacturing for plants, where in six clicks, you can provision from Plateau 28 plus all your information system for the plant. So this is also the kind of things that we do. Great, okay Eugene, tell us about Veon. Why are you in business? What's your story? Okay, just take a few minutes about Veon because it's not a very well-known name around the world and don't be ashamed if you don't know Veon because it still is a seventh largest mobile operator in the world. It's significant where today around 42,000 employees over 12 different countries. I have to say very unusual countries, not the type of countries you may choose you're not to go for holidays, but it would be a shame because honestly some of them are good. Like you know, all the regions, Kyrgyzstan, Tajikistan, Armenia, Tajikistan, Kazakhstan, Georgia, Russia, we have also emergent market, Pakistan, Bangladesh, Algeria and one, only one European market which is Italy with Veon, Veon 3. Which means it's a very large region. We are dealing with 10, more than 10% of the total population of a global 235 million customers, which is significant. And within this organization, there is an enterprise division which I'm leading which is around 4,500 people dedicated for enterprise and wholesale for revenue around $3 billion just to give you a scale on who we are. Again, not very well known, but definitely within our footprint we are the number one in this particular region of the world. It's sizable, substantial. Yes, yes. So what's driving your business today? Obviously, mobile is exploding. Yes, it's clear we came from the mobile business. We are number one mobile operator in the majority of these countries. We have what we call some fixed business and since the last two, three years when I joined the organization, we completely reorganized our business model and moving more into what we call validate services, ICT services. And one of the components, definitely, was to try to find a partner for a cloud proposition. You need to understand that we're in a very emerging market for this type of subject. We're still in a very traditional way. You know how enterprise operating, they own the infrastructure, they own data center, they own their servers, the management platform and their own people. And they have not yet shifted to this new model which is to try to outsource some of the infrastructure. And this is where we came into the game as a global provider in order to have enterprise really to operate this ship. There is also another interesting situation is every time we build a cloud proposition, usually we try to centralize this and have different country. In our part of the world, it's not possible. We have to set up a cloud platform in each and every single of our country for regulatory constraint which is not very economical but definitely it's an opportunity for us to lead this market especially with the HP Enterprise. Well it allows you to differentiate as well from some of the mega cloud providers that everybody knows, everybody talks about. So is that a primary way in which you compete? Completely, it's clear the big player today are not very well implemented in this part of the world because of this particular constraint outside of Italy which is a little bit different game. But it's clear in Russia and in Asia, yes today there is a opportunity. We believe that we want to be the single provider within this region operating across different market segment because we're covering from SOAP to multinational account, even government and having a set of value proposition we can offer across every single of our countries. So is it common that amongst the cloud 28 plus partners there's that theme of local presence of course but is there also a differential in terms of what the partners will do, the types of work they'll do, customizations? Yeah, typically the case of Veyron is very specific because it addresses very specific markets. Some other players will ask different things but what is very important in the case of Veyron is first of all to have a ready to deploy solution that you can industrialize in different countries. So this is the reason why we played with one of the technology partners of cloud 28 plus with Ormucco who has a cloud in a box solution that can be deployed unmanaged remotely if needed but that was fitting the needs of the market, okay? Then what we need to do is really to engage locally. So in this particular case, what we are going to do is to engage with the HP organization in order that when we have the needs for our customers to go for cloud computing kind of workloads, we say, okay, we have the solution, we have a partner, a cloud 28 plus partner who took the decision to go with us and we trust each other. So you Mr. Customer, you want to do backup as a service, disaster recovery as a service, compute storage as a service or security as a service, Veyron is there. And the good point is, Veyron is there on very qualified hardware of HP synergy with a very good solution which is one of the solution ready for service providers of HP and operated by a very serious tech operator with the number six on the market, this is Veyron. And we go together. So in this particular case, what was interesting was to have a solution that can be deployed everywhere the same with workloads that may fit with the different expectations on the market, engage the HP people to play with, and then we market and with that on TFS we'll amplify their message, we will be able to drive lead generation campaigns, we'll be able to onboard our resellers because one thing I believe is that in this kind of regions people don't go, as you said Eugene, directly to the cloud. They continue to go to their resellers. What do I need to do? And here you know that we have the largest reseller network in the industry.  So this is the way we're going to operate. So when I think of many of the Pakistan countries, I think of natural resources challenging topography, challenging terrain. How does the reality, the physical reality and the industries that typify that region impact the way you're providing cloud services? It's clear, we're talking sometimes a very, very large geography in terms of country sizing. When you take only Russia, mountainous, 11 times zone, you have one single country. And when we operate, yes, we have to spread our capability in order to be able to touch every single country, including in terms of infrastructure, especially as a carrier, let you imagine how much we need to pull fiber, cable across the country and have these different set up of infrastructure, cloud proposition to make sure we can serve better in terms of latency, especially when we're talking about financial sector and so on, which brings some level of complexity. And as I said earlier, also some level of efficiency in terms of investment because we're not in a perfect world especially when we talk about the regulatory constraint which, yes, we need to find some middle way, how we can have a better, being still competitive but at some time still delivering the expected quality. But you're right, this particular part of the world require a lot of work in terms of physical infrastructure and also in our team, our people are spread across these different countries. And for that reason, yes, it's not an easy situation. Does it drive, are you likely to see a higher demand? HPE talks about the intelligent edge. Are you likely to see a higher demand for things like the intelligent edge because of the nature of the natural resource industries, petrochemical, et cetera, mountainous regions and a lot of the communities that you serve. Is that going to be a driver of new services or is it going to be something else? What do you think? I think there will be two aspects. The first one, there is definitely a requirement. Driven very often by very large multinational corporation, you'll be surprised how these multinational companies are covering this part of the world. You have natural resources, all the Western industry is present and because they are present, they need to bring their standard in terms of infrastructure they're using within this particular country. Now, the reason, yes, the demand is coming from there. At the same time, you have the rest of the market in terms of large local businesses where it's clear, they are moving. If you're looking at our part of the world, we are exactly when we were 10 years ago in Europe in North America and Asia. We are really into emerging in face in adopting this type of infrastructure. It's clear, it's going to go much more quicker because on top of that, enterprises have big pressure to reduce cost but at the same time, not to sacrifice the quality, what they're looking, which again, together we're capable and we can demonstrate they can get better for less and this is a big work and that the reason when Xavier was mentioning about working together in each of the country, this was one of a critical element in choosing with HP Enterprise because I'm a mobile operator and fixer. I'm not yet recognized as a nice city service as a cloud. It was very important for me if we wanted to go very quickly to associate a brand with a leading organization like HP and I have to say, I've tested several times, every time we say, okay, we are in partnership with HP Enterprise, we're part of the cloud 28 plus, this ring immediately the bell of the, and you know, the enterprise we're meeting and it's easier for us to move quicker but definitely I think we have a big, big opportunity, large market to address but definitely you know, something interesting to go after. In its early days, it's only been two years now, what do you want from Hewlett Packard Enterprise and what are you guys going to deliver? Let's talk roadmap a little bit, first from the partner slash customer, what are you driving HP and Xavier to deliver? For me, there will be three axes in terms of development. The first one in terms of value proposition, we want to be able over the next 12, 18 months to be able to offer to the market a full set of proposition. As mentioned earlier by Xavier in terms of public, private, hybrid, cloud and moving to different solution, we're talking about security and also we're moving into more vertical market approach, we're talking about IoT where we'll be also some direction. This is the first axis. Second one, it's in terms of countries, we're not going to launch our platform in every single, as I said earlier, we need to do it country by country, we're starting with Russia, Ukraine, Pakistan will come behind Algeria, very quickly over the next 12 months we're going to launch one by one these different countries. And the last element for us which is also very key is market, you know, segment. We are organized as I said by market segment. So small, medium enterprise, large-scale account, multinational corporation and government and each of the same have different requirement and we need to customize our approach. And this is where working with HP and Omoko, we want to have a very customized by market segment from highly customized to other shell that proposition. But for me, this would be the three key access in terms of development working with HP Enterprise. And Xavier, how does that align with your roadmap? Well, you know, it's fully aligned in the sense that, first of all, we are expanding a lot the value prop of Cloud Enterprise with ISV, software vendors. And the problems of Telcos and service providers moving to the cloud, that's correct. There is ICT branding and there we can help. But this is the content because, you know, one day or another they will face what the others have been facing even in these countries, meaning yes is not enough. So if you have a portfolio of applications verticals, horizontal applications that they can use to continue to satisfy the demand of the market. So it will be great for them and we are investing a lot in this area. The other thing is today, I believe that we have now reached a maturity on digital marketing with Cloud 28 Plus, which is impressive. We had a big event yesterday. I will not give to you the number of impression we had only in four hours. It has been massive. If we take that, we put this at the disposal of this partner in every single country, we will speed them on the market. So these are the two big elements. The third element is what I said about these platform-connected solutions. Because the more we go, the more we see that our outside-in approach with Cloud 28 Plus, thinking customers first is excellent, we need to continue on that. But as you were mentioning, the move to the edge, we see more and more solutions for energy, for manufacturing, oil and gas, environment that will need pure hybrid because you cannot put everything into a cloud. And where we are lucky with Veron is that they have the network. So you can imagine they have their big cloud in a country, but they could deploy also some private cloud very, very quickly in specific area within an oil and gas land or I don't know where, in energy, mining. Well, you have not that. And you cannot, because of latency issues, you cannot go directly to the cloud, but you need to handle at the edge, send back to the cloud for analytics, for AI and so on. And this will be at the disposal for them. And I believe the combination of the two for that will be for the benefit of the customer. So this is my opinion. I completely agree. I think today our approach in terms of the partnership, as I said, I think when we're going to deal with very large organization, it's going to be very infrastructure type discussion driven, but when we're going to go down, it's purely, definitely services, content. I want to be able to address, for example, the marketing department, how we can help them to understand the behavior of a consumer by using our data, big data, analytics in terms of delivery for an organization, using fleet management, into manufacturing, using more IoT. But when you look in these different solutions, what is below is a type infrastructure, is to have a cloud infrastructure where we can rely on a strong partnership of bringing this solution and offering to our customer, definitely a very cost effective, but also agile. Very able to move with the market demand in a very vertical way, but definitely this is a way we want to work together. Excellent, all right, we have to leave it there, gentlemen, cloud is exploding. Cloud is going to be local. We've talked about this a lot, hybrid IT, intelligence edge with a local flavor. Gentlemen, thanks very much for coming. Thank you very much. Congratulations for all the success. Thank you. All right, keep it right there, we'll be back with our next guest. This is theCUBE, we're live from HPE Discover Madrid 2017. We're right back.


Hello everybody Andrea Mayesca here with dental ill tutoring. I wanted to talk to you guys about some core values today So these are specifically core values. We're not talking about the whole ethics unit We're not even talking about ethical dilemmas But just kind of core values because I find people get confused when talking about core values And they don't really know what they are and they don't really know what they mean So it's not the same thing as the different type of ethics properties that you want to work through if you Have an ethical dilemma core values is kind of something all on its own So let me just pull up my slide here, and I'll show you guys what I mean. So core values So these are the different core values now depending where you live They may be a little bit different, but at least I'll talk about the ones here specific to Ontario So you guys have an idea what they are so you can kind of work through them and understand So basically as dental professionals, we have to always be thinking ethically Legally and core values kind of plays into that point when we have a difficult patient when we have patients who don't want x-rays When we have just patients in general, you know things in general with the dental office Things come into play that we have to think to ourselves. Okay, how should I be acting? What should I be thinking things like that? So confidentiality that's a big one So we must maintain confidentiality with all of our patients at all times I find this is pretty simple pretty basic, but basically we can't be talking about patients to other patients We can't be talking about patients to our husbands to our spouses to our families We shouldn't even be talking about our patients to other Members in the dental office unless they're involved with their treatment So let's say you have three dental assistants in your office and one dental assistant specifically is dealing with that patient when He or she goes to see the doctor for a filling you shouldn't be talking to the other two Dental assistants in the office about that patient. So it's not right to say. Oh, well, did you know he has hep C? You know, you just shouldn't be talking like that. Keep things confidential something to mention to with them confidentiality is You know how you you want to put alert stickers on your patients charts if they have high blood pressure if they have Hepatitis if they have AIDS if they have diabetes pretty much anything that warrants a medical alert Confidentiality means you do not put it at the front of the chart You can put it inside but never at the front or the back because if that chart is sitting there on the front desk That's breaching confidentiality to have it say in this big medical alerts sticker AIDS or diabetes or hates the drill or hates to have his teeth floss, you know something like that Never put anything at the front of the chart. I see it way too often. So I just want to mention that Societal trust so we need to remember that the patients and general public trust us and this trust is based on our actions and behaviors in my opinion, it is something that we earn So we have a general trust from the public that we know what we're doing what we're talking about. We are Professionals so us talking in the hall of the dental office to the other dental assistant or dental receptionist How we got wasted on the weekend is hindering their trust of dental professionals Even I I will take it as far as when we're out in public not working If you have road rage and you stick up your middle finger to the car beside you because they cut you off And then you happen to see that person is your patient that afternoon, you know What are the odds? Probably wouldn't happen, but it could happen, right? So societal trust means that we should always try to be maintaining a professional attitude Us giving somebody the middle finger. Yes, we did not know that they were our patient that afternoon But that doesn't look so good, right? That looks horrible and that patient would have every right To say I don't want to see her because she stuck up her middle finger at me, you know So that's just kind of what that is based on Non-melificence so we treat our patients in a way that minimizes harm So not doing harm to our patients as forgetting to put on the lead apron does harm to our patients I say ignoring the fact that they have severe perio and not telling them is Causing harm to our patients. I'm not probing every year for dental hygienists is causing harm as a dental assistant if we Hmm, let me think how could you cause harm to your patient? If you were just careless in some way shape or form if you didn't give them a rubber dam If you didn't place the rubber dam on while you were doing the earth while the dentist was doing the root canal And they got bleach in their mouth. That's causing harm, you know things like that. We should never be causing harm to our patients Beneficence so we owe it to our patients to engage in health promotion and disease prevention Activities as well as to keep abreast of new changes in health care and the dental profession So this is talking about continuing education So we need to show that we know what we're talking about us taking a course once every five years is not Part of our core values. We need to be constantly learning practicing Teaching even we need to do the best that we can for our patients a lot of people get Non-malificence and beneficence mixed up. There is a difference. So non-malificence means not causing harm and beneficence basically means to be continuing on with education and then the next one just Justice and fairness so everyone should have access to the same quality and affordable oral health care just because patients are enrolled in Certain programs. It doesn't mean that they should should be treated differently if a patient doesn't have insurance You know that doesn't mean you treat them any differently Hopefully if let's say parents of a five-year-old don't have insurance They know to sign up for programs to help them with that so they don't have to pay for treatment So everybody should be fair everybody should treat people accordingly It doesn't matter how much money they have or don't have as dental professionals We always need to be fair and then veracity. So we must always be truthful This is a big one and they love to talk about this We need to be truthful if the patient has gingivitis tell them they have gingivitis if we made a mistake on something make You know be honest and tell them we made a mistake if Let's see They need those if they need that Periapical x-ray because you suspect or the dentist suspects that they have an infection be truthful and safe You know what we can't treat you properly. We cannot diagnose without this x-ray. So always be truthful So this was just kind of an overall of the core values You guys can look through the code of ethics more specifically The dental assisting code of ethics you don't go into it as gray or detail because you don't have as much insurance as The dental hygienist does if we do something wrong But you still have to know the difference between the core values and the different types So I hope this helped you guys Please make sure to comment below if you have any questions and I will see you guys in the next time


Green thumb being good at gardening whenever I buy a plant it always dies shortly after I really don't have a green thumb


Thank you for staying with us. Brain drain, otherwise known as jakba, is a slang term that indicates a substantial emigration or migration of individuals. A brain drain can result from tumour within the nation, the existence of favourable professional opportunities in other countries, or a desire to seek a higher standard of living. The chairman of the Nigerian Medical Association, NME Uche Rulan gave a keynote presentation at a symposium to discuss recent brain drain in Nigeria's health sector and its implications on health service delivery. Where he said that the official statistics show that as of 2019, Nigeria's doctors to patients ratio is at 1 to 4,900. He said this number has increased as the country continues to lose medical practitioners to develop countries and that Nigeria is in their need of health workers. He further added that from 1963 to date Nigeria produced only 93,000 doctors, which is inadequate skater for the general population. Research among health workers show that the U.K. and United States of America are the top two destinations for Nigerian medical doctors to seek work opportunities with 93% and 83% respectively. The real question is, what is the root cause of the brain drain and why are doctors and health workers living in Nigeria? Please let's hear what you have to say. Remember you can join the conversation. Send us an SMS or WhatsApp to<PHONE_NUMBER>. We could also tweet at us as we show Africa one with the hashtag ways show this topic normal. Anyway, Dr. Johnson Babajide Oryomizan award winning medical practitioner who bagged his medical degree from the prestigious Lagos State University College of Medicine in Kejha. Dr. Johnson is currently the director of clinical and occupational health services at Citron Health, a subsidiary of Ambulance Nigeria. An organization dedicated to quality, occupational health and emergency care across Africa. Also, we have Dr. Safina who is a Nigerian medical doctor in the U.K., living in a town called Chesterfield, Derbyshire. She had worked for seven years as a senior medical officer in family medicine and then oncology in Las Vegas, Nigeria. Before relocating to the U.K., she is currently wrapping up her general practice training in the U.K. to work as a GP. She is passionate about medicine, humanity and passionate about Nigeria as well. So, I'm glad that we have two doctors speaking to us today about this jackpot of doctors. I did mention on one day. I didn't even know that Wednesday. I said we need the doctors to come in to tell us how they're feeling because up until now we've been talking about oh, this is a major, major epidemic going on in Nigeria. What is going on and how are the people who are directly involved, how are they feeling about it? So, I'm really glad that I was here. We have this conversation. It's really painful, Chinelo. I took a story on Monday that said we have about 11,055 Nigerian trained doctors currently in the U.K. Imagine that number in U.K. alone. You're not talking about all the other countries, Canada, all of them. So, it's something that we need to discuss. Anyway, Dr. Johnson is glad to have you here. Dr. Johnson is drinking water. Are you saying that we have him here? Yeah, we have Dr. Safina. Who is going to check the dashboard and go through it? Until that's why this is actually happening. Hello, Dr. Safina, welcome to the show today. Hello, thanks for having me on as well. Thank you. It's a topic that's quite close to my heart. I'm quite passionate about it. So, yeah, looking forward to engaging on this, absolutely. Okay, so first things first. Let's start from here. Dr. Johnson was saying something before we came on. He said 95% of your classmates have now left the country. Let me start from there. Why is this? All right, so for me, I think the first course is the financial remuneration that comes with practicing medicine in Nigeria. All right, I think it's really, really bad. The economic power compared to the buying price in the market is not that bad. And like they say, you cannot buy your license, you cannot buy plantain in the market. Sure, you get it. You need to feed the family, you need to rent the house. Of course. And that's really for most people who are not working.  Stuff that are just basic. And I think for most people is the fact that they don't have, so you have the skills you've learned, you're passionate about this medicine, but you get into where you need to work. There are no equipments to work with. So you want to save this life, but you don't have, exactly, your hands are literally tied because you can do what you know how to do. And that's for most people can be saddening and depressing. So most people just say, instead of me staying here where my skills, I cannot use it as much as I want to. Let me just go to where I have all the equipment that I need and I can save as much life as possible. And I think thirdly is going to be the issue of insecurity. And when I say security, it's not things happening at the nut. It's even within the setting. There are stories of patient relatives stabbing doctors, beating doctors up. I've seen doctors being beaten up by patient relatives before. The doctor now became the patient just because he was trying to save a life. So I think for those three things, at least for my experience, at the top three reasons why people, I believe, why doctors are leaving. Okay, so Dr. Sathina, let me hear from you. Why do you think doctors are, why do you think this exodus is happening in the country? Dr.  So the truth is, a lot of us went into medicine, we're passionate about medicine, we're passionate about helping people.  But somehow when you're placed in an environment where you're seeing a lot of people die, you're seeing a lot of people, you know, not get access to medical care because they can't afford it. You know, again, 95% of people in Nigeria pay out of pockets for healthcare, which is very, very unsustainable no matter how developed the country is.  And, you know, so there's a limit to how much you can take and after a while, yeah, it does get, it gets to you as an individual, it gets depressing and you just start to say, okay, where else can I work, where I'll be well supported, I'll be well paid and I get to see medicine being practiced, you know, in a standard manner as it should be, okay. So, yes, it's a lot of factors but definitely the finances, both on the side of the healthcare professionals and even seeing our fellow loved ones, you know, the people in the population we're serving, you know, seeing them die, seeing them not be able to get the right, I mean, to think that people are still dying because they can't afford hospital bills of 50K, 100K and it's ridiculous. And then now comparing it to a system, of course healthcare systems are different but comparing it to a healthcare system where, you know, someone complains of headache and they've literally done a CT scan and MRI and without paying a penny from your pocket, it's, you know, like I said, it's only a matter of time before you start to say, no, this is in a way absolutely ridiculous and in medicine should not be like this. Okay, it's interesting that Dr. Safina brought this up because I had a conversation with a friend, with family this evening, she said she was having some headache and stuff and I said, oh, have you been to the hospital? And she said, yes, she was in the hospital and she was asked to do a CT scan and she was like, the money. Because the out-of-pocket experience is no joke at all. When you see how people have to pay, that's why maybe people think that people don't consider their lives here in Nigeria because when you think about just me alone having to spend all of this for healthcare, no, we have more than needs to take care of and that's what they concentrate on and then you see people get to the point where it's so bad that, oh, we can't help this situation and we don't have to live like that and it still goes back to governance. Being able to put in the right kind of structure and I'll always come back there because like I was saying on Monday, I said, why is the government, they put up a bill saying, oh, doctors must spend, practice five years and it took me back to when I was at the university I had a lot of doctor friends. Currently most of them are in Canada or in UK or in the US and I have one in particular that says Noma, nothing is going to bring me back to Nigeria for no reason. He has lots of family members who did not have any business dying the way they did and he said, Noma, I'm not coming back to Nigeria because Nigeria has nothing to offer to me and I'm asking myself, why hasn't the government had this conversation with the people who are coming up with a bill? How does it affect the doctor? Do you think of that? Is that the best incentive to keep our doctors in Nigeria? So my question to you, Dr. Safina and also to Dr. Johnson is what can the government, what's the government not paying attention to when it comes to our medical space? What are they not paying attention to? I can start with Dr. Safina then we'll come back to you. Okay, thank you Noma. Like you rightly said it's like using a sledgehammer to kill an aunt or sometimes I don't like it to an abusive relationship where instead of the person to do what is right and leave a partner stay you decide to lock the doors and you say the partner should not escape. That's, you know, in no way does it make sense. So now to answer your question about what the government can do first of if you want to keep people at the end of the day because what this has just shown is that everyone has autonomy I can decide after I've stayed in my own country I can decide that I want to go somewhere else if I'm not being served if I don't feel fulfilled as an individual as a career person so what can you the government do I don't think it's right to now say you want to make me or let me say my colleagues back home sign a contract or some kind of bond absolutely that's I don't think that still obtains so what can you do instead of course we call it softer skills or softer ways of handling professionals or handling institutions first of like everyone has said salary is a major thing salary is a major thing and of course it also cuts across both other professions teachers, nurses other healthcare professionals so yeah we need a major overhaul when it comes to the salary structure in Nigeria and of course not just salaries what are the conditions under which these people are working how can you say you're working in an A and E when I was I did a posting in A and E I never saw a defibrillator hmm wow please I never saw a defibrillator and now having done it here I'm like he will just go down saving my license and saving the people, the patients that came in honestly you're talking about doing ECGs for patients coming with maybe cardiac chest pain that's basically heart attack and these are my colleague and I were laughing the other day you do one ECG and that ECG can probably last a month so that's the rhythm of the heart stream a month or a week and then the next time the patients is coming to clinic and they're oh okay you've looked at it okay it's fine meanwhile I'm now in a system where literally you're doing ECGs before we send the patients out of A you have to do it and that's in the space of four hours alone so it's just amazing that's why I said God really loves you know Nigeria in fact we're just surviving on God's business this country perhaps we can't take the spiritual out of it because it's amazing so yeah make the conditions right put to the basic you say you have a hospital you say you have A and E you say you have ambulances let them be well equipped look at standard there are standard operating protocols everywhere not just in other professions even in medicine there's a standard that should be in an ambulance there's a standard even if you don't have it in Nigeria they say we follow WHO WHO is our standard what is the appropriate thing that's supposed to be in an ambulance what is supposed to be in an A you understand don't just bamboozle everybody and say you've opened a hospital or you've got a government hospital like the one in Nigeria exactly so that's just the tip of the iceberg but yeah of course I'm quite curious what my colleague has to say as well oh yes so I think I'll start from what the government should have done so when it comes to policy making in healthcare there are two strategies push and pull the best thing to do is to use the push not the push like they've done so push means we're going to work in Nigeria for the next five years you cannot go anywhere the point is get the incentives in place increase enumeration push strategies in place that we want to make people stay so that's what they should have done when we say incentive the research has shown that most workers employees as a worry it's not really about the salary it's about the benefits that come imagine asad asad PR before was five thousand they've increased it to two thousand if you get picked by a new do or someone asked about that it's been in Nigeria about one twenty thousand compared to the thirty thousand so what is asad and I've seen doctors so far this kind of when I was in my house at the government hospital he happened to a colleague of mine the guy would have been he was going up and down with infectious diseases and all and then the tip of it for me is getting the right equipment in place in those hospitals like she said what they do is they buy the one AED for the hospital they don't keep it they don't have it they don't have it they don't have it but here it's supposed to be everywhere, train station and asad these are the issues they are not trained in most government hospitals are not trained in basic life support advanced cadillac life support which is standard you have to know how to do this things and when you do you need to go and make sure you get the right equipment and then remuneration and incentive is just the right way to go pull and don't push it away and interestingly their policy is just a joke because the UN says there's a rule in the UN that says that everyone who has the right to seek medical well-failed in the better country if you're in the capacity to do that and when we come back, we will continue from the conversation. If you are just tuned in, we are discussing the topic brain drain, a.k.a. jack for why doctors are living in Nigeria and we are discussing with Dr. Johnson Babadidi Umiyomi and Dr. Safina Aldi. Please let's hear what you have to say. Remember you can join the conversation, send us an SMS or WhatsApp to 08-180-384-663 or Twitter to us as we show Africa one with the hashtag we show, we are talking about NHS. I can't believe what my ears have heard today. No, but actually understand, because I have a friend who is a medical doctor and he's not practicing. He wanted to say was. Oh, actually was because he's no longer practicing. He's doing consultancy now with, I don't know what they are called, some NGO thing like that in Abuja, that's what he does now. I need to ask him, is actually please, I would rather do this than practice medicine in this country and I'm like, it's really is that bad.  You're in university for what, five years or six years. I was going to touch on that. You do housemanship.  And now they're telling you five years. If I'm the one, boy, I'm going to leave. So I mean, I can completely understand where you're going, but then I want to touch on what you just said. Okay, so I was discussing at the back about the NHS scheme and how it's not really functional as it were because the amount that the eventual hospital, because real insurance works is you put money together and then when you get sick, you go to an hospital and then they get paid. But the amount that these hospitals get paid to offer you care is not really what it is. And how much is that amount? So some of us, there are 700, 800 there, that some of these hospitals get paid. So imagine you're going to assess care at the private hospital and it's not going to happen. What kind of care do you expect? But the good thing is that I must mention this because this initiative is doing well. The one that the state government is doing is really really amazing. And I think that's the way to go. Instead of depending on the national health insurance to let the states pick up the health care system and put it by themselves, that's honestly the way to go. But then why do we even have to wait for the states to pick it up? I mean, yes, I can understand that, right? But then there's a reason there's also a national board across to be able to cover all of the countries. So that doesn't even, that doesn't, well, that's not great excuses for them and say, okay, because legal status, no, no, no, no. The federal government should do something right about our health care system. And I like what Unoma has been saying for everything she has said, it has always still come back to governance. And that's why we always talk about governance on the show because those are the people who don't know what to do. Maybe we should let them know. So in that light from Chinlal I wanted to ask what needs to change in the health care system in Nigeria? Alright, so it's policy first, and the allocation of the budget. The amount being allocated to healthcare in Nigeria is about 1.2 trillion, just about 5%. And the target should be at least 50%. So imagine, it can't really do much. And these things are driven by money, like it or not. 7% was very horrible numbers. But now at least it's improving, but it's not there yet. So we need to allocate more money to the health care system, health care education, these basic stuff compared to putting all the money in some people's salary, people in government's salary, and they take the bulk of the budget. Let this percentage come to health care. Second is policy like we mentioned and governance and all those things. Put the right policy in place where health care is concerned. Health care policy in Nigeria is nothing to write them about. So we need to sit down how policy makers have conversations around these things and then build the right policy that can help us move forward. Okay, alright. We've heard from Dr. Johnson who is in Nigeria, right? So now I want to ask you. You've seen how the health care system runs in the UK, right? How do you think we can implement that in Nigeria? Okay. So one of my recommendations having like I said, works both home and now abroad. I'm a clinician. So meaning that I'm not in that I'm very patient facing. I deal with patients. So besides all the things we mentioned health policies, renumeration I think also the culture of what I would like to call the senior colleagues those you met in the game so to speak. It also has a way on impacting those that are coming into the profession. I'll give you an example. When I was doing my internship in Nigeria I trained in Nigeria and I did house job in Nigeria so that's your internship period. I remember literally starting on my first day at work and they were expecting me to do everything I was expected to know how to do this how to take blood samples how to see patients with chronic illnesses how to see someone that has been macheted and all of that and now that I've seen another health care system I'm seeing that you can't role was not built in a day. There's a reason why you're an intern there's a reason why you're a junior doctor working under a consultant so you have more experienced colleagues who are supposed to show you the way show you the ropes allow you gradually develop or build yourself but it's like you start from zero to 100 in Nigeria here you have something called a shadowing period literally any job you start in the UK there is something called a shadowing period so where you get to observe sometimes you might not even be seeing patients but it's just that gradual introduction see how we do it before you come in before you're allowed to start to do things and not in a not in a demeaning way but more like you're new here so we're not expecting you to know everything so that's part of what I mean by the culture yeah and then of course even things like I'm a big believer in the fact that you can be better than the environment you're in unfortunately okay so in as much as you're trying your best you're a hardworking doctor you love people you want to save the world what is the structure that you found on ground so I believe our senior colleagues have a lot a role to play in this area I don't think it's by doing policies and saying people should stay in the country when we were when it was our turn when junior doctors we were not even driving cars you hear senior colleagues saying things like that and I'm like what's the meaning of that we were not even driving cars these young doctors all they want to do is drive cars and look nice you're like is that what we're talking about you know my supervisor like I said I'm a clinician so I see patients and they will tell me if he sees that the way I'm looking I'm looking stressed I usually don't want to take a day off I said hey they're asking me if I want to take a day off you know because he will tell you he will say that if you're not well you can't see patients if your mental and physical health is not alright you can't now be giving what you don't have you know so that's why I said the seniors are not in large role to play so I don't think it's by oh expecting people should stay automatically no you that has been in the game for a while what are you doing for the younger colleagues you understand you see a younger colleague struggling what are you doing are you just there expecting I don't know how you want to do it but when I come in the morning 36 patients should have been clapped 36 patients should have taken out blood samples for so you just have so I just feel that yes government has a role to play policies have to be in place but even those senior colleagues in the profession I think they have they have a big role to play as well interesting let me add something here that some people the reason why they decide to leave the country why they just absolutely say I'm leaving is because of some of your experiences with senior colleagues you know you know because in some places they won't bother like bullying you know and it's really bad some people say no I cannot face this I need to get out of here because so I absolutely agree with that you know senior colleagues need to do better when it comes to my in fact the conversation just brought out two things for me and these are things that I just continue to hammer on if madam consideration its empathy and consideration again because we don't put ourselves in the shoes or it's easy for you to post the bill it's easy for you to put our policies because they don't affect you directly when it affects you then you know if you have the heart of the people in mind in the first place then you will put down policies and governors that will guide them in the direction of productivity if it was me what I would have the policy I would like to put in place the policy that advance medical tourism for politicians and then the policy that outdoes the Putin which is improve the healthcare system in your country alright so I will say don't go out of the country for the next five years and then let's now let's move the healthcare system and let's say don't say doctors don't go don't go for medical tourism that was what I thought when I saw that I was discussing with my parents and I'm like that's what I think if you're saying that doctors shouldn't leave then you shouldn't leave for five years then you shouldn't go to get treated stay here when the doctors were here they didn't want to leave to go get treated somewhere else so now what is it really anyway now we've come we've seen what this has done or what this is doing to our healthcare system thank god for these doctors that we have with us they've also given us or whether they've preferred some solutions and you see this one that they talked about I think that's a very big deal because it's supposed to be mentorship like Dr. Sifina mentioned which happens in every profession anyway if you're new you start from some sort of internship right and then you gradually become whatever it is but there are people that should be able to guide you people that have been there before who should have your interests at heart trying to leave a better legacy for you right but as it is I think the reverse is the case in our their country if I was Dr. Sifina was talking I was going to ask the question of what your experience was but you had already talked a bit about it but the bully part and seeing mentorship I'm sure that was somewhat of a cultural shock for you because here everything is hard and complicated and then somebody say oh take a break oh are you okay you're like huh I'm sure you were wondering what I think you're like no I can walk I'm not lazy and they're like no there's a reason why you have personal time of there's a reason why you have sick leave use it because if you're not well you cannot come and see patients but you know the Nigerian in me was very was very keen to show that I could do it absolutely for me I worked with multinational and I had worked with guys from my brother exactly and what happened was immediately after my house job that I started this role and just at the end of my house jobs a doctor gave me an extension just because I was friends with somebody that she did not like and she wrote it in the extension let's just like that and said you're going to do one extra month in this place non paid because you're allowing this boy influence you because you guys are friends and she submitted to the government and nothing happened so it's that bad there are people that will tell you I'm not feeling fine I'm not feeling fine I'm not feeling fine so it's that bad so imagine you get into a multinational that has a doctor from the UK and he's telling you why I'm not taking the break what I used to do here by 5 o'clock what I used to do here the shock is crazy and across all the multinationals that you've had to that has been the standard we've heard from the Husseism and now we know that indeed we need to do better in this country first of all this bill of saying medical practitioners have to stay 5 years no it should be abolished we can't I don't think we can go through this at all it's not going to work let me just put it that way like Dr Johnson rightly said instead of using the push method I think we should start approaching it using the pull method start to create incentives start to make the healthcare sector better make the renumeration better and see if these doctors wouldn't stay they're happy being away from home anyway it's just because it seems like it's a better opportunity for them but if you create this better opportunity in our dear country here I'm very sure that they would stay anyway thank you so much Dr Johnson for joining us in the studio today Dr Safina thank you as well I'm sure that very soon we would come back to this and I hope that it would be for a better purpose and not because we're still talking about this she's passionate so she's going to bring back the passion we can't wait to hear her say guess what guys I'm coming back today okay before we go do ensure you follow us on instagram at wayshowafrica you can interact with us follow drop a comment and most importantly follow all our social media engagements remember to like share comment and invite your friends and family to watch us and follow us if you miss today's code here it is again it's time to end the brain drain it's time for a great mind of Nigeria to return home you are the mind we need doctor and this is by Deji Olukotun see you tomorrow at 8pm as we bring another great conversation see you later


Shift bases and their complexes are versatile compounds synthesized from the condensation of an amino compound with carbonyl compounds and widely used for industrial purposes. They exhibit a broad range of biological activities including antifungal, antibacterial, antimalarial, antiproliferative, anti-inflammatory, antiviral and antipyretic properties. Many shift base complexes show excellent catalytic activity in various reactions and in the presence of moisture. These complexes are often used in homogeneous and heterogeneous catalysis due to their high thermal and moisture stability. The activity of these complexes is typically enhanced through complexation which allows researchers to better understand the properties of both ligands and metals. The coordination behavior of certain metals with shift bases has led to the development of highly active compounds which are being studied for potential use in chemotherapy. This article was offered by Ahmed M. Abu Thief and Ibrahim M. M. Mohamed.


We have to start by building our plug-in so I'm just going to go into our local folder into the WP content and the plug-ins and I'm going to start a new folder which I'll just call it box for now, box-gallery for now. That would be the name of our plug-in and I'm actually going to drop this in our editor so that we can kick off with the project. So I'll just drop this in here, create a new file which I'll call the same thing.php and then our next thing is open the php file and then start adding the requirements that WordPress had. So we need to have the plug-in name which we shall call it box-gallery for now. We'll have the plug-in URI which is our going to just put in my blog URI. We need a description for the plug-in so light box, custom WordPress, custom classic press. Stroke WordPress plug-in. And then the next thing that we'll do is we'll add the author who is me and then our author URI which I'll just copy from here and then just duplicate and then I'll add a version number to this and I'll just go for 0.01 and save that. Once we have that ready, of course we come here and reload our plug-ins page and we have everything that we need, our title, we're ready to activate. We have a version, we have the author and the plug-in URI. So when we activate this everything will be okay and we are ready to go. So first things first is we're going to add our custom post type right here of galleries and what I'm going to do is I'm just going to show you my process. Most of the times I don't have to do the same thing. So what we're going to do is we're going to Google custom post types and the other thing that I want to look at is the WordPress post types that I'm going to share something with you. So we'll just look at this. So by default WordPress has a number of post types. We have the posts that we usually see, we have the pages, we have attachments, we have revisions, we have navigation menus, we have custom CSS and change sets. So these by default the post types that WordPress comes with and we can see them in these particular locations like the attachments, usually the media, we have the posts, we have the pages and of course we can make our own by creating what we call custom post types. So what I'm going to do is actually register a new custom post type for our website which is galleries and that's the one that we are going to use to actually make it possible to start our galleries. So you can see the particular parameters that are needed like the capabilities, what is supported and actually down right here at the end of the page you have some custom code that can be used as a sample and you can register this to make your custom post types. So I'm just going to paste what I've copied there and then I'm just going to save this and if I reload our plugin right here we're going to realize that we have something called books right here but we don't need books for now so I'm going to change wherever I see books I'm just going to change that and I'm going to call it galleries and then wherever we have the book I'm going to change that to gallery. So we have that ready so if we save this and go back and reload we have our galleries and we can always add a new gallery and we'll recognize that now we have if we look at the small URL down here when we hover over the ad new we see that the post type that we do have is called gallery so we are ready to actually go so...


Item number SCP-1836 Object Class Euclid Special Containment Procedures SCP-1836 to be recontained within Site-641, which is disguised as an active ecological research station and wildlife preserve at North 74.13-West 93.81, encompassing the entirety of the Cunningham Inlet. Our research station is to be staffed with a full-time research team and support staff, including a classically trained IngaCook and a certified cosmetologist. A 50 kilometer radius of protected water is to be maintained around the site. These waters are to be patrolled by iron foundation assets disguised as research personnel or environmental activist elements. Trespassers are to be interrogated, administered level C amnestics, and released into the nearest settlement. And access causeway is to be maintained into one of the caves that perforate SCP-1836. Access to the causeway is restricted to the Site Director, on-site shaman and cosmetologist. Additional personnel may be permitted by majority consensus of the personnel with access or by direct request of relevant Level 4 personnel. In the event of hostile SCP-1836 activity, the staff's shaman and cosmetologist are to enter SCP-1836 using the causeway and enact the Help Enhance Protocol. In the event of failure, Foundation personnel are to fall back and observe SCP-1836 until it enters an inactive state, at which time they are to mobilize MTF-89E, Thomas' Tuggers, to tow SCP-1836 back to Site-641. Update The Help Enhance Protocol has been found to have variable effectiveness. To date, the Protocol has failed on several occasions to completely quell SCP-1836. Outbursts have occurred causing three fatalities and twelve injuries, necessitating refilling of key staff positions. In order to maintain containment, the on-site shaman have been given wide discretion in regard to the appropriate ritualistic tact to take when SCP-1836 becomes hostile. Additional resources have been made available to facilitate containment. Following the incidents of ██████, no birds are to be allowed to enter proximity with SCP-1836 during the Help Enhance Protocol. All birds roosting on the grapple bar on SCP-1836 or within a 30 meter radius are to be chased off or exterminated. Birds exterminated in this way will be handed over to the on-site shaman for appropriate ritualistic disposal. Description SCP-1836 is a green, non-tabular, pinnacle iceberg peaking 90 meters above the surface, approximately 130 meters in length. It is estimated to weigh between 150,000 and 175,000 metric tons and extends approximately 450 meters below the surface. Submersible surveys of the SCP-1836 have revealed many large tunnels extending into the object. Aside from coloration, the object appears to be an ordinary iceberg. Other samples have revealed the iceberg is composed of ordinary ice. Algae entrapped within the ice give the object its unusual coloration. SCP-1836-1 is a pod of mammalian organisms with the order of cetacea that are housed within SCP-1836. The pod is composed of several different species with fluctuating composition and number. The cause of these changes in the pod's composition are unknown. To date, the pod has included specimens tentatively identified as members of the Bacillosauridae, Ambulocetidae, Acrophicidae, and Urjino del Filidae. Recently left post-bixel lifer has been cited during SCP-1836 activity, the mechanism by which interspecies communication facilitated between pod members is currently under investigation. The anomalous progress of the object manifests when marine mammals are hunted at sea or on the shoreline by any people who are not of allute. Luke pick or Inupia ethnicity within a 50 km radius of the object. SCP-1836 will begin to accelerate toward the hunt until the object reaches a speed of 35 knots. At this point the hunted mammal or mammals now designated SCP-1836-2 will change bearing the head directly toward SCP-1836. If underwater topography makes this impossible, SCP-1836-2 will adopt the most efficient course to bring it within proximity of SCP-1836. If SCP-1836-2 reaches SCP-1836 before being overtaken, SCP-1836-2 will place the object between itself and the hunters. As SCP-1836 is strictly ocean-going, it can take no further action against land-bound hunters. If the hunter or hunters continue pursuing SCP-1836-2 in an ocean-going vessel however, SCP-1836 will proceed to ram the hunting vessel until it breaches the hull. It will then extrude part of itself into the hull breach and expand, widening the breach. This process will continue until the vessel becomes structurally unsound or begins to sink, at which point the extension will retract. If no marine mammals were killed or injured during the hunt, SCP-1836 will dislodge from the vessel at this point and drift away, ceasing activity. If any marine mammals were killed or injured during the hunt, however, SCP-1836 will remain in close proximity to the sinking vessel. When the hunters evacuate the sinking vessel, between 5 and 30 instances of SCP-1836-1 will emerge from the submerged portions of SCP-1836 and engage the hunters, dragging them into the submerged caverns within SCP-1836. The fate of these individuals is a matter of ongoing investigation. Frozen to SCP-1836 are pending approval. Update. After a brief expedition into the interior of SCP-1836, a small central chamber was discovered. Within the walls of this chamber is a frozen, well-preserved corpse of a young woman of inipid ethnicity. The corpse has suffered injuries in the past and is missing its hands at the wrist. Only the head of the corpse is exposed to the open air. Due to safety concerns, only the on-site shaman and cosmetologist are to have access to this chamber. Addendum. Interviewed. Tariq Leschatiers. On-site shaman. Interviewer. Agent Scout. Full brush. Forward. Following hostile activity by SCP-1836 on ██████, Tariq Leschatiers was called to begin the help-and-hand protocol. After 80 minutes had elapsed, SCP-1836 ceased activity and Leschatiers emerged from SCP-1836's injuries reminiscent of prolonged explosions of the elements and several bite marks consistent with human and dolphin jaw architecture on its extremities. He provided the following debriefing to Agent Full Brush after receiving medical attention. Begin log. Alright, we're recording. Let's begin then. For the record, Agent Full Brush debriefing Tariq Leschatiers. It's Tariq. We've known each other for a year now. I'm sorry. It's fine. Just… Alright. Can you tell me what happened on ██████? What? Yesterday afternoon? Yesterday she got a little mad at me, is all. I'm terrible with a comb and I tugged too hard and she nipped me a bit. It's her way. Can you elaborate? Sure. Every once in a while, the ivory comb gets stuck after I've burned the incense and dabbed her with sacred oil. I don't know how her hair manages to get so entangled since she's usually just sitting there. When you say stuck… Stuck, like when I comb her hair inside that frozen living room of hers, sometimes it comes to a knot and it gets caught. Do you comb your own hair, Full Brush? It works like that. If I tug too hard on my own, that's no big deal.  How do you normally cope with SCP-1836 when it reacts that way to your ritual? Eh, depends on her mood. Sometimes I step back and wait her out. Sometimes I have to sing a little something, burn a different incense, offer a sled dog. Sometimes she just wants me to leave. I think that I'm coming as a man to her house is disconcerting. Usually when you placate her, you're supposed to look like a fish or send a fish with the comb in your stead. Right. Anything the Foundation could do to improve your ability to control SCP-1836? No, there's nothing you can do to improve control, but you people just don't like listening to that. So then, you can help by giving me another pair of hands to help me out, preferably one who knows how to deal with long ladies hair. Get me a hairdresser. Oh, and untie my hands with pre-ritual preparations. Not everyone her outbursts is the same. She's got feelings even if she isn't willing to tell you qual you not because you can't be bothered to learn how. So formally you'd like to request an assistant with hair care experience and greater operational latitude. Yes, that sounds about right. I'll get the paperwork. We'll see what happens. End log. Incident report 110-614 level 3 authorization only. Incident report 110-614. Date ██████. 13. Location. Site 641. Description. 13. SCP-1836 broke containment. During a routine implementation of the help-and-hands protocol, the on-site shaman, Tariq LaShottier, was interrupted by an unknown party during his procedure. The following is a summary of the video surveillance footage taken by the Observation Post. 0000. SCP-1836 is a mobile, resting against the gravel bar. The sea is calm and the Avery fence is in place. 05. The water around SCP-1836 begins to churn. The layer of green-iced curls and the swirling patterns. SCP-1836 is an interactive state. 07. Structural deformations appear on the surface of SCP-1836. SCP-1836 appears to be attempting to withdraw from the gravel bar. 15. Tariq LaShottier arrives and begins pre-entry preparations accompanied by Lydia O'Foot, one site cosmetologist. After 10 minutes of preparation and burning of incense, they enter SCP-1836. 032. Unusual cloud formation detected by perimeter defense assets. Site-641 is placed on emergency weather alert. Ambient temperature falls from 15°C to –4°C. No warnings have been issued by local weather services. SCP-1836 slows its motion. Information posts receive the short radio message indicating the help-in-hands protocol is underway and will calm SCP-1836 shortly. 056. Foundation perimeter hydrophones detect elevated well song levels. Analysis by staff marine biologists indicates that the song is not associated with mating or feeding behaviors. 0123. LaShottier and O'Foot have not yet emerged from SCP-1836. No contact indicated the help-in-hands protocol is still ongoing. 013. The unusual cloud formations occludes the airspace over Site-641 and stops moving with prevailing winds. Closer inspection reveals the cloud formation of the flock composed entirely in northern Fulmar. Fulmar is glaceous. The flock descends and begins to harass site staff. The high concentration of Fulmar makes it impossible for staff to conduct outdoor activities. Staff are ordered indoors. The Fulmar makes no attempt to break into site facilities with the exception of the aviary fence, which is attacked by the flock. SCP-1836 is violently listed in jostles during this time. 0134. Repeated attempts to contact LaShottier and O'Foot have failed. SCP-1836 displays more agitation and is deforming in a manner consistent with an attack on a ship. It is postulated that SCP-1836 is attempting to breach the aviary cage and engage the Fulmar. The aviary cage is under continuous assault by the flock during this time. 019. Site security efforts to drive off the flock have failed. Security staff attempt to keep the aviary fence clear using small arms fire, signal flares and noise deterrents. None of these are effective. The extermination of individual members of the flock is not significant in regard to the total population. 0243. A hole in the aviary fence allows a wave of Fulmar to breach containment. They swarm the interior of the fence. A single large toothed pelican-like bird of unknown species land on the gravel bar and metamorphosis into a humanoid figure wearing local traditional garments. This figure is briefly seen darting up the catwalk before the camera is obscured by birds. 07. A loud groaning sound consistent with glacial calving is admitted from SCP-1836. The iceberg shudders and wrenches free of the gravel bar. SCP-1836 proceeds to ram the aviary cage. 03. 20. La Chatea no Foot are violently expelled from the entrance causeway. Both are unconscious and demonstrate defensive wounds, frostbite and bite marks. 03. 22. SCP-1836 breaks through the aviary cage and begins to move into open water. Foundation MTF-89E is mobilized to recontain SCP-1836. 03. 40. SCP-1836 enters the Barrow Strait and begins moving west. MTF-89E is in pursuit. 05. MTF-89E is harried by flocks of fulmar and by contact with hostile citations. After one of MTF-89E's vessels is nearly capsized, Site Director Park issues a retreat to regroup and reassess. 06. Forward. After SCP-1836 breached containment, La Chatea no Foot were rushed to the infirmary. La Chatea suffered several deep puncture wounds to his center of mass. On autopsy it was revealed that La Chatea's chest ██████ the inside. 06. O-Foot suffered minor defensive wounds and small injuries consistent with exposure to sub-freezing temperatures. The following is a transcript of her debriefing. 07. Interviewer. Agent Scout, Fulbrush. 08. Interviewed. Lydia O-Foot. Right, let's begin. Can you please state your name and ID number for the record? Lydia O-Foot 0894-643764-348711-0 Hairdresser to the gods. Heh, funny. Can you describe to me what happened yesterday? I don't know where to start. Began at the beginning. What happened when you and La Chatea went inside? Well, T had just finished the pre-ritual stuff. You know, the incense, sealed blover, all this talk of being clean. We hiked on up inside and I started combing her hair like usual, then things got… weirder. In what way? At first I thought it was just T being paranoid. He kept on asking me if I was doing anything differently and I told him no. I'm brushing and trimming like I always do. I tell him that I'm not pulling any knots and that her hair is just fine, that it's something else maybe. I know this is hard to talk about, but please continue. I don't really know, I'm just a hairdresser. Did La Chatea say or do anything unusual before you were interrupted? I remember T saying something about how she wouldn't stop talking about her husband, her ex-husband, something about a restraining order and coming to visit. Time doesn't pass right inside there. Anyway, I remember the room shaking and she started shrieking something fierce, like I had pulled on her too hard. I got away and slipped on the ice, that's when things got worse. Our surveillance indicates that something walked up into SCP-1836 during the incident outside. Is this what you're talking about? Yeah, I saw this person in Muck Loops and a parka come in. They literally threw T aside and stabbed him with little bird feet, claws, hidden up inside his sleeves. There wasn't any blood. I don't know how, but T didn't bleed. He just fell, laid there. The guy who killed T walked up to her and started talking. What did he say? He said that he knew he wasn't supposed to talk to her anymore, that he was sorry to disturb her. He said something like, even though we're divorced, I still care about you and I couldn't let them keep you away from your children. Then what happened? He said something about T being a traitor to the art, roughed me up a bit, said I was good at my job, said I was good enough to her to avoid what happened to T. He tossed us out. I bumped my head on the catwalk and everything went gray. I came to in the infirmary. Is there anything else you remember, anything important? I don't know. That man. That man was so strange and so angry. He kept talking about jailers and injustice. When he cut me, he called it a snake bite, but said something about having no poison. Ugh, I honestly don't know if that's important or not. We could continue this later if you like, give me some more time to deal with it. I'd like that. It's just a lot to chew. T was a kind soul. A good friend. End recording.