Green-ed sorbents are a type of low-cost material derived from agricultural sources, such as fruits, vegetables, foods, agricultural residues, and other low-cost sources. They have been shown to be effective at removing contaminants from water and air, making them a viable alternative to more expensive materials. Green-ed sorbents can also be used to treat wastewater, reducing the amount of chemicals needed to treat the water. This article was authored by George C. Keezes and Margueritas Castiglou.


Good day ladies and gentlemen. Welcome to part 3 of our smile code section. This is Dr. Sanjay Sanyal speaking First we are giving you a quick Pan view of the entire length of the spinal cord which I had shown you in my earlier video Take a look at the left vertebral artery, which I'm going to talk about just a little later And then we have the cervical enlargement of the spinal cord and then as we go down We have the lumbar enlargement of the spinal cord. These two enlargements correspond to the nerve supply of the brachial plexus and the lumbosacral plexus respectively So this is a pan view of this spinal cord In this frame you can see the left vertebral artery the right side has been removed The left vertebral artery enters the cranial cavity through the forem and magnum and it gives rise to the PICA among other branches And here in this frame you can see the enlarge view You can see the two cerebellar hemispheres and you can see the vermus in between and you can see the posterior cerebellar artery Occlusion of the PICA produces what is known as the lateral medullary syndrome Here you can see the cervical enlargement of the spinal cord which I had mentioned earlier in These series of pictures you will see The spinal nerve roots as the immerse through the dural sheath As they immerse through the dural sheath They take a small sheath of dura with them till the intervertebral forem and which I had mentioned in my previous video And you can see them clearly in a close-up view here At the intervertebral forem and the dural sheath merges with the very austeum of the intervertebral forem and then the spinal nerve continues in its course so that is what you see here and The frame after this will show you a video showing you the same thing and the probe is pointing at the place where a spinal nerve Root is emerging through the dural sheath Incidentally here you can see a denticulate ligament also Denticulate ligament is a thin film of piamator which attaches the spinal cord to the inner surface of the dura In this next clip you can see the conus medullaris with the lumbocytral enlargement just above it and Below the fibers of the cauda equina The fibers of the cauda equina also immerse through the dural sheath the same way as I had mentioned earlier and We shall show you enlarge views and I'll let Doug who is one of my students was be doing the camera To record and mention his findings from the cauda equina along the trail Until it comes along connects to the dura Right here Passes through the dura takes a piece with it and out along through this Lumbar Nerve All the way down giving out some little branches along the way this nothing But cauda equina cauda equina more cauda equina It's better like a horse's tail Right here So where's the transition? Right there I lost a point there Right there Conus medullaris and you can see all the tiny little fibers Coming out and making up the hairs of the horse's hair Mandula oblonga Where? Why do it? Mandula oblonga And obviously cerebellum and bone dust Okay, I think we're done Thank you ladies and gentlemen for watching Dr. Sanjay Sanyal signing out Have a nice day If you have any questions or comments Please put them in the comment section below


నేత్ర్సితినింశిబిందైనంవి గత్ర్ని నిన documents and we found out that MSR వాసినానింవాసిని నితిందింతేది పరటిని. He happens to be visiting Mumbai yesterday for some other meeting. I invited him here and he is here. And since he also deals with training of trainers, much the same thing that we all do, I thought it would be nice to have him share his ideas with us and his challenges in training. So Mr. Alok Kumar would you please come down. He is a very senior officer and additional secretary in the ministry of labour. I wish people like him come to ministry of human resource development. So that we can combine our joint ambitions and experiences. Thank you. Thank you Alok. All yours. Very good morning to all of you. And I am very happy to be here with you. Let me give a brief background for understanding. In the government of India, I work in ministry of labour and employment. It has many wings. One of the wing is Directorate General of Employment and Training. Its name is Employment and Training. It's a very old organization. So I had that organization at the moment. I joined in February 2014 only. Before that I was working in government of UPS principle secretary in the department of vocational education and skill development. So this Directorate General has two wings. One is to give a background. One way is that it oversees and supervises all the industrial training institutes across the country. And at the moment we have around 10,000 ITIs. Say around two and a half thousand are government and other seven and a half thousand are private ITIs. And we have a seating capacity. That means a training capacity of about 15 lakh. That is 1.5 million. And we turn out around 8 to 9 lakh ITI pass-outs every year.  That is we have network government, network government, thousand employment exchanges around across the country which we are primarily trying to computerize and turn them as a national career service. So for the youth of this country and for the people who are already working they will be the user of this service, national career service to get to know what type of occupations are available, what are the prospects, what are the wages, what are their choices, where they can go for which type of training and after doing training they can post their CV and the other users will be like all the employers in private and government they can come on and the virtual job fairs can be held. So it's a small background. So coming back to the ITI part of my job if you see in totality the ITIs were created to support the manufacturing activity in the country because to train the shop floor worker in different trades like electrician or machinist now there are also new occupations new streams coming in. So these ITI workers they are part of the hierarchy in the manufacturing like you have an engineer then you have a supervisor then you have a worker. So the quality at each level is important for a very effective manufacturing productivity and quality and which is the objective of the whole say like one of the main objective of the Indian economy that India should be a great manufacturing giant and a very big exporter of its goods. So in that perspective we are in the process of revamping the all slavers of ITIs. So we are in fact partnering with the pre-man institutions like IITs in fact we are I am here I am going to have a sex next meeting with the HOD of the electrical engineering in IT Mumbai and request him that he should be the our core resource person for revamping the slavers of the ITI pass outs in electrical trade so that whatever is the latest technology that is taught in our ITIs and the worker who is passing out ITI he is aware and he can work on the latest technology so that when engineers go to the manufacturing facility the worker is also up to date and he is trained that is the whole endeavour so now this slavers update will be very dynamic and it will also require once the slavers is updated it will require the production of the teaching material the production of course material and also the short term periodical training of my instructors in the ITIs and say for every 20th student we have a norm of one instructor so for about 15 lakh seats in effect we have we need to have around 75,000 instructors and they are working all across the country so calling them for say training training in the new slavers is a challenge it is very time taking and there are not many instructors so if they come to distant places who will continue the classes in the ITIs so we are now working on a project for using the distance learning technologies distance teaching technologies for the training of trainers in our industrial training institutes so that project has brought me here today and in fact we are working with HRD and we our team they have already visited Niter centre in Chandigarh they have also visited ISRO this is my visit so to get a perspective and what type of what all technologies are available and how best we can utilize our experts from industry and premier academic institutions to train the ITI instructors so this was also a demo for me which was we scheduled in your today's program just to get me a feel to give me a feel how will this software will work and what all is the requirement for the infrastructure to roll out and let me share we have a very ambitious target of doing this first training for the ITI all across the countries in say mid from mid of June to July because our next session in ITI is going to start from August and our new syllabus is getting ready so we are running against the time and that why we were so hard pressed to do this training before the next session starts so that is why we are now going to use distance learning, distance teaching technology like you are participating in this similarly our master trainers our instructors and also the lessons which will give to the instructors will be given by the industry experts and the academic experts like the eminent people in ITI and engineering colleges this is a short talk I wanted to give you and I am very happy to work with professor Patak and his colleagues and I wish you all the best in this thank you very much


Good morning, Oceana. How is everyone doing? All right, sir. At ease. Everyone, please take your seats. It's great to see you full house. How do I do this? Just a second. I think it's only appropriate on this Independence Day week. We are honored, and it's my pleasure to introduce Admiral Jonathan Greenert, our 30th Chief of Naval Operations. A native of Palo, Pennsylvania, Admiral Greenert has served at every level of command to include command of USS Honolulu, 7th Fleet, U.S. Fleet Forces Command, and now as Chief of Naval Operations. Following command of USS Honolulu, Admiral Greenert was presented to the Admiral's Stockdale Award for Visionary Leadership. Our Navy could not be in better hands. Ladies and gentlemen, please welcome Admiral Greenert. Good morning, everybody. It's great to be here, and for those that were streaming this, so we'll get maybe some questions or remarks. Danny, I can stand anywhere up here. Is that right? Yeah, because we've got video over. Okay. So, out there, we'll get some questions maybe from out in the... In that way there. But it was interesting, this is about my Navy, four times here, and there's the other three Vice-Chief Fleet Forces and this stuff. And it struck me the last time we got off the plane, you couldn't hear anything. In other words, we could hear ourselves talk, because we were flying, and I drove around the grass was high, looked like kind of hayfield, and that was in the middle of sequestration. I got off here, and it's freaking loud as can be. There are jets going... And I said, all right, this is the way it's supposed to be at Oceana. And, well, the grass is cut, so that's nice, whatever. But you got a lot of rain too, so that must be one heck of a thing. So it's a little warm in here, so try to relax as best you can. I'll try to keep a low stress here, and I want to talk about what you want to talk about. But let me give you just a few clips here on what's going on.  I mean, your lives are different from mine, but here's what I see right now out there in the future. We have got... This base will be a master jet base. The Joint Strike Fighter is coming, and it will be... Our version will be around in about three years. And in some parlance, that's right around the corner, especially if you're the CEO of the base. And you're trying to get ready for that. Or you're at LaMoure trying to get ready out there. The E-2G, the HACA, it is unbelievable what it can do out there with the Navy integrated fire control, especially the counter air mode. There is more to be done in that regard, but that ability to network what that airplane sees and put it out in all of our strike fighters, in our electronic attack and on our ships and ashore, and with other members and joint players is astounding. The Theodore Roosevelt demonstrated it, has taken it on deployment, and it is opening our eyes in the joint force for what we can do out in the maritime field. To have some... To have this person to detect it, everybody see it and tell somebody else to launch on it is a game changer. The Growler, we thought, okay, we're going to buy this many Growlers, and we said, now we're going to buy more. And I'm still not sure if we're done buying Growlers. They are awesome that we need electronic attack. We cannot just bust our way in. We will need to suppress, and it will be a key and critical part of not just the air wing, but of the entire joint force. We are the jamming entity, if you will, to get in, to get access, joint access in the joint force. And the Growler is the key piece of that. Of course, the Joint Strike Fighter is coming. We have to work our way to the air wing of 2024 with getting the legacy hornets that we need to that period of time. We got to take care of the super hornets. There's some more kind of work on their way through the budget, and we will have to work our way through to have the right mix of Joint Strike Fighters and super hornets as we get out there into the future. So that's the air wing as it's evolving out there into the future. There's an unmanned part of this that is gonna take place. We have the Triton, which is basically, it looks like a large global hawk, well, a global hawk, but it's marinized. It's tricked out to be able to see things on the water, and that will, again, broaden the eyes of the fleet, both ashore and on land, and that will be huge gobs of data now coming in, and we have to figure out how to manage that, and we're working on that right now, because we will know so much more that we gotta keep ourselves from being overwhelmed between just data, and we gotta get that to correct information and intelligence. We'll have unmanned carrier launch, attack and surveillance, U-class that will come in the 2020s. So lots of stuff coming into metamorphosis of the fleet, and we're building two new carriers. Now we're building the Ford, and we're building the JFK, and the enterprises right behind that. So as we turn the quarter into the 2020s, the air wing's gonna be a pretty modern, pretty effective entity, and this is a master jet base for that here at Oceana. So very, very bright future. So that all feeds into your Navy out and about, so I only have one slide, but I need to give you a little pictorial if I could put that up about where we are. That's good to know. So that's not what I want. I just want the Navy today, please. Okay, just go, yeah, here we go. So today we have about that many ships, 273, and a third of them are out and about. In your Navy today, you can anticipate the number of ships we have, about a third of them will be deployed. Now by 2020, you look at that number, 2020, five years, we're gonna have 300 ships, and you say, well, wait a minute, CEO, CNO, what about all the budget things? Now I'm talking about ships that are already under construction. They won't be influenced by budgetary changes this year, last year, or next year. Next year, we'll have four little combat ships join the ship during the fleet alone, and we'll be between three or four every year joining the fleet. Two years ago, we had 17 frigates. At the end of this fiscal year, we'll have zero. We are retiring the Perry-class frigates, that class, and the little combat ships a little slower getting integrated into the fleet, and therefore the rapid change down and the rapid change back up. Out in the round the world, as you see, today about a third, 45,000, and it's really about being where it matters, when it matters. Now, let me give you an example of that. You can take that down, Danny. Just a few weeks, months ago, the Iranians had sent a convoy with Lethoate, and they were gonna head from Iran down to really the Babel-Mendev Straits, right down by Aden, and they wanted to resupply the Houthis. Well, there was a United Nations Security Council Resolution says you can't do this, a terrorist group, and really the coalition of the willing, which centerpiece was us, we were, as we saw this convoy going down. Actually, Danny, put that back up so I can give people a perspective. Please, thank you. So, started here, and then we're gonna go down there. So they got about here. We had the TR out here. We brought her down there. There was a Spanish ship, a UK ship, a UAE, United Emirates, the Saudis were flying over there, and because we were able to bring that kind of force together, do a show of power, if you will, of intent, the Iranians decided this isn't a good idea. This isn't gonna work out very well, and they decided to turn around. I can't tell you precisely why they turned around, but you can probably imagine if you got an air wing flying all over the place with strike fighters and everything else, P-8s flying around you and a coalition, probably say this isn't a good idea. So, we were able to react to that in a matter of days. If we weren't out there, where it matters, able to react when it mattered, this could have been a very different outcome. They could have delivered that, which included cruise missiles, mines, and small patrol boats, and some of those, some call them suicide boats, down there in the Babel-Mendep Straits here, which is a serious crossroad, a lot of trade there, and we'd have had a problem. We'd have had that thing maybe constrained for a while. Almost a year ago, 10 months ago, the president said, we're going to take action against ISIS. So, I need the ability to do strikes in this area right in here. I need to do it in Syria, and I need to do it in Iraq. So, what you guys got, DOD. Well, what we had was the bush. It was up here doing operations in Afghanistan, and basically a day and a half reposition from there to the North Arabian Sea to the North Arabian Gulf. Day and a half, boom. She's ready to do 30 to 40 sorties, whatever they needed, they needed about 30, and she was the only option. The air wing from the bush and some marine air was the only option we had in the coalition, the whole coalition, because we couldn't get access yet for about two months. So, that's being where it matters, when it matters. That's an example of it, of what you all are doing out there. I know some of you served, maybe in some of those operations, or at least one of them, that I talked about. But our time at sea and our deployments right now, they're too long, and I call it unsustainable. The TR is out there now. I expect she'll be out there about eight months in so many days. The bush did 10 months, and that's just too long. We can't sustain that. My goal, and we are on track right now for the Truman's deployment to be a seven month deployment. The last two amphibious ready groups, including the Iwo Jima, who's on her way home, seven month deployments. That, to me, is sustainable for not only what we're asking you to do, and your families, but the ships, the aircraft, and to get the maintenance done. So our way to do this right is the fleet response training plan, the response plan and the response training plan. You get the maintenance done in time with enough shipyard workers and enough time to get the maintenance done, to get your jets done so you can turn them around in your aircraft, to get people in place to be able to do the training, and to be able to then go do the training and have the time at sea to get the training to get it done, not linger out at sea to get organized in our training. All of those lines of effort have to come together and come together right. Lastly, you're probably aware, the Secretary of the Navy has working with Chief Enable Personnel and myself, we've put together some initiatives to look into the future and have a better force. We call it Future Force, a sailor of 2025. And what we're looking at is a better way to organize, train, and equip manning, to provide more empowerment to our commanding officers for things like really the PFA, and we'll make that change here in the not too distant future, for advancements, to be able to have career intermission to take sabbaticals for those of you that have families, to do better at co-location, have the fitness centers open longer. So we're looking at things like that. If you haven't read the Secretary's speech for the NAV admin that he's put out recently which describes these, I urge you to do it. It won't happen overnight because many of what we, many things that we wanna do, we have to go to the Congress and get permission. But I gotta tell you folks, I've seen some of this before, these, we want to make some changes, personnel changes. And they're very, very tightly managed, but we are very well lined up with your Secretary of Defense. He wants to do this and we've got some pretty good support up on the hill, so stay tuned for that. So let me open the floor up for things that you all wanna talk about. I've got some lights up here, so in my eyes I can see generally, but not fully, so we'll work through this to find out who's up and what the question is. Both here in the auditorium and out there in internet land. So floor is open for questions. Yes sir, I can barely see a hand. Probably best if you, oh go ahead, if you have a question, get up and head to the aisle and then we'll go back and forth. Good morning sir. Good morning. AT3 Alexander from FRC, Oceana. I just had one question that I really wanted to ask. I'm finishing out my degree and I'm a little bit older, I joined later than most people do and a lot of the problems that I'm running into trying to become an officer is the age limit. Have you heard anything or do you know anything as far as then moving the age limit and allowing somebody to become an officer even though they joined a little bit later? There's nothing on the books right now that is imminent. In other words, that we're looking at immediately. On the other hand, we are looking at age and the fact of the matter is people live longer, people join later. We are, we can talk about the retirement system if you want and the changing retirement system, not yours, it'll be somebody else's and the options that it brings would lead us to have an allowing people to come in older if you will, a little older. More mature, right? You're mature, right? Yeah, I can't even see it but I'm sure you're not. Okay, so I think that's coming and I think it's around, just around the corner, frankly. Miss, I think somebody over here. No, okay. Who's next? Go ahead. Oh, please go ahead. I'll repeat your question, go ahead. Yeah, the question is, is there a time frame that we want to implement the 12 week maternity leave, is that what you call it, common lessons thing? There's not a time frame but we've requested it. He saw the secretary wants to do this so now we say, do we have the authority in the Department of Defense to do that or do we have to bring this up to the Congress? If the authority is in the Department of Defense, we'll send it down and say, we want to do this. It's within, if it's within SecNAP's purview, let's go. If it's within SecNAP's purview, we have to say, what do the other services want to do because we'll want to make it consistent. If you need to go to the Hill, we'll run it over to the Hill but he wants to do this as fast as feasible. We just need to figure out who's demanding to approve it or give it the nod. Okay? Thank you, sir. You're welcome. Morning. Why do you take the training support to have the room? Throughout the last couple of years, there's been a lot of changes. Advancing exam with P&A points, there are conducts going away, and stuff like that, and then you also have a lot of changes when it comes to GFA. They have considered people who score outstanding and stuff like that in GFA. Implemented that in their advanced exams and you've found a multiple. Like a point system, so no good conducts though, but people who are scoring outstanding have points towards the next advanced exam. Yeah, that is under consideration. Or at least, how do we ensure that it is properly documented if not there in a points maybe in an evaluation so that there's, and then there's an award that one would get, you all probably, it's probably Navy times or some. That's all part and parcel. I think that'll carry in so that if you have, one has to happen to be an outstanding person in that regard, that it is part of the record and well, that's the kind of person we're looking for in the future. A healthy and fit sailor. Thanks, sir. Yeah. Okay, whoever's up? Good morning, sir. Good morning. Our P3 student called from the training sports center, Hampton Roads, and as of late to have been some new developments with the legislation on gay marriage, what, moving forward, what is the Navy's upcoming policy to deal with both the age and the potential assault cases that may arise from that? You got me on that. Assault cases that arise from areas being legalized in all states. I can't make the connection. Maybe, can you give me a, are you there? Yeah, you ran away after that question. So, are you, is that two questions or? See, let me, go back to the mic and I'll talk while you're there. So, it's a DOD policy and our DOD policy is, we acknowledge that if the state says it is legal to have same sex marriages there or whatever, then we say, okay, that's what the state says. So, I'm not sure, I don't understand the question. We just kind of follow the law. That's what, we really implement it after repeal of don't ask, don't tell. Go ahead. To clarify, because there has been a major slip in most of our communities between heterosexual and homosexuals, there's also a lot of tensions between them as some people are a bit more religious than them. Yeah. Moving forward, how are we going to be able to protect our seniors that are recognizing that they're LGBT community? Yeah. Well, let me tell you, I don't, I can't predict the future, but let me tell you what I've seen in the past. We spent a lot of time, I haven't been in this job when we repeal don't ask, don't tell. And I came out and the McPawn came out and we talked to a whole host of you. And the Navy, the sailors in the Navy approaches very professionally and said, these are my shipmates. And actually, I don't care very much about their proclivity one way or the other, whether they're gay or lesbian, they need to serve.  That's probably as simple as I could put it. Is that okay? I haven't, I'm unfamiliar with, we've had one item about that since. Now, there are already some states that do marriage as you know. And if the result of this ruling is, now all states will do it. I frankly don't lose any sleep at night. I figure all sailors work professionally when treat everybody with dignity and respect. That's the foundation. Okay. And we won't tolerate anything but that. And I know you won't. All right, is there somebody here? Hello, Miss. I have a question, I guess we'll kind of piggyback off of what RP3 said. Okay. Currently we have command committees for people who are MAs or for career counselors. You have command what? We have the cookies or the command emblems. Command emblems, all right. They are a suggestion that maybe, may help with RP3s. Unfortunate event in case someone is sexually assaulted to possibly have staffer advocates or even DAPAs with those command cookies so that sailors can actually seek them out and be able to locate people who are staffer advocates right off the bat in case they're not. That's not a bad idea. Let me take that back. Give her a hand, that's a good idea. I didn't take that back, okay? Yes, sir. Good morning, sir. My three-term transpose isn't going to have to roll. The question is the transgender members that are graduating, how do we handle medically? Transgender? How will we handle them medically? Yes. We are in the process of looking at, okay, what is current DOD policy on transgender? What are we going to do? Do we want to change it? Right now it is you can't assess transgender in the Navy. It's not there. And so we say, okay, where do we go from here? And in view of where we stood with, don't ask, don't tell, gay or lesbian, how are we going to manage that? So I don't have an answer for you looking into the future, but this much I can tell you, in about six months or so, I think you're going to find, because we've got to look hard at this. How do we manage this? Privacy, uniforms, it sort of goes on. There's different levels of transgender. When you start getting to hormonal treatments and operations, you're in a different world or a different area of that. And so we need to look at that from beginning to end, if you will, or from left to right, however you want to view it. Okay, over here? FRC, AOC Benoit from FRC Oceana. You touched a little bit about the manning and ships, mostly the airway. The ships have had an issue going back and forth to the yards which is created, as you said, the 10-monthers, the 11-monthers. Right. Where do we fall in trying to keep our carriers in line in the PMS cycle into the yards? You know, you describe, briefly describe the sustainability of the Newport News Shipyard. Yeah. If they don't have enough people, then we don't have enough people. You come back from a 10-monther, we're doing our sailors wrong and in injustice by them going into the yard period and staying until 18, 19, 200, depending on the day and what's going on. Right. Well, we're down-sided. Right. And all these programs are not talking to each other. PRT failures, the legal numbers that sometimes change from one year to another. Right. How do we sustain that? Okay. So the question is, thanks, Admiral, for that discussion of FRTP and how you can optimize it, but we've got issues here. Our carriers are not, I'm gonna dress this up a little bit. Our carriers are not getting any younger. Their maintenance scheme has been shortened, in some cases, because of sequestration and our need to get out. So how do we make sure that we get out of the shipyard on time, that we get a proper availability, not on the backs of the crew? That about right? Yes, sir. Okay. Number one, you've got a man up the shipyard's right and we are short, probably, or were, a couple of years ago, on the order of 5,000 shipyard workers distributed around our public shipyards. And that includes Norfolk and then also looking at Newport News, which is a private shipyard but we help augment each other. So we have been hiring feverishly to do that. We have the money in place to do that. That's going reasonably well. But it's not gonna happen overnight.  And then here's your flame, here's your flame thrower, if you will. And you're welding rods and you get down there. So we are hiring, we are asking the private shipyards to help us out with some work, and they are doing that. So for example, we will lighten Norfolk and send an SSN up to a private yard so more workers can focus on the carrier. So we've got to give the carrier time that part of the optimized FRTP is to expand the maintenance period, especially on the carriers, a couple months. To give you time in the yard to get done, we've got a man in the shipyard's right. The type commanders have to work with fleet forces to be sure we're very clear on what we expect the crew to do while in there and not. So it starts there. And frankly, these longer deployments, the reason we have the longer deployments, some people think, well, it's because of the, we need them over there longer. No, it's because of sequestration a few years ago when we stopped maintenance. When we stopped maintenance, the world didn't stop. And so somebody was out on watch and so they stayed longer and by the time we got somebody done to send them out, it took a long time to get the domino shifted, if you will, to shift bad in the bad direction, shifted over in the good direction so as we could sequence that. If we don't watch, if we don't man the shipyard, man the ships about six months, not two months or one month, six months, the whole strike group before you're ready to go, this will not work right. And so that's the covenant that we've signed at our respective headquarters, manning headquarters, type commanders, fleet forces, my people, and I have to fund and make sure your folks get the, your folks being fleet forces, command your type commanders, air forces, and air land. So that's on us to get that done right. Okay. What is sir, L.A. Sir Gaines from the Transport Center at the Roots. I think you can touch on the proposed retirement changes and I'll show it to myself. I guess they've been used to the traditional for locating for our lady, hoping you might be able to touch on what your personal thoughts are about the changes. Well, my personal thoughts are, I think it can be, I think it's a good idea. And here's what I'd say. First of all, it was a good idea. You all signed up, all you people in uniform and there are people, probably seniors in high school who haven't signed up but will and they will come in under the current system. All right, the one called traditional, that's fine. But what that means is we are all vesting, we are all deferring the vesting, which means the retirement is ours. We actually get money, we have a retirement package. We are deferring that to the 20-year point too and that's what it says. But then you get 50% and you say, well that's, it's pretty straightforward what happens then. And it kind of rises 2.5% when you stay beyond 20 years. What the new system will look like, it's called a blended retirement and it will go something like this. Somebody, a person joins the military, they are immediately entered into a thrift savings plan. Immediately the federal government puts 1% in that thrift savings plan. After a few years, when they are completed training and we look through most of where the attrition takes place, then they are called what we call vested. That means they have a 401K. It consists of a thrift savings plan that has been, 1% has been put in. And you now, unless you don't want to do this and you have to be deliberate and you have to go see somebody and you have to get counseled to be sure you know what you're doing, if you don't want this thing, you want any contributions, that's one option. But if you don't do that, 2% of your pay will go into this thrift savings plan. So that's 3% total, right? One from the government. So then at the five-year point, I think it's a four or five-year point, the details are really just still being finally ironed out, that percentage goes up. So 2% to 3%, federal government goes up from 1% to 3%. And now you have almost 6% going in at when you're finished with just roughly your first enlistment. You with me? That's your plan. If you finish your first enlistment and say, I'm leaving and say, okay, well here's your 401K, take it with you when you leave. So if you re-enlist as you go out into your second re-enlistment, the government stays at 3% and you can slowly increase, you have options to increase your contribution. You with me? That can grow up to about 10% total of your base pay going into your retirement scheme. You stay at 20 years, instead of getting 50%, you get 40%. But you've had a growing retirement there. You see a thrift savings plan, if you will, 401K going there. You stay beyond 20 years and you can continue to contribute in there. Now, when you get somewhere between eight and 16 years, what we asked the service chiefs, we said, look, we wanna be able to provide a continuation pay, a bonus, a re-enlistment bonus. And we wanna be able to have control of that. Somewhere between eight and 16 years. So when you re-enlist and, well, we'd probably target it after your second re-enlistment. You re-enlist, you finish that re-enlistment. Now you're thinking of going, and you're at the 809 or 10-year point and you're thinking of staying beyond that. We would wanna give you a re-enlistment bonus. Varies, $12,000 is a baseline and someone get more, some might get a tad less. It depends on what your rating is, follow me. So what we're looking for is something that gives you options, opportunity, let me say, to change it. Something that you can control and something that would be, by the time you finish, let's say you stayed for 25 years versus somebody who stayed 25 years under today's scheme. It has a somewhat of an equivalency of value at that point. So control for you, opportunity for you to expand that if you want, and something that's about equivalent out there. Now I'm going like this, about equivalent because where you invest it, because you're gonna control a little bit of the investment, do you wanna be very, very conservative and put it in savings bonds, or bonds or something like that, mutual funds. And if you do TSP today, it's the same choices, whether you wanna be conservative or take a little more risk, follow me. So it would start to be similar to mine. Very much so, it'll be very much so. Because the same managers, you will enter into the TSP, without thrift savings plan that the federal government has today. Okay? Sure. Good morning. Morning, 106. And my question today to you is, there's been a lot of talk lately about potentially new uniforms coming out. So what's the status of that and if that were to pass, if you will, how would we go about getting the new uniforms? Would that be something that's- Okay, well, there's all host of stuff coming up. Anything you're interested in particularly? Currently, NWUs, they don't breathe as well. Yeah, okay.  And I'd say, yeah, I too wanted them sooner, but it's easier said than done. So they'll have a better T-shirt and they'll be lighter weight available for you. But 2016, any else you're interested in? No, does that a no? That's good enough, okay. Service Dress Blues with the zipper, better piping, that's next year, that'll take, they'll be introduced next year for male and female. So that's, we've decided on that one.  That'll be ready at the middle of 2016 and those will be issued. And if you say, well, what's gonna look like, we took the material the Marines had, looked pretty good. It's pretty good. Same maker, cheaper, keep the price down, just buy more of something, material made by somebody else, okay. Anybody over here? Okay. Morning, sir. Hello. I'm OS2 Smith, I'm an admin department. In terms of which assistance, we have a certain staff we can get for fiscal year. A lot of us run into issue where in a situation, we get that cap, now we don't go to school for a few months or we get it into our GI bill. Is there any discussion as far as maybe raising that or getting it waverable for our place-by-place basis? I'll take back the waverable. If you're in a program that is of high value to the Navy, you know what I'm saying? Pay back you're into, like what would that be? I don't know, a cyber-ish kind of a thing or something where you get a skill set that may be waverable. But I would say generally we find, we're just finding that we have to have some cap and we take it on a notional level of what a notional sailor would do to be able to do their calls, take number courses and all that. So I'll take it back and I'll say take a look at this, see what kind of education that we really need and if somebody's pursuing that, why wouldn't that be waverable? Okay? But just similarly raising the cap is probably a non-starter because it's a DOD wide, some of those regulations are DOD wide, that'd be a long uphill climb, trust me. Good morning, sir. Good morning. I'm C. Fernandez, R.C. Bed Atlantic. I'm going back to ship sustainability agents-wise throughout the shipyard and deployments. Has there been any talk about or perhaps an idea of implementing a corrosion division within the ship's company the same way a squatter has a paint corrosion division that focuses specifically on the earth? So they would be full-time? Yes, sir. So I don't know, a hull text or something like that? More specific to general ship's corrosion instead of paint. No, I mean, so let me say something like, take hull text or something like that, educate them properly, give them skills and understanding of corrosion, like we do something like that with y'all, Dave H. Now, I hadn't thought of that. Let me take that back. That may not be a bad idea. We are having more and more corrosion issues, particularly with tanks, and the ships aren't getting any younger, so let me take a look at that. Thanks. Yes, sir, thank you. Good morning, Admiral. Good morning. Thank you, Johnson and ASO, Gianna. My question to you today is regarding the double military VH. Recently, the Senate Armed Forces Committee passed their version of, I don't know that would potentially mix it. And I'm not aware that the White House is starting to budge back against it and also the Department of Justice. What are your thoughts about it? And if the event, the military VH does go away, is there any formulations of plan to help to offset costs? I don't know about a plan to offset it because we feel that we don't think it'll carry. Okay, we just don't think it'll carry. And you say, well, wait a minute, it got in the budget and I'd say, well, lots of things get in one house. So there are four committees, so it's in one committee. But we're vehemently against it. If the feeling is, hey, it was never intended to be like this, my view would be, if that's the case, then we need to methodically work through this and kind of tamp this, allow people to adjust their lifestyle if that has to become a law. But that was not, we didn't give that as an option. But I think, we all think it's a draconian measure when you all have commitments, you find fiscal commitments you sign up to. And then just like that, half of that part goes away, that makes sense to us. It's really, I think, not holding up our end of a covenant, our being the broader R for government. Okay? Yeah, I appreciate it. Sure. Good morning, Samson. N.A. Association of Security Officer. First, I wanna thank you for, and your staff and all the folks that pushed that MPV through. That's a big deal to us on a daily basis around here. Secondly, I wanna ask a question or just make a comment that some of the problems that we have in the security force world when we talk about active response to an active shooter is the lack of identifying my folks. Virginia Beach holds up, my folks roll into a building and they're running towards bullets, but there's nothing on the back of a uniform that says, hey, this guy's security, don't shoot him.  So that's what Virginia Beach shows when they show up. So my comment is maybe with the new uniform fixes is maybe it has some sort of identifying patches, security forces can put on the back of their uniform says police or security, so. Yeah, that's, boy, I'm getting some pretty good ideas here. So Skipper, or do you have any organizational lieutenant? Do you have any organizational clothing for when your people take the watch, they just come in MWs? Yes, sir. It's all funding issues, so I don't have. Well, what about a vest or something like it? Most we have a reflective security police vest everywhere, which the new sift that's established is now just sending us orange vest with yellow stripes that don't say police on them. And I think they're trying to fix that, but that's a little bit above me. Okay, well, let me start with, instead of being broadly organizational, we just had a uniform question, you know, or that, how long I would take. Let me talk to CNIC and see if there isn't something that you can just quickly put on. That's like being but clearly distinctive that your law enforcement. Yes, sir. All right, thanks. Thanks. Very good. Thank you. Yeah. Sir, to the general, I'll ask you if they want to say mentioned the performance of Secretary Maynus walked. Right. That's your question. Right. Concerning the Defense Officer Personal Management Act and other statutes that need to be changed in order to enact those initiatives, can you talk more about the process, timeline? There were a number, is there one that has you more interested than others? Specifically in timing in regards to the Defense Officer Personal Management Act. Okay, the Defense Officer Personal Management Act, DOTMA, that is a large windmill that we're kind of attacking, if you will. But so to say, hey, we want to revise DOTMA. That's a two-year minimum initiative, in my view. On the other hand, if we say, when it comes to officer promotions, we would like to re-rack folks within the year based upon how they came out on the board. Okay, that's probably not a bad idea. We would like to manage, if they say, you have to be in a year group. See, in the end, we'd like to remove year groups and say, you're just a person. Instead of having to have some magical period of time, that year group all goes up for promotion. Because some people are away at graduate school. Some people are doing a different job and some people in the cockpit. So who do you think's gonna get promoted, right? But after a period of time, when everybody's gotta do their joint professional military education, you get my point, it all kind of equals up. So we're saying, all right, if you're in year group number one, and so you've got all your peers, and you go away to graduate school as a junior officer, and you come back, I don't think you should stay in year group number one, unless you want to, you should have that option. But be advised, your peers have been flying, and you were away at graduate school, so you have one tour, you get my point, and see they got two or three. So you may wanna come back to a different year group and then come in. And then in the end, it sort of equalizes out. You follow what I'm saying? Yeah, so we wanna do this a little bit piecemeal, but we're changing the processes within DOPMA, to change, to take the whole thing and say, look, we need to change DOPMA. Boy, we've been, that's a big rock to push up a hill. So we want the ones that are nagging and the ones that are absurd, and we need to fix now, follow? Okay, thanks. Good morning, sir. Good morning. Good morning, Dr. Anil Soshina-Chapa. With the proposed family implementation with the maternity leave being extended, is there a possibility for paternity leave being extended? Because from my understanding, products only get 10 days? I don't know. And I'd have to see what, we easily just throw maternity leave because that's what we assume the situation, that's what's needed. I'd have to look at the paternity element of that. And so we will. I'll take that back and say, so what is the overall intent? Just the woman, because delivering the child, what about, are we looking at the family situation in this regard? And that's two people. Okay? Good morning. Good morning. I have another question about how you are extended, but more regards to CEOs now being able to enforce random spot checks in between V&A tests. I was just wondering, when can we expect to see this being quick to affect how it will commence, go about helping spot check matters to get neck and shape, and is this going to be added to the process when we enforce it as a community? Well, when in effect, I'd say maybe calendar year 16. We're going to meet soon, I've asked. I got to sit down with Chief Naval Personnel, McPon, Surgeon General, and myself, say okay, let me make sure I understand this, then we go see SecNAP, lay it out, then we've got to lay it out for all of you in English so you can see how does this work. The intent, though, is this, to say, look, we want you to be healthy, and I'm asking the Surgeon General, how do we, what is a good way to set a minimum standard to just be healthy? So you have a reasonable assurance that you're healthy. Well, if you're obese, that's not healthy. That's not a good healthy standard, right? So we say, well, how do we know if you're obese as one way? So we look at that, and there are DOD standards of to determine obesity. They're measuring standards, follow what I'm saying? So that's kind of one. Two, how often should you get a physical to make sure you're healthy? And what do we check in the physical as time goes on? So that's part of that whole, you know, your physical health assessment. And then we say, well, how fit are you? Well, first of all, we want to make sure you're exercising. So if you're not obese, I want you exercising.  So that's the intent of this.  You know, I'm not sure I like what you did there. Go do the PRT. You know, that's not, and if we see that, we'll drop a hammer.  The intent is not to do that. Do you follow what I mean? Yes, sir. Okay. And then if you do well, as the gentleman earlier said, you ought to be acknowledged for being a person of the age of fitness. So that's what we're looking to do. It will not be perfect, ladies and gentlemen, you know that. But I think we'll be, what I want is something that I could stand up here and say, hey look, I want you to be healthy. Here's a minimum level of health. You gotta be better than this, okay? And then we're gonna measure you at an appropriate time. And I need you to exercise. We gotta give you decent food, so we're not giving you fatty foods all the time. So the secretary, you'll see the secretary has that piece in it. And then when you need to be fit, so you can be an effective member of your ship, squadron, submarine, whatever. Fault? Yes, sir. All right, thanks. Hi, good morning, sir. I'm Amy, I'm from BFA 106. I had a question for you. We did our bias center intervention training just recently, the last couple of days. And the question that kept coming up was an incident, say you were at a bar and you're just relaxing by yourself or you see a fight break out between shipmates, maybe you're someone you work with, so you go to break it up. And you're just doing what you were taught in the training and they end up getting arrested and because you're separating them, they hit you because you get arrested as well. So when you come back to the command, you end up getting an ARI for just helping out a shipmate. So how can we effectively help other sailors without getting ourselves in trouble? Well, I have not seen many of these where I hang out. But I want to tell you, I was a junior officer too. I find it rare, I found it rare that there weren't witnesses to that because somebody else fight or you're here people screaming, you can't help yourself. You go over and see what's going on. I would expect witnesses to stand forward and say, hey, what's your first name? Kira. Kira was trying to help out here, was trying to break it up and would step forward. I would expect that our law enforcement people who came in and did whatever to arrest would seek witnesses and say, OK, so tell me because you would say, hey, wait a minute, I was a bystander, I was just coming in to break this thing up. You get my point that this could be, are you saying that people found that, no, that's not really what's going to happen or what? Well, in some cases, some people may not be over the look legal limit and some may be under. So they still arrest the individual in those cases because they are over the limit and think that their capabilities and understanding and mobility are not going to be the same as the person who is under the legal limit and their judgment is more credible than being over the limit. Does that make sense? Yes, it does. So let me give you a let's say you're sitting down and you have a few drinks and we're not talking about going on and drive. So I assume that's what you mean by the legal limit, right? Well, the situation I was talking about was them sitting down in a bar over the prejudice. But my point would be when you say legal limit, the only limit I know that is legal, that has to do with alcohol, is the limit to drive. And you may be over that because they don't do it driving. So somebody says, is that what you're referring to, right? Yes, by the law, the legal standards. But in some cases, in this area, most of the bars are outside. So it becomes public intoxication as well. Well, if we're into legal terms, what is public intoxication? That's interpretive. It's not really a blood alcohol level, per se, right? Because people react differently. I leave you with we need your shipmates to step up and ensure that you, by doing the right thing, didn't do that and witnesses. At the same time, you have the right to act and say, wait, there were witnesses here to call them in and I would expect our legal people and those that support you in this regard and every command team that I know out there to take the time to get to the bottom line, especially, I would be shocked, I'd be amazed if for some reason, you being somebody who had bystander intervention were swept up and ended up being, that you weren't acknowledged by somebody out there as no, in fact, somebody who was trying to do the right thing. So are you now gonna tell me no, that's not what's happened?  Okay, I just wanna know how that might work out. Well, because I asked, because there's several incidents that's happened that I've been aware of from other people, just explaining themselves to me where they actually ended up getting an A.R. when they were actually trying to do the best thing possible. Yeah, well, it depends on that situation, but that's the best I can tell you, standing up here with lights on me and my IQ dropping as I speak. Okay, but it is a logical, sensible thing. We can't have that, and so I expect every command, try it, and I expect sailors to help out other sailors who are trying to do the right thing. We have to do that. Okay, thanks. Good morning, Adam. Good morning. Over. I'm turning this one right now from the meeting on to the Marisong Patrol. Yes. And what do we expect to see happen in the EP3 areas in the coming years? The EP3 will be eventually replaced with not only just the Triton, but really kind of a consortium of a P-8 that will fly and do some, and we will use the Triton as well as appropriate unmanned from the carrier to do that. So it's really sort of the federation of all of those and what each one of those will provide. As well as, it might be a reaper that's helping you out. It may be another unmanned, but it'll be a collection, it'll still be partially manned and unmanned as they bring that together. But the EP3 has to send out. They're getting old and we don't have a replacement. And I mean, some element of a P-8 will be a contributor to that, but we won't have an EP8, if that's where you're wondering. Thanks, sir. Okay. Morning, sir. Good morning. I'm currently transitioning from VFA 106 to VFA 83. My question was touching base on the JSF as well as legacy deployment with a recent upage and high time hours for the legacy platform. And also myself currently ramping up the deployment. Is now there going to be supplying sufficient parts to maintain the legacy up until the JSF is fielded to the fleet? Or are we just gonna have to basically wean the coordinates off one by one, say 10 positions, things like that, and then you're certain? We will, step one will be legacy slept service life extension and back out to be available. Some number of them will be used for training, some of them and less of them will be in the air wing, you know, the deploying air wing, if that makes sense to you. That will step down in a deliberate manner. They better provide parts because I know I'm putting money into it. And if there are no parts, then we got a problem with people that we hire to give us parts. Now, we have had delays in parts. There's no question about that. Of all things, and I was very disappointed, it was in the Super Hornet. I said, what's that about? We're working our way through that. Okay, contracts were changed and we've had a lot of attention by the air boss, Emma Shoemaker, by the chief of supply corps and kind of our thumbs on their head to get on this because to me, it's just unconscionable that we don't provide you enough parts to keep those aircraft that are out on the tarmac or in the hangar up. If they're in depth, okay, that's another issue. So yes, the intent is to keep the legacy on the proper track to sundown. I frankly would just assume sundown them sooner than later but I'm not proposing to accelerate it. I'm saying, you know, they're just gonna cost more and more and be able to fly less and less as we get on. We shouldn't be overly dependent on it. We've got to migrate and bring in the Super Hornets at the right numbers and get the Joint Strike Fighter in. So I kind of look at where are we gonna be at 2024 and 2025? That's where I'm keeping track of as I look out ahead on legacy, Super Hornet, and JSF, okay? Good morning, sir. Good morning. Erin Pittman from VMA 31. I was wondering, I have another question about uniforms. Has there been any consideration of making material of the uniform to change color to a broader color in contact with salt water for shipments to fall over on the ship? No, I'm not familiar with that and I heard some people or some vendors say, you know, I can make this.  But I'm unaware of anything that was useful that actually worked. That actually, you know, it's gonna get wet, right? So it might change color with salt water, that'll happen. And then how often does it, quote unquote, change color, get bright and be useful? We did some testing and we didn't find anything that was durable. Okay. Born and served Airman Magnus from Sina, U.S. Union. Good morning. I have a question about, I'm here talking about the branches about the tattoo policy. I'm sorry, what policy? Tattoo policy, about reforming or re-expecting anything. And I'm not, could you say out the acronym? Oh, tattoo policy. That's not a good acronym. I know of no change to the tattoo policy. What'd you hear? I was hearing about how we built a sleeve length. That you could, what's that? You could get a full sleeve tattoo. You could get a full sleeve tattoo, that'd be okay. Is that what you're saying? Yes, sir. I'm just not familiar with it. Nobody's talked to me about it. Maybe I had to ask, huh? Thank you, sir. Guys, you want one? Yes, sir. Okay. Well, let me ask. Thank you. Good morning, sir. Good morning. I'm a public over at Strike Crime School, 115. And my question is, with the legalization of same-sex marriage, would those couples start to receive the same VA age benefits as traditional American marriage? I think that's already in place. We've already looked at, remember, what the Marine Corps, the Supreme Court ruling really went beyond what some states were already doing. And so I don't see any change in our guidelines with regard to that, if that makes sense. Okay. Good morning, sir. Good morning. I'm Nadachi from the Association of Security. I have a question regarding females and PRT. I know there's a six-month extension for PRT waivers for individuals just coming off calmly, but is there gonna be an extension around the lines of individuals that have C-section considering we're getting our abdomen torn apart and we have to rebuild it? Well, I have to confess I'm not familiar with that particular element of it, but because you have a question, we'll take that back and say, clearly, what you see now, you don't think is right? Or what do you think? I'm sorry, I'm hoping that we do get a C-section to rebuild their muscles. Like, I personally had a C-section and I'm having difficulty just getting bare minimum. Right, okay. Well, let me take that particular element back as we do this change. We have to consider those things that are out there. All of them, thank you. Thank you, sir. Morning, sir. Good morning. AB2, thank you. NAS, SOGN. My question is in regards to, you touched briefly on advancement and pay. If there was gonna be any changes, possibly, in the delay of being paid from being advanced, some sailors can wait up to six months, whereas somebody who may have been capped gets paid immediately. And I was just wondering if there was any talks about the form of getting paid sooner. I'm not familiar with that. I'll ask the chief-enabled personnel to address, how is that addressed or clarified in that when we go from cap to map or whatever we call that, okay? Thank you, sir. Sure. Morning, sir. Is it through Taylor? We have a third, too. My question is not environmental sustainability, and when will it begin to implement alternative fuel resources? Well, we still have, there are some guidelines, some driven by law that say, you have to be sure if you're gonna use alternative fuels, such as biofuel or that, that the pricing is less, that it is cost-effective to go on an alternative fuel. And so, hey, we gotta make sure it properly works as an alternative fuel, because if it doesn't work well and it's not proven, then it's not an alternative fuel. And we're doing that. So, the great green fleet, if you will, the deployment, will go a long way. We've done shortened tests. You're familiar with the green strike group and RIMPAC in 2012. So now in 2016, we'll actually go around the world as we look at longer periods. We'll see the results of that, see is the fuel viable? Yes, no, maybe so. What fuel is most viable? What fuel can we get in bulk? Where are our partners out there? We really need to get the airline industry involved in this, I think, if you want to help, because they have enormous fuel users. And if they're involved too, then we have something. And then you have to see, what are the economics of the situation? Thank you, sir. Okay. Good morning, sir. Good day, Mr. Paladino. Good morning. So, the union of camping roads and mechanics. My question is, is the policy of the need going to require all sailors to maintain their warfare device as it is right now, some people will receive adverse vows or even a removal of the recommendation or a pre-discipline if they're not receiving them? Well, not every community has a warfare device that I'm aware of, every single part of the Navy. But those that do, if they enter in a community, they'll say, hey, I need you to qualify within that to be an effective sailor and shipmate. And so I usually tend to allow those communities to develop that in concert with the chief of naval personnel. So the air boss, the surface boss, sub-boss, you know, you get Head CB and all that, they come together with the McPon and the senior list to say, what do we need our sailors to do to be effective? And we acknowledge that being that sailor with a warfare device, if that makes sense. So it's not like we, hey, we need everybody to be able to wear a pin. It's to be most effective out there. So that's the way it's being managed. I don't sit up there in Washington as the chief of naval operations and declare, you know, that kind of piece. So we're, I guess I'll say, we're a little flexible in that regard, but it's what we need out there in the fleet that drives that. Okay. Good morning, sir. Good morning. I'm Anasudi from VFA 106. I have a question. I know that the United States is conducting training in the troubled areas such as the Middle East for foreign military. And my question is, as a United States Navy, do we have any plans of recruiting more personnel from foreign countries to be actually as a force of working for this country, but is more oriented towards troubled areas such as the Middle East? No, we don't control, we can't do it uniquely as a Navy to say, I tell you what, I'm gonna go over and get these folks from this country and say, just come on in, because I'll need you, and then when I steam over to that area, you'll be readily available. Our entrance requirements are driven by the military, DOD-wide, and fairly closely regulated by the federal government. Thank you, sir. All right. You need to hold the mic a little closer, please. Yes, sir. I just wanted to get a better understanding of the age as far as what brought it into consideration and how they're gonna create military personnel as far as if one spouse is having trouble, like you don't get the age bi-weekly and by the end of the month, most people are great in doing the first and how would if one spouse is having problems with their spouse, by each half of the day work together to receive a two-kater grant as far as that one. Yeah, I think that, now that you're talking about the two service members each getting BAH or not, that's the question, right? Yes, sir. Okay, I think the basis was the feeling by someone, I don't know who it was up in the Congress and in this particular committee, felt that the original intent of BAH was to provide a household appropriate allowance for quarters, for housing. And that if you're single, you get this amount. If you have dependents, you get that amount. And you say, if there are two single, that's still one household in the view of this person. And you'd say, so you get dependent, BAH, there you go. And so that's not the way it came out, obviously. We are where we are. And people plan their lives accordingly. They incur debt instruments accordingly.  And so if that was the original intent, then our view is we should debate it. And first of all, we need to understand what is the impact on the whole force if you do that? What do our people feel about that? And probably not well, all great. And how if you say, well, regardless, that's the intent. Say, okay, well, they're all hooked up to legal commitments here, fiscal commitments. How would we allow them to get off of this, to kind of adjust the life you just described? And so that's our point to say, you can't do this. You shouldn't do this, clicking your fingers. That's not a good idea. That's bad for morale. It's bad for the government that we feel we have with our people. We in the Navy feel we have with our sailors. That's where the Secretary, the Commandant, and myself are with us. All right. Good morning, sir. Good morning. Mr. Dillon from VFA 106. My question is with regards to supply. One of the issues that have been happened with ordinary supplies that we only have one manufacturer. And in that, the prices are a bit high because it's only one and the length of time that we are getting stuck in is taking extreme alone because we are the only producer of this product. So I was wondering if we could possibly look into trying to get other companies so we could have a little bit of competition and getting stuff in and prices. And what is this sole provider? Not the company, but what is it that you're talking about? What kind of stuff? What kind of materials? How is it material? Well, I have one. One particular that you said were written on for the past year and a half that hasn't gone to us yet. And when I did my research on the flight line, people, I've been, individuals, I've been waiting for at least three years and this particular company is kind of slow and produced in it and we really need to fix our aircrafts. Yeah, you're being very kind and diplomatic. You know, I'm on a roll. It's very nice of you. As you see the value of competition, right? Yes. Because next year, if you were in charge and say, you're out, who else would like this money? Consistency every year, right? Because we're going to be around here for a while, master jet bait and all the things you use. And that's why competition is so important. And that's why when we have things like sequestration, budget reductions, hit, miss, this, that, if some companies say I can't compete, I'm not big enough to be able to take the swings, the economic swings that you guys cause us and then sometimes you will get, sometimes broader companies and what they provide you is not what they do all the time. It's yeah, yeah, we'll do this material. And they know you're the sole provider so they jack it up a little bit and they honestly don't worry that much about it. So competition brings you leverage on providing and also in building. So it's so important and we see it time and time again. Thank you very much. Yeah. I think we're clear. I think we're clear and it's 10 o'clock. Yes sir. Thank you all very much. Let me leave you with a few thoughts. Clearly we've got the Fourth of July weekend coming up. We're having safety wise and you all in the business year and know about safety. The aviation community, no safety is good, safety better than anybody that I know of and we actually use you to the other communities do. But the flight line, we're doing much better than we did last year, which was not a great year. We're doing much better. I'm gonna go see the director of safety here shortly. But it's the off duty stuff that I worry about. So we need you to come back after this long weekend. So enjoy yourself, enjoy yourself with your family and those of you, some of the families out here, tell them please thank them for me, for supporting you in what you do. I see civilians here there, I wanna thank you. You are civilian shipmates. We can't get done what we need to get done without you supporting us and being part of our team. I thank you very much for that. You're kind of the we come and we go on these bases and out there out and around and up in headquarters and you're there time and time again, kind of holding the thing together like mortar holding bricks together. So take care of each other, treat each other with dignity and respect like we talked about before. And thanks for your support. We'll go back with your input here that I mentioned and see what we can do to make things a little better. Thank you very much.


Hello and welcome to the session. Let us discuss the following question. It says, the probability that a student will pass the final examination in both English and Hindi is 0.5 and the probability of passing neither is 0.1. If the probability of passing the English examination is 0.75, what is the probability of passing Hindi examination? Before moving on to the solution, we will be writing some results. If we have two events, not A and not B. Not A is denoted by A dash and M stands for the intersection, not B is B dash. So A dash intersection B dash is equal to A union B whole dash. This is by the B Morgan's law. So the probability of not A and not B is equal to probability of A union B whole dash that is not A union B. And we know that probability of the complement of any event is 1 minus the probability of that event. So it becomes 1 minus probability of A union B. Also we will be using the result. It says probability of A union B is probability of A plus probability of B minus probability of A intersection B. So this knowledge will work as the ideal. Let us now start the solution and let A be the event of passing English examination. B is the event of passing Hindi examination. Now we are given that probability of passing English examination is 0.75. So probability of A is 0.75 and we are given that probability of passing in both the examination is 0.5. So we are given the probability of passing in both the examination that is passing in A and B. That is passing in English and Hindi both. So we have to find, we are given that probability of A intersection B is 0.5 and we are given the probability passing neither examinations that is not A and not B, 0.1. We have to find the probability of passing in the examination. So we have to find probability of B. Now we can find out probability of B by this formula. Since we are given probability of A intersection B we are given probability of A but we are not given probability of A union B. But we can find out probability of A union B by this formula. That is probability of A union B is equal to 1 minus probability of not A not B. Since here probability of not A and not B is 1 minus probability of A union B. So probability of A union B is equal to 1 minus probability of not A which is denoted by A dash and not B. And here intersection stands for and. So probability of A union B is equal to 1 minus probability of not A and not B which is 0.1. So the probability is equal to 0.9. Now probability of A union B is equal to probability of A plus probability of B minus probability of A intersection B. So this implies probability of B is equal to probability of A union B plus probability of A intersection B minus probability of A. Now substitute probability of A union B which is 0.9 probability of A intersection B is 0.5. Probability of A is 0.75 and this is equal to 0.65. So the probability of passing in the examination is 0.65. So this completes the question and the session. Bye for now. Take care. Have a good day.


I'm going to work hard not to get the bill here, so we'll just move on. But the other reason I can do that is because I feel like I'm summing up a lot of presentations, particularly what we heard today. Jamie Penn did a really nice job of framing things up, and Lisa's added in some numbers and Ross's comments on Ukraine fitting very well. What I want to do is spend some time just talking a little bit more about the economics and what's happening with competition and what we have to deal with. I know on the front end it's going to sound a little bit negative, but I can assure you there are responses that we have that we can do. And to Ross's point, you know, we've got to take advantage of the time frame here for us really to try to go after it. But I do think there's a number of things that we can do. So first of all, I just want to show you what Ulshin freight costs are. The Baltic Dry Index is just a good indicator of dry bulk costs. And when we talk about Ukraine, we talk about Black Sea, and Ross went through the production costs and everything. The other thing I want to add into that is that over the last couple years, we've watched the cost of Ulshin freight drop 80%. It's taken out a cost of $20 to $25 a ton of moving Ukrainian wheat into the Asian marketplace. The costing right now, if I give you just a good example, is I can ship Russian wheat to Indonesia cheaper than I can ship grain from the Swan Hill district to a Melbourne port. And we haven't even taken it to Indonesia yet. So that's the big issue that we have going on. Right now, we can get Russian wheat landed into Egypt for about $35 a ton cheaper than Australian wheat. And I know we talk a lot about Asia, but the Middle East is a very important market for us. It's been roughly 30%, 35% of our exports. So we're losing a strong economic advantage as we walk into those different areas. Crude oil price is a big part of this. And it's affecting the cost of Ulshin freight. But the other component of Ulshin freight is that we've watched capacity increase the last four years. And a lot of it has to do with the supermax vessel, they call it, that's being designed to handle the new Panama canals. Typically, when you bring in these new freighters and you have this production come on, they're running 8% to 10% cheaper in costings. But with crude oil, this low. And the other thing is with iron ore prices, steel prices so low, scrap metal is very cheap that a lot of what we call overaged or overage vessels typically would be scrapped and they're staying in operation. So you've got this big glut of vessel capacity right now, which for us sitting down in Australia is an issue for us, particularly if we're shipping to the Middle East. So then we talk about the price of wheat, wheat falling about 50% relative to US dollar. And again, it's about the economics. So I just went through what's happening on all Schenfreight. Ross went through, when you look at the economics, taking the Black Sea as an example, and there's other areas as well that what the price coming down, what that ends up happening is that has to get pushed back on the Australian farmer because they're the ones that are dealing with the lower price on a global basis, but they're also dealing with a higher competition coming from other areas. And so it gets reflected down into the price what an Australian farmer is paying, or being paid for wheat. So when I do look at the growth in wheat production, and Ross, he touched on quite a bit of it on the Black Sea side, but there's a number of things that go in there. And I spent a lot of time in my previous career dealing with production in the Black Sea as well as exporting out of there. And just a little application of capital and better farming practices would lead in a period of three years of 40% jump in yield. And so now you look at this where capital is cheap, it's a wash around the world, you got crude oil prices lower, and places like the Black Sea, even though their currency is getting weaker, they're not seeing their input costs go up because they produce nitrogen there, they have phosphate there. And so what it's doing is making it more efficient and phenomenally more profitable for them to continue to improve their production levels. And by using practices we have in other places, it helps improve their yield as well. And again, that foreign capital is finding its way into those areas. So this is what we're having to deal with, but it's not just Black Sea, you notice Europe also has shown some increased numbers, and you saw those earlier this morning. And then if I put into that, looking at the wheat carry out, a lot of the places have benefited from some very stable, good production, where Australia has kind of level off, and the last couple years I would say have not been normalized crop sizes. And so the net result is not only is our production leveling, but our wheat carry out is going down. And so when you look at it in terms of price, it's overall supply. It's what you carry in from the year plus what you produce really makes a difference in matters. And this is where Europe is really creating issues for us and really becoming very competitive in the marketplace. I can just tell you, we just recently traded a German wheat cargo into the Philippines. And we're able to land it there for about $8 a ton better than we could take Australian in there. So this is not just a Black Sea phenomenon. It's also happening from different areas as well. And I just wanted to highlight on the currency base, because a lot's been talked about the weaker Australian dollar. And there's no question. When I arrived in 2014, it was sitting at $0.94 to a US dollar. And now we're sitting at $71.72. But the big change was pretty dramatic. And that's first six to 12 months I was here. And the last 12 months, Australian dollars down 8%. But I just want to show you against the competing nations that we have, how much their currencies have dropped even more. So the one next to it is Argentina dropped 43%. Part of it was just the recent 25% drop as you had to do government come in, but it was already declining and coming down. So guess what? Argentine wheat now is being exported. And we're having to compete against that as well. So it's a new competitor in the marketplace. European Union is down 5%. So they've been tracking with us on the Australian dollar. The Russian ruble is down 19% versus our 8%. The Canadian dollar is tracking with us down 8%. Ukrainian Hervini is down 16%. So we're actually losing ground against a lot of our competitors on the currency exchange. I'm not sure it's going to change that much more in terms of how we go forward, but it's created a relative advantage for them. And particularly, if I go back to a number of those countries, so if I look at the Black Sea as an example, you have a situation where their input costs are not being reflected in going up in price because they're insulated from the currency exchange because they produce their own inputs. Or if I look at Brazil, it's the same thing. They have nitrogen. They have phosphates. They've got their crude oil. So they're not experiencing the big uplift in prices on input that you would expect just because of the changes in the currencies. So where does that bring us? Again, it sounds pretty negative because it's pretty strong headwinds that we're facing right now trying to keep Australian farmers competitive in the marketplace. And there's a number of things that we can do and that we need to take a look at. But the issue is that if we're going to help farmers increase their yields so we participate in this growth, particularly in the Asian region, we've got to find ways to improve the pricing tool. And if we're going to attract capital into our business, we have to find ways to improve the returns. And so that means we've got to find ways to reduce our costs and bring them down. And we have to find ways to not try to compete in the pricing aspect of the marketplaces. We're not going to increase our yields enough and our production enough to feed that bread basket or feed the Asian basket. But we can certainly participate with it with a little bit of increase, but also just understanding what things can we do differently. So I just want to talk through those a little bit. So I've got three areas that I would really concentrate on. The first one, supply chain does matter. Ross showed us our costing is $30 a ton hard. I know there's another breakout session talking about supply chains. But if I just go and look at our supply chains, we've got a number of things that are going on. We've had underinvestment for a number of years, which has created so many efficiencies. And we have to deal with the fact that we have some of the highest labor costs in our supply chain relative to our competitors. And those are the two issues that we got to deal with. And so that's why Graham Corp's been working on that. That's why we've been trying to put investments in upwards of $200 million, trying to improve the efficiency of supply chains. One way of doing it is by getting more on rail, and we think we can take $5, $6 a ton out of it. But the other aspect of it is changing our supply chain, trying to find ways to take the labor cost out, but then also increase value for the farmer, having more segregation so we can pay them for the quality that they bring in. We paper blend their qualities so that they have an opportunity to work on efficiencies and not worry about trying to blend on farm. Those are some parts that we work on, but labor is a huge issue. So if I give you an example, we just finished building a new facility up country in Colleen. And that facility handled 115,000 tons this harvest. It did it with one permanent employee and seven casuals. Our traditional facility that handles 100,000 ton is going to have 20 to 25 people. So it's one third of labor cost. And then we start looking at, if we rationalize down some sites, then our labor costs actually improve dramatically. And the big thing is making sure we keep performing for the farmer. So they may have to drive along our distance, but we're finding out they get more turns in during the day because we're more efficient. We're dumping them faster and we're paying them more for the quality of the grain. So that's one big area that we can work on. The other one is not just in the grain supply chain, but in the overall food supply chain. And case in point is we crush canola and we produce edible oils and we produce margarines. We're just going through a project where we have shut down one of our, in the process of shutting down one of our refiners and combining it down into a more of a hyper plant situation down on Milburn. And that does a couple of things for us. Puts us closer to the canola production, puts us closer to the dairy demand for the meal, puts us closer to exporting our product out and where the food business is. And what it's done is taken out $20 a ton on the supply chain. And we haven't done anything different outside of the fact, rearranged our facilities. And yes, we are getting labor improvements as well. But those are the type of things we need to work on as we look at supply chains. The second one that I would talk about, and it has been talked about over the last two days, and that's really working on your customer offerings. And that is Australia's competitive advantage is we are green and clean. We have the ability to trace production. We have the ability to fine tune what it is our customers want and really service them not so much about, here's what we got, but here's we're listening to you and we can provide for you. So just a couple points I would make is, if I look at a lot of our barley demand that we supply into Japan, we actually have our customers coming out on the paddock. They're going through the whole process of production. They're watching the agronomies coming on. They're helping dictate the type of varieties that they want. So one of our Japanese customers produces Choshu and Choshu is a distilled barley product from a pearl barley, but it requires a certain type of variety and it's something that has to have the quality and then we have to spread out the production area so we get diversity of supply. But that is a huge benefit because it translates back to what we pay the farmer. Our Choshu barley variety contracts typically run $50, $60 a ton higher than a regular barley contract. Its input costs are the same price. And so those are the things that we just got to keep looking for and we got to keep listening to what our customers are saying. I'll use infant formula. That's been brought up a little bit the past couple days as well. I'm sure a lot of you don't know, but infant formula, 25% of it is edible oils by weight. And that's something that we also work on is the blend of oils. We've taken our refiner plant, we've turned into a food plant. All you see is stainless steel out there. Our customers are able to come in and take a look at that. We can blend very specific type of blends. I can tell you a lot of the blends we do are five different type of oils. And we can identity preserve it. We can make it sustainable type of supplies because that's what the customer wants.  And matter of fact, you get even more for it if you can it in Australia instead of shipping the ball product over and canning it in China. And I'm sure you've heard the stories and seen them that people are actually selling them online and if they have a receipt that they bought in Australia it's like a certificate of origin and it trades at a premium beyond itself. So those are the type of markets that Australia really does have that competitive advantage. When we have the system in place, we can do traceability. We have farmers that already are well on their way to producing sustainable products. I mean those are the type of things that we really gotta go after and we really have to try to find a way to make sure that we capture the premium markets and not just find ourselves in the price based markets. And finally, we as a country have to get more transformational when we look at agriculture. This is about keeping Australia competitive in a marketplace and so we have to keep looking for things that we can do that are transformational. And I guess it would be not appropriate if I just didn't mention that's one of the issues that we're looking at and why we got involved with AGC is we're trying to find ways to be transformational. The proposal that's being put in front of CBH is really trying to do that. What it's trying to do is free up capital so it can go to a farmer so they can make the investments that Wade has talked about. And in the meantime, freeing up CBH as an organization to make sure it has ways to efficiently use its capital and take it doing things on a grander scale. Because like it or not, scale does matter. Our international customers are consolidating and so to stay relevant to our international customers you gotta operate at scale and you gotta have diversified supplies. And so that's what we're looking at when we got involved. But the primary point is it's the WA grower's decision. They're the ones that will decide what they wanna do and that's a decision that we respect and we accept but we certainly think there's a lot of positive reasons for that proposal to go through. So let me just sum up and just go back again. I think there's three areas. In other words, we gotta invest and improve our supply chains. Gotta specialize for our customers and treat them all differently. And we gotta look for transformational and innovative solutions. And those are the three things I think that we can do. And as Ross says, it's now's the time to do it because we've got a little window of opportunity to make sure that we stay competitive. Thank you.


Good day, fellow investors. Now, we discussed the outlook for natural gas, Shenier, and now we'll discuss the cheapest stock in the world. It's simply extremely cheap, but I will also talk about the risks, potential rewards, long-term catalysts, see if it is a value trap, so don't get too excited immediately. The company I'm talking about is, of course, Gazprom, the Russian natural gas slash oil producer, distributor, whatever. So, let's first look at how cheap this stock actually is. Price earnings ratio 2.8, price to book 0.2, price to cash flow 2.6, and dividend yield 7%. Okay, you might say jump immediately into the stock, but don't go so fast. There is potential in making money in Gazprom, but you have to account for that the stock has been cheap for the past 10 years, and it's just getting cheaper. So, when considering investing in Gazprom, it's not that much about fundamentals, how much it is about sentiment. That's what drives the market, always sentiment, and you can wait 10-20 years for the fundamentals to work, but that's 10-20 years that you might lose. If you look at the stock price, Gazprom was the darling of the markets, up till the financial crisis. Then it dropped, recovered a little bit, shale oil pressures, lower oil prices, and we are still trading at multi-year lows. This is the price it rubbles even lower in euros or US dollars, what you prefer. However, despite the negative sentiment and lower prices, I want first to show the picture what Gazprom really is, discuss a little bit the risks, and then we'll discuss about possible investment strategies into Gazprom. What's most important, Gazprom delivers 34% of European natural gas, which is huge. This means that Europe is dependent on Gazprom and will remain dependent on the company, so that's a great margin of safety. This is especially so because European gas fields are getting depleted, Norwegian fields are getting older, UK, Scotland fields, and for example, in the large Dutch gas fields in the north of the Netherlands, there are a lot of earthquakes problems. As the gas has been pulled out of the ground, the ground starts shaking, and the government has limited the amount of gas that can be pulled out. Gazprom's share is expected to grow of the European gas market. Now, Gazprom is a huge company, here you can see in blue the pipelines already existing, and then they're investing a lot of money into building new pipelines. Nord Stream 2, if you go into the Baltics, you can see the red arrow, an arrow through the Black Sea into Turkey, an arrow into China, then another Siberia power arrow going into China, Shackling, LNG exports aimed at Japan. A lot of investments for plan to be developed in the next 10-15 years. So, when a company invests a lot, the cash flows, the free cash flows are squeezed. Investors don't like that because investors prefer to get rewards now. Few investors like to get rewarded in 10 years because there is a lot that can happen from now till the next 5-10 years. So, the sentiment is a bit negative about Gazprom's, better to invest in Apple or Amazon to just go up. However, Gazprom will continue to do what they are doing. They are planning to invest 14 billion dollars per year up to 2025, which is huge. Why are they investing so much money will be explained in the next chart. You can see here, Gazprom has 17%. 17% of global natural gas reserves. And as we mentioned in the previous natural gas video, there are 200 years of reserves gas reserves available now. So, 17% of that Gazprom could cover the world demand for gas for 34 years, which is really huge. So, Europe will continue to buy their gas and their reserves are huge, second margin of safety. Just a quick look at their fields, mostly in Russia, Kazakhstan, Uzbekistan. So, closely to Russia. And investors really don't like Russia, that's a given. So, there is value in those fields. Now, we have assessed that there is huge value. The book value is low, the reserves are huge. And Gazprom is making money as the price to cash flow is also very, very low. Now, we know that there is value. But if you watched my video on value traps and how to avoid them, we know that there are some other things that we have to look in order to see if this value will ever be unlocked. And if we can make any money on it, because that's the goal, not investing in value and sitting on it for 20 years. The first thing to look at to avoid investing in a value trap is future catalysts. And especially the lack of them, if you want to avoid a value trap. So, what are the catalysts that can unlock Gazprom's value? Well, the first catalysts are the development of their new projects and pipelines, especially the commissioning of them. Power of Siberia pipeline that will go into China is expected to be online from 2019 to 2021. So, there are still four years for this project to develop. In the meantime, huge capex and cash outflows. On top of the power of Siberia, Nord Stream 2019, Turk Stream in Turkey 2019. So, we have still two, three years for those catalysts to become significant. In two, three years, politics, wars, everything can happen. Thus, this market sentiment is very pessimistic. However, in the next two, three years, probably Gazprom will jump five years because there are catalysts. However, they are a little bit long-term for now. Another thing to look at is the sustainability of the dividend. Gazprom's dividend is now around 7% per share. And you can see that the payout ratio has been approximately around 20% of earnings. So, 20% of earnings, I think the dividend is very sustainable. If something happens where they cannot develop a project, then the capex will be lower, more money for dividends. So, those are win-win situations. However, can be perceived very negatively by the market. So, expect a lot of volatility with Gazprom's share price. Just as an example, Royal Dutch Shell has had payout ratios of 700% in 2015 and 340% in 2016. So, of course, a lot of impairments there, but still huge payout ratios when compared to Gazprom. Also, we have to talk about other risk factors, and there is a huge amount of them when related to Gazprom. For example, strategic country risks, global economy risks, European gas market, sanctions, political risks. Trump doesn't want Europe to import Russian gas, he wants to import US LNG. So, there is always a fight there. Russian regulatory risks, taxes on gas, on pipelines, whatever you can imagine. The company is more than 50% owned by the Russian government. So, corruption in Russia, doing business in Russia. A lot, a lot of negative things surrounding Gazprom and we could talk days about those things. However, it's important to know. Then other risks, market risks, political risks, wars. It's a huge company all around the world, anytime, somewhere, something can happen. So, huge value, lots of risks, lots of news and current very negative sentiment. However, the market for natural gas is positive in the long term and Gazprom is well placed. A lot of investments, hugely important pipelines to transport the gas around the world. Now, let's see how we can invest in that stock. I have put here the chart in US dollars and you can see how the price has been going down for the past five years. This is logical negative sentiment. However, the dividend has been going up, the book value is huge, the value is huge, the potential is huge, but the market sentiment is negative. So, given that the market sentiment is negative, any negative news, any fears, Trump doing something, the European Union doing something can lower Gazprom's price even lower. Currency risks, everything can happen. So, if you invest in Gazprom, you have to be ready to suffer losses and expect volatility. However, there is a way to invest that and that's dollar cost averaging. We know the value of Gazprom is huge. If the price now is four dollars and let's say it falls to two, the only way to invest in Gazprom is, okay, I'll buy now a few percentage points of my portfolio and if it goes to three, I'll buy more. If it goes to two, I'll buy even more because in the long term, somewhere in the next 10, 20 years, you will get rewarded. So, to conclude, there is potential in Gazprom. You can make money off on it, but you have to be very ready to suffer temporary volatility and losses. Dollar cost averaging, as I said, is a good strategy because it's a huge company. It will be there for the next 20, 40 years. To conclude on a personal note, I'll keep an eye on Gazprom as some other investments that I hold develop and I have more cash. I will certainly look at Gazprom as an investment. If the stock price drops even lower, then I'll be even more attracted and I'll update you on what I do. So, be sure to subscribe, click like if you liked the content, put your comments down if you have some interesting things to share about Gazprom. We love to hear it because we are here to learn together. Thank you for watching and I'll see you in the next video.