Hi everyone, Joe for jaspyscasebreaks.com coming at you with 2020 panini mosaic football sell a pack break number 162 With a chance to win six of the of those mixer spots the first off the line mixer Which is pretty nice and it's part of the promo tonight Chance to win some big big amounts of break credit big. Thanks to this group here for making it happen. Thank you very much All the teams are in Let's go. Let's the first ice roll will be for the break itself and the second dice roll will be for the spot giveaways five and a three eight times for names and teams one two three four five six seven and Eighth and final time five and a three eight times for the teams one two three four five six seven and Eighth and final time after eight. We've got KC Down to Tennessee. All right. No trade windows in these filler breaks. So the first half of the list is right here And the second half of the list right over there. Let's alphabetize by team See you guys see tomorrow and let's print And rip and then we'll re-randomize that list of names and see who ends up with what is the final print out right there hot off the presses Remember we just we have to do two more of these packs plus a few move a few spots at a full price And is that a Genesis and then we'll We'll be in breaks fall on that What we got here we've got Nice, it's Mark Andrews Mark Andrews Pro Bowl insert Genesis short print That's pretty nice That is for Will and the Ravens Nice one for the purple birds in the pink camo Alan Robinson Darren Waller and J. Vaughan Kenla All right. Hey, not too shabby seeing a super short print like that there now Let's gather all the names again There's the new dice new list top six After top six after Eight eight the hard way will be in that first off the line football mixer. One two three four five Six Seven and good luck eighth and final time after eight Lot of sad people here because you're not in but we do have more opportunities if you want to give that a shot So from seven on down tears Julian sorry very close. No cigar. Thanks everybody for giving this a shot. I appreciate it Sad times there but happy times for the top six Will is happy you're in Stephen Kay Chad Josh Brandon and Craig Thanks gang for getting in I'm Joe for jasky's case rakes.com. We'll see you next time for the next one. Bye. Bye


Now, no one here needs an introduction to Bob Schieffer and to Henry Kissinger. You know Bob, the quintessential media journalist in Washington. More than anything, he asks the simplest questions and the hardest questions simultaneously, which is really a mark of ultra-professionals. Bob, we'll turn it to you to run this whole program. Thank you. Thank you very much, Dr. Henry. It's really fun to be here and to have this association with CSIS, and it's always fun to interview Dr. Kissinger, which I've been doing since back in the... I didn't get to talk to him during the Nixon administration, but I talked to him a lot during the Ford administration, and sometimes he liked my questions and sometimes he didn't, but we've been friends all along the way. And I have... there's no one in American life today that I have more respect for than Dr. Kissinger, so that doesn't mean I'm going to ask you easy questions. Dr, I do. I kind of have known for asking the obvious questions, so everybody's been talking about you, we've been talking about U.S.-China relations today. I want to ask you the obvious question. How do you assess U.S.-Chinese relations right now? Today. Both of our countries are undergoing potential changes. We have to face the fact that our relative position in the world is going to diminish in the sense that we're not going to be the dominant nation, but we're still going to be an extremely powerful nation. Chinese have a change of leadership coming up, and they will have to face during that period how to bring their political arrangements in line with their economic achievements. So both sides will have a temptation to use nationalistic explanations for the difficulties associated with that process. We can blame our economic crises on the Chinese, but we have to distinguish those things that are caused by our own failures from those that may be caused by the actions of others. The Chinese have to adjust, as was said in previous panels, to an international environment in which, for the first time in their history, they have to deal with an international system composed of at least some states of equal magnitude. So I think the Chinese in the last year have gone through a process in which first feeling the impact of the economic crisis and feeling the confidence that had inspired in them relative to us of testing their power. And I think they're coming to the point of view that they need a substantial period of coexistence. We in this country, as far as the administration is concerned, I believe has also come to this view, but the internal debate about the ideological conflict with China is growing rather than diminishing. I don't know where we will be at the end of, say, 10, 15 years, but I believe that if we make a serious effort to deal with the unique aspect of the situation that we have two major powers, one of which is rising but two major powers who know the consequences of a conflict between them and at least prepared to take a look at what measures can be taken to alleviate these dangers that then, at the end of that period, cooperation of some kind may have become habit for me. That is my objective result. One of the goals in this book for you is to help Americans understand China's strategic thinking. What exactly do you mean by that and help us understand? In American history, in the American experience, every problem that we have recognized as a problem has proved soluble. So we tend to segment... Has proved what? Has proved soluble. Soluble, okay. So we could, or we could overfill it with resources and it has had a finite time limit that you could attach to it. In Chinese history, no problem has an ultimate solution, a Chinese perception. Every solution has an admission ticket for another set of problems. We tend to think that there is one interpretation of a situation. The Chinese tend to see the situation in a more complex way with various aspects. Let me give one example that struck me as I was actually writing in this book, which is the different notions of deterrence, as I understand it. The American approach to deterrence is that if you identify the danger, you amass resources, and if the danger becomes acute, you overwhelm it. So it is addressed to capabilities. The Chinese approach is also to identify the danger, but then to deal with the psychological capability of implementing it. So the Chinese are more apt to take a preemptive military action, but it would be of a much more limited nature. For example, the war with India in 62, the war with Vietnam in 79, both were designed to affect the calculations of the adversary, not to achieve a total victory. In fact, they achieved whatever military goal they set and then abandoned it because they were more concerned with the psychological impact. And before that, there has been some discussion of the difference between the game of chess and the game of gold. So this would be the difference in approach. You talk a lot about China's great goal is to avoid encircled. Is that sort of the basis of their foreign policy as you go back to history? Well, somebody when we were standing around said to me that my book is being reviewed widely by signophiles, by experts or by signologists, I don't consider myself a Chinese scholar. I consider myself somebody who has had a lot of experience with Chinese leaders and who has thought a lot about how they evolved their thinking. Now, the idea of encirclement arose in my mind when I wrote this book. I asked the question, why did the Chinese intervene in the Korean War? And I tried to trace what it was that made the Chinese take that decision. And like most American intellectuals, I used to think that it was the advance of the Yalu River that was the decisive element and that was an example of American rashness that triggered a Chinese reaction. But that isn't what happened when you studied them. What happened was that when the North Koreans invaded the South and Truman unexpectedly for the Chinese and Russians responded by sending troops to South Korea and then followed this up by what Truman thought was a conciliatory move, namely moving the 7th Fleet into the Taiwan Straits and saying he was keeping both sides from attacking. The Chinese, Taiwan and Taiwan, the mainland. In the Chinese mind, this meant that America had re-entered the Civil War and it also had put a marker down in the straits and it had put another marker down in Korea and it would, as they said in their internal discussions, put another marker into Vietnam and if they didn't give us a shocking response we would keep that process going and the planning for the invasion or whatever you call it of Korea started within a week of our fleet in the Straits, in about troops while we were still in the Pusan perimeter. The implementation then was probably speeded up by moving up to the Yellow but even then I'm not 100% sure and the same was true in Vietnam in 1979. They had been allies of Vietnam until 1975 and then almost immediately they fell out with Vietnam because they interpreted Vietnamese moves in Cambodia and Laos as a prelude to taking over all of Southeast Asia and then when Vietnam made an alliance with the Soviet Union they decided to strike and this is a good example of the pre-emptive deterrence that I'm talking about. Most Western nations would say that when Vietnam made an alliance with the Soviet Union it had become impregnable. Here was the Soviet Union to the North but within a month the Chinese attacked Vietnam with as much of an eye on the Soviet Union as on Vietnam and one could argue, although it wasn't recognized as that the decline of the Soviet Union as a superpower began when they acquiesced in the attack on an ally that they had just recently made and permitted the Northern provinces to be totally devastated and then withdraw. The Chinese paid a horrendous price for it and in most of the western military literature this is described as a Chinese defeat but if you look at it in strategic terms it was from the point of view of what I call an offensive deterrence it was successful. Speaking of Vietnam and what you just said what does that mean to how we react to China's assertive actions in the South China Sea? I mean is there a danger that we might back China into a corner here? I must say during the Vietnam war it's not your question but I think one has to say this we did not as a country adequately analyze the impact, the relationship of China and Vietnam a succession of American administrations believed that Vietnam was an extension of Chinese policy and that it was all part of a grand strategy in which Moscow, Beijing and Hanoi were working together and nothing could have been further from the truth. So in the nature of things Vietnam and China are strategic opponents in the sense that Vietnam is assertive insisting on its autonomy we of course have an interest in the independence of countries of Southeast Asia but we should not treat Vietnam as if it were an ally against China and while I agreed with what was said about freedom of seas in Southeast, South China Sea I did not think Hanoi was the ideal place to make that declaration and we should avoid we should find political and economic means of cooperating with the countries of South Asia we should avoid the impression of a military containment policy and China should accept our having these relationships without trying to push us out of Asia those are the two limits no containment, no Chinese had jumped at Germany over all of Asia but are you saying that some of this, some of what we're seeing in that area today goes back to the Vietnam War? No, I don't think it goes back to the Vietnam War people say that the conventional wisdom is to say China is a rising power, we are an established power usually in conflict with established powers and therefore it's like Germany and Britain in a way that's true but in a way China does not think of itself as a rising power China thinks of itself as a country that was preeminent for 1800 of the last 2000 years and is returning to its traditional preeminence in its traditional preeminence and the states surrounding it were treated as a kind were treated as tributary states and indeed the notion of sovereign states did not exist Vietnam had actually been a part of the Chinese Empire so that relationship is particularly tense if I look back on the Vietnam War something I did not fully understand at the time the Chinese strategic interest in Vietnam was really the same as ours they would have liked to see an outcome of forced states from a strategic point of view but from a, but they didn't want an American strategic presence there having, but once we were withdrawn from Vietnam some of the traditional Chinese notions of how surrounding states would behave re-emerged but I read today that the Chinese defence minister in Singapore said that the issue of freedom of disease is not the issue and if that is true then we are dealing with a whole set of complicated, abstruse issues having to do with economic zones around some rocks in some cases there are some islands there that are islands only at low tide on one of them in fact the Chinese have built a platform so then it's over my point is the South China Sea issue we will defend freedom of disease we cannot abandon that I think this is one of those issues where the Chinese will come where we and the Chinese will come to an understanding in which I believe they have already modified their attitude of last year then there will be a whole set of issues about these various islands and that will involve the Philippines, Vietnam, China, Indonesia and that will be a very complicated diplomacy but I don't think it will set the peace of the world do you think that China's strategic approach will change as their stature in the world changes I mean you say they don't see themselves as a rising power they see themselves returning to the place where they once were but they recognize that there's change and will that change their approach to these things this is one of those questions which I meant in my early remarks that will have to evolve over the next 15 years I think the natural instinct of the Chinese with respect to surrounding countries it will take an effort to get to treat them as fully equal sovereign countries they know the language of doing it I think it will happen and I think it's probably happening now but the basic question is as their power grows my interpretation of their thinking is they will want to be treated with respect and respect will be related to their strengths so if we keep going down internally and they keep going up our negotiating position will be much more difficult for any observer of China the financial crisis of 2007 had more to do with our political difficulties than the actual issues that arose the Chinese had believed that the Americans knew how to run the global financial system and they had actually geared a lot of their policies to that belief so when it became apparent that we didn't know it not only did we lose faith one can use that word but also the people that had been associated with the policy of cooperating with the United States lost some of their prestige so we cannot ask the Chinese to solve our own domestic problems for us we have to distinguish those things they do that are immediately by decisive American or long-range American policy and those a foreign policy and those which we need to deal with by making ourselves truly competitive that second part we cannot ask for them to solve for us what does it do to the relationship that we borrow so much from the Chinese has that changed the relationship you seem to kind of suggest that perhaps it might have the way it was until about ten years ago I don't think it was it was even in a way helpful to the relationship but when a nation keeps borrowing in a profligate way and heads itself for a demonstrable financial crisis then it means you are tying yourself to a potential wreck it isn't that they can use the money we own them in a strategic way because we can then cut off their exports and it's sort of a mutual suicide fact but it does not enhance our capacity to convince them of the desirability of moving on a joint approach I agree with what Spick said in the previous session namely that the region between the Himalayas and however far west you want to go is emerging into such a state of chaos that it needs some reordering I'm not saying the United States alone can reorder it in fact this is an area where soon or later we are going to be driven and they are going to be driven and every other country in the region India is going to be driven but to come up with some concept will become more and more chaotic it's in this sense that the respect for American thinking in Beijing not in the sense I do not of a military attack on the international system I think that is nearly inconceivable to me anyway let me just ask you about North Korea and China's relationship with North Korea are they being helpful to us what should we be doing that we're not doing what would we like for them to do that they're not doing in order to understand their position on North Korea one has to recall what I said earlier about the Korean war which is in Chinese consciousness a big event no they are not helpful to us if we mean are they helpful to us in getting the nuclear weapons away from North Korea they are marginally helpful but they face its dilemma as in a way do we which is that the only successful thing the Korean regime has done in its long and unattractive history is to build nuclear weapons almost everything else domestically has been a catastrophe therefore the Chinese probably recognize that the pressure required to get nuclear weapons away from North Korea is almost identical with pressures needed to collapse the North Korean regime if one could create a North Korean regime that operates like the Tang reform system it gives up nuclear weapons and that develops its economy I think the Chinese would be delighted but such a regime wouldn't be the current North Korean regime and so I believe at some point there has to be an understanding between China and the United States and other countries on a Northeast Asia arrangement into which North Korea fits and of course South Korea has to be an integral part of this so that the nuclear question can be solved without chaos in North Korea but the Chinese fear is chaos in North Korea they have to know that the nuclear weapons in North Korea are infinitely more dangerous to them than to us and we have not yet found the right way to talk to the Chinese about this nor have they found the right way to talk to us about this because there are too many inhibitions on both sides but it seems to me and I think you hit the nail right on the head there and I think that's what causes a lot of Americans to just wonder about this answer they don't seem to be as worried about nuclear weapons in North Korea or in Iran for example as we are and are they or are they not? They don't have the cosmic view on proliferation that we have I agree with the administration that the proliferation of nuclear weapons is one of the greatest dangers that the world faces the Chinese look at it more from a local strategic point of view I have described the Korean issue on Iran they went along with us on the last sanctions if we can segment it into individual steps like many governments they do not want to give up the access to Iranian oil and their balancing it but in the long run they will face the question they'll have to face the question of a chaotic Middle Eastern region but it would be a big change in their historic approach Obviously they are playing a larger role in the Middle East but let me say one other thing they will not do it when I talk to people in Washington they would say they are not helpful to us they do not conceive foreign policy in terms of being helpful to us they conceive foreign policy in terms of their own strategy so what we have to learn to do is to merge our strategy and their strategy so that it leads to come in results when we said they should be stakeholders we decide the thing and they make a contribution in that concept they have to be made part of the design Just while we are in the Middle East Do you expect China to continue to play more of a role in the Middle East than they had in the past? Yes, I think China is going to be forced to play more of a role Because of the oil? Yes, when the crisis occurred in Egypt and the way the Saudis interpreted it I thought it was almost inevitable that a new relationship would begin with Saudi but they are doing it primarily to protect their energy resources but it is a vital area for them they prefer it if we took care of the security I thought one of the most interesting thoughts in your book you say that American exceptionalism is missionary Chinese exceptionalism is cultural Let's talk about that a little Of course, again I have to tell you I do not pretend to be a Chinese scholar and there are several former speech writers of mine sitting around here who are moving their lips Well, you probably know enough to pull a loss So with these qualifications let me make my Americans believe that our values are universally valid and can be applied by any society and moreover that we can teach any society to adopt these values and finally that the prospects of peace are in hand if we accomplish this task The Chinese believe in the superiority of their culture the uniqueness of their culture and they are delighted and proud if you respect it but there is no way you can become a Chinese it is not a if you are not part of the Chinese culture born into the Chinese culture you cannot become one so it is hard to imagine Chinese armies intervening somewhere to make Chinese culture the Chinese governing principles that is not a Chinese way of thinking the Chinese way of thinking is that the majesty of the Chinese conduct and the achievements of Chinese society will inspire respect which leads to a cooperative action but it is not one that they have historically attempted to bring about by military force they will use military force if they feel themselves threatened and brutal to say but it is hard for me to visualize a Chinese military strategy designed to back up a Chinese world government even in the name of universal peace so you talked in the beginning about how we have to look for things that we can agree on and all of that do you think the two sides recognize how dangerous a rivalry between China and the United States could become or do you think that could be posted? I think the best thing that was done at the beginning of the relationship was not just the discovery of the importance of the relationship because that was sort of going to happen even though we may have done it but the best thing was that we sort of put aside all the technical issues that had impeded previous discussions and said let's talk about fundamentals what are we really trying to do and luckily since there had been no diplomatic relations there was no agenda to impede it but if you read the transcripts of the first years of conversations they were almost like college professors discussing but it had the advantage that it concept formed now to talk about the current situation from my knowledge of both governments and have you talked to both leaders in our world the importance of what I've said is recognized I don't think there is anyone who says it is not important in the government there will be confrontational people outside but what tends to happen now as each government faces more and more problems is that they make a communique and then not much happens until the next communique what is not happening yet fully it's the kind of dialogue that enables us to deal with this question of North Korea in its ultimate sense and of the Middle East in its ultimate sense that's where the big gap is it's not that people don't want an understanding it's that they have not yet found a message or even the people to do it United States, I mean this is one of the questions that some of the folks at CSIS sent along one of them was and I thought this was interesting United States was historically isolationist until forced out on the world stage by a series of great wars do you see a similar impulse toward the world stage in China now you've talked a little about this it isn't that China didn't have wars in its history it had many wars in its history but it never had to deal with sovereign state the notion of sovereignty was unknown in China it didn't have a foreign ministry until the end of the 19th century and then the foreign ministry was supposed to deal only with the invading Europeans all other things that we consider foreign affairs were assigned to different departments so this notion of a sovereign will it require wars to force China into that I don't think that because the Chinese are really careful students of foreign policy and of strategy but they undoubtedly have different interpretations now of their opportunities and of their necessities and I would expect that the new administration that is coming into power next year in China will have to face this the current administration after going through a the Hu Jintao administration after going through a period that could be compared with the elbowing of the Germans before World War I however made a turn which the Germans never made and I think the State Council in charge of foreign policy has made a very thoughtful speech and the theme now that the Chinese also at the Singapore countries have is that of peaceful rights and of a cooperative relationship and even of Pacific community and undoubtedly there are country reviews in China and in my view it should be the objective of American policy to enhance the plausibility of the view that one's cooperation but they have to do the same thing it's needed on both sides it would be a unique experience in history it's not huge, it's not happened before but it also hasn't been necessary before and I keep saying in this not keep saying I say in my last chapter in my book what would have happened if the European leaders who drifted into war in 1910 from the period say 1910 to 14 had known what the world would look like in 1919 what they have done it in that case Germany was the principally responsible country it was not here we are I think on an equal basis in having to make adjustments I just want to ask one more question you've been to China what 50 times now since you made that first trip I just wonder as you were on that airplane going to China that first time what was going through your mind you knew this was on the cusp of something grand but did you have any idea it would come out the way it did we would be here today talking about what's happened just to keep Winston Lord from rushing up on this stage grabbing the microphone he was my principal associate at the time and the quality of our thought was shown by the fact that he went up to the pilot seat while I was resting in the rear of the plane so that he could say he was the first to be in China which will show you the I'll tell you I think that we knew it was a momentous event we did not know its magnitude we looked at it primarily in terms of three things balancing the Soviet Union isolating North Vietnam and giving the American people a demonstration that even in the middle of a divisive war its government could come up with a comprehensive notion of peace none of us certainly not I expected a China of the magnitude that had since and even after we saw it but it was we were all lucky in the sense how often in life do you get a chance to do something unique and something that you know is going to make a huge difference if our mission had failed it also would have made a huge difference but the odds were that it that it would succeed and just to show the Chinese they had sent a team of people that had to escort us from Pakistan into China which we didn't know until we got to to Pakistan so we knew from them on the plane that this was not going to be a confrontational meeting if it was avoidable no it was from that point of view a great experience but we had others I would say one great moment was when we knew the Vietnam War would end and that didn't end so we thought it was a great achievement and that failed and that blew up but we knew it would do make a historic change but a number of things we couldn't imagine it predict for example we thought that there was a possibility and all our experts had told us that if we move towards China relations with the Soviet Union would deteriorate and we thought we would get into a period of increased tension with the Soviet Union the exact opposite happened the opening to China greatly improved our relations with the Soviet Union and in fact made it possible to have a global policy of what was then called invituitly dethroned we thought represented some significant progress Dr. Henry Kissinger


Hi guys, this is Dr. Ahmet Ergin and I'm an endocrinologist and founder of SugarMds.com. Today I'm going to talk to you about COVID-19, coronavirus and travel. Thanksgiving and Christmas are right around the corner. Everybody is asking whether it is safe to travel during this COVID-19, also known as coronavirus. Visit the family or gather for holidays. What do we do? I will talk about the travel and the considerations about the celebrations and so forth. As you all know, diabetes and chronic diseases puts you at significant risk for COVID-19. You may not be at significant risk, you may be younger, but you may cause someone else's death. If that person is in your family, that's going to be very tragic. Now, let's prevent that. By the way, even if you survive, you may feel very sick.  You don't want to be sick during Christmas or Thanksgiving either. Many factors really contribute to being infected. Of course, we have to keep certain things in mind, although we think we know. It is always good to have some reminders and I'll give you some tips to how to get through this. Let's get started. So traveling does increase the risk of getting or spreading the COVID-19 and staying home is the best way to protect yourself and others.  Wear a mask. Please wear that mask.  Maintain social distancing. Again, distance and the duration is the two key components of determining like if you would get that high risk for getting that infection or not. So, stay away from other people. If you think that you have been exposed, you know, there's no point of putting other people at risk. And if you have symptoms of such as fever, shortness of breath, or if you have tested positive for COVID-19, please do yourself a favor and do others a favor and just stay away. The local community levels of COVID-19 is actually very important to know because if you're in a low risk area, you may not be questioning this too much, but if you're in a high risk area or the people who come visit you are living in those high risk areas, that may be a problem. You can find this county health department websites will tell you, you know, what is the risk or the rate of infection in that area. Now, do you want to do indoor or outdoor? Yes, indoor gatherings pose a more of a risk, but is outdoor gatherings are totally safe? You know, is that really true? So, I mean, remember, recently White House gatherings happen and almost everybody in the White House got infected. They're also human and if you don't pay attention, you will catch the infection. The symptoms, as I said, can be severe. And also, number of people really matters. So, you don't want to say, oh, well, this is okay, 100 people, everybody has masks, but that 100 people can still contaminate that air, especially if it is indoor area. So, number of people matters, distance matters. So, try to even limit the time you spend together too long in a small space, even with the mask. Ask these questions, like, did anybody in this gathering attend some other gathering? Did they travel somewhere else? Did they meet other larger groups of people? You know, there are some people like social butterflies. You can't stop them, they're like everywhere. You know, they just want to talk, talk, talk, talk, and just create a new butterfly zone, okay? That's like, come on, you know, like sometimes you have to protect yourself from these very nice people who like to talk. Now, wearing a mask as a holiday isn't ideal at all. It sucks, actually.  Distancing from family members could be sometimes offensive, but I think they should understand because we are really living in a strange and unprecedented times right now. Remember to have hand sanitizers and make sure that you wash your hands frequently. Make sure you do not touch your face. Now, who should not be attending these in-person holiday gatherings? That's not a brainer. Of course, people with COVID would not be a good choice to have around. And people may have symptoms of COVID. They may not been tested, but every test has positive and post-negative rate. So you never know if they have symptoms. I don't think they should be around because they may have flu.  Of course, people with chronic diseases, with immune dysfunction, diabetes, chronic kidney disease, all put you at high risk. And try to do a barbecue. Try to stay outdoors. If you're indoors, try to keep the ventilation really good. Keep the doors and windows open if it is not freezing cold. Try to make it a little bit of EIP easier. Try to limit the number of people that you're bringing in. And if you cannot stand that cousin, just leave that person out. Excuse, why not, right?  One more thing that I want to remind you guys, try not to have buffet style. Yes, it's nice and easy, but maybe let your mom do the work this season and somebody can serve other people so that everybody's not on top of each other, right? So other than that, try to do a non-traditional, like a virtual holiday, I mean, virtual visitation, which I've seen in practical jokers at TV doing it. Why not, you know, and I think it was fun. And lastly, I would suggest, you know, the holiday times are the times where people really go for shopping the last minute. I would say try to be early on and try to even order online. Now, Publix does it, Walmart, Amazon, everybody delivers groceries nowadays. There's no point of trying to fight for the food in the grocery stores anymore. Just get it online, guys. So if you like this video, give it a thumbs up and we'll see you in the next video and make sure you subscribe so you can be reminded of all the coming videos.


The alum steel plant is a prestigious organization comes under the roof of steel authority of India Limited. It is the only special steel plant in the country. It produces stainless steel for the requirement of Indian citizens. This company has been started during the year 1981 and for the past four decades it has been successfully organized and operated. This company has the pride of its own brand name, Salem Stainless. It is a royalty and it is known worldwide. We have supplied almost 160,000 tons of stainless steel for Indian railways, for wagon manufacturing as well as passenger cargoes. And we have supplied to the Indian Government Mint. The Salem Steel Plant Coins dwells in the places and houses of all the Indians. The recent Modi Government has stopped procuring stainless steel coins instead of they have gone to paper currencies. So the entire segment of stainless steel coin became obsolete and we have supplied to the most technically sound ISRO, DRDO as well as our stainless steel is revolving around this universe in Chandrayaan-1, Chandrayaan-2, Mangalyan and the recent achievement of 104 satellites we used to supply the cryogenic fuel tank material from Salem Steel Plant and almost all the Indian railways is made of Salem Stainless steel. We were exporting to almost 37 countries. Now the entire export sector is being abolished. Now the government policies have changed and drastically affected the economy of Indian steel industry. They have stopped the subsidies that we are providing to our companies. Now the dumping from US, China and Korea has drastically injured the domestic players especially for the government sector, the public sectors who are coming under the roof of Ministry of Steel. Salem Steel Plant has a unique capacity of making its own raw material for hot rolling and cold rolling. The work culture in Salem Steel Plant is also unique. The average age of workers is 46 and the average qualification is more than metric and many Prime Minister awards and some awards are being awarded for workers of Salem Steel Plant every year. There we are competing with all the major public sectors in the country. The non restriction of imports and dumping of materials exclusively for stainless steel sector has majorly affected the stainless steel manufacturing and the corporate policies of the ruling BJP government has also drastically affected the Indian economy and Salem Steel Plant had suffered a lot for this anti dumping policies of the government. Salem Steel Plant needs to provide a minimum import price for stainless steel which is totally absent since 2016. The government has decided to hand over Salem Steel Plant for the sake of some individual corporates like Jindal, Tata, Nathani, Ambani and so on. The company has a land capacity of 3970 acres. It was donated for the growth of the country by 3003 families. By the time they have been paid 1,500 rupees per acre they are dreamed that the company will excel and they will get employment from the company that has not happened. Government has given only 242 employment out of those 303 farmers. Now Salem Steel Plant is a cash cow under the umbrella of sale. It has the potential to excel. The government is trying to suppress the activities of Salem Steel Plant by means of collecting hefty interest packages. During 2010 we have modernized and we have converted our plant as a reverse integration process and the plant has become the integrated steel plant. Our steel melting shop has a capacity of 180,000 tons production per annum which caters to hot rolling milk which has the capacity of 364,000 tons per annum and cold rolling milk where the final product is produced has the capacity of 146,000 tons per annum. The workers of Salem Steel Plant are dedicated. We used to commit towards excellence it is known from the past. We have operated all the capacities to the installed capacities. So the workers are ready to work the government is not ready to run the plant. The dream of the farmers and the laborers has been totally demolished by this anti-people anti-worker BJP government. Salem Steel Plant has the renowned name for its brand equity Salem Stainless. Now the Jindal is taking advantage to acquire this plant because we are the only competitor for them. The market share is being completely hold by Jindal and the second leader is Salem Steel Plant. So they want to acquire this plant to bring down their cost and to bring down their competition. Now the BJP government has opened the doors for foreign producers in India. Croman Steel is a company which has been inaugurated by Home Minister this 15th July. So it has now become a threat to Jindal also. So Jindal has made a price reduction for the tune of 5000 to 10000 rupees per ton to ensure its presence in the Indian market. So the government is not at all supporting for the Indian players as well as the government player. The threat by this privatization is once the Salem Steel Plant has been sold to a private player then the stainless steel market in India will become monopoly. The laborers and their future is also in a quest and the sacrifice made by the farmers will also be in a quest. So it is very much necessary to run this company as a public sector to utilize the natural resources of this country for the people of India and to maintain the social justice and to maintain the employment as well as economic development.


Hey, everyone. I'm Lisa Martin covering Data Citizens 22, brought to you by Calibra. This next conversation is going to focus on the importance of data culture. One of our CUBE alumni is back. Stan Christians is Calibra's co-founder and it's Chief Data Citizen. Stan, it's great to have you back on the CUBE. Hey, Lisa. Nice to be here. We're going to be talking about the importance of data culture, data intelligence, maturity, all those great things. When we think about the data revolution that every business is going through, you know, it's so much more than technology innovation. It also really requires cultural transformation, community transformation. Those are challenging for customers to undertake. Talk to us about what you mean by data citizenship and the role that creating a data culture plays in that journey. Right. So, as you know, our event is called Data Citizens because we believe that, in the end, a data citizen is anyone who uses data to do their job. And we believe that today's organization, you have a lot of people, most of the employees in an organization are somehow going to be a data citizen. Right. So, you need to make sure that these people are aware of it. You need to make sure that these people have the skills and competencies to do with data what is necessary. And that's on all levels. Right. So, what does it mean to have a good data culture? It means that if you're building a beautiful dashboard to try and convince your boss we need to make this decision, that your boss is also open to and able to interpret, you know, the data presented in that dashboard to actually make that decision and take that action. Right. And once you have that, why through the organization, that's when you have a good data culture. Now, that's a continuous effort for most organizations because they're always moving somehow, they're hiring new people. And it has to be a continuous effort because we've seen that on the one hand, organizations continue to be challenged with controlling their data sources and where all the data is flowing, right? Which in itself creates a lot of risk. But also on the other hand of the equation, you have the benefit. You know, you might look at the regulatory drivers, like we have to do this, right? But it's much better right now to consider the competitive drivers, for example. And we did an IDC study earlier this year. Quite interesting. I can recommend anyone to read it. And one of the conclusions they found as they surveyed over a thousand people across organizations worldwide is that the ones who are higher in maturity, so the organizations that really look at data as an asset, look at data as a product and actively try to be better at it, tend to have three times as good a business outcome as the ones who are lower on the maturity scale, right? So you can say, okay, I'm doing this, you know, data culture for everyone, waking them up as data citizens. I'm doing this for competitive reasons. I'm doing this for regulatory reasons. You're trying to bring both of those together. And the ones that get data intelligence right are just going to be more successful and more competitive. That's our view. And that's what we're seeing out there in the market. Absolutely. We know that just generally, stand right, the organizations that are really creating a data culture and enabling everybody within the organization to become data citizens are, we know that in theory they're more competitive, they're more successful. But the IDC study that you just mentioned demonstrates they're three times more successful and competitive than their peers. Talk about how Calibra advised its customers to create that community, that culture of data when it might be challenging for an organization to adapt culturally. Of course, of course it's difficult for an organization to adapt.  You're not using those ID assets, right? You're delivering them throughout the organization but not enabling your colleagues to actually do something with that asset. Same thing is true with data today, right? If you're not properly using the data asset and your competitors are, they're going to get more advantage. So as to how you get this done or how you establish this culture, there's a few angles to look at, I would say, Lisa. So one angle is obviously the leadership angle whereby whoever is the boss of data and the organization, you typically have multiple bosses there, like a chief data officer, sometimes there's multiple, but they may have a different title, right? So I'm just going to summarize it as the data leader for a second. So whoever that is, they need to make sure that there's a clear vision, a clear strategy for data and that strategy needs to include the monetization aspect. How are you going to get value from data? Yes. Now, that's one part because then you can clearly see the example of your leadership in the organization and also the business value. And that's important because those people, their job in essence really is to make everyone in the organization think about data as an asset. And I think that's the second part of the equation of getting that culture, right? It's not enough to just have that leadership out there, but you also have to get the hearts and minds of the data champions across the organization. You really have to win them over. And if you have those two combined and obviously a good technology to connect those people and have them execute on their responsibilities, such as a data intelligence platform like Calibra's, then you have the pieces in place to really start upgrading that culture inch by inch. Yes, I like that. The recipe for success. So you are the co-founder of Calibra. You've worn many different hats along this journey. Now you're building Calibra's own data office. I like how before we went live, we were talking about Calibra is drinking its own champagne. I always loved to hear stories about that. You're speaking at Data Citizens 2022. Talk to us about how you are building a data culture within Calibra. And what maybe some of the specific projects are that Calibra's data office is working on? Yes, and it is indeed data citizens. There are a ton of speakers here, I'm very excited. We have Barb from MIT speaking about data monetization. We have DJ Patil at the last minute on the agenda. So really exciting agenda. Can't wait to get back out there. But essentially, you're right. So over the years at Calibra, we've been doing this now since 2008. So a good 15 years. And I think we have another decade of work ahead in the market just to be very clear. Data is here to stick around as are we. And myself, when you start a company, we were four people in a garage, if you will. So everybody's wearing all sorts of hats at that time. But over the years, I've run pre-sales at Calibra, I've run both sales partnerships, product, et cetera. And as our company got a little bit bigger, we're now 1,200 something like that people in the company, I believe. Systems and processes become a lot more important. So we said, Calibra isn't the size of our customers yet, but we're getting there in terms of organization, structure, process systems, et cetera. So we said, it's really time for us to put our money where our mouth is and to set up our own data office, which is what we were seeing that all of our customers are doing and which is what we're seeing that organizations worldwide are doing. And Carter was predicting us as well. They said, okay, organizations have an HR unit, they have a finance unit. And over time, they'll all have a department, if you will, that is responsible somehow for the data. So we said, okay, let's try to set an example with Calibra, let's set up our own data office in such a way that other people can take away with it, can take away from it. So we set up a data strategy, we started building data products to care of the data infrastructure, that sort of good stuff. And in doing all of that, we said exactly, as you said, we said, okay, we need to also use our own product and our own practices, right? And from that use, learn how we can make the product better, learn how we can make the practice better and share that learning with all of the markets, of course. And on the Monday mornings, we sometimes refer to that as eating our own dog food on Friday evenings, we refer to that as drinking our own champagne. So we had the driver to do this, there's a clear business reason. So we involved, we included that in the data strategy and that's a little bit of our origin. Now, how do we organize this? We have three pillars. And by no means is this a template that everyone should follow. This is just the organization that works at our company, but it can serve as an inspiration. So we have a pillar, which is data science, the data product builders, if you will, or the people who help the business build data products. We have the data engineers who help keep the lights on for that data platform to make sure that the products, the data products can run, the data can flow, and the quality can be checked. And then we have a data intelligence or data governance builder where we have those data governance, data intelligence stakeholders who help the business as a sort of data partner to the business stakeholders. So that's how we've organized it. And then we started following the Culebra approach, which is, well, what are the challenges that our business stakeholders have in HR, finance, sales, marketing, all over? And how can data help overcome those challenges? And from those use cases, we then just started to build a roadmap and started execution on use case after use case. And a few important ones there are very simple. We see them with all our customers as well. People love talking about the catalog, right? The catalog for the data scientists to know what's in their data lake, for example, and for the people and legal and privacy, so they have their process registry and they can see how the data flows. So that's a popular starting place and that turns into a marketplace, so that if new analysts and data citizens join Culebra, they immediately have a place to go to, to look and say, okay, what data is out there for me as an analyst or a data scientist or whatever to do my job, right? So they can immediately get access to the data. And another one that we did is around trusted business reporting. We've seen that since 2008, self-service BI allowed everyone to make beautiful dashboards, pie charts, I always, my pet peeve is the pie chart because I love pie and you shouldn't always be using pie charts, but essentially there's become a proliferation of those reports and now executives don't really know, okay, should I trust this report or that report? They're reporting on the same thing, but the numbers seem different, right? So that's why we have trusted business reporting. So we know if a report, a dashboard, a data product essentially is built, we know that all the right steps are being followed and that whoever is consuming that can be quite confident in the results, either silver or brown. Exactly, yes. Absolutely. Talk a little bit about some of the key performance indicators that you're using to measure the success of the data office. What are some of those KPIs? The KPIs and measuring is a big topic in the data chief data officer profession, I would say. And again, it always varies with respect to your organization, but there's a few that we use that might be of interest to use. So remember, you have those three pillars, right? And we have metrics across those pillars. So for example, a pillar on the data engineering side is going to be more related to that uptime, right? Is the data platform up and running? Are the data products up and running? Is the quality in them good enough? Is it going up? Is it going down? What's the usage? But also, and especially if you're in the cloud and if consumption is a big thing, you have metrics around cost, for example, right? So that's one set of examples. Another one is around the data science and the products, are people using them? Are they getting value from it? Can we calculate that value in a monetary perspective, right? And so that we can, to the rest of the business, continue to say, we're tracking all those numbers and those numbers indicate that value is generated and how much value is estimated in that region. And then you have some data intelligence, data governance metrics, which is, for example, you have a number of domains in the data mesh spirit. People talk about being the owner of a data domain, for example, like product or customer. So how many of those domains do you have covered? How many of them are already part of the program? How many of them have owners assigned? How well are these owners organized, executing on their responsibilities? How many tickets are open, closed? How many data products are built according to process and so on and so forth? So these are a set of examples of KPIs. There's a lot more, but hopefully those can already inspire the audience. Absolutely. So we've talked about the rise in cheap data offices. It's only accelerating. You mentioned this is like a 10-year journey. So if you were to look into a crystal ball, what do you see in terms of the maturation of data offices over the next decade? So we've seen, indeed, the role sort of grow up. I think in 2010, there may have been like 10 cheap data offices or something. Gartner has exact numbers on them. But then they grew, you know, 400. They were like mostly in financial services, but they expanded then to all industries and the number is estimated to be about 20,000 right now. And they evolved in a sort of stack of competencies, defensive data strategy, because the first cheap data offices were more regulatory driven. Offensive data strategy, support for the digital program, and now all about data products, right? So as a data leader, you'd now need all of those competencies and need to include them in your strategy. How is that going to evolve for the next couple of years? I wish I had one of those crystal balls, right? But essentially, I think for the next couple of years, there's going to be a lot of people, you know, still moving along with those four levels of the stack. A lot of people I see are still in version one and version two of the cheap data office review. So you'll see over the years, that's going to evolve more digital and more data products. So for the next three, five years, my prediction is it's all going to be about data products because it's an immediate link between the data and the dollar essentially, right? So that's going to be important. And quite likely, some new things will be added on which nobody can predict yet, but we'll see those pop up in a few years. I think there's going to be a continued challenge for the Chief Data Officer role to become a real executive role, as opposed to, you know, somebody who claims that they're executive, but then they're not, right? So the real reporting level into the board, into the CEO, for example, will continue to be a challenging point. But the ones who do get that done will be the ones that are successful. And the ones who get that done will be the ones that do it on the basis of data monetization, right? Connecting value to the data and making that very clear to all the data citizens in the organization. Right. And in that sense, they'll need to have both, you know, technical audiences and non-technical audiences aligned, of course, and they'll need to focus on adoption. Again, it's not enough to just have your data office be involved in this. It's really important that you're waking up data citizens across the organization, and you make everyone in the organization think about data as an asset. Absolutely, because there's so much value that can be extracted if organizations really strategically build that data office and democratize access across all those data citizens. Stan, this is an exciting arena. We're definitely gonna keep our eyes on this. Sounds like a lot of evolution and maturation coming from the data office perspective, from the data citizen perspective. And as the data show that you mentioned in that IADC study mentioned Gartner as well, organizations have so much more likelihood of being successful and being competitive. So we're gonna watch this space. Stan, thank you so much for joining me on theCUBE at Data Citizens 22. We appreciate it. Thanks for having me over. From Data Citizens 22, I'm Lisa Martin. You're watching theCUBE, the leader in live tech coverage. Okay, this concludes our coverage of Data Citizens 2022 brought to you by Calubra. Remember, all these videos are available on demand at thecube.net. And don't forget to check out siliconangle.com for all the news and wikibod.com for our weekly breaking analysis series where we cover many data topics and share survey research from our partner, ETR, Enterprise Technology Research. If you want more information on the products announced at Data Citizens, go to calibra.com. There are tons of resources there. You'll find analyst reports, product demos. It's really worthwhile to check those out. Thanks for watching our program and digging into Data Citizens 2022 on theCUBE, your leader in enterprise and emerging tech coverage. We'll see you soon.


Do you know how to use it? Yeah, stop, stop. I don't know Zoom or anything. Zoom's just this. You just twist that and it goes in. And if you want to focus on something, just press that on the screen.  Alright. Welcome to another vlog. This is going to be the first of the Barley vlogs. And just before we do anything, I'd just like to introduce you to the hotel gym. Just woken up in Darwin. The final day before we head out.  Alright. What is going on everybody? We're here in Darwin. It's the final day before we head to Barley. Myself and my sister have come and checked out the hotel gym. No shoes crew, as you can see. But that's pretty normal for me. Now just before we do get into a workout, I thought I'd just show you around. I haven't had a look yet so let's go check out the pool. We've got live fitness cardio equipment. I won't be doing any of that. The only thing I'm going to use is probably that station over there. And I've just started doing some chest. So I think today's going to be a push workout. We'll do some chest, shoulders, triceps, using whatever I can. And then followed by a nice swim in the pool. So let's check that out. Fuck, it must be. It's all muggy. Is it fogging up? Yeah, it is. Well, we'll sort that out. That won't last for too long. But fuck, it is quite humid here, man.  We're on holiday. Day one, day one of the trip. Let's go work out, get that over and done with. And then what are we going to do? Eat. We'll go have some lunch. Yeah. Sweet. See you guys later. So what are you going to do, Anna? We're going to do some legs. You're going to do some legs? Yeah. I don't know about these stations. Oh, I guess who's playing? Who? Marlon Williams. Oh, are you kidding? Vampire King. Guys, shout out for Marlon Williams. Marlon. Got it. Marley Willys. Marley Willys? Fuck, I haven't said Marlon's name in a long time.  But shout out, a big shout out to my mate Marlon Williams. We're very close as kids with a few others from Littleton in New Zealand. And he is absolutely killing it. In fact, I remember one time we were on the school bus. I think he was 12 years old, and we had the group of friends around. And we're all talking about how good he was at singing. And that was the first year that Australian Idol came out. And we're all sitting there. I think he was about 12 years old.  But that's not the fucking, that is not the path that he wanted to do. And that's the kind of guy he is. So if you don't know who he is, if you live in New Zealand, you should know. But if you don't, his name's Marlon Williams, M-A-R-L-O-N Williams. And he is absolutely killing the game. He's doing world tours. He's my age.   And shout out to you, mate. So in the meantime, guys, we're going to get onto this. We've got some quad action. Quads, hamstrings. I'm training chest over here, which is actually quite a nice machine. I'm not going to lie. So we did one set at four, one set at eight, one set at 12. And now we're down at 14. So I'm going to get onto that. And yeah, like I mentioned before, man, I am just happy. I'm just happy to be here. I'm happy to be on holiday. And we're going to be in Bali in about 12 hours.  If it confuses me with that. Well, that could be music. All right. First exercise, nearly done. There isn't a lot here, to be honest. I'm just going to do chest presses. We've got a flat.  And that's going to be chest. After that, I'm going to do some push downs on this machine here, as well as possibly some single arm overhead extensions for triceps. And honestly, shoulders. Fuck, what have we got? We've got two dumbbells here, depending on how much they are. Yeah, I was going to say.  Well, there's more weights, though. Yeah. That's all good. So yeah, we should be able to get a good workout in. Anyway. Full body. Well, full upper body. But we're going to stack this out and see how we go. For a set of, a set of 10. Flat press. Let's do this. How did the camera just fall with the camera? Where are you walking from? Do I go? Let me try that again. You come from this way. You come from this way. We're going to finish up the workout there. We've done, like I said, cheese chops and triceps. This is my last exercise, last set. I always like to say, last set, best set. So let's do that. Last set on trice, get the pump.  So let's get this done. Focusing on the form. Last set, best set.


As if I'm just how personally satisfying was it for you to contribute the way you did tonight? I mean a lot. Oh man. It's everything I have dream about to come here. To play in the big league. Most of all, overall help the team. It's what I did. Can you describe the emotion when you hit that home run? That was great. I mean the atmosphere, the fans. I mean I haven't played around all those fans.  That was great. Were you able to get that home run ball back? Yeah. Eddie, get it for me. So yeah, I did. And what will you do with it? They want to sign it for me and I'm going to keep it. So there's something you can lose. Dave Lennon, you have the next question. Hey Esteban, you've been up here before but during this period for the Yankees right now is really a critical period considering that trying to stay in this race. You know, not too much pressure on you here, but do you realize what you're doing to kind of help save the season for these guys with your contributions? Yeah, I mean like, it's unfortunately, we wouldn't think that wouldn't happen. But I mean at the end, we all have to be ready so because we play in baseball and everything can happen. I think like as a player, we have to get ready all the time. So it doesn't matter where is the situation.  Do you think with so many young guys on the team right now Esteban? Like you're not the only younger guy on there now. Does that help that the younger crew stay a little bit looser maybe? Seeing other guys around like that? Yeah, absolutely. I mean to know you have next to me like I have Arbor, I have Chris, I have a couple guys here. So we have been playing down there to know they're next to me. So make me feel like a good environment.  But it's feel very good to be next to this guy. Thank you. Thank you. Justin Shackle, you have the next question. Esteban, what stands out when you see all the different ways the lineup was able to score runs tonight? Sorry, can you repeat again? Yeah, what stands out when you see how the lineup was able to score runs a bunch of different ways? I mean, it's great. I mean, I mean to win ball game, I mean, it's a team effort. And I think like everybody go out there with the energy from the first one to the last one, all of us in the lineup, we have a great energy to go out there and to support our team. I think every time I was in, even in the dugout or in the body, I was hitting, I wasn't alone. I was with all my team behind me and supporting me, go for me like give me that energy I need to help. John Schwartz, you have the next question. Yes, Tom, whether when you were going around the bases or in the dugout after any particular interactions or thoughts you remember from the immediate aftermath of the home run? I remember it's kind of fun, but I think I was, I was talking to my wife before heading to the stadium saying, hey, you can't hit that homer today. I think there's different thing come to my mind. So when I was around the base, so