One simple tip when buying eggs at your local supermarket Hey there and Jay root 22.com here with another kind of low carb chat I guess and a supermarket vlog. I guess I can put them into multiple playlists. I don't even know how to handle this I'm gonna have to break up my YouTube channel into like five different channels this year I don't know how I'm gonna do it. It takes a lot of time to do all this management But anyway cut to the chase when you go to the supermarket Don't get hung up on all the different eggs. Just buy the cheapest frickin eggs You can why because it doesn't make really much of a difference after that point most if not all eggs at a supermarket are Way past the time that the eggs were laid They're not nearly as fresh as they can be when you buy them from a local egg person We have them in our neck of the woods here or from an egg farmer directly where you can just get them like a day Or so after the eggs were laid you can tell the freshness of an egg by looking at the color of the yolk and If you ever went once you get hooked on these fresh eggs, the yolks are so incredibly dark almost orange That's how dark they are the darker.   It's so bad and they don't do those eggs Those expensive eggs don't move off the shelves nearly as fast as the cheaper eggs I'm not gonna say that you can't find a fresh batch Every now and then of any egg for that matter But there's no way to know because they don't I think why they found one local farmer that wrote that the date that the eggs Were laid and then they stopped that that movement after a few months and then they just put put used by on it Which doesn't make sense. I'd rather know when the eggs were laid and make the decision myself So don't waste your money on overpriced eggs at the supermarket If the supermarket's the only place you're getting your eggs Unless you get that feel-good feeling of when you know make sure of everybody's watching you buy those $10 eggs and so they think you're all uppity and all that I don't I don't know Maybe there's some psychological effect of buying something and it has some words on it Let's say organic or free range or pastor raised or I don't really care because you there's no way you can prove that that egg Is exactly what they say on the box So we visit those local egg stands and you can get the freshest eggs ever If you can go out of your way to find find some by ten dozen eggs And you'll keep them in your refrigerator for several weeks And they'll still be fresher than the eggs you get at the supermarket And we pay anywhere from two to three dollars it doesn't sometimes four dollars depending you can get these jumbo eggs Lastly the eggs you buy at a local farm Standard from some neighbor that has an egg coop in their house. They're not officially organic But I tell you they're probably a lot more pure and natural and wholesome than even the eggs at the organic because they go Through all these processing plants. I'd rather someone just take the eggs put them in a damn egg carton and Sell them to me. That's it. You like what we're saying hit the bell and subscribe and all these other things and enjoy your eggs


Hello there, it's Sandy Olmock and today I'm going to do this sketch of Yellowstone, beautiful waterfall there. And this video includes a few minutes of sheer vulnerability and awkwardness. Stay tuned. A few days ago, I shared a comparison video where I talked about craft versus fine art types of aqua markers or water based markers. And these are the fine art ones. So I will refer you to that one. And if you want to see the video on the crafty markers, then click on the links in the doobly-doo and that will take you there. And this one though is going to be the Albrechtur markers by Faber Castell on Arches Cold Press. If you watch the other videos you probably noticed that I recommended not to use Arches Cold Press or any kind of cotton paper. With good cotton content in it because markers tend to get stuck on cotton papers. They like to sit on the surface in general and then be movable. And when you're talking about a cotton paper, it absorbs enough of the color, I guess. I don't know the science of it, but my mind pictures that they absorb the color into the fibers and then they don't want to let go. And that happens real quickly with the craft types of markers that I've used for decades. And these are new to me, so I was curious to see if I could do a drawing like this using these markers on the good paper. Because one of the things I like about a good cotton paper is getting these beautiful edges. Like that spot where the yellow kind of bursts out into the orange and then toward the gray looking over to the left. It just gives all kinds of beautiful effects on this paper that you can't get from a cellulose paper. I wasn't sure whether this was going to work at all. I was filming just in case, but I wasn't sure it would work because when I did my testing in one of the previous videos, I had swatched these colors on a piece of arches because I thought, okay, they're fine art markers. I should be able to use this. I swatched them late at night and I came back in the morning and started adding the water to them and the marker didn't want to move. It moved a little bit, but it wanted to leave that hard edge where I had drawn the marker the night before, which means that you can't leave a project like this half done and then go back and expect to move it again. With crafty types of markers, I found on cellulose paper, I can do the drawing one night and come back the next day or come back the next week and still be able to take a wet brush to it and move it. But on this, I just did it all in one sitting so I wouldn't have to deal with that since I was liking how this was coming out. I just kept moving and getting the drawing done. I also found that I really liked the pigmentation of these on the arches paper. I think any marker that you can get to draw on paper like this is going to be more pigmented just because the color is going to hold onto the paper better rather than when you take your brush to it, your brush often just picks up and sucks up the color on the paper and then it ends up in your water. That's why your water gets dirty. But in this particular case, the cotton paper holds onto enough of it that I think it stays more pigmented. And again, this is me making up my own science as to why these things work. There's probably somebody who could tell us why things work or don't work in one way or another, but I'm just going to believe what I believe about this because that's what I experience when I'm actually doing the artwork. And here, just being able to move these colors and see them blend the way that watercolor does, the way that I'm used to, was really nice because I had the control of being able to make marker lines that look like trees and leave them there for a second and be thinking about, okay, how am I going to blend that into whatever's going on around behind above, below it? And it wasn't going to move like when I'm painting watercolor. So this is a medium that allows you to have that kind of freedom to work in stages and not have to panic that something's bleeding into the other until you're ready to start making that happen. Once all the marker work was finished, I could then begin on the pen and ink. And I know this is backwards for how some people tend to work. They tend to draw the picture first in the pen and ink or at least in pencil and then pen and ink, and then they start working on adding color. And what I have found, and I must not be unique in this because a lot of people have started to do the same thing as they've been taking my wash and ink class, is if I were to try to do all the drawing first and then do the painting, then everything starts to try to fit into the lines that I've drawn. And I end up being really careful. I don't do fun splashy washes. I'm afraid to go over a line if the area's supposed to stay white, like, oh my gosh, what if I mess that up? And everything gets very tight. But when I do it in the reverse order, I start to get all of this beautiful loose washiness underneath of the pen and ink work that I would not get. I just can't seem to paint that way when I already have lines down because I'm trying to color in between the lines. So this has worked out great. The wash and ink class that people have been taking has been loosening more people up. And I love seeing that to the extent that I also have developed and launched just this week a sketching class. And this is for sketching national parks. So thus the Yellowstone that you're seeing right now and the whole class is all about doing exactly what we're doing here, except I'm using crafty markers instead. And I'm also using cellulose paper. And we turn these pictures that are about the same size, we turn them into a sketchbook so that hopefully people can take the lessons they've learned, the techniques, the ways to draw trees and mountains and all the different elements that are in those scenes and then draw their own vacations. That's my hope for it. So if you're interested in that, there's a link in the doobly-doo. And now for the awkward and vulnerable portion of this video that you were promised in the title. That is the admission that I am not superwoman. For some of you that might seem like a ridiculous thing to be all stressed out about admitting, but I have an independent streak that is a mile long. Years ago I had a foot surgery and just as an example of this crazy independence, a friend of mine came to pick me up at the hospital and bring me home. And her husband went with her. The two of them wheeled me in the wheelchair up to the front stoop of my house. And rather than let her soldier husband, big burly guy, let him pick me up and carry me up the stairs. I insisted on getting on my hands and knees and crawling up the stairs to take my own dang self in my own dang house on my own power. While he was standing there and yelling at me and saying, just let me help you. And it was just not something I could do. I just needed to do it for myself.  And there's a lot of times when I've just worked really hard and tried to muscle through things to do it on my own. But there comes times here and there when you have to admit that no matter how hard you work, no matter what time you get up in the morning or stay up till at night, there's just no way you can accomplish what needs to be done and you need some help. So I'm here to ask for some help. There are many things in the economy you may have noticed that are troubling right now. There's gas prices that are crazy, food prices that are crazy, everything is going up. And during times like this, your artist friends are the ones who get cut first. We're the ones who are considered the extras. We're the luxuries. So people aren't taking classes. People aren't buying jewelry from the gal who makes jewelry on Instagram that you love so much. Or the ceramicist is not selling mugs anymore because those are considered extras. Because everybody's trying to figure out where to put their budget. We totally get that. But if there's anything you can do for any of your artist friends, I would highly recommend seeing if you can find a way to support them. And one way you could support me that if you can't afford classes, absolutely, I totally get it. But some of you might be in a position to kick in a dollar a month on Patreon. Because you can get into that for a buck a month. That's not much. And if enough people do it, then all that money gets pooled together and Sandy can pay her health insurance. And I know that sounds like a really weird kind of comparison to make, but literally my health insurance bill comes just before the Patreon payment comes through every month. And the only thing that keeps me from going to bed and just crying at night to figure out like, what am I going to do? I just depleted the bank account for that bill. What am I going to do? I know Patreon is going to come through because those payments are very consistent. So if that is something that you think you could handle slipping into your budget, just a little bit of some kind, I would appreciate that a ton because my patrons have been the most stalwart supporters I could ever imagine. I have known some of them for years and we have exchanged cards. We have exchanged messages. They answer questions for me. I get them sneak peeks of stuff like they get first access to classes and to videos. They just, they're wonderful, wonderful people and I trust them and I love them. And we've had a rash of people lately, unfortunately, and some of them are my longtime bigger donors who have had life circumstances happen. One actually passed away from COVID last year. A couple others, we've had some deaths in the family. We've had a bankruptcy. We've had somebody lose their house and they've written me just tragically. They were feeling horrible that they had to cut out their support and I totally, totally get it. Like you don't have to make a long-term commitment to this, make it as long as you can make it. And anytime you need to leave, I'm okay with that. But if you're in a place where a little bit every month fits into your budget, it would mean the world to me. So there I am being vulnerable. And in a second bit of vulnerability, the camera is about to cut out right about now. Yep, it cut out. It stopped filming. But we saw the other rocks. So I guess it's okay that we miss the last section. If you're interested in purchasing this piece of artwork, it's for sale over in my shop, along with lots of other things at both high and low prices. And you can support that way. You can go to Patreon and check out the different levels of support there. And you could also consider taking a class like the travel sketches class where you can learn to create a sketchbook full of other national parks using water-based markers. You can use regular watercolors if you want, pen and ink. Have a good time doing it. And if you can't afford either one of those, then I'll see you here next week with more free videos. All right. I'll see you guys later. Thank you so much for your support. I love you. Bye-bye.


Hi everybody it's Sam at Mixed Up Craft thank you for watching my tutorial today I'm going to be showing you how to make this it's kind of like a winged gift box I guess and you slide out the top here and it reveals this acetate kind of tray and you can fill that with treats. Now you can have it this way if you want so that's how it will look but you can also have it lying flat as well so it's entirely up to you. I really love how it's come together it's using the dies from the latest it's the box number two from Papercraft Society however I am going to show you how you can also make this without a die. Okay so everybody about to do this to be honest all the die is actually doing is giving you this pretty edge here and you can create that with any of your kind of edge dies and things like that because yeah I really love it love the colors something a little bit different pinks and blues and purples so not your traditional Christmas colors but I think they work really well I'm still waiting for these to dry so I'm doing them one at a time because I don't want them to bleed in together so I'm going to put another one so I have three and I've just used the Nuvo that color went perfectly actually with this collection so and then you can see there I've got the little die cut snowflakes this is holly but I thought you know let's do it to match so we've got purples there that's one of the stamps as well from the set along with the frame and then the pretty decorative papers and the ribbon is also all from the collection okay so you would have seen the unboxing last week for this kit and I will link that up here if you haven't seen it if it is something completely new to you and you're thinking oh what is this papercraft society then check out the unboxing videos there will be two on there now because this only launched the first one was only last month and and take a look at them they're really really good they're great value for money they do ship outside the UK you just have to pay it's free postage within the UK it's six pound postage outside of the UK and that may vary a little bit more depending on where you are but this is one of the pieces you you get this envelope in every single box and the idea is is that you stack them like a book so you have a row of them you know as the the months continue but in here you have all your bits and pieces you do get a lot more as well in the kit it comes in a nice sized box but I've just condensed a lot of it down into here so today I'm using the dies you don't get the magnetic sheet I have put mine on to that just makes it much much easier to store and see everything so I'm using those and then I've already stamped the top of there as you can see it is really lovely it was one of my favorites actually when I done the unboxing I said how much I love that font and the mix of the you know the two there but it's this one here and then it's that frame one there but you can see all the lovely ones you get on there you get a nice mix and then I've pulled out the pattern papers already and yeah I think that was it you've also got an embossing folder you've got your dies yeah there's all lots and lots of bits and pieces it's first of all what we will do is let's die cut I'll show you how we need to do the die cutting so I'll go through the measurements and then we can do that one while I've got the school board out here so you can see there's the snowflakes they are really nice excuse the I've got some Nuvo drop there I'm still trying to rub off my hand but look how delicate they are really they really are lovely they look nice in vellum as well actually just to give that more authentic snowflake look and then I've gone ahead and already die cut the holly and the berry die there it's a really nice one again and that's this one just here and then you also get these which are your crystal breads so I'm using them as an embellishment so you'll see there where I've stuck them I've just cut off the actual split pin piece and then just with some hot glue I've attached them onto there so I just thought that was a nice little touch so you want some acetate now don't worry if you don't have acetate there's no reason for you to have that tray this piece here in acetate it can easily be cardstock okay I just quite liked the acetate look so whatever you're using you'll want you want it to be 11 3 eighths of an inch by nine okay in fact while I've got the scoreboard out we might as well score it it's really simple scoring along the I would say that whenever you're scoring acetate although I get this one with the scoreboard that's perfect when you're working with cardstock but when you work with acetate you want something that's really going to embed the score lines so I'm just using my stylus metal one here but along the 11 and 3 eighths of an inch side you want to score it three inches so really push that down this is very thick acetate it's the the go-to one I'll share the links below and then you want to score at eight and three eighths of an inch okay that and then pop it along the nine inch side and you just want to score it three and six okay so really simple scoring all of that will be in my blog as always but now you should have something that looks like that I know it's a bit difficult to see but you should see that hitting the light there you can see you should have your sections three kind of rows okay like that okay and then in the kit you will get your cardstocks you get three sheets of three different colors and you also get your pattern papers so I've gone for that purpley color now if you're not using this done you don't have the kit then you're going to need if you've got so this is the way that I want it to be this is the right way up for me just flip it over and score it one inch and then flip it back and score it two and a half then just rotate it so you're on the other side now and again flip it over and score one inch and flip it back and score at two and a half because now you're going to fold the two middle score lines here so they're mountains and these outer ones are going to become valleys so by just flipping the cardstock over you won't get any cracking because this is white core cardstock that you're working with it's more prone to cracking or I wouldn't well maybe not more prone to but it's certainly if it does crack you're going to see it more because of the white core it's not color core card okay but white core is great for other techniques which they show you in the inspirational book so when you do embossing with embossing folded you get some great effects so you want two pieces that are going to look like that now for those of us that do have the die so it's the larger one I'm working with here and you get these holes now you don't have to keep them in there I have chosen to I may well take them out when I go to do other projects but I'm leaving them in because you can just you just need a little pair of pliers and you will cut those out but what you want to do is you need to lay down your die and make sure use a little bit of tape but you get it right up to the very very edge as close to the edge as you can without the die going actually over okay so I'm happy with that and then what we're going to do is some partial die cutting because we want to create this effect at both ends so I'm just going to grab my cutting plates now I actually find and this is no criticism to a Gemini machine at all but I find doing partial die cutting much easier on a manual die machine rather than an electronic I just feel I've got a lot more control and my scissor which I'm just bringing it now I can just it's got a nice flat platform on both sides so I can lay everything down now I also do highly recommend the magnetic base plate I've got lots of magnetic shims and they just curl and they do all kinds of things and they stretch and they just don't always end up being a you can't lie your dies flat on a lot of them I don't think but this here is solid this will never ever warp and I've had this a long time and it's absolutely amazing but it means that you can keep your dies the right way up for me I like to be able to cut down with the cutting line underneath I don't like turning things upside down and not being able to see underneath I've never I've never done mine like that so again the Gemini kind of works that way so it's been quite a thing for me to kind of get used to that whereas with this the magnet is so strong that your magnet stays in place there this is bowed a little bit but all of that is I can feel it it has caught to the the magnet below so yeah really really do like that anyway enough about that what you then want to do is we need to cut as far down I would say you want to leave about an inch where you don't cut now anything that is between two plates will cut so anything that's not is not going to cut so here you can see I'm leaving this here without the plate over so none of that will cut but everything under this side will so I can push it through and once it catches on the two plates I can just run that through get that away and then if I just remove this it's cut beautifully at this end completely and then here you will see it's still attached and that's what we want so I'm just going to trim off those sides there okay so you will have something like this then get that end and you need to just you can feel feel it kind of catch on the side so you know it's nice and lined up that way but just bring it down again getting it right up to the very edge there and using the same tape I can see underneath my cutting lines have sat perfectly over that there and then pop it back on here again it's caught on the magnet I can feel it I know this is all bowing because it's such a thin die but this is all kind of gripped to the magnet and now I mean you don't need to run the whole thing through if you've got plates I mean look at the state of this I'm still holding out for it and I do have a newer one actually but I don't want to use it yet until this completely cracks but I wouldn't put the plate over all of it just in case you have got some you know yours might be a more kind of use the mine some of these markings will go through onto your car stocks you can always put a piece of white copy paper in between which you've you've seen me do a lot but all I'm going to do here is just cover enough there and just push that back through you want it to take both plates there we go and just feel it grip and that's it and I can just pull that one out and that one out and you'll see that it's just come away perfectly now if you do get anything still attached which I have a tiny little bit there it literally is just a whisper you can just take that off so now we've got that lovely detail at both ends of our car stock and you can see the car stock perfect I've got no in prints or anything you do have these lines here because they are actually the the kind of the default score right scoreline so that's where they want you to fold for the inspiration it's in the booklet but it's so minor and you can't really see it that I'm just ignoring it and I'm going to add my own score lines in a moment so I'm just going to pop all this away again I'm just going to quickly score this one here okay so now I've got two pieces like this now if you again you don't have the kit before you fold all of this and if you've got any nice decorative you might have a nice decorative edge punch or some dies then just pop them through just to give you something there but you can see now how these will end up sitting over the top of each other like so all right it's quite a cool effect I really like it I've done I have done these winged kind of gift bags in the past so again if I can find the playlist or there's enough to make up a playlist then I will add them all together okay so next I'm going to grab my acetate and you just want to fold and burnish the score lines I always like to kind of work them first and then just burnish them afterwards with my bone folder just to make sure you get them all in place okay so you can certainly see now better where those score lines are what you're going to do next is you're just going to cut down so you'll have three equal squares on each of the short ends and then along the top here the longer side you'll have a square a rectangle and a square so it's these shorter sides that we want to work along here so you can see that and you're just going to cut down these score lines to the first score line so just like that okay now again you do want to take wedges off of the outer ones because these are going to fold in just as you would normally do with any other gift bag probably not using the right scissors for acetate there they're too bulky you want something that you can really get in there with these are much better what I'm doing is just taking a wedge of each side okay so you can just see there just bring in some scraps you can see this there we go you can just see I've taken a wedge off of that one that one just stays as a square and then this one again on the outside I'm just cutting a wedge off that one's gone a bit skew with because I cut a bit of wonky there and then go around to the other end and again just cut down those two score lines again I always tuck that one under you'll notice there just means you can get into these ones a lot easier and again I'm just going to cut away little wedges okay so next what you want to do is we need to add some red tape to stick this all down so as I always say when you're working with acetate always use red tape much much better it grips well and it will hold so the ones where you've cut the wedges out of they are going to go in behind that one in the middle okay and don't worry you know you're going to see some of the tape in a minute but when I give you the measurements to these pieces they're going to go over perfectly and just hide all of that so I'll just open it up again so this is the one in the in the middle which we want to keep perfect and not put any tape on it's the two outer ones so I'm just going to run some glue right up near the top score line and then just one kind of further down you okay like that and then flip it and add some tape again on the same ones okay now also you need to decide which end of your tray you want to have your little pulley okay so if I take that out this is what we're going to achieve so I've got this little pulley here so I've made a hole through that one but you'll see it doesn't go all the way through because I've hidden it with that piece so with this piece of plastic in the middle I just lay that there just so you can see a bit better it's this middle one here I just want to give my screw punch I want to add a hole in the middle I am going to eyeball it I think that's probably about right give it a little bit of a helping hand okay so now you'll see I've got that and then I'm going to grab one of these squares now these here measure should have given me that you want four pieces and these measure two and seven eighths of an inch squared okay then pop one underneath this is just so you know where your hole is okay like so you'll see I've already put red tape on all of mine so these are slightly smaller than the square because the square is three by three on the acetate and then this is only if you're doing a pulley if you're not doing this and don't worry and then I'm just going to put a mark there with my pen and then again I'm going to just cut that one so now I can pop that over there and it's going to sit in the square and it's also the poles going to line up okay so get that done now and next we're going to start sticking it together and in fact what we can do is add the ribbon first that was the most important part so I've just got some of the ribbon that comes with the kit I'm just going to trim it I've got about two inches there fold it in half like so and then I'm just going to thread it through I like it so it's like that so you can see the tab some people have them on the side like that but I like mine so it faces up just I find it a bit easier to pull that way okay so keep that like that and then so I've taken my and then what I'm going to do actually is just add a little bit of red tape either side just popped a little bit of tape either side of the ribbon there and then if you just split your ribbon open and you can stick one piece on top and one on the bottom and just bring that up to the camera so you can see what I've done so you can see I've just split it and then just stuck it over the sticky tape there so from the outside you've got a nice little pulley then I've taken the backing off of that side and you're just going to bring it around make sure you've got a nice right angle and just stick that down take the backing off of this one again bring it around and everything should line up nicely you can just kind of work out you know you can just see the sticky bit there but once we add this all over it it completely gets concealed so again at this end I'm just going to take the backing off wrap it under like so so now we have our tray okay and then we can stick all these pieces down so like I said you want four pieces that are two and seven eighths of an inch squared the one with the hole I'm going to stick down first and I'm just going to feed it through the hole and then just kind of pop it on an angle and as you pull that through just line it all up there we go okay so again I'm going to pop one inside I'm just going to stick these down make sure you line them up perfectly with the one underneath because I mean again I am using the white core card so you would see the white but um if you're using color core then it won't matter but now you can see that all lines up nicely so do this end okay and just work the bottom score line there just to make sure everything stays nice and square just kind of re-bend them okay have a really nice tray okay so let's just pop that one back in here now with your case it's best to put it together by wrapping it around your tray so in fact I'm going to get rid of all them because they're full of static and they get everywhere okay so I've got the bottom there I'm going to sit that on and then put everything around that way you know it's all going to fit first of all I'm just going to grab some of my liquid glue and you just want to pop it on one side here just cover all of this whatever yours looks like you just want to pop it all on one side and then just pop the one on top and I just need to make sure I get mine all lined up because obviously I've got those holes there but it's easy to do because the dies are the same so okay while that side was drying I just went ahead and just fussy cut that one there so it's going to look really nice when it's done okay then I'm going to pop that in and you want to do the same on this side but I just think to make sure that you're going to get a nice slide you should anyway because I've done all the measurements but if you just wrap it around and stick it so just open that up just pop some glue again on this side again just bring them together okay so while that's drying I've got my cardstock here to decorate the top so I've got a piece of silver card from my own stash and that is two and three quarters by five and a quarter and the decorative paper which is from the kit is two and a half by five okay so I've already put some foam in between the pattern paper and the silver and then I'm just going to stick this right on top so I'm just going to sit that one right in the center there you'll get a nice frame like so and then I've got my topper so this one here I'm going to again pop some foam on the back it doesn't matter which way up this goes because if you change your mind you can just take the tray out and just turn it around another way so that's going to go like that and then I've got all these pieces here which I want to stick down so I've got my hot glue gun on and I just stamp this using that ink as well because these are the three inks that you get in the kit so I use the pink on this one and then I've used the purple on this one here so they all match perfectly but I'm now going to just stick these down actually I want to follow that one because I like that and yeah finish it off okay and then with the brads if you just open them up and just trim be careful watch your eyes because sometimes they do flick off but I've got these um very strong scissors that I use for cutting things like this she says and they're not even cutting oh my god they were fine just now typical isn't it you could do something when you're filming it doesn't work gosh can't even grip it now wow that's what has happened there okay let's try something else okay that's cut perfectly oh maybe they're on their way out now then maybe I've used them too much so you're just cutting the ends off you can cut through both at the same time but you're probably really going to damage your scissors that way so I'm just going to take a little bit off I am cutting where the fold is so where they kind of join together that's what I'm removing okay and then I'm just going to push down on my mat but just fold it back in again so they flatten so all those those little kind of because they probably will be a bit sharp you just want to push them so if I show you what they look like so you can see them there oh so you can see there what I've cut off you want to push them back in so this does not help my nails there we go so now you'll have these flat pieces and then you can just pop your hot glue onto the back and again I'm just going to stick them on here like so so again well that's now just setting you can finish this bit here so I'm going to grab the ribbon now I've already made some other projects so I'm hoping I've got enough because you'll see them in the next coming weeks if you just thread that through and tie a bow I'm going to have a very very small bow I might even have to do a knot now oh no they might have to do like a just a decorative knot it's not going to look as nice as it I'm going to change I'm going to go and just grab some other white okay so you will have enough because I've already gone ahead and made other projects so I've used it for yeah for those but this white will look just as nice cut way too much now it's one extreme to the other I have tons of this white though so let's just tie these off and you just want to because it's not relying on the bow to keep it together because we've already glued it so this is just purely for decoration so but try and get it as tight as you can okay and now I'm just finishing it off with some nuvo drops so I've just added a few more of these ones this color here is the rhubarb crumble goes really nicely actually with these papers and then for this one I'm just using my white which is the simply white and you just want to do very small ones I'm going to risk it and do them all at the same time because I haven't on the other ones you just want to do very small ones all right so if I just bring that up can you see just how nice they look they just add that kind of little finish and touch okay so there you have it I'm not going to touch them too much because those nuvo drops are still drying but you can see now the tray there so you've got lots of room and there is a lot of room in these to fill with treats and that one there as well and I really like them I think they've come together really nicely and they're just a little bit different I think with that winged effect it does give a very different look and yeah I've enjoyed making them so I hope you've liked it and enjoyed it as well I hope you can do it you know like I want to be able to show you that you don't need to have the dye but there are ways you know to get around it if you do and yeah give it a go let me know what you think and please give me a thumbs up if you've enjoyed today's tutorial and consider subscribing so you get to see more thanks for watching bye


Finland early on November 18 closed four crossings on its border with Russia, as Helsinki seeks to halt a flow of asylum seekers it says was instigated by Moscow. The Finnish border guard on November 17 announced it would erect barriers from midnight local time at the Valoma, Nuojaama, Imatra and Nairala border posts in southeast Finland, which account for much of the travel between the two countries. Reuters filmed migrants arriving at the Valoma border post late on Friday night, Finland. Shares a 1,340 km border with Russia that also serves as the EU's external border. Some 300 asylum seekers, mostly from Iraq, Yemen, Somalia and Syria, have arrived in Finland this week, according to the border guard.


are identical to operating countries because they carry the same challenges and I'll mention that a little bit as we go along. So, I'll go straight to the objectives. So, we're going to talk about the three phrase approach to the milestones and understand some of the HRD priorities in those phases. You did the milestones with Sean, yes, is that correct? And back in countries, okay. We're going to talk about the HRD life cycle and I've got a nice diagram that we can talk through to describe that life cycle and some of the key activities that exist in that life cycle. We're going to talk a bit about nuclear skills and skills for nuclear and because that is kind of two areas to talk about. Skills for the nuclear program, which often are not nuclear skills at all. And then we're going to talk about a national workforce plan. So, we recommend at the agency for embarking on countries that newcomers put together a national workforce plan that scopes out for regulatory organizations and government bodies, for TSOs, for potential owner operators, that whole kind of education training and qualification life cycle. And we've got a copy of one and we'll just talk through some of the key principles of it. And then we'll talk about some of the guidance we've got in the area, actually, which is pretty much the same as the last one. So, just to recap, phase one, you're going to make a decision. The milestone for phase one is you've made a positive decision that you want to go forward with the nuclear power program. Phase two is you're preparing for that program and then phase three you're constructing it. So, I'm going to assume that you guys are fully aware of that. I know you spent a whole day on it. You probably told me some stuff on it. Some of the infrastructure issues that you need to consider across all of those. So, these are the components of the milestone's approach, national position, nuclear safety, management, funding, legislation, safeguards, regulations all the way through to industrial involvement and procurement. All of these issues have human resource requirements. So, it cuts across all of those. There is a specific one that we get involved with working with member states where we try to really help them put together their national workforce plan. But they all actually have patriarch components.  So, here you can see kind of a breakdown, a schematic of the different phases and the milestones. And 10 to 15 years is a period, typically, when we break down the time scales. That's the kind of sum that we come to. And that's actually, that seems a lot, but 10 years is not a long time to get everybody qualified and ready. And so, the reason that arrow is put there is because we would recommend that you start thinking about, even here, your national workforce plan, even before you've got to pay for it. So, we really encourage government organizations to do their planning, start thinking about their planning here. Because in some cases, they have to build universities or they have to develop university capability. They have to build schools, technical vocation. Not all the time, but in some cases. So, we would encourage this thought process around your workforce plans for embarking countries very early on. So, we encourage you to have a national HR strategy that you can then roll out across that period. So, these plans we talk about you developing, we kind of just remind the member states that the plans aren't being developed for us, they're being developed for the member states. Often, member states give us a plan and think, well, that's it, we've given the plan, although it's some kind of sign off or gold star stamp from the IAA. And to be honest, we look at these plans, but they're not not for us. They're meant to be living plans that you keep alive and evolve. They're meant to identify gaps in your national and regional arrangements. So, often, if you're involved in developing workforce plans, you should be brutally honest with yourselves about where the potential gaps are. If you think you're going to have a shortfall of vocational skills or technical skills or competencies, this plan should be identifying it. The worst thing that can happen is you come to the agency with a really rosy plan and say, oh, this looks fantastic. When you know that there's gaps in it, because if you came to us with a really good plan, we'd be highly suspicious that you haven't done your job properly, because every country in the world has gaps in their workforce plan by the nature of what we're trying to do. It's an evolving, changing thing. So, we're just trying to get the message over. These plans, you have to be really tough on yourselves. You may need to have a different approach for different phases. So, your workforce plan for phase one will be different for phase two, but almost certainly will be different for phase three. And that's what we see. We experience that even recently with the UAE. We invested a huge amount of money in their capability program and in Belarus. So, this message about be realistic and find the gaps. It's a vehicle to find the gaps in your natural arrangements for yourselves. There are no off-the-shelf solutions. I know when I first came to the agency, we had some calls from some countries. Can you give us a kind of model plan to develop? And we've got a template, but we can give you that template. But the truth is, there are no off-the-shelf solutions, because each country has its own unique circumstances, because it has its own unique education model, social model that has to plug into it. We'll go into this during the session, but there's two kind of categories we try to talk about. There's nuclear skills. So, there's nuclear knowledge and skills you need to write a safety case for your plan, for your regulators. There's the nuclear skills and knowledge you need if you're in the regulatory organization, because we've got a bunch of you in here. So, you understand how to interpret these nuclear documents. They're nuclear skills. Skills for a nuclear program. So, you're going to build a massive construction project. So, you need brick layers, you need construction workers, construction engineers. You need electrical, mechanical, design engineers who may have built hospital, schools, roads. They don't need nuclear skills. They're skills for your nuclear program. One of the most vital elements that you'll have, and indeed, in new-built countries are finding one of the most challenging areas, is to get highly qualified nuclear welders. So, nuclear-grade welders are welders that could weld to a very, very high standard around the world. Many of them have no nuclear qualification whatsoever, because they're going to weld on a construction site. But they're nuclear-grade welders, because the quality of their welding is really top class. So, there's a really good example of a nuclear, skills for a nuclear program are nuclear, nuclear-grade welders.  But it's for a nuclear program, as opposed to a design engineer working in a regulator who has a huge amount of nuclear knowledge and skills, because they have to assess this. So, there are two categories you need to consider, and we'll talk about them as we go through. Now, the phase three stuff, workforce plans for operating running plants are really easy, because we've got 450 of them, 440, running around the world. Some of these plants have run, 81 plants out of that 440 have been running for 40 years, which is quite an amazing design and engineering feat when you think about it. These plants were built and designed 40 years ago to the specification, and we still consider they can run safely for another 10, 15 years. That's a fantastic achievement for a nuclear workforce, actually, and a statement to the quality of the people that we have in the nuclear sector. But, nevertheless, lots of people kind of get a bit, embarking countries come to talk to about the operating structure, and our advice is, look, don't worry about the operating structures. When you get halfway through phase three, you can have a look at that, because there's hundreds of plants that work perfectly well with lots of different kind of staffing models and skills model. So, phase three is pretty easy, that's the message, kind of late phase three, into operating lots of models you can take. And indeed, many of the vendors you're working with make experiences most new-built countries, and we'll kind of take the vendors recommended model, because that's what the vendors using in their own countries, and work perfectly well on those design plans. Sometimes the numbers may vary, but, nevertheless, the kind of the requirements in terms of structures pretty much match what you will need, certainly for the first few years of operation. So, things to bear in mind, the number of units you want will really influence your kind of workforce planning. The type of contract will evolve. So, these contracts kind of build on operate, or build on operate transfer, these turkey contracts, as we call them, they're kind of fairly new to the nuclear sector. So, really good example. Anybody from Turkey here? So, Turkey looking at a build on operate contract with their vendor, effectively they're looking to build a plant in the country, the vendor will build it with their staff, not local staff, they'll operate it with their own staff from their host country, and they'll run it for 25 years and sell the electricity back to Turkey. So, that kind of contract's really new, and there are slight variations on that build on operate transfer after five years or ten years. Lots of different models being touted by all the different vendors, not just one vendor. This is a fairly new contractual arrangement in the nuclear sector. Traditionally, to go back 20, 30 years, nuclear plants were base load plants built by governments for national interests. They weren't built to be flexible, load following like a lot of them are now. And they certainly weren't built to be kind of operated and owned by vendors. So, this is a fairly new model for the nuclear sector, and that will really impact your workforce planning model. If the vendor is going to staff it or half staff it, that needs to be factored into your national plan. I will add actually, just as an aside, that this contract is not new in most industries. Lots of manufacturing industries have used these kind of build and operate models for 20, 30, 40, 50 years. It's just new to the nuclear sector. The level of industrial involvement is really important. Again, it's linked to the type of contract.  My experience, I was involved in the Hinkley Sea project for a number of years. We were pitching to get about 65 to 70% of the local industrial involvement, all the plant supply chain from local industrial involvement. That was one of the, that was one of the promotional ideas we had in gaining local regional government support. So some countries, the level of industrial involvement will really impact it. And if you bear in mind that 20 to one or 100 to one impact, how many people are employed in the local regions? That's really good. But you have to think if you're going to do that, you have that the industrial involvement source has to be qualified to support your plan. So if you're going to get your supply chain capability, you know, your outage maintenance contracts, your day to day servicing capability from your local regions, that those local regions need to be able to supply that. So they may need training and education program in place to support that schools, etc, etc. So your level of industrial involvement will influence your national workforce plan. We would highly recommend that the roles, responsibilities and functions of all the state called organizations, even if they're not established, you really understand what you are going to need in phase one, as early as phase one. And we really would promote that you think about this kind of sustainable workforce program, because what we've already encountered with some embarking countries, new, new real countries, is they put in place programs to get people ready. They've either lost those people, or they've realized that they had gaps in their national plan, they're now, you know, urgently outsourcing from different countries, nuclear skills to come and help bridge that short term gap, because they didn't apply a sustainable, long term workforce capability to their planning. Yeah. Boot, build, own, operate. Sorry. Because we're nuclear, we love Akhenins, don't we? We just love them. Build, own, operate, transfer. Okay. So here's a really good cycle. I'm going to talk about this. So long term HRD recruitment cycle. This cycle applies equally to an operator.  I don't have a pointer. So this covers recruitment, what you actually need on the ground, and how you're going to lose people from your vision and how you're going to cycle them back in. So let's just talk about recruitment. Okay, how are you going to this? This is, this is your pool of people you need. It looks fairly straightforward, this but there's some kind of little tricks in here. Vendor options. So the vendor will come with lots of different options. Some vendors can help train your regulators. Some vendors will help train all your operating staff. Some vendors will offer to. So the vendor typically, because they're already running nuclear power programs, they have great potential. They already have universities, colleges, vocational capability. They have facilities that you can go and get experience on. So they're a great option to consider. Of course, what's the challenge with that, the option of using vendors? What's the challenge if you let your vendor do it all? Language is one, yeah. So that's really interesting. So to give an example on that, Vietnam are thinking of building two, two, two twin unit sites, one in North Vietnam, one in South Vietnam. One was going to be built by Russian vendor, one was going to be built by a Japanese vendor. So the operators, so they're going to have two separate work pools. The operators who are going to work on the Russian plant were going to Moscow to get trained. The operators who support the build, the operators who are going to work on the Japanese plant were going to Tokyo to get trained. And their language on the build sites was going to be English. So the operators had to speak Vietnamese, Japanese and English on one side. Russian, Vietnamese and English on another side. So just an example, there's a complexity. Okaloto, the plant in Finland. And I was there when they were commissioning some of their outside plant actually. And Okaloto employed a team of about 15 interpreters in their controllers when they were commissioning. Because they had 60 different nationalities on the project. 60 different nationalities on the project. So language is a real challenge in this HRD program, definitely. What's the other challenge with vendors? What's a big challenge? Well, there's a culture, yeah. So there is a culture, but you would hope you would expect a vendor, the vendor organization that you're going to has a pretty strong nuclear safety culture, which is what you want to immerse your people in. You would expect that. So that is a challenge. Different culture, yeah. Country culture, certainly. What's the big challenge if you're going to give it all to a vendor? Yeah, well, that's, yeah, that's another big challenge. Sorry, I missed that. So knowledge transfer. So if you want to take ownership of this plant and your vendor has got all that kind of secret knowledge, then you're going to be limited, aren't you? You're going to be beholding to them for a long time. Have we seen that on some plants? So what, but there's one really big challenge to give it all to a vendor. Well, sustainability is a challenge, yeah. What's the big one? The cost. How much is it going to cost to do all this? Because the vendor, let's be really honest, the vendor is not doing this out the goodness of their heart. They're doing it because they want your money. So it's going to, the vendor can give you all that, but it's going to cost you a lot of money. So recruitment options, education pipelines. We talked about vocational pipelines, existing electricity industry. So this is a really important one. Your country's all embarking countries. You must have electricity supply organizations. You must have grids because you wouldn't be building a nuclear power plant. The plug it into unless you have a decent grid to put it on. So by, by, by that you must have people who manage it, who run it, who fix it when it breaks down. So you already have an existing electricity industry that has most of the core skills you need. Certainly in technician space. You must be running Nigeria. You're on fossil fuel plants, yes? We've got a team from Nigeria here. So you must have coal, gas, oil. Yeah, yeah. So, so you must be training your staff to run those. But you, they'll be in a control room. It's not a nuclear control, but it's a control room. Managing the boilers, managing the furnaces, managing the oil systems, the cooling systems. So you already have that kind of psyche running in your country. That's a great asset to have when you start about planning. Existing nuclear facilities. I mentioned earlier research facilities, medical physics. Lots of people go from medical physics into radiation protection. It's got common movement actually. And ironically because nuclear normally pays more than the health services. So the medical physicists come over and join the nuclear industry. So you have lots of sources of recruitment and expat external sourcing. Recently I was in the UAE where they've got a lot of expats coming in from South Africa, from the UK and from the US, supporting their initial back-end of phase 3 activities. So you've got lots of different vendor recruitment options from vendors to expats. So when you put your plan together, you need to think about that. And that will vary. Different phases, different requirements. So if you think about this bucket we've got here. We've got at the top, we've got external resources, agency workers, specialist consultants, kind of topping up. Your pool of suitably qualified and experienced resource. And we would say that this is really underpinned by competent initial training and development. So your pool, as it were, is going to have input from all of these. It's going to be underpinned by knowledge management and an SAT based training program. So knowledge management is going to inform all of that. And as James said, you really want to be thinking, especially with vendor options, about making sure you've got the right knowledge management knowledge transfer option. So you're going to lose people through resignations, retirements. If you think about this is a turn of 15 year project, didn't we? So if you take somebody who's experienced and qualified in their mid-40s, by the time the plant may get to the back end of phase three, if you've been successful in that in 15 years, every six years, they may be looking to retire. So you have to think about retirement and resignations in your plan. And you need to think about the knowledge transfer and that process. Attrition.  If you train up all these young people into your program, and then a petrochemical organization says, hey, you guys, you've got all the right qualifications, we'll double your salary if you come and work for us. How are you going to manage that process? That's a real challenge for lots of embarking countries. And internal movement. So we would encourage, this is a real positive movement actually, we would encourage internal movement as much as possible, certainly in phase two and phase three. Because the more broader your experience and your workforce gets in this nuclear power program, the more effective they're going to be as you move into phase three and back end of phase three. So that's your kind of recruitment plan, you have to consider all of those. So you have to think about that in terms of life cycle. And your float of your squet resource will change as you need it. But it's a living kind of breathing model that you need to develop. So what we've done here, we mapped out in the three phases just, these aren't exact, some people will change these, but some of the key elements. So we've got, on the bottom, we've got HR activities. On the top, we've got some key programs that play into it. So early in phase one, you're going to stop your nephio, because you're going to establish that to start thinking about, do you want to build a nuclear power program? You're going to even consider, okay, even at this early stage, we would recommend you consider some initial workforce planning. Certainly for the phase one piece, have you got the nephio? Have you got the right people helping you? Have you got the right technical support organizations helping you in the nephio? But even thinking about, well, if we go into phase two and phase three, what, what are the implications? So this initial workforce plan may help inform the government, make the national decision, because they may see that broader economic benefit that you're going to get from it. So that would include identifying the HR investment as you start to develop a localization strategy and it would include really preparing strategies for nuclear safety, security and safeguards as part of that workforce plan in that comprehensive report that you're going to give your government here to make your decision. So this is kind of 15 years at this left side of this scale before you take your reactor critical. So if you're going to phase two, so we're going to assume you've made, yes, we're going to build a nuclear power plant. So you're going to start to establish a regulatory body. You may even start to consider who the owner operator is going to be and start to establish an owner, operate a nuclear power program project team. So at that time, you're going to staff your regulatory body, then you're going to staff your project team, then you're going to start thinking about your education and training infrastructure. Is your education training infrastructure going to be able to support this development and phase three development. So then there's a whole host of HR activities along here, identifying any investment you need, maintaining your workforce plans as you kind of move through establishing agreements with foreign governments and suppliers, getting your technical requirements ready for the first plant, getting ready to kind of do the feasibility study, complete the feasibility study and then maybe start to go out to tender at this stage. So even at that stage, you're thinking about all the other workforce plans that sit underneath that. And then in phase three, so you've picked your plant or you've completed your negotiations. So you know what you're going to build, you know where you're going to build it. And you're going to start thinking about your licensing, your construction, your fuel load, your commissioning and then a transfer if it's going to be transferred. So sitting underneath that, you've got to start implementing all your policies. You need a training program to support testing and commissioning. You need to get that early on so that those people who are going to operate the plant up here, go through the commissioning to capture all those lessons on the plant. You're going to have an onsite training center, you're going to make sure you've got knowledge management processes in place to capture all that essential knowledge during commissioning. You're going to have a simulator in there, you want your operators trained really early. The best world's best practice is to have your first batch of operators ready to form part of the commissioning teams so that they can be actively involved in that commissioning. Then you're authorizing your plant stuff here and all this time you're managing this workforce plan upgrading it, thinking about what do we need when we take the reality critical. So it kind of runs through all those steps in the milestones on phase three. Not all the steps are, these will vary from country to country. So some of these, you know, maybe in different sequences but the purpose of these last three slides are just to give you an indication of the magnitude of the planning you need to do this problem. So let's just look at some profiles in terms of numbers of people. This excludes vendor or supply chain support and construction stuffing. So we'll do construction stuffing in a minute. And so here's a picture of the NEPIO, the regulator and the TSOs supporting the NEPIO, the regulator and the owner operator. So in total, it's only about 350 people when you look at this. And you can see the NEPIO here, this yellow line that kind of starts about year 11, year 10 and then grows to its peak of about 150 people for a typical twin unit site. You can see the pink line here is the kind of owner-operated technical support organization which gradually over time builds up. Often this is contractorized, so you'll buy this in from a specialist vendor. You can see owner-operated headquarters stuff, so maybe 50-ish, their headquarters. So these are very much the kind of offsite support stuff and you can see the regulator here in the black dotted line goes to about 120 maybe between unit sites with no other nuclear organization. So it's not a lot really, not a lot of people. So let's look at the twin unit profile on the site itself which goes up to about five and a half thousand people. And again this varies depending on how the national models developed and how the country developed it, but you can see professional management staff, project management staff, civil engineering, electrical mechanical INC and operations. And again the operations kicks in quite late actually as you can see, but the bulk workforce is the civil construction and the mechanical electrical INC work. This is a pretty common curve you see most new plants being built around the world that will have similar curves. The numbers might be different and the shape slightly different but they're not far off. So you can get the indications that when we talk about skills for nuclear and nuclear skills, I think doesn't work. The blue and the yellow curves, the bulk staff nearly three thousand each, they're kind of skills for the nuclear program. They're not necessarily nuclear skills. Some countries will be challenged to get these skills because you may also be building hospitals, roads, schools, big construction projects, airports, dams. So you may have to compete financially with those organizations or the vendor may to source these numbers which ultimately will lead back to the bill the vendor gives you to stuff that. So that's worth bearing in mind as well. So just to kind of look at the Nepio. So we've got some Nepio graphs in phase one, phase two and phase three. We would expect, oh sorry, you can see that we don't have a lot of people in the Nepio. Maybe through this pre-featability in here those have to fade off. Maybe there's some extension in multiple units but it's not a lot of people. If you look at the regulator, as typically the Nepio falls off a lot of them joined the regulatory functions which is a common practice we see in many countries. And again you can see, should be another, yeah, two kind of little sub-peaks here. So the regulator may top up their staff during the kind of initial phase here when they're talking to the government about nuclear plants and certainly during this phase when they're issuing construction licenses and operating licenses towards the end of phase three. So there's kind of peaks and troughs might go up to four hundred people from some organizations. Some organizations that already have an existing nuclear regulatory function have slightly less. But you can see there are kind of pretty common trends across most of these organizations around the world. An owner operator, so owner operator, Green Line, really, we have a few supports up here but it's out to take off here. And again, if you look at this it's kind of six years before the plant goes into commissioning that they're really starting to stuff up because they want these people involved in this commissioning, they want them qualified and trained. So that gives you an indication of the kind of time frames involved for the NEPIO, the regulator, owner operator. There are obviously other groups. There's technical support organizations that we don't know what your model is and there's kind of links to vendors and supply chain. We haven't put them up here. So this builds on something I said earlier really. This contractual arrangement is really important. The majority of your project staff in phase three could be vendor staff or their contractors. The skills required to support the nuclear program will be a range of engineering, project management and construction skills. And nuclear skills during this construction phase will be very limited. And in fact, non-nuclear science and engineering degree qualifications are often preferable to nuclear specific for lots of these construction organizations. INC especially, INC engineering, mechanical electrical engineering rather than nuclear engineering. You need a few nuclear engineers when you're operating, a few to help with the design stuff. But for the big construction projects, you want big civil engineering organization. And the time frame for that. So as you go into phase three, you're going to be recruiting and training, training, commissioning, commissioning. So there's a lot of kind of crossover and your planning for your people needs to take into account all those three curves in terms of the construction and commissioning timescale because you want them all ready for the operating. OK. So to help member states do this, we encourage them to develop a national workforce plan. And we would sit down with those countries and help them develop that plan. We also run a couple of training courses that you're all eligible and welcome to come to. We have a number of, we have a team actually where it's in Sean's group and they can develop, they have some models that you can use digital models to build a national workforce plan. So it's a three to five day course. I think they're running one for Nigeria. We may have won one recently. I can't remember. But we certainly ran them for most of the embarking countries and a few countries that are even in phase one to help them build their plan. So it's a three to five day course where we take a team of people from the host country of sorry, from the embarking country bring them to Vienna and we train them on this software tool where you can build a model and then we give you the licenses to take back to your country and then you can keep running the model. It's extremely useful. That's on Twitter. I saw on Twitter the other day there was a feed about it. So if you check your Twitter from the IAA you'll see it. So part of that training course is we teach you how to build this plan. So I'm just going to go through what the plan looks like, what we would recommend. So it's not a fixed template. You can adjust it to your national needs. As I said earlier, something needs regular update and evolution. It needs to cover all the phases and it's a national program. And it needs to consider the project requirements and the operational requirements. And significantly, many countries are using this modeling tool together with this plan to work out the costs. How much is it going to cost for all these people? Because that's often a factor in making the decision. Yes, we're going to go for a nuclear. No, we're not. So this software program tool that we give you can help do the cost analysis for the HR capital. So the typical content, we it has the introductory stuff about your program roadmap, your time scales, but it includes your goals and assumptions as well. Then we talk about the HR requirements itself. So it talks about the nephio. So we say, what's the structure? What are the roles and responsibilities? What are the competencies? How many people do you need in each? We repeat that for the owner, operator and the regulatory body. It includes the education strategy and the training strategy as well as a requirement. So understand what you've got right now, understand what you need in the future, understand what the vendor can give you. And then it kind of talks about recruitment, qualification and selection. Recruitment strategies, candidate selection process, really important actually. Increasingly so, this kind of behavioral piece and this ethics piece. Qualification approach and strategy, the lead times by job categories and recruitment from existing national industries as I mentioned, the petrochemical industry or the existing electricity supply industry. HR approaches, how much are you going to pay them? How are you going to retain them? What you can offer them in terms of succession and career management? So these kind of three issues, you know, paying them, retaining them and offering them succession are key to holding on to that workforce.  The last thing you want to do is lose that investment. Typically to qualify, certainly a reactor operator. It's about half a million US dollars per reactor operator. So that's a massive investment. Massive investment. If you lose five or six reactor operators, a couple of million dollars you've lost. So having paid them enough or having a pay structure that meets their needs and holds them in your organization. Having some kind of benefit scheme that helps retention. It may be education scheme for their families. It may be health care for their families. It may be enhanced holiday, flexible working, all these different things. Session in career management. So you really want to offer these people that you've invested so heavily in a viable future career across a number of roles. So traditionally, because I'm quite old, you were just happy to get a good secure job that had a good pension and you had a job for life. But lots of the embark, lots of the workforce people now, the younger graduate generation, they kind of might not want to just do one thing the rest of their lives. They may want to do lots of different things. So you have to think about how do we create an environment that gives our people that session in career management throughout their whole worker life cycle. Because that's a massive investment you've made. And of course, one of the real challenges in managing project delays I had some personal experience with this at Hinkley. Hinkley C was delayed twice. The first time we delayed the project we had about 800 people on the new nuclear build organization. We had to reduce that to 400. So we had to redistribute with those people into the existing generation organization. Some people sadly left or went to other more conventional project organizations. We then re-staffed up to a couple of hundreds, about 650. We then had to lose another 200 because we got onto a second delay period. So we had to kind of be really creative about those project delays and how we redistribute with those staff and then how we brought them back. So you will need to consider in your workforce plan how do you manage those project delays. Knowledge of management, you need to make sure in your plan you, it's a golden thread that runs through lots of stuff actually knowledge of management. We kind of sometimes box it up into one place but actually every piece of the nuclear sector has to consider knowledge management whether you're nuclear safety or whether you're, unless you're planning, you need to make sure you capture, transfer and promote knowledge across all these people in your organization. Yep. Well, we, that's a good question. We use the workforce plan, the outputs from your plan. We use the numbers in the financial modeling for putting together the business case for an individual building. We encourage member states to use those numbers, we don't. But we don't, because the final random reason we don't include costs in this is because the costs vary so much to school and educate somebody in, say the United States, costs completely different to school and educate somebody in South Africa or in the UK or in Russia. So the cost variations across all of these are huge. So we couldn't really give you a definitive number like how much would it cost to educate a person in secondary school or primary school because it's based on your national model. Well, there is a group, the PAS group, and they do a lot of financial modeling. So there is a group that you can sit down and work with and they can help you plug your numbers into their models. So there is, we don't do it here but there is a group that can help you with financial modeling about the economic costs of nuclear. So I can give you that later if you want and get their contacts because they can do that. In fact, they help, they work with us when we do the courses for the National Workforce Modelling Plan. They actually work with us, they run the course with us and they help the country structure their workforce plans on the spreadsheets, et cetera. Okay, here's some lessons that we've learned. Plan early, you want the nephew and regulators qualified really before you went to phase two and for the owner-operator before commissioning. You need to understand your education model and the program needs from designing, engineering, commissioning and operation. So you really need to understand your education training models and how they plug in. We would actively encourage all embarking countries to you to maximize the vendor capability through training and experience. Some vendors offers the comments of stuff for several years. Myself, I was involved in the PWR project in the UK in the early 90s. So I spent 12 months in the States, six months in France looking at how they operated their PWRs because I came from a gas reactor background. hugely valuable, those are comments and we would recommend you consider incorporating those into your vendor arrangements but understand the costs. They're also can offer specific technical training. Lots of the vendors have dedicated nuclear training facilities that you can use as part of your preparation for your own people. Maintain a flexible approach to stuff development. So that movement from construction to operation and the different role changes really encourage that because you've invested significantly in those people in phases one and two. Stakeholder expectations and management. So it's really important that the trade unions, the regulators and indeed other nuclear operators in some countries are really kind of supportive of what you're trying to do. So you're kind of working in partnership with them. Certainly the trade unions in many countries. This is a great source of employment, future security for some of their members so they could be a really strong ally in that process. Other nuclear operators, if you wanna kind of minimize the loss of employees to these operators, we would advise you very early on to come into some agreements where you don't poach each other's staff, et cetera. That's a common agreement that you see in lots of countries now. Knowledge management and technical succession management links to recruitment. So yeah, this is really important. You need to think about if you've got some really good engineers, electrical, mechanical, I&C engineers on your project, who you want to retain or you want to retain their knowledge, you need to think about putting a plan in place to capture their knowledge or get a trainee in place alongside the more experienced engineer so that there's some technical succession. I don't mean management succession of leaders, I mean technical succession, two different things. Okay, and as ever, we've got lots of guidance. Certainly the workforce planning education training, the documents are very closely related. And the Nuclear Power Human Resource Modeling Tool is a tool that I mentioned. And as I said, if anybody's interested in attending a course or having a course run for your country, then through the technical operation department, we can arrange that or we can run a course for you. And I would strongly recommend it, it's a very good course. And we've got the digital hub that will have some information on. Some information right here. You can ask him if we're linking there. We were trying to link the modeling tool onto the hub. I'm not sure we can do that yet, but that's a kind of end goal. Okay, so we talked about the three phases and the milestones. We talked about this HID recruitment lifecycle, so recruit, develop, and then lose and how that's a continuous cycle. We talked about nuclear skills and skills for nuclear, which is a key understanding really for embarking countries. We talked about the major content of the plan and we talked about some of the guidance. Okay, any questions? I know I've kind of flown through that, but yes? So human resource development and workforce planning. So you would really say that workforce planning is a subset of human resource development. So in human resource development, you've got education, training, workforce planning, knowledge, management, so you've got all those aspects of human resource development. Workforce planning is kind of one of those subsets, if you like, under the umbrella of HR, human resource. So if you give me the question, 13 and 14.


Ukraine was considered as the bread basket of the erstwhile Soviet Union. This is because Ukraine produced majority of the wheat in Soviet Union. But currently due to the war between Ukraine and Russia, the wheat exports from Ukraine is affected. This has resulted in worldwide increase in food prices. To address this, the Black Sea grain deal has been signed. In this short video, let us see about the Black Sea grain deal. It is a deal between Russian Federation, Turkey and Ukraine. The deal is to export grain and fertilizers from three Ukrainian ports that is Chornomorks, Odessa and Yulni. These three ports are important Ukrainian ports in the Black Sea. And this deal is brokered by the United Nations and Turkey. And it was signed in Istanbul on July 2022. It was initially expected to operate for a period of 120 days. But there was an option for extending it or terminating it after November. Under the Black Sea grain initiative, the Ukrainian vessels guide the cargo ships to international waters on the Black Sea. Then the vessels safely proceed along the agreed corridor along the Black Sea. Then the ships are inspected by JCC, that is a joint coordination center at Istanbul. It consists of representatives from Russia, Turkey and United Nations. Now what is the purpose of this deal? This deal is aimed at tackling the increasing food prices. Note that the food prices are emerging from supply chain disruption. Now what caused the supply chain disruption? The main cause was the Russia's war on Ukraine. See Ukraine is considered the bread basket of the world. And Ukraine is among the largest exporters of wheat, maize, rape seed, sunflower seeds and sunflower oil globally. And these commodities are exported through the deep sea ports of Ukraine in the Black Sea. And due to Russia's aggression, Ukraine was not able to access the deep sea ports. And this resulted in reduction in exports from Ukraine. And this has resulted in shortage in supply. So the food prices in the world market has increased. So basically the Black Sea grain initiative provides for a safe maritime humanitarian corridor for Ukrainian exports. Then it ensures an adequate supply of grains. For example, it provides humanitarian food assistance to the East African region and Yemen. Then it helps to limit food inflation. For instance, because of this initiative, the food price index had decreased by nearly 14% from its peak in March. And lastly, it helps to ensure the safety of merchant ships, delivering grains and food stuff in the Black Sea region. Now the news is that Russia has rejoined the Black Sea grain deal. Because the Russian Federation now believes that the guarantees that it has received currently appears sufficient. So the question here is, what would have happened if the deal was suspended? It's very simple. If the deal had been suspended, there would be supply chain disruption, which would result in shortage in food grains. And this would result in increase in food prices globally. Finally, it will result in global hunger. To know more about exciting topics like this, listen to Hindu News Analysis by Shankar A.S Akademi and also subscribe to Shankar A.S Akademi's YouTube channel. Thank you for listening.


For more videos on people's struggles, please subscribe to our YouTube channel. The crisis in the aviation industry continues as the grounding of Boeing 737 MAX 8 planes enters its eighth month. The grounding was ordered by regulatory agencies worldwide after two plane crashes that occurred in a span of five months. The first crash happened in Indonesia last year and the second one in Ethiopia in March which collectively killed about 346 people on board. Both crashes were attributed to the failures in the safety system of the 737 MAX 8 model. However, apart from Boeing safety flaws, the US Federal Aviation Administration is also being held responsible for these crashes as it fails to properly review the new safety features of the MAX 8 model. Last week, a damning report was released by an international body of air safety regulators outlining the FAA's negligence and its oversight. This body which is called the Joint Authorities Technical Review or the JATR was commissioned by the FAA after two deadly crashes to look into the certification and the approval process undergone by this model in April. The findings of this body were made public last week on October 11. The report says that the FAA lacks the ability to effectively analyze the new automated system which was made a part of the design of the plane. This system is known as the MCAS or the Maneuvering Characteristics Augmentation System. It is responsible for the aircraft nose-diving in both the crashes. The review body said in iCourt that the information and discussions about MCAS was so fragmented and would deliver to disconnected groups that it was difficult to recognize the impacts and the implications of the system. It further said that the MCAS was not evaluated as a complete and an integrated function in the certification documents that were submitted to the FAA. This points to the fact that the FAA relies on the manufacturer to perform certain certifications on the basis of which approvals are given, instead of performing a more stringent check in itself. It has been reported that the FAA has accepted self-certification by Boeing for as far as 80% of the aircraft features. The JATR report also said that there was an inadequate number of FAA specialists who were involved in the process and that some of them were under undue pressure being Boeing employees themselves while doing the FAA work which resulted in the conflict of interest. Overall, the review body recommended that FAA needs to significantly reform its certification process to ensure adequate oversight. Now let's look at Boeing's role in these mishaps. About the Indonesian Lion Air crash and the Ethiopian Airlines crash occurred during the takeoff. The flight path shows that instead of rising, the plane hovered and then crashed. This is because the plane was not being able to rise at its normal rate of climb. The MCAS which is an anti-stall feature was responsible. Now what does this feature do? Two sensors on the nose of the plane detect the angle at which the plane is climbing. In case the angle is too steep, these sensors send a signal bank back to the MCAS indicating this and the MCAS pushes the nose of the plane down. Now in both these crashes, the sensors gave incorrect or contradictory signals. So while the pilot was attempting to take off, the MCAS pushed the plane down forcing the pilot to pull it up higher and the MCAS to push it down again. This tug of war continued until the aircraft entered a steep dive from which the pilot could not recover. Apart from the problem of the faulty sensors, there was also no easy way of turning off the system. The MCAS is not disabled as a part of being autopilot. It continues to function even in the manual mode. It needs to be turned off separately. However, an even bigger problem is that the pilots were not really made aware of this. The JATR noted that Boeing had removed the mention of MCAS from the draft of the pilot's manual. This meant that adequate training had also not been performed for the pilots for these crucial features. And had they consulted with their manuals during such crisis, they wouldn't have found much of help. The MCAS software itself was introduced to compensate for the unstable design of the 737 MAX 8. The LEAP engine which has been installed in this model is larger than once which were used in the earlier 737 models. This engine offers 15% improvement in fuel efficiency but due to its larger size, it would have required the redesigning of the plane structure to make it aerodynamically stable. What Boeing seems to have done instead is to retrofit this engine into its earlier designs and then add MCAS to make up for whatever instability was introduced. This hurry in rolling out a new model with a more efficient engine is what is being seen as due to the competition Boeing was facing from the Airbus A320neo family which is making use of the same engines. The FAA also allowed the MAX aircraft to undergo a less stringent process of certification as it was a part of the 737 family. This was criticized by the JATR whose report said that the FAA's certification process for a new plane based on an old design lacks an adequate assessment of how proposed design changes to integrate with the existing systems. As the Boeing 737 MAX 8 continues to be grounded, airlines all over the world are accruing losses and capacity constraints are also rising. More than 370 MAX jets remain grounded worldwide while hundreds more are expected to be delivered. At the same day as the JATR report was released, Boeing's board of directors relieved the company's CEO Dennis Muhlenberg from his position as a chairman so that he can concentrate on getting the MAX planes back in the air. Nevertheless, the earliest expectations for the 737 MAX to take flight again is from January next year. This too, only in the US. Most other regulatory agencies have made it clear that they will be conducting their own certification processes instead of trusting the FAA.


You know one of the reasons why people humble themselves it's not because necessarily they're so kind and humble It's because when you see someone who sees you you change You do if you have a license and you drive Not looking at the speed limit With your phone right here And there's a police officer standing he saw you But nothing changed.  He will strengthen you. He will raise you up. He won't give you a ticket He will give you grace. He will give you strength He will give you miracle and he will strengthen your weak hands because somebody say a man


Salutan al cioj, wi wo diya wi diya kaj wo diya mi edas al pizza nocto Esperanta Salutan Dimitri, kjell wi? Kjell wi? Kjell wi? Kjell wi? Kjell wi? Kjell wi? Kjell wi konas Jake? Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Jake. Of course, you have to listen to it with me and we will do it that way. I really like to ask about thousands of things in Esperanto and really test my capability. And they just asked me why I write in ground-tornal. So here is my credit. In half a hundred percent, do you think that this is a good choice, or do you choose something else? We found a few other choices. It might be a good choice, a good choice, a good choice, a good choice, because it might be a good choice, or even a good choice, because it might be a good choice. Okay, so now we are at the end of the night. Do you want to say something? And you? Okay, so we are at the end of the night and now I'm going home. So if you like this video, like it, share it, subscribe to my channel if you haven't subscribed yet and I'll see you in the next video. And if you're not there, you'll find it and you'll have to listen to it so long. And as always, I want to thank my subscribers on the page. Donate a dollar a month to earn the status of this channel. My current subscribers are Sarah, Joe, Miguel, Bard, Tommy, Alex, Jake, Rafa, Chuck, Craig, Marvin, The Igor, Kuba, Jacob, Jason Knuckles, Shane and Greg.


Poland will seek an additional 240 million euros, 261 million dollars, in European Union funding to refinance military purchases for Ukraine, the Polish prime minister said on March 23. Poland has already received about 200 million zlotys to refinance arms purchases for Ukraine, Mateusz Morawiewski told reporters in Brussels ahead of an EU summit. We want to obtain 240 million euros, another billion zlotys, for Poland. Also speaking outside the EU summit, Finland's PM Sana Mareens said leaders would have to discuss ways to boost Europe's arms and ammunition production capacity. Maren also said Finland hoped to become a NATO member soon and added that her country would work to support neighbour Sweden's bid to join the alliance.