In this video we're going to show you some of the Istrian wines and styles that you're going to want to look out for. Oh, welcome back to Exotic Wine Travel. I am your host, Matthew Horkey. Hi, I'm Sheridan. Welcome back to this show. We are going to talk about Istrian wines from Croatia. Where is Istria? So Istria is a heart-shaped peninsula. It's at the top of the Adriatic. It's in between Italy and Croatia. And as a matter of fact, it used to belong to Italy, the Austrian, Hungarian Empire, Yugoslavia, and now it's modern-day Croatia. And you definitely see the Italian influence there. Istria is the region where winemakers are really banded together and are trying to push the quality bar for Croatian wine. And it's definitely evident. The organization is actually Vinistra and they hold an annual tasting. And we went to the 26th edition just a few weeks ago. And even though we've done a lot of research for Croatian wines, for a book cracking Croatian wine, this was the first Vinistra that we've ever attended, right? Yeah, it's funny. But it was fantastic to be there because no matter how much you know about the wine country, there are always new producers that are worth paying attention to because you know, their quality improves every year. When you think of Istria, you think of Malvasia Starska, also known as Malvasia Istriana. It's a grape that Shireen actually is really high on. Very much because it makes fantastic easy drinking, summery white wine. But when you just macerate it with a little bit of skin contact, the body builds up and you've got some nice like sweet tannins on the finish, amazing flavors. Let's talk about the styles that you'd look out for. I think that when you are in Istria or you're in Croatia, you cannot go wrong with fresh Malvasias from most producers, right? There's literally almost zero bad Malvasia around. What kind of, what do people expect when you taste a fresh Malvasia? So first of all, the nose has to be kind of limey, lemony and also a floral tone to it. And on a palate, usually you get some kind of white flesh through, depending on how the wine maker make the wine or pick the grape, right? But you also get a certain like very nice acidity. Sometimes it comes with this like bitter almond sort of finish. So even though it's a fresh white wine, it's very complex. There's also other styles of Malvasia being made from barrel fermented, barrel aged, aged in acacia wood and macerated. Macerated orange wines, amber wines, that's my favorite style for Malvasia. I think that the skin just really gives the wine some depth and some body. Yeah, the skin definitely gives this sort of like sweet tannins on the finish. Also bad in mind that some of the Malvasia can be quite salty on the finish as well. Istria's red grape is called taran. And before we get into that, I want to let you know that there is dispute between the names and bottlings between Slovenia and Croatia, but this is not a political video. We're just going to talk about the wines that you're going to see from Istria that are labeled with taran and made from the grape taran. It's a grape that's got really high acidity, wild berry flavors. I kind of imagine it like kind of like San Giovese Barbera-y. Definitely. So you're going to have fresh tarans that are aged in stainless steel and tarans that are aged in barrel. What kind of style do you enjoy? Like both. I definitely like both because when it's fresh, right? Taran again is just like Malvasia. It's a very complex wine, a complex grape. The kind of wine that you get from it, even though it's fresh, you'll be getting like wild berry like you said, and then there's going to be like super high acidity like the Barbera. But yeah, at the same time, you get this like savory undertone to it so you can really enjoy a fresh taran. But when it ages, you gain the body, you gain the structure. And it goes great with the local pastas, right? Absolutely. And also a lot of the meat goes well with taran. The grape actually surprisingly ages very well. So if you can find some aged bottles, it's worth checking out. While a lot of producers are high and more low, we found at the last Vinistria, a lot of other grapes making exciting varietal wines. Most specifically, one of your favorite grapes. It's Cabernet Frong, definitely. There are not many producers making a varietal Cabernet Frong, but out of the examples that we taste it, it's a very complex wine. I mean on the nose, you get a style that could be like more Samosa Champanina. Like you can get some Chinon-like kind of Cabernet Frong from there. But what is interesting is out of this Cabernet Frong, they really stand on its own as a wine. It can be easy drinking, but they're always like, it's this nice tannic structure in the background. They mix it more than just another easy drinking wine. I would have to say, aside from taran, Cabernet Frong varietal wine is probably the most exciting for me, in terms of varietal wines. Yeah, I mean Cabernet Sauvignon comes close. Malo, I love it, but I think Malo is much more of a better blending wine in Istria. Sorry, they're on its own. And for those red wine lovers, I think a real signature for the region are Istrian red blends. And what do I mean by that? All these blends usually have Cabernet Sauvignon, Malo, and Taran, or Raphosco, Taran and Raphosco are cousins in a blend. So it's kind of like a super Istrian. I love these wines. They're always below 14 Malo, 12 and a half to 13 and a half. What do you like about those wines? I mean, it's very different from other Cabernet Sauvignon Malo blends.   And it really adds a lot of character while you still have the structure with the Cabernet Sauvignon, the plushness of Malo. They're actually some of my favorite Croatian wines. I think of Istrian red blends. When it comes to Istrian red blend, you will expect a lot of juiciness because of the acidity from Taran. That's so fun to drink. So that's all if you are in Croatia, you're in Istria. It's a popular, it's a popular vacation destination. You can really, really taste those wines, try those wines, buy those wines with a lot of confidence. So guys, if you like this video, please subscribe to our YouTube channel, Exotic Wine Travel. We'll see you at the next episode.


As you all know, for the past 17 years, the U.S. Army has continuously provided trained and ready forces to both Iraq and Afghanistan and elsewhere as we simultaneously meet the needs of the combatant commanders around the globe. And today, as it was throughout the year and last year, we have approximately about 180,000 soldiers serving in 140 countries around the world. That represents, broadly speaking, about 50 to 60 percent of combatant command demand comes to the Army to support. Congress's support has allowed the Army to become significantly more combat ready today than we were two and a half years ago when I became the Chief of Staff of the Army. We've increased the number of combat training center rotations. We've improved equipment readiness rates to spare parts. We've replenished our Army preposition stocks. We've increased our personnel and strength and started to fill some of the holes in our operating units. And significantly, we've improved both our munitions shortfalls along with some of our critical infrastructure. We must be ready, though, not only now but in the future. And we have to maintain a decisive overmatch to achieve victory, as the Secretary said, against any adversary, anytime, anywhere. The tyranny of the present has consumed us for the past 16 years, while our competitive advantage against peer threats has eroded. And advances by our adversaries are very real. This is not a classified hearing, but I'll be happy to illuminate those advances in a classified hearing, specifically with respect to Russia and China, as they continue to assert regional influence in their development of advanced weapons and technology. Likewise, Iran is attempting to expand its regional influence. And as we all saw last week in a recent positive turn of events regarding North Korea, it's very welcome, and I remain cautiously optimistic, as Secretary of Defense Matt has said. But we, the Army, we must remain ready. We must remain ready to present options to the President for his consideration, if required. And we will do that. The current battlefield is already lethal, and the future battlefield is likely to prove more lethal than anything we have ever recently experienced. So the time is now for the Army to modernize. To both stay ready today and to build the future force of our nation, that's going to require a modern Army. The Army needs predictable, adequate, sustained, and timely funding, and you know that, and you all agree with that. The Army's FY19 budget request reflects our priorities to grow and maintain a highly capable force today, to modernize and build the future force, to take proper care of our soldiers, family members, and civilians, and all the while being good stewards of the generous money of taxpayer money that the Congress has given us. We recognize the American taxpayer and trust us with a significant amount of money to meet these demands, and we will be diligent stewards of our resources, and we will enforce accountability to make effective use of every single dollar. Your support for the FY19 budget will ensure the soldiers of the United States Army remain ready to fight tonight as we prepare for any unforeseen conflicts of tomorrow. Thank you again for the opportunity to testify, and I look forward to your questions.


Hello, my name is Sarah Rowan and I am a speed painter and speaker. I'd love to just share with you a little bit about what I do and why I do it and see if I'm the right fit for your next event. Let's start with the why. Why is I love nothing more than inspiring people to awaken the creative that is already within them to be a better asset in their own personal and professional lives with the great takeaways that are practical that I bring to every keynote that I speak. As a speed painter, I can create works of art anywhere from five minutes to several hours depending on the type of event, whether it's a gala, a conference, even trivia nights, whatever it is. I love to bring a visual dimension to your event and capture the energy, the essence of the company, whether it's through logos, latest products, abstracts that speak volumes when it's deciphered. There's all sorts of ways to bring a visual communication into events and it's a great honour and privilege that I have done for nearly two decades now. I'd love to hear from you and speak to you, see what I can bring to your company and also just so you know, I do team building events as well where each person can activate these takeaways on their own canvas or their own watercolour experience and it is a joy and honour and I'm really grateful to be here living in this day and age and sharing my gift with you. Have a beautiful and creative day. So come along and take the plunge with me into a whole new world of creativity.


This pool is about to be the training ground for dozens of athletes who are honing their strength with the help of their coach. It feels good to help the kids out learn something new and it feels good to see them improving their confidence when they do something for the first time or when they master something. The students seem to enjoy the practice just as much as their coach. If they continue swimming and having fun, one of these young athletes might become the next member of a national team. The two-star private Kim Tae-hoon, Yongsan, Korea.


Live from Boston, Massachusetts. It's theCUBE, covering ZertoCon 2018. Brought to you by Zerto. This is theCUBE, I'm Paul Gillin. We're here at ZertoCon in Boston, the final day of ZertoCon, a beautiful day in Boston and a large crowd still here for the event, Zerto's user event. And with me is Ziv Kedem, who is the CEO of Zerto and the founder of Zerto. And this must be a through view being here with all of these customers, having seen this from the ground up. What do you take back from this experience this week? So this experience is great because it gives us an opportunity to directly interact with our customers, give them a lot of content, educate them and get feedback, which is important, right? So I really enjoyed it. Sorry, we had an advisory board with really good attendance, several companies in the large high part of the Fortune 500. And I think one of the things, this is our third event this year. So they're saying, well, they like that some of our announcements this year are the things that we discussed in advisory board last year and the year before that. So we like to listen because at the end of the day, our customers know their needs much better than we can guess.  So what are you taking away? Are there one or two sort of big issues that you're taking away from your interactions this week? So one of the things that we're seeing that everyone is going through is transformation. We've started talking about it this year and it's exactly what they're doing. All the customers are going through transformation, digital transformation, business transformation, IT transformation. So these things are really top of mind for them and they're all trying to figure out how they do it. They are trying to figure out how to adopt cloud. They all have cloud initiatives. They all know that they are underutilizing the public cloud and they also realize that they need a hybrid approach. It's not a one-size-fits-all. So we are really hearing that from many customers and how that can relate to their needs of what they need today but also into their plans of the things they are building over the next two, three, four, five years. And what role do you see Zerto playing in enabling this digital transformation? So really one of the things that you need to transform is resilience and one of our big announcements in this year is the IT resilience platform. Really tell them what you need your IT to be resilient. You need, because it goes beyond what it used to be. People were thinking about resilience as, okay, if something external hits me, if I'm hit by a hurricane or an earthquake. But now they also have other things, other bad things like ransomware, like all of the security things. But what I really figured out is that if their IT is not resilient, then when they try to disrupt themselves, when they are trying to transform, they have new business models, new competition, new technologies, right? So everyone is transforming and they have to reinvent themselves. And IT is playing a very key role in that, especially in the world today with the so high customer expectations. Or getting higher and higher. So they need to supply that to their customers. So they need to transform. Now, if your IT is not resilient, that solves it, okay? Everything just stays in place because you know that anything that you will move will break something else. And when you want to go and move more into things like cloud, like new technologies you want to change, we see tons of emergence acquisitions, right? So that drives a lot of consolidations, data center consolidations, migrations. And they really understand now that if their IT is resilient enough, then they can do these things. They can just decide to do these things and follow where the business wants them, right?  And if not, then they're always the ones that people are waiting for. So IT now has higher expectations from IT. IT is expected to be in the front seat, driving this customer experience, not in the back seat, getting orders and always saying, okay, we cannot do that. We need to wait. So they have these expectations. It's a great opportunity for IT. They can be much more strategic in the business, but they need to build a very resilient infrastructure. And we see Zerto as a tool enabling them. This is a platform that they can build their resilience. So really, I doubt the announcement was that they have one platform that is simple, scalable and covers all of their resilience needs. So you don't need to have disparate tools, this one for DR, this one for backup, this one for regression, this one for orchestration. No, everything comes in one platform, fully API, fully automated, right? So they know they are protected and they can focus on generating business, not hand-holding infrastructure. And you've been focusing a lot on convergence I know over the last year. How is that coming to fruition in the latest version of Zerto? So this is something we're implementing in every version. We're putting more of the convergence up, but we made a very big announcement of what we call Zerto 7. We're on six now and that version will be available in Q1 of 2019. And this version will take care, the big thing in this version is it will take care of the entire lifespan of the data. So if you need something to be available, if now you had a problem, you want to recover from five seconds ago, seven seconds ago, but if you now have some discovery request coming from your legal department then you need to be able to recover these things years ago. So this is our messaging around Zerto 7, or seven seconds or seven years, all in one platform. So really putting this continuous, as we've already been great at right, continuous data protection in Zerto is practically the world's leading product on that. But now say, okay, now also take it on the back end and how do you retain this data for a very long time in efficient ways? We can use it, put it on a much cheaper storage so we don't need, because cost reduction is a top priority for I would say every CIO today. As you look forward, it seems that there's a lot of activity right now in information governance, data catalogs, companies really getting a handle on what information they have, partially driven by regulations. How do you see Zerto's role evolving in that aspect of helping organizations just understand what their data landscape is? So this is exactly what we're talking about. It's all about cataloging, knowing when they have it, how long they have it and giving them the right tool to have it all in one place. Usually the real problem is not that they don't know any specific data, it's just that it's scattered across different applications, different tools, different systems.  Hey, you cannot hide it, right? And putting it all in one centralizing and to solve their needs, right? To talk about what they need rather than the concepts they had before of DR, backup, migration, automation, separate tools. So that really messes up everything, where this relates to, okay, you have a workload, you know how it's protected, you can control how long do you retain this data, right? Because it seems just as important as it is for organizations to keep their data, it's also important for them to know, okay, once I don't need this data for three years, I do not want to have this data after four years because they need to know where it is, right? Otherwise, they're in a, they have a risk of having data that they don't know about, right? So they want to have very clear rules and they have something that they'll know that this is exactly what they have. Not less, but also not more. As you look forward, one of the jobs of the CEO is to define a vision. Where is Zerto going? Have you looked out over the next three years or so? Where is Zerto going? So we have defined in Zerto our mission statement is building a world of uninterrupted IT or uninterrupted technology. IT is the center of this technology. And this has still been with us for many years and that is still where we're driving. And when we're working out two or three years, it's all about the convergence of all the IT resilience into this one platform. This is what we hear from our customers. Our customers are excited to get this all together because no one likes managing tools. We have just been in a meeting with an extremely large customer. And they're building, okay, we need to see how that maps into my business objectives. We just made a huge acquisition. We've got another huge one on the way. And everything, I want to have something which I know how that was. So I can go to my board and say, this is what we have, this is how we're protected. This is our, my risk assessment. And I am absolutely confident that anything there will be desolated. I'm not depending on 500 people to be doing disparate things. And say, okay, if all of them do the right thing, we'll be resilient, right? So we need to know if we're doing this and it will work. That is the mission of resilience for us. Would you say that the resilience message are the customers have internalized this? Do they understand it well? And are they ready to take it back to their business? Absolutely, absolutely. This is, I wouldn't say that they internalize it. I think that we internalize that, right? We've got that from the customers, right? So calling it the IT resilience, right? This is something, it's a, Gartner was part of it, the drivers of that. But how does they get it by talking from the customers? But if you look at the concepts, these were already things that the customers needed, right? We said, as we're saying, okay, this is exactly the initiatives we have. And this is what we need to do. And we're trying to figure out how to do, we've got all of these high level initiatives. And now we need to see how we can actually take them into action. So this message is very well, we're seeing it very well aligned with our customers. Clear mission, clearly defined. Ziv Kedem, thanks very much for joining us on the queue. Thank you very much. We're here at ZortalCon 2018 in Boston. I'm Paul Guion, this is the queue.


The Chief of Naval Staff has charged 329 senior non-commissioned officers to continue to show unalloyed loyalty to the country. They were also reorientated for a successful reintegration into civil life after a commendable service. This was during the discharge program for trainees of the Nigerian Armed Forces Resettlement Center trainees course at the center in Oshoody. Plus TV Defence correspondent Hasmo. After 35 years of active service, these personnel are reintegrating into civil life. They were also equipped with vocational and general management and entrepreneurial skills of their choice by the Nigerian Armed Forces Resettlement Center at Oshoody for three to six months and gaining active knowledge from various Stream 1 courses. The Chief of Naval Staff deemed it fit to honor the pre-retired personnel as the special guest of honor. He spoke on his expectation of these personnel as they leave the service. Today is indeed a memorable event considering that you all started your careers in the armed forces of our great country some 30 to 35 years ago and served meritoriously with unblemished records. Again, the successful completion of the training at the center which prepares you for your integration into the civil life is yet another milestone. The Chief of Naval Staff deemed it fit to honor the pre-retired personnel as the special guest of honor. He spoke on his expectation of these personnel as they leave the service. Though they are going into the reservists and they may be called upon to render certain services as the armed forces of Nigeria are deemed fit but again, you know, they have a better life ahead because as you can see across the the graduating personnel they are still very young. The 38 Commandants of the Resettlement Center Vice-Admiral Edi Gamzolubo also encouraged the retirees on the best practice after military service. I therefore charge you to remain dedicated, disciplined and maintain the highest level of integrity with which you have served all these number of years in your various services. The retirees comprised in 258 from the Army, 59 from Navy and 12 from Air Force were sent off at these well-attended ceremony held at the Nigerian Armed Forces Resettlement Center in Afrik Oshodi Lagos witnessed by their families, friends and colleagues. They are expected to reflect the good trainings of the military in their civil life. Destiny moment for Plus TV Africa.


In reaction to the study that found a similar exponential increase in artery clogging plaque in smokers and egg eaters, one critic countered that eggs have beneficial effects on vascular endothelium, the inner lining of our arteries, citing this study on egg consumption and endothelial function funded by the American Egg Board. It was done on a group of men and women eating the standard American diet, overweight, normal cholesterol, which is to say extremely high cholesterol, LDL levels twice as high as could be considered optimal. See, it's often not appreciated that the average blood cholesterol level in the United States, the so-called normal level, has actually been abnormal, accelerating heart disease and putting a large fraction of the so-called normal population at a higher risk for coronary heart disease, our number one killer. If you threw a lit match into a flaming pool of gasoline and saw no real difference in the height of the flames, you can't conclude that throwing lit matches into gasoline is not a fire hazard. But that's what the Egg Board study concluded. When the addition of eggs didn't make the arterial function worse than it already was, they concluded that short-term egg consumption does not adversely affect endothelial function in healthy adults. The Egg Board paid for a follow-up using folks who were even worse off, Total Cholesterol 244. They reported egg consumption had no effects on endothelial function as compared to sausage and cheese, compared to the ingestion of a sausage and cheese breakfast sandwich. Yet instead of sounding the alarm that eating eggs is as bad for arterial function as a McDonald's sausage McMuffin, they conclude egg consumption was found to be non-detrimental to endothelial function and cholesterol as well. They started out with a life-threatening cholesterol, ended up with a life-threatening cholesterol. Why didn't it get even worse? Because there's a plateau effect. You can basically max out on cholesterol absorption. After a certain level of intake, it's just another match to the fire. If you're already consuming the standard American diet, averaging 400 milligrams of cholesterol daily, even add two jumbo eggs to one's diet, and it may already be a lost cause. But in people trying to eat healthy, those same two eggs could shoot their cholesterol up 20 points. Whereas a fat-free cholesterol-free egg substitute was beneficial. So not eating eggs lowered cholesterol levels. Not eating eggs improved endothelial function, and that's what these people needed. Their arteries were already hurting. They needed something to bring the fire down, not throw more matches at it. Same with the other egg board study. They were apparently eating so unhealthy, adding eggs couldn't make things much worse, but eating oatmeal instead of eggs made things better, helping to quench the fire. So even the egg board-funded studies both said not eating eggs is better for our arteries. Yet that's the study pro-egg industry folks cite to claim beneficial vascular effects.


Hey, how's everybody doing today? This is Rich from Rich v. Live with some breaking news from Christina Lake Cannabis Corp. Before we get started, I want to remind everyone that Rich Picks Daily is a trading club, an online community designed for traders to exchange smart, straightforward, and profitable investment ideas. Join us today on richpicksdaily.com. Subscribe to our YouTube channel to learn useful stock trading secrets and discover the next 10-bagger. Some big news came up here for Christina Lake Cannabis Corp. Christina Lake Cannabis Corp nearly triples its cannabis extract capacity with the industry's first installation of a Vitalis Cossolvent Injection Systems add-on. He to our success is the fact that we do grow outdoors. That gives us a huge competitive advantage in the cannabis industry, because our cost of production is probably the lowest of any other LP producer in the country. I think our secret to success is when we planted last spring 22,500 plants outdoors, we really didn't know what to expect. And our first anticipation was we would get around 15,000 kilograms of biomass out of our first crop. And we had absolutely perfect growing conditions here in the Kootenays. And we took off not only double, but even more than double. We took off 32,500 kilograms of biomass. Two weeks ago we were worried about getting through all the biomass we have in our secured storage area. Now we're excited about the possibility three or four months from now we might be looking for something to put through our new equipment. So the aim with the Cossolvent system was really to increase our customers throughput. We're reducing say an eight to ten hour extraction down to 30 and 90 minutes now with the Cossolvent system. So customers have much greater throughput with a Vitallus and a Cossolvent module. What the Cossolvent is going to allow us to do, in our expansion plans where you laid it out over three or four years with the company, we have intentions of trying to go somewhere near 90 acres of production. That would have been an impossibility before Cossolvent because there's not enough days in a year. It would have meant buildings and like a large, large expenditure. That machine has allowed us now to set our track on expansion. The quality factor is pretty much paramount. The Cossolvent injection system works by utilizing our CO2 extraction system and introducing a small amount of ethanol into the CO2 to essentially reduce our extraction times, much shorter extraction times than what we were looking at with CO2 only. It's better quality oil. I didn't want to give up the quality that CO2 gave us. It actually improved the quality. The Vitallus team on site is certainly enthusiastic for all our employees. You've got the sort of inventors, the smartest guys in the industry standing right in your lab. That's absolutely awesome. Having good partnerships is really important from a couple of different perspectives. It ensures that we get that good feedback from customers on solutions we've already provided to them and it also gives them the opportunity to give us feedback on what they'd like to see into the future. If I could describe Christine Lake Cannabis Corporation and Vitallus Corporation, I would say innovators. I think that's what makes both companies unique and exquisite partners. An increase of more than 175 percent in extraction throughput has boosted efficiency in CLC's production time. It's the breaking news. CLC, Christine Lake Cannabis, CLC in Canada on the Canadian Securities Exchange, CLCFF in America on the OTC Cubate B Exchange and CLB in Frankfurt, Germany is pleased to announce that it has completed an eight-week controlled testing period for the Consolvent Injection System, otherwise known as the CIS, add-on developed by Vitallus Extraction Technology Inc. for its CO2 extraction machinery. This installation of the Vitallus CIS is the first of its kind in the cannabis industry. The Vitallus CIS add-on is designed to enhance the extraction process for cannabis and hemp by using an ethanol-powered mechanism to significantly reduce runtime and operational costs, as well as to improve winterization, both of which are important considerations in the company's extraction operations. This is what it looks like. The Vitallus CIS has nearly tripled production efficiency and resulted in 90% efficiency, efficacy, and a crude extract comprised of less than 10% fats and waxes. The baseline throughput rate and extraction times of the company's Vitallus R200 extraction machine is approximately 30 kgs, 66.1 pounds of biomass in a period of seven to eight hours. Over the course of Q1 2021, the addition of the Vitallus CIS resulted in approximately 90 kgs, 198.4 pounds of biomass being processed in the same timeframe. Moreover, an analysis of extracts completed using the Vitallus CIS showed an improvement in the overall quality of the extract. Such results included greater than 90% efficacy with a crude extract consisting of less than 10% fats and waxes, properties which reflect a favorable level of purity requiring less refinement for a finished product. A video segment recently produced by the company personnel from CLC and Vitallus discussed the Vitallus CIS capabilities and the impact it is expected to have on CLC's output of cannabis extracts following the successful completion of an eight-week testing period. The video can be watched by clicking the thumbnail above or by clicking here on YouTube. We'll have a link to the video down below in the description of this video. Joel DeMarc, CEO of Christine Lay Cannabis, explained how the company's growth ambitions as an innovator in cannabis production will be expedited with CLC's recent purchase of the new Vitallus CIS technology and its continued partnership with Vitallus. At the end of 2020, we found ourselves in a situation in which we were limited to completing only three production runs on a given day, which translates to approximately 90 kgs, 198.4 lbs of biomass per day or 450 kgs, 992 lbs per week, said Mr. DeMarc. It became very apparent that there simply won't be enough hours in a year to be able to effectively process the yield from our 2020 harvest season. Being approached by Vitallus as the first customer to bring the new co-solvent injection system into our operations was very timely as it enabled us to economically improve our efficiency in producing cannabis extracts. We can now consistently process upwards of 250 kgs, 551 lbs of biomass per day, or 1,250 kgs, 2,755 lbs per week with ease and that's a significant improvement for the company. It also supports the shift we are making from our wholesale only model to a new downstream initiatives that lends to expanding both our cultivation and production capabilities. Engineered as a plug-and-play add-on rather than alteration to CO2 extraction equipment, the Vitallus CIS design allows for continued operation with the option to operate CO2 as a mono-solvent if desired, commented Vitallus co-founder and CO Joel Sherlock. By injecting a controlled amount of ethanol into the CO2 extraction process, the co-solvent system leverages the benefits of CO2 extraction, capturing terpenes, targeting desired cannabinoids, lowering operating costs and the power of ethanol. Technical solutions for customers to keep pace in the cannabis industry of today means delivering on flexibility, reliability and most importantly quality. I love that the focus is on quality and purity. And what we've proven with the Vitallus CIS is that optimized ethanol use at the discretion of our customers does not need to come at the compromise of product quality or cost. We've already seen incredible results at Cristina Le Canabis with preliminary extractions, a little over 20 liters of ethanol per extraction for each run and getting greater than 90% of cannabinoids out of it. An ethanol-only system of equivalent size would mean using more than 100 liters of ethanol in one run, so you can see the business rationale. Mr. DeMars added, one thing CLC will never compromise on is the consistency and quality of our products and we are pleased to say that Vitallus CIS upholds that promise. Our efforts in perfecting our process and protecting the purity of our plants this year will mean driving resources into building out new genetics is our seed bank, refining our strains and delivering the bumper crop that will keep our teams busy and continue to strengthen those seed-to-shelf relationships we have with our customers. This is the big news from Cristina Le Canabis. Let's just read a little bit about Vitallus. Vitallus Extraction Technology Inc. is a privately owned Kelowna BC based engineering and manufacturing company producing industrial supercritical CO2 extraction solutions for the cannabis hemp, pharmaceuticals, FNB and essential oils industry. The company's core focus on innovation and design around reliability, scalability and continuous operation has vaulted it to the forefront of the global market. You can visit vitallusset.com for more information. And you can also visit clcchristinalecanabis.com for more information about Cristina Lake. A little information about Cristina Le Canabis. Cristina Le Canabis is a licensed producer of cannabis under the Cannabis Act. It has secured a standard cultivation license and corresponding processing sales amendment from Health Canada, March 2020 and August 2020 respectively, as well as a research and development license early 2020. CLC's facility consists of a 32 acre property which includes over 950,000 square feet of outdoor grow, space, offices, propagation and drying rooms, research facilities and a facility dedicated to processing and extraction. CLC also owns a 99 acre plot of land adjoining its principal 32 acre site which enables the company to grow at a much larger scale. CLC cultivates cannabis using strains specifically developed for outdoor cultivation and in its inaugural harvest year produced 32,500 kgs, 71,650 pounds on its existing facility before developing an adjacent 99 acre expansion property. Such an expansion will ultimately bring CLC's annual cultivation footprint to over 4.35 million square feet which could enable at least 150,000 kgs, 330,693 pounds of low-cost, high-quality, sun-grown cannabis to be produced annually by the company. Big news for Christina Lake Cannabis, love to know what you guys think. Now remember Rich TV Live is strictly for education, entertainment purposes. Do your due diligence, do your research before you invest in anything that we talk about here at Rich TV Live. We love to bring you the winners and we love to bring them to you. First, if you like to learn how to trade and you want to be a part of a club, a membership of traders from all over the world that are sharing trade ideas right now in stocks, cryptocurrencies, cannabis stocks, just like Christina Lake Cannabis, early-stage super hyper growth companies, you can go and subscribe to Rich TV Live right now. You can like the video, smash the like button, comment down below, share the video everywhere and subscribe, consult a financial advisor before you invest in anything that we talk about. We are not licensed. Everything that we talk about is for information and education purposes. Please do your due diligence and then comment on the video. Let me know what do you think? What do you think about Christina Lake Cannabis? Do you own the stock? Do you like this news? Are you going to buy this stock? Are you interested in this company? It seems like big news. CLC nearly triples its cannabis extraction capacity with the industry's first installation of Vitalis Co-solvent Injection System add-on. Sounds huge for the company. I'm going to try to see if we can get them on the show so we can talk to someone about this news. Seems to me like this could be a game changer for the company and we are always looking for catalysts in the early stage, super hyper growth, undervalued, underappreciated, under exposed companies that we identify every single day here first on Rich TV Live. Thank you guys for watching. If you're not winning, you're not watching. You're about rich from Rich TV Live. We've been doing it for years. We've been doing it better than anybody else on the planet. Bringing you 10 bagger after 10 bagger, winner after winner, quality company after quality company and we got more coming. Get your popcorn ready. What do you think of this news? Christina Lake Cannabis. It's affordable again. It was almost it was at a dollar plus. It started when we told everybody at 30 cents. It went to a dollar plus and now it's at 65. It's giving back some of those gains, giving people an opportunity to get back in again for the win. What do you think? You're about rich from Rich TV Live and I'm out. Peace.


That year—1946—winter was a long time going. Although it was April, a freezing wind blew through the streets of the city and overhead the snow-clouds moved across the sky.  The door of a cafe opened, and the faint whiff of roasting chicken brought a pain of yearning to the top of his stomach. He moved on glancing without any interest at the things in the shop windows, perfume, silk ties and shirts, diamonds, porcelain, antique furniture, finely bound books. Then a picture gallery. He had always liked picture galleries. This one had a single canvas on display in the window. He stopped to look at it. He turned to go. He checked, looked back. And now, suddenly, there came to him a slight uneasiness, a movement of the memory, a distant recollection of something somewhere he had seen before. He looked again. It was a landscape, a clump of trees leaning madly over to one side as if blown by a tremendous wind, the sky swirling and twisting all around. Attached to the frame, there was a little plaque. And on this it said, Chaim Soutin, 1894 to 1943. Drioly stared at the picture, wondering vaguely what there was about it that seemed familiar. Crazy painting, he thought. Very strange and crazy. But I like it. Chaim Soutin, Soutin. By God! He cried suddenly. My little cow-muck. That's who it is, my little cow-muck with the picture in the finest shop in Paris. Just imagine that. The old man pressed his face closer to the window. He could remember the boy. Yes, quite clearly he could remember him. But when? The rest of it was not so easy to recollect. It was so long ago. How long? Twenty? No, more like thirty years, wasn't it? Wait a minute. Yes. It was the year before Sample complete. Ready to continue?


Live from Las Vegas, it's theCUBE covering Oracle Modern Customer Experience 2017, brought to you by Oracle. Hey, welcome back everyone, we're here live, day two coverage of Oracle's modern CX, modern customer experience, hashtag, modern CX. Also check out all the great coverage here on theCUBE, but also on the web, a lot of great stories. And one of the people behind all that is Des K. Hills joining Peter Burris and myself. Kicking off day two, Des, great to see you. You're head of customer experience, evangelist, involved in a lot of the formation and really the simplification of the messaging, cross-cloud, so it's really one story. Yeah, absolutely, so John, Peter, great to be here. You know, I think the real story is about our customers and businesses that are going through transformation. So everything that we're doing at Oracle and our CX organizations, helping these organizations make their digital business transformation. And the reason they're going through this transformative process is to meet the demands of their customers. I'd say it's the era of the empowered customer. They were empowered by social, mobile, cloud technologies, and all of us in our daily lives can relate to the fact that over the last five, 10 years, the way that we buy, our journey as we buy products, as we do research, is completely different. Talk about the evolution of what's happening this week because I think this is kind of a mark in time, at least from our observation covering Oracle. This is our eighth year, certainly second year with the modern marketing experience now, modern customer experience, where the feedback in and the floor, and this is noteworthy, is that the quality is great. People at the booth are highly qualified, but it's simple, it's one fabric of messaging, one fabric of product, it feels like a platform. Is that by design, or is that kind of the next step in the evolution of marketing cloud meets real cloud? Yeah, yeah, so absolutely, John, I mean, that is by design, and again, to support our customers and their needs on this digital business transformation journey, it starts obviously with fantastic marketing, we've just got fantastic capabilities within our marketing cloud, but then that extends to sales cloud. If you generate leads in marketing, you're not handing them over to sales effectively, or have a good sales automation engine, and that goes on to commerce, CPQ, social, and service. And all of this, if we bring this back down to, again, this notion of the empowered customer, if you're not providing those customers with connected experiences across marketing sales, service, commerce, you might lose those customers. I mean, we expect connected experiences across our whole journey. If I'm calling my cell phone provider, because I got a problem, and I don't want to call one person, get transferred to another person, then go to the website to chat with someone, have a disconnected experience, I want them to, when I call, I want them to understand my history, my status as a customer, I'm spending $500 a month on them, the problems I've had before, I want them to have context and to know me in that moment, and as Mark Hurd says, it's like a moment of truth with my cell phone provider. Are they going to delight me and turn me into a customer advocate, or am I going to leave and go to another cell phone provider? Well, let's talk just for a second, and I want to get your comments on this and how it relates specifically to what we're seeing here. There are, digital has two enormous impacts. One, as you said, that a customer can take their research activities with them. On their cell phone, they have learned, because of commerce and electronic commerce, they've learned to expect and demand a certain style of engagement, and that's not going to change, so if you're not doing those things. We like to say Amazon is a new benchmark, whether it's B2C or B2B, it doesn't matter. It is a new benchmark, right? At least on the commerce side, so that's one change, is that customers are empowered. The second big change, though, is that increasingly, digital allows people to render products more as services, and that's in many respects what the cloud's all about, how do you take an asset that is a machine, and render it as a service to someone, well now we can actually use digital technologies to render things more as services. The combination of those two things are incredibly powerful, because customers who now have the power to evaluate and change decisions all the time are now constantly making decisions because it's a pay-as-you-go service world now. So how do those two things come together and inform the role that marketing is going to play inside a business? Because increasingly, it seems to us that marketing is going to have to own that continuous, ongoing engagement and deliver that consistent value so customer does not leave, because you have more opportunities to leave now. Well, so I think that's a good observation, Peter. I do think that marketers can play and do play a leading role in being the advocate for the customer within the brand, within the company, and as a marketer myself, I think about not just the marketing function, but I think about, well what is the experience that that lead or that prospect going to have when I hand over to sales? And what is the experience that they're going to have when I hand them over to service? And in my past roles as a CMO, the challenge I always faced was that I couldn't get information out of the sales automation system or out of the service automation system. So as a marketer, I couldn't optimize my marketing mix and I didn't have visibility on which opportunities which leads I passed over, turned into the best opportunities, turned into the best deals, turned into the customers that were most loyal, that got cross-sold and upsold and were the happiest. So I think going back to Oracle's strategy on all of this, it's about having a connected end-to-end suite of cloud applications so that there's a consistent set of data that is enabling these consistent personalized and immediate experiences. I think that's interesting and I want to just validate that because I think that is to me the big sign that I think you guys are on the right track in executing. And by the way, some of the things that you're talking about used to be the Holy Grail, they're actually real now. The dynamic is the silos are a symptom of a digital analog relationship. So when you have all digital, the moment of truth starts here, it's all digital. So in that paradigm, end-to-end wins. And at Mobile World Congress this year, one of the main themes when they talk about 5G and all these things that were going on was, autonomous vehicles, media entertainment, smart cities, a smart home, talk to things, to your point, that's an end-to-end so the entire world wants- Throw IoT in there. Throw IoT, so again, these digital connections are all connected so therefore it is essentially an end-to-end opportunity so whoever can optimize that end-to-end while being open, while having access to the data, will be the winning formula. That is something that we see and you obviously have that. And then the other piece is, how do you actualize that data, right? And I know you've spoke with Jack Berkowitz about adaptive intelligent apps. We're taking approach to artificial intelligence of saying, how can we bring to bear the power of machine learning, dynamic decision science so that all this data that's being collected and enabled by all these digital touch points, these digital signals, how do you take that data and how do you actualize that? Because the reality is, 80% of data that's collected today is dark, it's untouched, it's just collected. Here's a hard question for you, you know I'm going to ask this, I'm going to ask it, here's a hard question. It really comes down to the data and if you don't, connected networks and all that good stuff is great fabric end-to-end. This is certainly the future, it's a new normal, it's coming fast, but at the end of the day, the conversation we've been having here is about the data, what is your position with Oracle on connecting that data? Because that ultimately is what needs to flow. How does that work? Can you just take a minute to address how the data flows? Yeah, I think it starts with our and connected applications that are connected with each other natively and are sharing that same data set. We obviously recognize that customers have mixed environments, so in those cases we can certainly use our technologies to connect to their existing data stores to synchronize with their existing systems. So it all starts with the cleanliness and quality of that baseline customer data. The second piece I'd say is that we've made a lot of investments over the last five years in Oracle Data Cloud and Oracle Data Cloud is a set of anonymized third-party data. We've got five billion consumer IDs. We've got a billion business IDs. We've got a tremendous amount of data sources. We just announced a recent acquisition of a company called Moat last week at our Oracle Data Cloud Summit in New York City. So we've made a tremendous investment in third-party data that can augment, anonymize third-party data that can augment first-party data to allow people to have not just a connected view of the customer, but a more of a comprehensive view and understanding of their customers so that they can better talk to them and give them better experience. That's the key there that we're hearing with this adaptive intelligent app kind of environment, machine learning. The third-party data integrating within the first-party data, that seems to be the key. Is that right, did I get that right? Yeah, well I would say there's a number of points. So I'd say that you can think of the Oracle Data Cloud combining with the BlueKai DMP and being a great ad tech business for us and a great solution for digital markers in and of itself. What we've done with adaptive intelligent apps is that we've combined that third-party data with decision science machine learning AI and we've coupled that with the Oracle Cloud infrastructure and the scale and power of that. So we're able to deliver real-time adaptive learning and dynamic offers and content at a 130 millisecond clip. So this is real-time interaction. So we're getting signals every time someone clicks. It's not a batch mode one-off kind of thing. The third piece is that we have designed these apps to just embed natively to plug into our existing CX applications.  You've got a tremendous data set. You've got real-time adaptive artificial intelligence and it plugs right into your existing apps. It's a win-win.  You're freeing your marketing teams from being data analysts and segmenting and trying to get insight and you're letting the machine do that work and you're freeing up your human capital to be thinking about higher-level task about offers and merchandising and creative and campaigns channels. Well, the way we think about it doesn't test you on this is that we think ultimately the machines are going to offer options. So they're going to do triage on a lot of this data and they'll offer options to human decision makers. Some of the discretion, so we see three levels of interaction, automated interaction, which, quite frankly, we're doing a lot of that today in finance systems, but then we get to autonomous vehicles, highly deterministic networks, highly deterministic behaviors, that's what's going to be required in autonomy. No uncertainty. Where we have environmental uncertainty, i.e. that temperature's going to change or isomyothing's going to change, that's where we see the idea of turning the data and actuating it in the context of that environmental uncertainty. We think that this is all going to have an impact on the human side, what we call systems of augmentation, where the system's going to provide options to a human decision maker, the discretion stays with the human decision maker, culpability stays with the human decision maker, but the quality of the options determine the value of the system. So the augmentation is... So let me give you a great example of that with AIA.  Hi, what's your account number? Who are you?  Okay, I'm sorry, I'm not authorized to get your return. You know, boom. And the person's like, I'm never going to buy from them again, right? It's that moment of truth. Contrast that with a... Because the person making that decision, if it was the CEO getting that call, the CEO would be like, we're going to get you a camera immediately. But that person that they're talking to is five levels down in a call center, Bismarck, North Dakota. If that person had AI, adaptive intelligent apps, helping them out, then the AI would do the work in the background of analyzing the customer's lifetime value, their social reach, so their indirect lifetime value. It would look at their customer health, how many other service issues that they have. It would look at, are there any warranty issues or known service failure issues on that camera? And then it would look at a list of stores that were within a five mile radius of that customer that had those cameras in stock. And it would authorize an immediate pickup and you're on your way, right? It would just inform that person and enable them to make that decision. Even more than that. And this is a crucially important point that I think people don't get when they talk about a lot of this stuff. These systems have to deliver not only data, but also authority. Exactly. The authority has to flow with the data. That's one of the advantages, by the way. On both sides. Right. And I think that employee wants that empowerment. No one wants to take a call and not make the customer happy. Absolutely. Because that's a challenge of some of the bolt-on approaches to some of these big applications. Exactly. You can deliver a result, but then how is the result integrated into the process that defines and affords authority to actually make a decision? Okay, so where are we on the progress bar then? Because we had a great interview yesterday with the CMO from Time Warner. Yeah. Okay, Kristen O'Hara, she was amazing. But basically, there was no old way of doing data. They were Time Warner, their old school, media. And they set up a project. You guys came in, Oracle came in, and essentially got them up and running. Right. And it's changed their business practice overnight. Right. So, and the other thing we heard yesterday was, a lot of the stuff that was holy grail-like capabilities is actually being delivered. So, give us a slice and dice. What's shipping today that's hot and where's the work area that's roadmap for Oracle? Sure. And where you guys are helping customers. Sure. I'll talk about a couple of examples where we're helping customers. So, Denon and Marantz, high-end audio company. Brand has been around 100 years. The way music is delivered is consumed, has changed radically in the last 20 years, changed radically in the last 10 years, changed even more radically in the last five years. So, they've had to change their business model to keep up with that. They are embedding Oracle IoT Cloud into every product they sell except their headphones. So, all their speakers, all their AV receivers. And they are using IoT data and Oracle Service Cloud to inform not only service issues, like for example, they're detecting failures proactively and they're shipping out new speakers before they fail or they're pushing firmware to fix the problem before it happens. They're not only using it to inform their service, they're using it to inform their R&D and their sales and marketing. Great example, they ship wireless speakers. Heos wireless speakers highly recommend them. I bought it for my kids for Christmas, they're the bomb. But customers were starting to, they were getting a lot of failures on these wireless speakers. They looked up the customer data, then they looked up the IoT data, they found that 80% of the speaker failures, the products were labeled bathroom as location in the configuration in the home network setup. And what they realized is that customers were listening to music in the bathroom, which is a use case they never thought of. And the speakers weren't made to be water humidity proof. So they went to the R&D department 14 months later, they shipped a line of waterproof heo speakers. Second thing is they found people were labeling their speakers patio. They were using them out in the patio. They didn't even have a rechargeable battery on it. So they came out with a line with a rechargeable battery on it. So they are not only using IoT data for a machine maintenance function, they're using IoT data to inform R&D. And they're also doing incredible marketing and sales activities. We had Don Freeman, the CMO, Abdenin on the main stage yesterday talking about this great stuff they're doing. What's the coolest thing this week that you're looking at, you're proud of or excited about? I'm excited about a lot of stuff, John. This week is real, as you alluded to, this week has been really, really fun, really great, a lot of buzz. Obviously a lot of buzz around adaptive intelligent apps and we've talked about that. But I would say also beyond adaptive intelligent apps for CX, we've introduced some great things in our service cloud. The capability to have a video chat. So Pella Windows was also on one of our panels today and they were talking about the ability for to solve a service issue, the ability to show video of what's going on just increases the speed with which something can be diagnosed so much faster. We are integrating on the service cloud, we're integrating with WeChat and we're integrating with Facebook Messenger. Now why would you do that? Well again it comes back to this era of the empowered consumer. It's not enough that a company just has a website or an 800 number that you can go to for support. Consumers are spending more time in social messaging apps than they are in social messaging sites. So if consumer wants to be served in Facebook Messenger because they spend their time in it, the brand has to meet them there. The third thing would be the ability for the marketing cloud and service and sales cloud. We've got chat bots, voice driven, text driven, AI driven, so mobile assistant for the sales professional so you can input data on the road. Hey, open an account, here's the data for the transaction here, what's going on. Incredible, incredible stuff going on all over the stack. I think the thing that excites me is I looked at the videos from last year and the theme was man, you guys have all these awesome acquisitions but you have this opportunity with the data and you guys knew that and you guys tighten that together and double down on the data. And so I thought that was a great job and I like the messaging is clean. I think but more importantly is that in any sea change we joke about this because we're kind of like historians and we've seen a lot of waves. And all these major waves, when the user's expectations shift, that's the opportunity. I think what you guys nailed here is that, and Peter alluded to it as well, is that the users are expecting things differently, completely different. But let me sure start with you. 50% of the companies that were in the Fortune 500 in the year 2000 are either out of business, acquired, gone. 50% and those companies, Blockbuster, Borders, did they stay relevant? Yeah. I think changing business practice based on data is what's happening. It's awesome. Deskale here on theCUBE, more live coverage, day two of Modern CX, Modern Customer Experience. Hashtag Modern CX. This is theCUBE. I'm John Furrier with Peter Burris. We'll be right back.


10 or 6 foot 10 person navigate easily through a hedge maze. Is it cheating? Let's find out. I'll lead the way. This is actually my point of view as I go through the maze. We've reached the decision. Do we go left or do we go right? Because I'm tall enough we can see that it goes into a dead end. So perfect example here. Do we go right or do we go left? As I'm looking over that's straight away a dead end. Dead end? Alright I've reached another point where I can barely see over the top so I'm gonna have to do a jump check. That's still a maze. That's not fair. I'm sorry. It's not cheating. I'm just gifted. I love this hedge maze because it's not about reaching the destination. It's about the journey of finding everything along the way. Look at all the ones you found. Now if you're like a man you found the hedge maze too easy. They have a timber one.  Can't really cheat on this one. Two mazes. What a place. Now I don't actually want to show you where the exit is because that'll be a spoiler. You have to come here and check it out yourself. Can you do it faster than I did? I'm lost.


The Steel Authority of India Ltd. is one of the largest steel-making companies in India among the central public sector enterprises. There are nine plants under sale nationwide. The Narendra Modi-led central government has listed the sale and steel plant managed by sale for privatization. Two years earlier, opposition parties and trade unions had held several protests and campaigns against the government's proposal when it was first made public. However, this is not the first time that attempts to privatize the steel plant are being made. In 2003, the then NDA government led by Atil Bihari Vajpayee had made a similar proposal to privatize the Salem Steel Plant. The Salem Steel Plant in Tamil Nadu has a rich history. The proposal for a steel plant in Tamil Nadu was part of the visionary plan for development of the state presented by left leaders P. Ramamuti, K. T. K. Thangamani and M. Kalyana Sundaram in the assembly debates following the first legislative elections in then Madras state in 1952. The United Front Alliance had formed the government against Congress and P. Ramamuti of the Communist Party of India was the leader of the opposition in the state. The leaders were inspired by the industrial development model of the Soviet Union, which was sourced to India in the form of five-year plans under then Prime Minister Jawaharlal Den Rohe. Following a long discussion on the establishment of a steel plant, the company was started in 1981. The Tamil Nadu government acquired about 15.5 square kilometers of land in nine villages more than four decades ago in the foothills of Kanjamale in Salem district. Such extensive land acquisition was possible mainly because it was public sector initiative. Since then, the public sector undertaking has been a source of employment for a considerable population in the region. Recently, when the country was faced with oxygen shortage amid the second wave of the COVID-19 pandemic, the steel plant jumped into the production of oxygen for meeting the rising demands. In such a scenario, the privatization of such an important central public sector undertaking has drawn huge criticism and opposition from its employees and other sections of society. News clicks spoke with an employee to find out about the impact of privatization on the workers. In 2010, they joined us. We took the quality from ITI. My family and my relatives were very close to the company. When I joined the government and the public sector, my family and my relatives were very close to the company. The government's decision to settle the current situation has broken everything. The company's situation is getting better and better. Today, it will be independent. It will be the protection of our work and the education of our children. We are working in a independent company. We are working in a independent company. This is a big part of our mind. I have worked in a independent company 10 years before joining the government. Even though I have done so much work in a independent company, I can't do anything about it. Even though I have done so much work in a independent company, I can't do anything about it. The fear of being independent is what makes me proud. If I become independent, what can I do? How can I be a surveyor? How can I ask for my problems? Today, I am in a new generation. I am in a government control. I am in an organized union. I am in a problem. I can't do anything about it. But I can't do anything about it. I feel secure in my job as a surveyor. But I feel secure in my job as a surveyor. My family and needs are the first reason for my job. I feel secure in my job as a surveyor. I feel secure in my job as a surveyor. This is what I fear. Our job is to protect our people. This is what we should be. The government has decided to stop the government in the last few years. The next government, Congress, has made a new government for the next generation. Today, we have the opportunity to get a new government. We will ask them again. The last government, the last government has to get a new one. We have to get a new government. We have to get a new government. We have to get a new government. They have also asked about it. But our wish is to make a decision in the court. We will be in a new generation. But it will not happen until then. The next government, the last government has told us about it. They have told us about it. We will not be alone for a few days. They have told us about it. But they have told us about it. But we will be in a new generation. We will be in a new generation. They have told us about it. We have to get a new government. The privatization policy, it is globally this disinvestment concept was introduced in the European countries to make a sizable treasury so that the funds from that treasury can be operated for the welfare and infrastructural amenities for the citizens of their own country. This is the original concept of disinvestment. In the government, both the Israel government and the present government, they misused this disinvestment policy and they want to sell off these plans. Disinvestment is the downsizing or download what we call the reloading of the share markets. So that reloading activity has been completely evaded and now they want to reinvest that in the name of privatization. In 1975, market Tharcha government in England decided to go for a privatization in their railways and now they are facing the heat of the privatization which has caused, which has damaged their public transport. And the English government is now trying to revert back to public sector. So this is a glaring example before us. So public sector entity is an entity which cannot produce material and not even it is meant for revenue. It is an entity meant for the nation's development. It affects the economy, labor, employment, social justice, all these things are involved in public sector entity. So as a left ideologist what I can say this social inequality will be building more and more and the gap of this social injustice will be widened by privatizing any company not even private sector, not even production areas, service areas also, the banking, insurance, airports, seaports, all these service sectors also if you avoid public sector means then it will widen the gap and the social injustice will be penetrating more. This is a serious threat to the harmony and culture of the country. From the beginning as well as now the employees trade unions and people from the progressive political front are continuing their struggle to keep the Salem steel plant in the public sector and they are determined to continue their struggle to safeguard the plant in public sector for the welfare of the nation.


First of all, I would like to express our thanks to Clara Masriera and the directors of the local museums for being able to participate here and I am very happy to be here With you to talk about accessibility to culture at archaeological sites And please excuse me because my English is not very fluent The tactile gaze played a story Since the year 2007 The Office of Cultural Heritage of Diputació de Barcelona Provincial Council of Barcelona Carry out different actions to bring museums and archaeological sites Closer to all citizens through the local museums network the the local museum networks include 67 museums from 52 municipalities some of them at last and percent fit archaeological teams 11 years of program together with the thematic variability of museums Have allowed us to ground and achieve new goals in the fields of accessibility The tactile gaze is a program of accessibility to culture Which adapt permanent exhibitions and archaeological sites to the whole society This program Focuses on the development of different displays tactile elements within the museums Including the various specific communicals channels to each disability groups The aim is to offer the cultural spaces designed for everyone We start from the tactile reality to reinforce the contents of the visit Of course this program should include visitor's guides in Spanish, Catalan and English Embray a macro a macro scale print The text of the sky is accompanied by images in relief Of those museums objects, which cannot be touched This tactically might help to better understand the various contents and meanings in addition for the diff community In addition for the diff community we have a channel in YouTube With all the contents of sign language We'd subtitulate for the oral community and is spoken in Catalan to offer a more universal use for the local community The tactile gaze introduce a multi-sensorial experience has a new way of presentation reality In the same of them we introduce the sense of smell Which is very important to create an imaginary wall which is environment and materials And now I will I Will like to show you a short video about the difference device developed to provide universal access To both the general contents of the giving museums As well as to read the permanent exhibitions The program is called the Mirá de Táctil It is developed a program called the Mirá de Táctil The goal of which is to adapt the permanent expositions In this action it is very important to approach the tactile perception of the contents of the museum discourse And this part of the tactile because the tactile is the most universal sense And therefore it is much more entertaining for the collective In this sense What we have done is also to develop the different channels of communication Which are appropriate for these collectives The Mirá de Táctil represents the opportunity to be able to gaze from the art Not only from a conceptual point of view But above all from a material point of view Making a real experience That allows you to know What are those objects that have been part of the life of the people From the mills All the instruments that have been used in the Roman era The Iberian times It is very different To read and to feel That you live from a tactile experience That allows you to see the coherence Between the historical moment in which things are produced Or how things are perceived And at the same time to gaze from a double sense Of the word and the tactile The support that we have obtained from the deputation of Barcelona Has been decided because through the project of the Mirá de Táctil We have put practically all the permanent exposure Accessible to people with these difficulties As we have done in the majority of the modules as you can see There is a discourse with macro characters With the Briley language There is also the possibility to observe Visualize some videos for the lucky people And above all What we have done is to extract the objects of the windows The original objects and put them at the bottom Of everyone And I say of everyone because from now on This sensory experience Not only can you understand the people with evident difficulties But also everyone Everyone will be able to play A ceramic piece A steel core Objects that are about 7000 years old And that until now Were inside the windows And were inaccessible Another of the communication elements That have been elaborated through this project Are some guides Also with Briley That are in Catalan In Spanish and English And as you can see They are very well decorated And inside there is also the possibility Of accessing certain textures Of certain volumes To be able to make a clearer idea Of the content of the exhibition For the moment There is a programme That was done in collaboration with The Department of Barcelona Which is the programme of the view of the tactile In which a series of pieces That are especially significant Especially important Inside the discourse Of the archaeological park These pieces are for a band A piece of mine The instrument with which the mines were exploited In the Neolithic era A piece of stone We are in the Neolithic There are no more details And it is a piece of a rock that is said to be corny A rock that was not found That had to be brought there They have been debauched Or preformed The mines that have been preserved until today The second object That we tried For this tactile view Is a mineral block The mineral that is extracted Was the verisita Then we tried a mineral block Together with the pizarra Which is the rock box In which this mineral is found That has very different textures One from the other The third object is a verisita collar The mineral extracted from the mines Was used only to make Body elements To make collars To make bracelets That were elements of exchange The fourth object that I included Is a particularly significant element Of gava That is the piece that was made With the name of Benus de gava It is a ceramic container In which we clearly recognize The representation of a woman In the shape of the sun The wider and stylized A collar in the shape of paint The suspicions, the arms The hands that rest on her To be inflated like a pregnant woman Which is a piece that In the beginning Is a band for her feminine character For the other band Also for the bright color Which is the color of the fertile earth And for the other band For the maternal and protective aspect Of the creation of the eye And we get to the last object That is a collar A collar of an adult man With a double trepidation On the back of the collar A trepidation that was surely made To resolve An impact that was caused Or a fracture Of the bones produced Of an impact It is not only about People with sensory difficulties Majority of them are the dwarves Which are always More Direct at the time To be balanced About the objects that are In their own way So they manipulate And they can see these volumes These textures And play pieces That cost them what they were They can play the walls To see the materials That are reconstructed Inside the house And above all The elements that reconstruct The everyday life Of the families Of La Yetania two thousand years ago When they planned To make a tactile module For this museum The main idea was To think about How we could transmit What was the management It is also a strategic place As many of the ancient archaeological sites can be Presumably because They occupied places that had A strategic function At times we were focused on Making a module that explains The part of Iberian remains With an ecology that goes from The sixth century, more or less before Christ Until the first century And then the medieval part So here you can see The structures that have The management And then a detail Of what would be the part Of the Iberian wall And another one With what is the whole Of the Roman region of San Pere And everything that would entail The part of the secret, we could say Of houses that would entail This religious building That is dedicated to San Pere Interesting of this project A roller coaster That is a collective occupation That has been working for more than 25 years That makes some Absolutely well-worked And very detailed And we asked them to collaborate To make this model A copy of the model The first that you will find The original archaeological elements Of the building That can be manipulated by hands To understand how it was built And the structures corresponding To the ancient door of the building To complement these elements You can see some architectural elements That help to understand How to make the architectural intervention To forget the public management For example, the engines Or the profile of the old tower That reproduces the volume Of the entire human group That presides the building And in third place You can see replicas of archaeological materials In the building of the first style Of the model is based on three pieces That are three elements That are reproductions of pieces That we say are icons Of the history of Tona We have the Iberian printing Through the Iberian stele of Tona Founded hundreds of years before the archaeological management Then we have a very important piece That would be the Romani That is the miliary of Mani Sergi Mani Sergi's way Sergi, we have dedicated A lot of people in the city A lot of people We used to build a Biary infrastructure Of the republican era According to the construction of this road That communicated to the territory Of the people who were on the mountain Of the coast of Lajatana Here is a feeling That gives a sense to the military That are constructing this biary infrastructure The third piece would be The birth of the medieval moment which is also very important in the media press in the town hall, because the town hall is in the town hall, and this is an iconographic piece that represents a quadruped that is in the L'Apsis de Santa Maria del Barri, re-approfited in the Romantic L'Apsis de Santa Maria del Barri. We have to say that how we have improved, in some way or another, is through workshops that we do with the people who visit us and that they are workshops made with reproductions so much so that they are working with everyday life through the reproductions of a table and of the pieces that are placed on the table at this time in the Republic, that is, the ceramics, and a workshop dedicated to the military panoply of the Republican soldiers who lived or frequented in the Lleses camp 2,100 years ago. This is the... Thank you for your attention, and that's all.