Live from San Francisco, California, extracting the signal from the noise, it's theCUBE, covering DockerCon 2015, brought to you by SiliconANGLE Media, with special thanks to Docker. Now your hosts, John Furrier and Jeff Frick. Okay, welcome back everyone. We are live in San Francisco for DockerCon. This is SiliconANGLE Media's theCUBE, our flagship program where we go out to the events and extract the simple noise. I'm John Furrier. Co-hosted by Brian Grace Lee. Cloudcast, welcome to co-hosting. And John Willis, Technical Advancement of Docker. Welcome to theCUBE. Yeah, great to be here. So we're like live, but this is like a podcast, live podcast to here. Hi, mom. Can't take it back. Once this goes live, I have many blunders on theCUBE. So I got to get you guys take on the news here. What's the hot news around the Docker containers and the network? We heard someone talking about plumbing, the OCPs out there. You guys talk about plugins, Prydos, us going live. John, tell us what's the new update there? Well, so to me, I mean, my focus has really been on, so I was part of the socket plane acquisition. I was one of the founders of the socket plane. And what we were trying to do is kind of bring native SDN to Docker. That was our whole mission, right? Very much open V-switch, native architecture. So we got acquired by Docker. And so one of the things in our story, at socket plane, it was very much a David and Goliath story. We were going to go after the big guys. Like we were going to go to the biggest enterprises and go say, this is how you do containers at scale. Because as anybody could see, right? Like containers are great and our basic networks work for works. But if you saw the future of where this is going, the density of compute on a host, right? Which is the new edge, right? It wasn't just going to work. And we saw that very clearly. So when we got acquired by Docker, the idea was that, yes, we love what you're going to do. We love your team. Madhu Venkapals was our main architect and we had some ex Cisco people. By the way, Madhu was one of the original committer on Open Daylight, right? And they said, it's great, but what we need to do is Docker is a bigger, bigger story, right? Like we have customers that are going to want network connectivity with ACI and Cisco. We're going to want customers that are going to want network VM, you know, VMware and the NSX, right? And then Weave and all those things. So what the team did really for about, somebody's giving me eagle eyes over there, but what the team did for the last three months, which is pretty amazing what they accomplished if you listened to the announcement yesterday, they basically built what we were trying to do as a David and Goliath story as a general purpose architecture for the future of networking with Docker. And I'm really, really excited about what that team has delivered. One, we talk about standards of people able to work in conjunction with all the complexity of integration. We have this plug-in architecture and that was a core concept that, that we built an abstraction layer and this primary abstraction layer is a new project on GitHub called LibNetwork. And all the network people are very excited about this. And the nice thing is LibNetwork actually built a separation between Docker. Docker was very tied to network componentry. You start a network, a Docker container, it created a network namespace. I mean, it was very tightly coupled and there was things about that that involved the application developer in a world that should never have been involved. What Madhu and team have done is built an abstraction layer in between the Docker container and the drivers. And it's called LibNetwork, the service abstraction. And so now what you have is the service abstraction takes care of all the glue between anybody wanting container. If I want a container and I want to move it from this network to this network, everything happens to the LibNetwork service abstraction. And if the network in production is NSX and it's weave in some other test ground or all that stuff is completely separated from the... Okay, so yesterday we reported, Stu was here. Stu would be, by the way. Yeah, Stu would be. Stu would love you. He'd be banging the table right now. So, but the big three things from yesterday that I took away was open container standard. Okay, the cross network host support, cross host support networking and the plugins. Tease that out, explain those three things and how they relate I kind of got lost, is it networking? Where's the plumbing? So can you break those three things down? Container standard, cross host networking and then the plugins. That's all working in reverse order. So the plugin architecture is something that the Docker has been working very hard at for quite a while now. It started with storage. And then when, again, when Socketplane came in with a network story, it was, okay, we need to use that similar architecture plugin for network vendors. So the whole plugin architecture is, again, very much think of it. There's plugins going on for storage, plugins for other, but in a network space, in general, let me just set back. In general, the plugin architecture is really, we got a batteries included or you plug in this for storage, you plug it in for network. So that's the plugin story. There's a specific network plugin storage, which is what I described earlier with each of the vendors like NSX ACI. So that's plugin. It's very compatible. Anybody can plug and play. The network, which is the second part of that, was this lib network. This lib network introduces an added box, batteries included, multi-host support. That's one of the things you didn't have. This is what our first order problem at Socketplane was to solve the container multi-host networking. And so what lib network has done now is you have your default bridge network, but you can also, out of the box, specify an overlay network. And the overlay network will actually add it a box, batteries included, allow you to create overlay VX lands, and voila, as of yesterday, we have full support for VX land multi-host support. So that's that. I'll be quite honest with you. I've been so focused on the network. I have not been focused on the OCP. I don't, Brian, you might be able to add a little more. I think the way I look at it is, you know, it's been a set a bunch of times. The big theme this week is Docker and production. In order to do that, you know, there are so few green fields. Everything's sort of some shade of greenish-brown. You've got to be able to work with a lot of things, right? So the plugin thing is really important because people will say, I could do some new things, but I also want to work with what I have, right? Nobody wants to be locked in, at least in theory, you don't want to be locked in. That's the whole batteries and pluggable. And then I think the other thing that came out of all the announcements, whether it was yesterday or today, and you're wearing a DevOps shirt, right? DevOps is this great theme or concept. But people don't always know, like, how do I get there? I think Docker laid out this really nice model that says, like, here's the technology. Here's the build, run, ship concept. And here's how you sort of lay all those things out. And you can kind of see the blueprint for how to do that.  But a lot of the gaps got filled yesterday because, again, when you thought about networking or you thought about your network-specific solution or you thought about, you know, I mean, from networking or from storage or and even from a delivery standpoint in terms of, you know, what if people want to use other container solutions, right? So now it is really, you know, if you think about Docker is putting almost the canonical Linux chain in place, I can plug and play any piece of it. You know, the whole beauty of the original Linux toolchain model was, right, that every section of it was plug and play. And we kind of have that now for compute. We have our network, you know, we have our storage. So we got some commentary from the crowd chat around the plugins, multi-tenant, restart patching, no need for that. And what's that take on that? There was a comment I saw from someone from Docker and said plugins don't need a patch and are multi-tenant. What does that mean? Well, so I'm not sure. I'd have to leave a little more context about the don't need a patch. I get, oh, well, so I think I'm thinking, I'm assuming what the question means. If you want to use multi-network, multi-host networking support today, it's in 1.8. So our current release is 1.7. It's a 1.8 experimental. So that means you can download. We have a blog, in fact, I'm gonna do some videos on it this morning, this afternoon. But we have a blog article that tells you how to do install from experimental. You'll actually be running an early release 1.8. If you know that our release cadence is every two months, 1.7 was dropped about a week ago. So figure out two months from now, you'll see 1.8 drop. Probably, I'll probably get beat up by somebody, but I would say 1.9 will probably, no commit, unless I'd be a stable release for this. So if you want to start playing it right now. The really powerful thing about this is, and this is the Docker portability piece, right? If you're the production team, you could run Docker 1.6, maybe 1.7, or whatever. If you're the team that wants to go experiment with things, it's all software. If I want to go run it as an experiment on AWS, I can go do that and emulate the environment. And then, and you talk about this, it's immutable. It means it gets consistent. I can then bring that back into my production environment exactly the same. And that's so powerful. I don't think people totally grasp it, but that concept of sort of dev and test and prod is so consistent and run it anywhere. I think, again, focusing on the network side, but I think it's a common theme is, Madhu says that we want to do for networking what Docker did for compute, right? So to your point, that- Make it easy. It really makes it easy. They don't have to actually worry about any of that. They really literally, again, I don't have to sit down and have discussions about, are we going to choose NSX or Cisco for networking? The application people really won't have to worry about that. We say that's true, but if you go to a larger organization and you go sit through a bake-off between a new eyes or a Cisco versus NSX, everybody in the building is in those discussions, right? In this model, the truth is, the delivery model is with the plugin architecture that the application people really don't, like Madhu says, all they worry about is services. Yeah, I totally, this is the new, this is what to your point earlier, this is the new normal and your kick-off comments around your vision of the company before it got acquired was you're going to take on the big guys, big whales, and just drop the hell out of them and innovate. So I got to ask you guys both, this innovation cycle that's upon us, I was speculating on the kick-off, like, this is the beginning of the front wave. So what's that new normal? The numbers are clear. Look at Amazon's numbers, even Oracle's throwing some numbers out. It's a big guy. Their growth is phenomenal. The consumption by the customer is no-brainer. They're not going to buy servers and storage separately. It's all kind of going to be integrated. So this huge ease-of-use theme, code that runs, they don't want to buy separate code bases. And then get cloud now is an opportunity with economics and performance. So performance and economics are the key thing. So what are the key things from your perspective that's going to really throttle the straight and narrow on the innovation? Is it the containers? Is it the network? Is it the management? All of the above? So I'm a DevOps guy. I've been a DevOps guy. I was at the inaugural DevOps days. I was one of the core founders of DevOps days in the US. So I always say that there is always a cultural afoot that has that, right? In order to change your mindset about delivery, that's the biggest problem, right? Change from a monolithic legacy model of, you know, to a cooperative. So that's, so let's get rid of that. But after that, then there is this incredible convergence of containerization, microservices, and data gravity. And I talk about a lot about this. And so what you see that, you know, microservice, so microservices and containerization are just a natural fit, like, and microservices to the application development world is really just a SLA version too. Define microservices from your perspective. People have different definitions. What is microservices? So microservices really, there's a really good book on Riley by Sam Newman called Microservices. But if you had to boil down to two definitions, one, I think Adrian Krakow has probably the best definition. He says it's a loosely coupled, service-oriented, and I won't mention it with bounded context. And the key two points there is loosely coupled and bounded context. Loosely coupled means that you are building, so you're thinking of those two things. I think you can get your definition clearly. Loosely coupled, you're defining an architecture of delivery of software such that I'm creating my own kind of business-related services and you can use Java, can they see me point? Yeah, just call me Bob, someone was calling me Bob. Bob can use- You can use Java, you can use Python, you can use Ruby. Like, we've fully decoupled the monolithic of how we deliver things. If your group finds that this framework is good, that's great. That's one part of it. I think there's, the second part of it is bounded context. Bounded context goes all the way back from what we've learned over the last 10 or 15 years about software development. Domain-driven development. And cohesiveness or impunctionality. So it becomes the, you start running in on this idea of building a bounded context around a business piece of code. I've got a certain business piece that I need to solve. That's the boundary. Can you describe that code as a business service? So if you couple, loosely coupled with bounded context, and then Sam Newman, who is the author of the book says, by definition it's small, right? I think you throw that together, there's a lot more. It's 10 years of thought leadership around development from guys like Martin Fowler and people at ThoughtWorks, Domain-driven, Eric Evans or whatever the Domain-driven development. Heroku's 10 factor- Tim Crawford calls it SOHB2. I think here's the real takeaway. So you look at who is the customer speakers this week, right? So you have a few that are unicorns, but you have Capital One, you have GSA, you have some other. The takeaway is, doesn't matter what business you're in now, anybody who's a line of business manager, somebody with a great idea can go off. There's no friction to doing idea to execution.  You were six, seven, eight people. You're going to go bust up a humongous industry, but you could be in banking. You could be in government. You could be in energy. And the ability for you to go transform or even just disrupt an area, could be just one project. When there's such low friction, whether it's containers and microservices or it's using public cloud, that changes all the economics. It changes the speed of the game. And once that speed starts happening, then you have to reset everything. You have to reset all your thinking. I think we've used the phrase in computing Chevin's Paradox for a while. And I know Bernard Goldman just wrote a article about that. But going back to that, if you take that kind of convergence of microservices containers, there's an insatiable need.  It busts out. Basically, it's just like breaks out of the box. Exactly. But the third piece is just as important in this exponential growth model we're going into, which is data gravity, indirectly IOT, right? So what you find is, Brian Kent Shelf of Joyant talks about, like we're going to get to a point where you're not going to be able to move the data. Right? So the whole paradigm of how we do compute, you know, classically our industry, we move data to compute. We even use load bounces and all that. When we get into these like just swarms of analytics and data that we're going to start collecting in IOT, and we are collecting, banks, fraud, internal fraud, all this stuff, it's going to be harder and harder to move data. So now what we're going to do is, and this is Dan McCrory's theory of data gravity, is that what you, in simple terms, you basically start moving compute the data. So you think about your geography of data. This is your density point. Right, exactly. So now think about this convergence of microservice bearing the contract, containerization of very small, we're talking about things that instantiate in 500 milliseconds, right? And now the idea that I might want to run a thousand years in some geographic area around the world and then run a thousand years in some other year and then aggregate almost like a macro. I mean, it totally nailed it. I mean, I agree with Yondra, sent on this edge of the network because what does that mean now? It's everything. The edge of the networks are a multi-fold. And those three things change everything about what we're going to be doing in over the X5. All right, I want to take a philosophical question. Let's step back. Let's kind of smoke the piece pipe and kind of look at the big picture. The big picture is, every time there's been an architectural change in the industry, massive opportunity has been enabled. I mean, real architectural change, not the .com bubble. That was just BS, right? The fundamental web services was developed. No underlying infrastructure changes. Infrastructure shifts, client server, mini computers, let's go PC, networking. Weird cloud is that now, essentially that. So I want to get your take. What is going on right now in your minds as industry participants that is a radical and or changing underlying infrastructure? Is it the fact that the hardware vendors or selling boxes did converge really play out? Is that really an underlying shift? So what's the big picture in your mind? What is the underlying radical infrastructure change? I think we're, so this is going to sound really crazy, but what the hell? I think we're hitting version two of everything that's happened over the last two years. We're hitting version two of cloud. It's called containers. We're hitting version two of SDN. I'd like to think it's live networks. We're hitting version two of SOA. All this is converging right now, right? Like, let's face it, five years ago, the world, six, seven years ago when Amazon put a stake in the ground, the world changed. And we've been in this learning code for like five, six, seven, whatever it was, whatever, 2007. Just say seven years. Seven year itch. We've been in this crazy kind of learning opportunity and I do think, I agree with you. So I was there, I'm an old guy. I actually started out on IBM mainframes working for Exxon. I was assistant programmer at IBM mainframes doing assembly programming at Exxon and I watched that whole distributed compute happen where those mainframes were getting, literally, crowbarred out of the building, you know. And people moving to new skillsets. Mind shift, mind shift. That was a major, the internet bubble was interesting. But it was no underline, no underline, I agree. I think what we're seeing right now is this opportunity for, again, I'll go back to the data gravity microservices containerization. I think this is a fundamental shift in what we're going to look like from an infrastructure perspective. And do you think that companies that don't adopt cloud are going to be completely missing the boat? I do a presentation called, so a presentation I've been doing called Guns, Germs, and Microservices based on Jared Diamond's Guns, Germs, and Steel if you haven't read that book. And he talks about the haves and have nots. I firmly believe that the new Guns, Germs, and Steel is microservices containerization and data gravity. And the footprints are changing. So you say on premise, cloud, yeah. The old telephone closet days go back to showing our age. That could be the data center now.  Cloud is here. The economics are unrefutable. And we haven't even talked about what's happened with density of hardware, right? Hardware and telemetry coming from, you know, Intel's putting almost everything on their chip now.  You're going to get me to speak forever.  The economics are, little guys can get money. Then you've got the numbers of the community that help build that thing. So they don't have to own the developers. They don't have to be a huge company.  They're going to go drive forward. They actually are sort of building the new rules and all the large, older companies are going like, how do I play? And so you get these, like, there's no friction in theirs and there's tons of friction on the other side. And it's, I mean, big games are competing against the hardware. I worked for IBM right at school and then HP in the late 80s, early 90s.  We were in IBM shop. There's no shop anymore in my mind. So what I'm worried about is all these hardware guys, there's, I mean, talk about architectural change, you know. If you're not aware of this. So the question for you guys as thought leaders is this, where's the hard and top? And I had this argument, no, not argument, but a conversation last night with Dave Vellante about this. Do you care that it's an Intel or AMD processor? Yeah, at some point, Intel was a good processor and it worked, but there's a lot of proprietary code. It's a hard and top. Is cloud going to have a hard and top? And where is that? Cause the commodity's happening, I agree, but it's not a race to zero. The, the value will shift to the apps. So the question is, where's that hard and top? Yeah, I mean, I think abstraction is already the value, right? I mean, to your point about, you know, what you can do now, how cheap, right? So I'll give you a, as you said that, I just thought of an interesting meta point, right? So there was a company about five years ago called FlightCaster. They were a couple of ex-quants, right? Like Wall Street quantitative analysis guys, right? And they just wanted to get out of the business, right? And they got it, they did a, this like funded, what do you call them, the accelerator. They were in one of these accelerators and they built this thing called FlightCaster. They did flight predictions and they did it all on, they did it on Amazon. They used to dupe. They used a whole bunch of Erlang. They used like really cool technologies, Co-op, closure, everything. And I got them, I used to, I used to do a clock, if they parked because I don't do it anymore. And I got them on the podcast and I said, how much did this cost? And it was like $180, $200,000, right? And the thing was, and it took them like four months to do it, right? And I used to go out to conference presentations and I'd say, this is the world looks and I'd say, imagine if Delta and American Airlines and all got together in collaboration to do this. I'd say it would take them three years and it would probably take them 10 million. Guy comes up to me, asked one of the presentations, you were wrong, because I worked for American Airlines. I was like, oh. It'd be 20 million. Yeah, exactly. It'd be 20 million. I was a judge for the Dakar Hackathon this weekend. There was this one project, it was about three or four projects, the three winning projects. One of them just blew me away. So, and they came in like third. And I asked them, just like, it made me think out of curiosity, how much did that cost you guys? So they built in 30 hours. They went ahead and it cost them $80 in Amazon fees. And they built a product that literally probably could get funded tomorrow and has an eight value. Now, why does it have that? Because it was on the shoulder of giants, right? They did, again, back to the Jeffers Paradox. There's got a supercomputer in the cloud. They had Amazon, they had Docker containers. They had Docker files. They were using all the Docker latest tools. They were conductors of code. I mean, they were essentially spinning up resources like it's nobody's business. But that's the world we're in now. Totally agree. I totally agree. All right guys, we have to wrap there, but I want to get your final thoughts, both of you guys. And I want you to share with the audience, the folks who are not here on site in San Francisco, who might be watching remotely. What is this show all about this week? What's the big takeaways? You could share some color around the important things going on here to show the vibe, just your point of view. It's Docker, Docker, Docker, right? That's the track I run, right? I've been memeing the Docker. But the thing is that Docker's for real. The way Solomon and Ben and the team are thinking about how to do this is real. The government is playing. I love when Scott Johnson said, I know Scott from Puppet and many of his startups before and he got up and said, our first commercial customer is GSA, right? So my takeaway here is Docker is for real.  I mean, yes, you know, we're pretty excited about it. Yeah, it's intoxicating. But it's real. I mean, what we're doing here and what we're doing technically, what we're presenting, we're going to have one in the EU, we'll have one obviously next year.  They're in an unhappy face in this hallway. Brian, your thoughts? To me, it's two things. There's a massive blending of devs and ops.  It's not a segmented show. And there are so many people excited about, like I can go build apps to do, drive something for my business. And I mean, like just that excitement of going like, I'm going to go affect the top line of my business is amazing. And obviously the numbers of the show are packed. It's crazy. I love to go for the business intelligence guy in the keynote this morning. He said, he said, why we chose Docker. It was fun. Yeah. And it worked. And it worked. And it worked. Yeah, that was the second more important. But the fact that he said that it was fun. I'm like, yes. Yeah. Stu Miniman from Wikibon says, it's the center of the universe. It's really app focused. All the energies around the good things in life, right? Fun, cross portability, compatibility, no lock in. Creative ideas, all those stuff. So this is the Docker. It's free love. I call it the Woodstock of developers. It's really a, it's a cool environment. People are cool. Things are getting done. And it's a ton of opportunity. It's at the beginning. So we'll be more, more coverage from theCUBE after this short break. Stay with us. We'll be right back after this short break.


I have your style changes that it's I heard y'all it's like a whisper. I heard some of it And it sounds good it's dope I'm enchanting sounds like a whisper who started this sound Don't you try getting me your heart cuz I got bad attention What do you think I'm asking I'm gonna answer your question. What do you think I?  We had a conversation. Ain't no problems. It's just the fact that I said I just want credit. I want respect.  What's next? So do you when you think about it?   So now I'll be like I can do whatever you ever think about balancing it though Yeah, that's what I'm saying. Yeah, like now it comes to a point I'm at first when I started rapping.    I heard some of it and it sound good It's dope I'm enchanting sounds like a whisper who started this sound first What do you think I'm asking I'm gonna answer your question. What do you think I?  We had a conversation Ain't no problems. It's just the fact that I said I just want credit I won't respect it's just a lot of shit that I feel like I did influence She said she don't feel like she's influenced by my sound. Hmm.   Let me clarify this. I don't be for no body I ain't got beef with nobody I like receipts. I like facts.  Okay Pablo.   So I you know, I could say I could say that but Me as a female Females wasn't coming like that.     Yeah, it's just the fact I'm talking about me and what I do But whatever you said, I Got my flow from me It's influenced by who I said and whoever come after me is after me Yeah, we on boss talk one-on-one. Yeah, we gonna talk


Hey everybody, it's Greg Vitthier here and in this video I'm going to share seven reasons why I believe that using flash is better for your portraits than using just natural light alone. Now make sure you stick around to the end because I have a question for you. Now let's get started. So reason number one is that using a portable flash allows you to get it off your camera and you can control the direction of the light, allowing you to use multiple different lighting patterns on a shoot. Now if you're outdoors and you just have the sun, sure you can move around a bit, but then you're dealing with the harsh light from the sun. So that brings us to reason two, with flash you can control the quality or the softness of the light. Now how you do that is by modifying your flash. So anywhere from I would say a 36 inch modifier is what I prefer, but you can go up to 48, 50, 60, you can go as big as you want. There's even seven foot modifiers that you can get. I wouldn't use those outdoors though, but you can use a larger light source and bring it in close and you can create a very soft quality light. You can't really do that if you're shooting outdoors with just the sun. Even if you're using window light, it's still not going to be the same. So that's reason two, using a larger modifier, bringing it in close, that will give you control over the quality and the softness of the light. Now reason number three for using flash over natural light is when you have a flash, you can shoot any time of the day or night. Now if you're a natural light photographer, you can only shoot during daylight hours and really it's even a smaller window because the best lights early in the morning or just before sunset. So having that flash will give you that flexibility, especially in the northern hemisphere in the winter time, there's less daylight hours. So that would really limit you if you're only a daylight shooter. Number three, flash gives you that flexibility to shoot day or night. Now reason four and this might be the most important reason for shooting with flash over a natural light. Now our eyes can see about 20 stops of dynamic range. So what that means is when we're outside and we look up at the sun, our eyes automatically adjust and we can see about 20 stops. But your camera might only see 10 to 14 stops of dynamic range. So if you're shooting a natural light and the sun's behind your subject, you have to make a choice. Do you want to expose for your subject or do you want to expose for the background? Now with flash, you can get a perfect exposure on the background. So not blowing out any highlights, but then of course your subject would be too dark if you were shooting with natural light and you'd have to bring up your shadows, which would add noise to your image. But by bringing in a flash, you can get a proper exposure on the background and then a proper exposure on your subject. So I think reason number four for me is one of the biggest reasons to use flash. Now reason number five is that you can use a speed light like the one behind me. You can put that on top of your camera. So you have a very portable setup if you're at an event or a wedding and you're going to get accurate exposure of your subject. So you can have something portable like a speed light or you can move up to something bigger like a strobe, but really whatever works for you, flash will give you more portability to get accurate exposures regardless of the environment you find yourself in, which brings us to number six. Now with flash, you can position the height of your modifier to get the catch light in the perfect position in someone's eyes. So you want to aim for between 10 o'clock and 2 o'clock. So if you're looking at your subject, you want that flash to be between 10 o'clock or 2 o'clock.  So when you're shooting your portraits, make sure you get that position right. Now again, if you're shooting natural light, it might be hard to control the position of that catch light and that makes a big deal. So that's another reason why I think flash is better. Number six, you can control the height of the catch light in the eye. Now reason number seven is if you're using flash, you can use colored gels with your flash to get effects. That'd be pretty hard to do in natural light, but if you're using the speed light like the one behind me, you can get a small little gel, you can put that over and you can get different colors, you can get blue, you can get red, you can get purple and you can really create some interesting effects using gels and you can't really do that as easily if you're using natural light. Now because this is YouTube and the internet, I know people are going to disagree with me, but I want you to ask yourself this question. If you were shooting a blockbuster movie and you were the director of photography, would you like more control over your lighting? So would you like to be able to bring in lights, gels, be able to control the lighting in a scene, or would you like to just shoot your movie entirely in daylight? Now if you think about it, shooting a movie entirely in daylight is going to be a lot more difficult because if you move indoors, you'll have to be by a window. So I think that kind of defeats the whole, oh, I only like natural light because flash looks fake. Well if you think about it, every movie or television show that you watch that's shot indoors is using artificial lighting sources. So they're not using natural light at all. They're using artificial constant lights. But when we move outside as photographers, it's easier to have a strobe because it's a quick flash duration. If you were powering, you know, continuous lights on a shoot, it's just going to take up more battery power. So that's why we use flash. So if you think about that, you're looking at fake looks then, according to some people on the internet. If had people say, I don't like flash, it looks fake. Well that means that every movie you watch or every television show you watch must look fake to you. So I think that whole argument is flawed. So if you disagree with me, I'd like you to list three reasons why you think natural light is better than flash. So instead of just saying flash looks fake or I don't like flash or I prefer natural light, try to come up with three convincing reasons why you think that natural light is better than flash. I'd love to hear your opinion on that. Thanks for watching this video. Give me a thumbs up for this video if you found it helpful. If you're not already a subscriber, hit that subscribe button. Also hit that bell notification and I look forward to hearing your comments in the comment section below. All right, thanks for watching this video and I'll see you in the next one.


Integrated Pest Management is a science-based pest management program with a focus on preventing pest problems. Not only does IPM provide better control of pests, such as insects, weeds, or rodents, it can also limit the use of products and practices that may pose hazards for school students, staff, visitors, and the environment. Pests must be properly identified so appropriate management practices can be selected. A big part of any IPM program is inspection, detection, and monitoring. An IPM program won't be successful unless you regularly inspect the school environment for conditions that may lead to pest problems and eliminate these conditions. Staff must also regularly put out traps and carry out other procedures to monitor and detect pest presence. They must keep records of pest activity and action taken. The key is knowledge and prevention. No more spraying on a calendar schedule or resorting to spraying simply because you see a few pests. When management is needed, IPM programs combine practices for long-term management of pests. Many times preventive IPM methods and monitoring practices are effective against multiple pests. The safest, least toxic methods and materials are chosen to protect people and the environment. The initial phase of an IPM program is pest prevention. If pests do become established, the first step is to correctly identify your pest and familiarize yourself with its life cycle so you will know the best time to manage it. For instance, if you have weed problems, manage them before they produce seeds. If you have a rodent problem, control them before they reproduce. Pest problems can be used to indicate where prevention needs strengthening. If you misidentify a pest, you might not be able to effectively manage it. Cockroaches are a perfect example. There are several species of cockroaches found on school grounds. Some don't need to be managed at all and others require different management approaches. The field roach is an outdoor roach that occasionally comes indoors. They die quickly indoors and so don't need to be managed. There are several other roaches such as the Oriental Roach that live outdoors and occasionally come indoors looking for food, water, or shelter. If management is required for these roaches, focus your efforts on keeping them out of buildings by sealing cracks and crevices, installing door sweeps, or removing nearby outdoor hiding places. On the other hand, the German Cockroach which resembles the field roach lives indoors and if found should be managed to manage indoor roaches, clean up food sources, place baits indoors, and treat with insecticidal dusts. There are several resources available to you to help you identify your pest problems. The UC IPM website is a good place to start. You'll find tools for identifying various pests such as pest notes. Keys to identifying ants. Or identifying weeds in turf. Several UC IPM publications include tables to help with pest diagnosis. Contact your local UC Cooperative Extension office where many experts will be able to assist in pest ID. Finally, you can take your pest or a sample of damage to your Ag Commissioner's office. Regular inspection and monitoring of indoor and outdoor areas can give you an idea of what is going on in and around your school. Be on the lookout for signs of problems.  Most monitoring involves a quick visual inspection. Look for ant trails in and out of buildings. Routinely inspect leaves, bark, or buds of plants or trees for other pests. Check landscapes and lawns for weed invasions. Look especially for seedlings of perennials. Check for signs of hard to find pests such as rodents or roaches. For instance, rodent droppings are a good indicator of rat or mice presence. Use a flashlight to help you see in or under cabinets or underneath appliances for evidence of pest problems. A small mirror can be helpful in hard to see areas. Monitoring devices such as sticky traps for cockroaches are available to help you detect several types of pests. Place traps where pests are likely to find them and check them often. Monitoring helps you determine the optimum time for controlling pests to prevent problems from getting bigger. Keep records of pest activity and note what action you are taking, if any. Remember that pesticide use must be recorded. Hang a clipboard with a monitoring form where you know you'll see it daily and record all important information. Prevention is the most important part of an IPM program. You need to keep pests out of buildings and keep their populations low. Sanitation and exclusion are the key. Remove attractive areas before pests can invade or build up. Avoid invasions of pests such as ants or cockroaches by getting rid of sources of food, water, shelter, and access to buildings. Clean up spills. Seal up attractive food sources. Remove clutter. Fix leaky pipes. And caulk cracks. Preventive methods often are effective against multiple pests. Outdoors remove plants too close to buildings that could provide shelter for ants, roaches, or rats and other rodents. Trim trees back from buildings to prevent insects and rodents from using branches as a bridge to get into buildings. Prevent weeds in turf with proper selection of turf species and proper mowing, fertilizing, and irrigation. Plant competitive plants to shade out weeds and use mulches and landscape fabrics in landscaped areas. Use mechanical or physical controls as part of an IPM program to destroy pests or to create conditions that don't allow pests to enter, survive, or reproduce. For example, control weeds by hand pulling as you see them or mowing lawns regularly and at the correct height. Use portable weed trimmers or weed eaters to remove older weeds or small woody weeds where appropriate. Use a propane torch along fence lines in bare soil or in pavement cracks to control weeds. Trapping can be effectively used for rats, mice, gophers, and yellow jackets. There is a level of natural pest control that goes on in any school landscape. Owls and hawks eat pocket gophers, moles, and other rodents. Lady beetles, lace wings, and spiders feed on aphids and other honeydew-producing insects. In an IPM program, it is important to encourage these natural enemies. Control ants and keep them out of trees and plants where they tend honeydew-producing insects and keep natural enemies away. Conserve natural enemies by avoiding pesticides that kill them. Pesticides can be part of an IPM program, but many pests can be controlled in landscapes and buildings without using any pesticides at all. Before using any pesticide, make sure you really need one. Monitor first, determine what is causing the problem, and consider safer non-chemical alternatives, especially preventive methods. If other methods are not sufficient and pests are reaching intolerable levels, then you may need to use a pesticide. Avoid pesticide use when possible, as they can pose a threat to human health, wildlife, and natural enemies. Pesticides can drift and cause injury to desirable plants. They may also get washed off and run into storm drains or rivers, streams, and other waterways affecting water quality. Accidents or improper use of pesticides may pose health risks for students and staff. If you do use a pesticide, make sure you are using the least toxic, effective material. Always use pesticides in combination with other methods. Be sure to follow all label instructions for any pesticide you use. If you do need to use pesticides, choose them carefully. Use the least toxic, effective material and use it in a way that limits exposure to people and non-target plants and animals. Find out which pesticides are the least toxic by doing a little research. There are websites to help you do this. Check out the School IPM Helper on the IPM for Schools website. This guide will help you determine which materials are best to pose the least risk to people and the environment. It can even help you avoid posting requirements as many of the materials listed are exempt. If using herbicides to control weeds, use selective materials to avoid injury to desirable plants. Apply materials in ways to reduce exposure. For example, for pests such as ants or cockroaches, use enclosed, pre-packaged baits. Apply baits in refillable bait stations or use insecticidal dusts in voids to avoid exposing children. There are many organisms that can become pest problems in schools. A common practice in many schools is to spray whenever pests are seen or on a timed schedule. However, this system doesn't provide the benefits of IPM.  In addition, there is less exposure of children to pesticides and less risk to the environment. For more information on IPM, visit the UC IPM website. For more information on the Healthy Schools Act or on School IPM, see the California Department of Pesticide Regulation School IPM Program website. On the following screens, you will be presented with several scenarios that will reinforce key ideas in the presentation and give you a chance to discuss integrated pest management with the group. Follow the instructions for each question. For many of the questions, you will be instructed to hit pause so that you can have time to discuss your thoughts. Resume play when you are ready. Your school district has prohibited the use of pesticides. How will you control these weeds? Press pause now. The answer will be revealed in five seconds. You can use a weed trimmer or a propane torch to remove weeds along the fence line. Plant low-growing competitive plants to keep weeds out. Use mulches or consider installing mowing strips at the edges of lawns. You can also install fences in a concrete base so that weeds can't grow. What is the problem here? There is a large gap under the door. Rats and other rodents, roaches and other pests can easily gain access to buildings. What can you do to fix this? Install door sweeps and weather stripping. What are the benefits? Not only do you keep pests out, but door sweeps and weather stripping can also save on heating and cooling costs, save you money over time on pest control, and result in less damage to property from rodents. What are the problems here? This tree was planted too close to the building. Ants and rodents can climb up trees and get into buildings. This ground cover was also planted too close to the building. Mice, rats, ants and roaches can nest in the ground cover and easily get into buildings. How would you fix this problem? Remove the tree and plant away from the building. Install at least a one foot barrier between buildings and ground cover. What is the problem here? There is a gap where the pipe connects to the ceiling. Ants, roaches and rodents can travel to other rooms along this pipe. What can you do to fix this? Exclude pests and eliminate hiding places by sealing up access points and entryways. What is wrong in this classroom? Food has been left out on the counter, the garbage is full, there is no liner in the trash can, and there is a lot of clutter on the ground. Food can attract pests such as ants and roaches and clutter can provide good hiding places for many pests. How can you prevent pest problems? You need to clean up and seal foods properly. Keep the garbage emptied and use and replace liners regularly. Finally, remove clutter that can harbor pests.


All majors seeking to fund, all majors will be seeking funding from alternative markets as there are indications that the banking sector is shining fresh investments in fossil fuel development. Now we're looking to ask what the future holds for the oil and gas industry, which is very important in Nigeria's economy. It's day two of the cash withdrawal policy of the Central Bank of Nigeria coming into effect. We'll look at the success or otherwise of the policy and attempt to look into the economic crystal ball to get a sense of what to expect in the coming months. And in all of the press, we'll bring you in-depth analysis of today's major newspaper headlines. All right, you're welcome. It's a breakfast on plus TV Africa and we're glad to be back. We have a bumper package for you this morning. My name is Kofi Bartels. Apologies for starting some minutes behind time, but the show is here and the show must go on. Well, as usual, we will look at what's been the trending talk on social media online, what's got tongs wagging, and of course, that's what we call a trending segment right here on the breakfast. Let's start off with yesterday, checked out by Twitter, and so Stopbriamo was trending. And it was interesting, an interesting conversation, funny at times, but for the most part of it, it was worrying, worrying. Now, why were Nigerians tweeting Stopbriamo, some in support, some against the call to action? You want to call it that? Well, Briamo is a Nigerian singer. He is the one who sang the chorus in Ice Prince of Manis, Oleku, and he has a number of hits, like something to go around town, and some other songs that people love. He's been able to carve a niche for himself as a very unique musician with a unique sound and unique style. And some say he even reminds them of the legendary Fela Anikulakbukuti. But he's been controversial online in recent days, if you want to call it that, most especially in recent days. And that's why thousands of people began to tweet the words Stopbriamo, it's what they were saying. He's one of the African artists nominated under the song Writer of the Year category at the forthcoming AFRIMA Awards, the 8th All African Music Awards, which is scheduled to hold in Senegal, I believe. The other awards event is organized to reward excellence in the African music industry. It's expected to hold on the 15th of January, that's the 8th edition of the AFRIMA Awards. And thousands of people called for Bryamud to be disqualified from the awards, all right, from the awards. Over his contentious remarks about the Igbo community, I don't know if you can look at the tweet he put out. Some words there are unprintable, so you forgive us if you see anything that you don't want to see on your screen, I don't think we're going to put that. But he used the words F-U-C-K and indigo in the same sentence, let me call them, just put it that way. He used the words F-U-C-K and indigo in the same sentence. It was a derogatory tweet, a lot of people didn't take it kindly at all, he was responding to a tweet which has since been deleted, I looked for that tweet which he responded to. I wanted to find it, I wanted to know what the person was saying. But Olawale, you know Bryamud, Olawale as he is called, he has been complaining, he says that he's been attacked, people were saying take it easy, don't say these things, your career is at stake, we love you, but we don't want to see things like this coming from you. But Bryamud is claiming that he was threatened, is what he's claiming, that he was threatened, you know one of the tweets he put out in response to someone who was asking him why he was saying F-U-C-K, indigo, he said that how will he be threatened with death, his family threatened and he will keep quiet. Now some people came out in support of Bryamud saying that they are voting for him, you know we've got your back, we're supporting him, but it seems to be sort of a tribal debate going on, which is not something we always want to see in Nigeria, we have had too much of this tribalism going on, you know the conversation and the debate went on to, you know some people say no, Lagos is no man's land, mostly from the southeastern part of the country where the indigo that Bryamud was referring to are from, Nigeria's southeastern part of flank, and so some of them were saying you know what Lagos is no man's land, just trying to what he called true Bryamud and he said that he's from Bodagri, you can't tell me that Lagos is no man's land, it was quite worrying really, I don't know why Bryamud went to this extent of using that word, the F word on indigo, you know I don't know if there's anything that should justify that, I mean throughout yesterday Bryamud took his time, took quite a number of time to an amount of time rather to engage in a bucket and forth with people who were criticizing him on Twitter, you know probably to show that he can withstand them, you know, for instance someone said how I wish you are not the singer of Never Look Back, how can you be this bigoted sir and make a lot of meaning in your songs, you know, in order to say maybe he's a tribal bigot and Bryamud replied you wish, you won't find ways, switch the author and the performer of the song Why and stop calling me sir and he now tells the bad guy Ethan Bigot, you know, so people are concerned for the safety, the health, the welfare of Bryamud, he's trying to make some points, he says, you know Lagos is not no man's land and all that, someone says you weigh Ibu woman house at Chevron, it's a Nigerian pigeon and he says it's not a shifting position, I do it all for the tribe that won't listen. All right, so it seems to be saying you know he's angry at the Ibo's and you know maybe some of them threatened him, I mean it's quite quite sad or quite quite a contention, apart from you know normal Nigerians out there on Twitter taking bribe on regarding his remarks, derogatory remarks about the Ibo community or Ibo ethnicity and we've had also you know celebrities commenting on this, for instance I saw something from Paul Koei of P Square, he took a swipe at Bryamud in the message he put out also on the micro blogging platform and this is what he said, he says mind what you say, all right that's Paul or Root Boy of the P Square group that is now back together, he says mind what you say, Bryamud earlier and those Bola are maintainable, all right, and that was a genesis of all of this, so what you have you know in the Twitter post following is just an offshoot of the the pressure that Bryamud's been feeling on Twitter now, you know taking effect on him, so this is what Root Boy of P Square said, he said mind what you quote, mind what you're preaching, election will come and go, we all will move on but you decided to be a tribal bigot because you think you are getting some attention by insulting a particular region of Nigeria and some people are praising you as an artist I'm only disappointed, he didn't mention anybody's name but people think that that is a veiled reference to to Bryamud, all right, so I mean I think the guy you know Bryamud the artist has just buckled under the pressure of the attacks that he has been receiving online following his endorsement of Bola maintainable the presidential candidate of the Oprogressives Congress for the presidency and I get it, I mean even Charles Solodow for all his greatness buckled under the pressure, had to pen a very long letter, we've just gotten the part one of that letter on Peter Obey's presidency, a lot of people were surprised because they're from the same state and they're friends, you know Root Boy P Square, Paul Quay is one of the artists along with his brother publicly backing Peter Obey, so some have said you know what, you know Root Boy P Square criticizing Bryamud, you're publicly backing another presidential candidate and although so criticizing Bryamud, I should stop criticizing him because you have other artists who are backing presidential candidates and they're supporting these artists and supporting the candidate that these artists are backing publicly, so why the backlash, why the criticism, well why the fire on Bryamud simply because he's supporting the candidate some people on Twitter do not like, it is his constitutional right, but for Bryamud buckling under the pressure to say those uncharitable words about a tribe in this country, I think it's a he's made a mistake that he may regret in the coming days, weeks and months, you know, because you don't want to be you know the one you know tweeting hate speech against a tribe, it's really sad, it's really sad indeed and I hope that Bryamud will be able to find you know redemption and we'll also find his way back to you know some sort of apology to those who are affected by that constitutional tale, somebody FU, use F word, it's one of the most degrading things to say to anyone, so it's quite sad and some have said that Bryamud is simply doing this to trend, you know, to trend and maybe sell some more of his music, I don't know if that is true, but so far from what I can see on my screen, I don't know if we can show the screenshot of the petition, it's on a change.org, so far about 2,500 people have signed the petition you know calling for Afrima to cancel the nomination of Bryamud for that award, so let's see how it goes, if Bryamud will get more people through this counter-resident support him or if Afrima will pull the plugs, pull the plugs at the end of the day, really sad indeed, really sad indeed, what the man has been has been tweeting. Anyway let's move on, there was an arrest in a part of Lagos yesterday as a Yoruba Nation agitators held their rally in Lagos, I don't know if we can we roll some of the clips, all right, let's just listen to what this gentleman of this in Wales are saying, can we hear what they're saying, all right. All right, so there was unrest, I mean yesterday Twitter was on fire, there was unrest reported in the Ojota Axis of Lagos as some supporters of the Yoruba Nation agitation, they held a rally in Lagos, they put out some information and we've monitored some of the tweets on social media, most of them were saying that the rally was meant to be peaceful and that the police engaged them in a shootout and at least two persons were dead, these are reports from people who say they were there and that they put out the information on social media, in fact as a picture of a dead body that was put out by a mainland, instant mainland Twitter account saying that one person was reportedly killed but one of those who happened to be at that rally, one of the Yoruba Nation supporters said that two people were killed now, of course this is something that is subject to confirmation by the police, the based on videos and photos shared with social media, it was clear that Ojota was a scene of a clash between the police and members of the Yoruba Nation agitation group and the investigation and investigative journalism platform is saying that the sources told them that two groups suspected to be Odua People's Congress and the Yoruba Nation agitators clashed in the early hours of Monday resulting in the casualty, one casualty, so while social media reported saying the police were the ones who came and attacked Yoruba Nation group holding their mega rally to press for self-determination, another report from the Foundation for Investigative Journalism is saying that two groups, Odua People's Congress and Yoruba Nation agitators clashed and that is what led to this alleged death of either one or two people. We're told that the police arrived the scene and showed tear gas to disperse the crowd and yesterday the reports in Canada, Ojota was the scene of chaos, Ojota was on fire is what we're hearing. Now the police public relations officer in Lagos State, Benjamin Houdini, said that normalcy was restored, it couldn't give details at the time that we filed a report. So it's really, really, really sad one. If it's a clash between two groups, then it really gives us a lot to worry about and we're hoping that the police have not gone ahead to you know, shoot anyone because that's the only one we want to see. I mean vehicles were put on fire, it was chaos, it was chaos, it was chaos all around that aspect of Ojota, just around the Ghani family park in that axis of Lagos State. Now this is not the first time, you know, that we're seeing people, anyone die as a result of Yoruba Nation protest or rally. You recall that on July 3, 2021, a sales girl was shot by the police while trying to disperse Yoruba Nation protestors, a sales girl was shot by the police, she is her name. Coroners inquest into the circumstances surrounding the events that claim the life of that 25-year-old sales girl, indicted the police but no suspect was released for the prosecution. Okay, so that's what we have, really sad one. A report I saw indicated that a tricycle operator who refused to disclose his name, I think he was in a punch. He said he was afraid of being arrested by the police or anything, something like that. He said the protesters were demonstrating peacefully when a policewoman gave the order for the police to disperse the crowd and that was when bullets, you know, were being fired at directly at the protesters. So, I mean, we need the police to come out and tell us what really happened there. Another eyewitness who is cited by the punch who is said to run a business in front of the Ojota Ghani family park said that the protesters arrived the park at about 3 a.m. on Monday morning. I also went on to tell the paper that buses dropped off the protesters and they saw them clustering and all that and also saying that the police were the ones who came and scattered everything. Everything was peaceful. They said until the police came and started shooting, tear gas kind of started them to disperse. But I mean, you know, if tear gas is fired at such a place, I do not obviously meant to lead to the death of two people. So, we need more information. We need more information as we speak. The police have not put out anything that I have seen. So, anyway, we leave it at that and we hope that an investigation will carry out and that we can get something from the police in Lagos state. Let's move on. This one is close to home because it involves a media executive. This time I'm talking about Raymond Dokbezi who is the owner of AIT, a television. Yes, African independent television and indeed a RAPA FM. It's really sensational. You can find it across the country. He's not to be a member of the People's Democratic Party. I mean, do you all remember what transpired in 2015 when AIT put out some documentaries against the current president of the Federal Republic of Nigeria, then a candidate of the All Progressives Congress. So, his relationship, his activities involved with the People's Democratic Party is well documented. Of course, right now, the PDP has a presidential candidate in the mode of Attiku Abubakar. While the founder of Dark Communication, owner of AIT and RAPA, we told that he was arrested by police in the United Kingdom yesterday and released yesterday. He's, like I said, a chieftain of the PDP. Multiple media reports on Sunday said he was arrested in London. He's also the director general of the PDP presidential campaign counseling charge of technical and systems. I don't know what that means, but reports said yesterday that he was reportedly picked up at Heathrow Airport in London after touching down from Frankfurt on Sunday ahead of a meeting with the PDP presidential candidate Attiku Abubakar. Who is in London? Some have suspected that he's also going to take care of his health while he is there. Now, the reports that we monitored did not really indicate the incident or the reason for the incident and the reason for the arrest or detention of Raymond Dockby C., but his visit to the UK is connected to an invitation by the UK government to Attiku. We told it's been invited to share perspectives and issues around the 2023 general elections. Okay, now something was put out by dark communications. I'm just going to read some excerpts of that. They're saying that Dockby C was delayed at the airport for some to quote. Dockby C was delayed at the airport for some hours before his passport was stamped and he was cleared by the British immigration officials for entering to the country. They went on to say Chief Dockby C wishes to thank all for their outpour of love, presence, support following the news of the incident and to reassure all that he is hailing heart. You know, it's political season so when these things happen it's bound to attract attention, especially if it involves any of the major political parties or their officials. So Dockby C is a major figure in the PDP presidential campaign and of course 2023 is around the corner. That's the biggest news in Nigeria, anything about the elections. But for me, it's not really an issue. You know, he has something to answer for in the UK. He would have been detained, probably taken to court. I don't know if it's an immigration issue or some other thing, but he's been released and he was let go. So I think that's the end of the story. They are very important things to look at, especially why Artico is in the UK and what he will do out there.  Is he going to go to Chatham House? You know, would he say some things that he's not told to the Nigerian media or to Nigerians in the country like some of the other candidates? I don't know, time will tell. But we'll keep watching and monitoring. That's the much we can take on this segment, a training segment. We'll be right back. We have the paper review up ahead.


Thank you very much. Good morning again. My presentation will be about a case study of our Knowledge Management Implementation in chess group. As this whole week is about sharing the knowledge, so I would like to share my experience or our experience from the Knowledge Management Implementation in even to show you something about the lessons learned. It means all those bright and dark sides of every implementation. So agenda, it is my pointer. It doesn't look strange. Oscar, Dobriza, what did you do with my pointer? OK, no problem. I will operate it. Oh, my presentation is frozen. OK, thank you very much. So just briefly about the agenda of my presentation. At the very beginning, I would like to introduce just in one slide my company. Then I would like to show you how the Knowledge Management model in our company looks like. And some more words and explanations about KM process status in our company until now. Then nuclear knowledge loss risk management in chess nuclear power plants. Lessons learned and closing. This first slide shows more details about chess group. As you see, our company, which is situated in the middle of Europe, in the heart of Europe, has some business and power activities in other countries like Germany, like Bulgaria, Bulgaria, and others. Even in Turkey, we have sales and power activities. Chess is quite big. Well, the country is small, but the company is big. It has more than 25,000 employees, which is in our conditions a very big company. It is not comparable, of course, with Rosatom with its thousands and thousands employees around the world. And we belong, I'm quite proud to say that our energetic power and our business results belong to the top 10 European energetics. We operate about 34, what we call, classical power plants, like hydro and coal renewable resources and two power plants, as I mentioned on Wednesday, while presenting our KPIs. Larry Prusak, if you remember him, and I'm sure you do, recommended storytelling, you remember. So I decided to provide you all those information, like, let's say, fairy tale. And every fairy tale should have a good finish or a good ending, but I don't know, because implementation never ends. So once upon the time, in the middle kingdom of Czechia, not Czechna, Czechia, we're operating two power plants named Tamalín and Dukovane, smoothly and quietly producing energy by splitting the atom. And in 2008, one women sitting in Prague, the capital in the headquarters, with basic nuclear education, was appointed to implement knowledge management in both those NPPs. So do you think it was a good starting position, headquarters, capital, women, nuclear, more or less? OK, so of course, it was me. You probably realized. And I had a team responsible for knowledge management implementation in a pilot project in Tamalín and PP. So we came to the company, and at the very beginning, believe me, we had quite a hard time. As everybody says, knowledge management. At first, they are quite allergic for the English vocabulary. So we need to use Rizanyi's Nalosti in Czech language not to tease them from the very beginning. And they said, all those flight managers said, that's what we do years and years. We just don't call it knowledge management. Of course, they did probably. But it was not systematic. It was not somehow reported. Nobody knows what's one department and maintenance doing regarding keeping and sharing the knowledge, comparing with reactor physics, et cetera. Another problem was that the people were quite scared or afraid to share the knowledge.  They were scared because, first, they considered all those wisdom as their own property. And on the other hand, they were a little bit afraid that they will preserve and share the knowledge within the company, and then they will be hired. So we had to overcome a lot of problems of this kind and slowly, slowly during the pilot by support of our board, not just top managers, but board. And by support of a very famous consulting company, BCG, Boston Consulting, if you know them, we started the pilot implementation in a nuclear NPP in 2008, and then in Dukovanie, which is older. So it's obvious that we, regarding knowledge management, have to solve different problems in younger ones, and the NPP, which is currently an LTO program, it means long-term operation, asking for new license, et cetera. As I already mentioned, and you heard it already three times, I have counted that, that the knowledge management is basically the system which allows you to have the right knowledge in the right place in the right time. And in nuclear business, it is really very important because we realize that the highest risk in nuclear industry or in nuclear safety is missing knowledge. So that's why we dedicate a lot of money and a lot of energy for knowledge management issues. Regarding types of knowledge, I'm not going to explain what is the difference between the tested and explicit knowledge. I just want to let you know that every business in any company or any country must know what, why, how, and who. And it doesn't matter if you split the atom or if you produce, for example, chocolates. The basic is really the same. And I will dedicate, during my short contribution, my time to be focused especially on this area because knowledge management is about people. This is just for your kind information a strategic model which is very similar in our company. I do realize that the quality is not 100%. So let me go through very quickly. This model is about incorporation or integration of knowledge management with a company's strategy. Believe me, it is very important because if it is not somehow connected with corporate strategy, the knowledge management is isolated island and it doesn't have any support. So this is very important for the very beginning. In this circle, you can see the creation of knowledge which sometimes comes in training and then after knowledge management again and processes, products, and performance connected with a strategy of the company. And it's quite important this contribution to knowledge management and determination of processes to knowledge acquisition and dissemination. So the strategic model in chess company is very similar and more or less works. And now a few words about the process status. Maybe you are surprised that I'm still talking about process because you could admit knowledge management is a system. It's a program or it's whatever. But in our company, it is a process with all its inputs, actions, and outputs. And because it is a process, it is also somehow connected with our processes within the company. I mean business processes. So now a few words about our reasons. Why did we decide to implement knowledge management? So of course, the main objective of knowledge management introduction was to reduce the risk associated with a possible loss of unique knowledge. While I'm talking about knowledge management in our company, it is defined that it has to preserve the unique knowledge. At this moment, we are redesigning the process and we talk about critical knowledge. So this is a difference and a little bit different approach. So the reasons why we decided to implement knowledge management was of course the risk of loss of the unique knowledge and experience in our Dukovani MPP because of generational change. The people who started immediately after receiving the PhDs in universities, they started the work in the plant and they spent all life within the plant. We have almost zero turnover in nuclear business. Another reason was increasing demand from abroad for skilled professionals. So it was really kind of alert for us to preserve at least their knowledge within the company. The experts transition from the operational business, increasing demands on the quality of work and what happens also in our company that the good employees and experts in nuclear business are somehow headhunted, I would say, to another departments, not outside of the group, but to another departments which is always risk of loss. Development of MPPs, limited transfer of knowledge and experience, rapid increase of capacity and we have realized that experience is not used of the improvement of the processes. So those are the reasons why we decided. The objectives you already know because I have mentioned those objectives during my first presentation about KPIs on Wednesday. So just to go quickly and it's common because from Monday till today, we still hear more or less the same to identify, maintain, develop, use, share, et cetera, et cetera. So we can probably go ahead. I have been talking also about our main six dimensions. For knowledge management, I'm not going to repeat them anymore, it's just quickly, we could say that some of them are hard and some of them are soft. So what we understand hard dimensions is content and structure, like map knowledge, areas, experience reports and documentation. Of course, process and organization because it is very important to put the roles. Everybody involved in knowledge management within the company must understand the role and competencies. Then it is technology and infrastructure. It means databases or searching machines, knowledge management portals, whatever. And among the soft dimensions, belong of course, cooperation and culture. It is nice to say you should have a KM culture or sharing culture, but you probably will agree with me how difficult it is to change the culture within the company, to convince the people how good is sharing, how good is to cooperate. So it looks simple, but it's not in reality. Of course, persuasion and leadership. I've talked with my colleagues and lectures during those days we spent here together and we really agree that the leadership is really a kind of issue in knowledge management because the leaders, they think they do knowledge management and they think they support knowledge management, but in reality, it doesn't work properly. On the other hand, while you decide with knowledge management implementation, you should have strong managerial support. Without managerial support, you will not move forward in a single inch. It's impossible. And of course, impact and resilience. In this, let's say diagram is visible, how it works together. And as I mentioned on Wednesday, if any single element of those is missing, it's always a problem for knowledge management implementation. Now we are approaching to the slides about nuclear knowledge loss risk management in our company. So let me share my knowledge and experience what we did in the very beginning, but what is still, let's say active or vital in our company. The rules. You need to have some resources for knowledge management implementation. And after the implementation, while knowledge management is embedded process, you'll still need people and resources to continue and to maintain sustainability. So in this slide, you can see the headquarters part, but you don't probably don't have headquarters. You can, some roles to this production, let's say part. And you'll see that on headquarters, the highest role is board KM owner. It is really the guy who is the member of board. Maybe it surprises you, but it is very important. Without this support in such a big company, we wouldn't move forward. This is me. In fact, I am kind of a knowledge officer. We call it in my company, knowledge management coordinator, but what is my responsibility to methodology support my knowledge managers in both NPPs, to bring them some ideas for knowledge management implementation, to support them methodologically to write all documents and internal legal policies, et cetera. So maybe after coming home, I will convince my manager or supervisor to call me wisdom officer. You remember? I like it. So this is NPP. This is basically nuclear power plant. Here is my counterpart, knowledge manager, who is very important, which is very important role because he deals with the people involved in knowledge management with sponsors, and lead experts, and with experts. And he needs also KM administrator, which is personal responsible for databases, updates, and such support for knowledge manager. But knowledge manager is really a key person for me to cooperate with. So I would suggest that it is also very important while implement or at the very beginning of every pilot project to structure the knowledge areas. And a good idea, or what was quite successful in our company was that we divided the processes in three groups, like management processes, key processes, and supporting processes. And of course, as the key processes relating to business, it means to nuclear business are critical and most important for every company or every operator. We started with those ones. It means one knowledge area is named fuel cycle, operations, maintenance, that is really a lot of knowledge and modifications. And then we continue with support processes and currently we are about to find knowledge management issues and links with management processes. So what we did at the very beginning at what we doing still now, until now, identification of unique knowledge or critical knowledge. So here is example, how did we do that? It looks maybe a little bit messy, but it's not. In the first stage we started, the first stage of implementation, we started with identification while initiating interviews with managers, line managers. So we were talking with line managers and asking them, show us where is the critical knowledge? Do you think after knowledge mapping then there is some knowledge missing? Show us the unique knowledge holders. I call it personally golden grains or golden seeds sitting in their heads.  So they show us and we started to create the list of another people in their teams and some another knowledge holders. In the second round, we had an interviews of those identified and they again showed us others, not even vertically, but also horizontally. If you know that in maintenance is one guy who is absolutely perfect with, I don't know, in turbine area, it could be also your colleagues. So we created in that time about 200 expert list, 200 expert at risk list and it was the very base of our future work. In the third stage, we started to priority setting. It means that on the scale one to five, we were trying to identify the risk of loss of that knowledge. So of course, if the guy with the experience in his head is about to be retired very soon, he received number five. But it shouldn't be only the old employees staying before retirement. We have in Tamilian era one very smart and experienced guy who is about 35 years old and he knows absolutely everything. He can shorten the outage. He can reply whatever you think. He is absolutely kind of E.T. And you would probably think, but what kind of risk did you identify? Yes, we did. He likes to drive in very high speeds, his motorcycle, more than about 300 kilometers per hour. It is his hobby. And that's why he is in our list of knowledge at risk, also marked with number five. So finally, we've got a list and we put on the scale one to five the high of risk. We have to prepare some action plans, what to do afterwards. So it is again, it is the list I have mentioned before. Now it is in a SharePoint and everything goes through workflow. It means while your manager is sitting with you during let's say appraisals twice per year, he can evaluate your knowledge at risk continuously all year round. He can set priorities regarding the risk of loss and it workflow flows through knowledge manager to SharePoint. I showed you during my first presentation that you can by full text find the proper people you need to talk with. The process model is simple and you know it already. In the beginning, you have to identify who and what. Then you have to realize which knowledge management tool you will use for capturing and preservation of the knowledge. I'm sorry, but we don't have time to talk in detail regarding those tools because the briefing deserves maybe one separate presentation. It's a long process which requires preparation and people around and quite some money of course. And we use the briefing interviews only for people with a tacit knowledge. You remember the presentation with Horses Trainer in Monday? So you probably will agree with me that in every department or NPP you can find so-called Horses Trainer. The people who just for example enter the turbine room and just by using their sense they know that something is wrong. Just like, you know. So we believe we have tools even to preserve such kind of knowledge and experience. And in the third phase it is of course publication or sharing and using. As I mentioned already we have quite problems with the use of those portals and databases and documents. We have still to motivate the people to go there and to search for the problems. It's because nuclear business in our company they are just working under some standards and descriptions and checklists. They are, you know, it's almost military environment. So if there is something new which doesn't go along with their everyday working procedures you have to communicate and convince that it is really good for them. It's basically the same. The person with golden grains in their head and now more tools. While talking about knowledge management we also use and we don't even realize that we do even in HR processes supporting knowledge management principles. It's training, tutoring, mentoring, succession planning. We heard a lot about succession planning already from my colleagues, exit interviews and of course onboarding process which is missing here unfortunately. Onboarding is also nothing else just knowledge management. And maybe you don't realize that what we are doing here it is also sharing the knowledge and experience not just from lecture to you but also between lectures during the coffee breaks, et cetera. It's all about knowledge exchange. Communities of practice, another topic for another separate presentation. Alumni programs, we never heard about that. It's for our employees, I mean experts already retired and it's quite simple. Time to time we organize the meetings just informal meetings where they talk about their knowledge and drinking beer and you know. Here is just one example according to my point of view very nice example how the knowledge from one hat can be transferred to maybe hundreds. It means that an expert experience which is transferred to let's say experience report one of our knowledge management tools goes to database and our lectures from training and development department they visit the database twice per year. It is obligatory for them and it is in our procedures just as a must. And they just read all those experience reports and they pick up the topics as suitable for extension of their curriculas. So once it comes to their textbooks they can teach hundreds and hundreds employees during our training processes. Priorities, support and motivation. It is very important. Management support as I already said. Capacity, it means not only human resources capacity but you need maybe financial capacities at least during the pilot project. And our objectives is in 2017. I'm sorry there is a mistake. As I said, we thought actually that our knowledge management process works properly and then the outputs are more or less let's say good for improving the performance of our company. And we also have been, we got a recognition from the agency IEA in 2013 as a good practice. But now, and it happens in big companies, if it were, if something is really well working the management decides that you have to redesign it. So now we are under redesign. So the first big thing is that we are not talking about unique knowledge anymore. We're talking about critical knowledge which really changes approach a little bit but not the process as the method. And also we are increasing the team. I mean regarding the number of employees somehow involved in knowledge management process. And of course, and it is very important and quite expensive, we are trying to introduce a new searching machines and new applications like SharePoint for knowledge management purposes. And on Wednesday, I showed you how it looks if you remember. This is my dream slide. Why dream slide? Because it is about knowledge management principles becoming to every day's work of all employees in our company. Our motto of knowledge management is we value employees' knowledge and we know how to treat them. And this is the end of my story. Thank you for your attention.