Mr. Speaker, I want to start where the member of you thought so ended Mr. Speaker, on the attitude to politicians that some technocrats have Mr. Speaker, when Mr. Speaker sometimes you really can't blame them you know. When you listen to a former prime minister, speak in public and tell you he is the one initiated, he is the one initiated the moratorium and the ECCB for households. He comes and he says to the public everybody can hear Mr. Speaker. When Mr. Speaker, you know, so you really have to understand why some of these technocrats not listen to us you know. Because when you have a leader of the opposition come and put on his Facebook page that we borrowed five hundred and five million dollars for this year. When he can a former minister of finance can print that in the public for the whole world to see Facebook has billions of viewers Mr. Speaker. And he have technocrats and saying if this guy can print that you think we can give him our money to control. So Mr. Speaker, sometimes I also get very no view with technocrats. I tell them that. I have said so the same, I have been, we have had some rough discussions on giving me 30 million years dollars. I want me to change the whole world for that. I have had discussions on that. But it is because of the behavior of people like the leader of the opposition, why technocrats behave that way Mr. Speaker. But we have to change that Mr. Speaker. This is the worst global crisis that the world has suffered since the great depression. But the leader of the opposition comes and stands up and gives the impression that St. Lucia is in a little, in a little world. And what you are doing, you are not doing nothing Mr. Speaker. What you are doing Mr. Speaker. Mr. Speaker, all countries, all countries Mr. Speaker, all countries, all countries are suffering from inflation. During Covid Mr. Speaker, there was zero inflation or deflation. That's what the economy managed, zero inflation or deflation Mr. Speaker. Right now the entire world, the entire world is screaming because of inflation. The UK changed two prime ministers in six weeks Mr. Speaker.  The UK changed two prime ministers because of economic management. Two prime ministers because of the management of the economy. One of them was supply side and the other ones and the people said that is not good and the markets crashed because of the reduction in taxation for the rich and famous, the market crashed. Part of the reason why. And the UK government changed Mr. Speaker. Mr. Speaker, the entire world, the great United States, the great United States and Congress. The Republicans are controlling Congress because the people perceive the management of the economy because inflation is at its highest. It has been for decades. The leader comes here and he plays and he pretends Mr. Speaker that he was even on perception Mr. Speaker. Glyptok, absolute nino facts. Glyptok Mr. Speaker flashing mirrors forces the truth Mr. Speaker. We are in a global crisis Mr. Speaker. A crisis. And the leader of the opposition wants to make people believe that the government could do more. He said he told us how to change the supply side issues. You think a man can stand up in the parliament and tell the world that he taught us he tried to help us to improve the supply side issues. So we are making containers in Zanussia. We own ships in Zanussia. He tried to help us on the supply side issues. He tried to tell us what to do to improve the supply side problems in the country Mr. Speaker. Mr. Speaker, what the leader of the opposition does is why he was trying to grow the economy the people were suffering. And that's the difference between him and us Mr. Speaker. Mr. Speaker, look at the first two years of any Labour Party government. And look at the first two years before Covid of the government that leader of the opposition was Prime Minister on. And tell me the difference. I want him to tell me one achievement of his government before Covid. One achievement. Just one hotel I was built. One hotel. One hotel I was built Mr. Speaker. One hotel I was built. I want him to tell me. Let's talk about reduce unemployment. Mr. Speaker, the range hotel was started. Mr. Speaker, you see now Mr. Speaker in the sun. I promised myself never to respond to him. But he said I won't apologize to my colleagues and the public for getting up to reminding them that I beat him. But I promised not and I won't do it again. I'll never do it again. Because you know that kind of business leader, the leader of the opposition will stop Sanders hotel. Last week in the courts, Sanders was the landings. The court ruled on that situation. I did that. I won the court now. Who told us? Who should tell us to stop? Who should tell us to stop? And Sanders built it now. And they built it now. And they built it now. How many rooms you built? How many rooms you built? Where? You built them didn't you? You built them didn't you? You built them didn't you? You built them didn't you? Mr. Speaker, you know that kind of delusion that caused him to lose election. And that's why in the night election he fell down. Because that kind of delusion because he was saying to people that he won something seats. He went to a car meeting and as usual he denigrated me. As usual same thing he is trying to do here. And he told his colleagues. So somebody told him you have a little issue in the election. That's what he does. And he continues to do it. Diluding himself with a fear of his surrogate that he is not what he is. And Mr. Speaker. All the information. He speaks about population Mr. Speaker. Mr. Speaker in 2019. The labor force was 100,976 people. In 2020 the labor force was 95,090 people. So there were less people. So on a point must go down. Like a less people working. Mr. Speaker you know this use and abuse of statistics. Playing that you smart. Next thing next pose. We have not given people the dollar fifty. We promise on petrol tax Mr. Speaker. Mr. Speaker how could we reduce petrol tax. When we were making no money on petrol. How could we reduce what? It was being subsidized already. So reduce what? How could we reduce the petrol tax. When the people were collecting the petrol tax. How can we reduce it? But I am going to tell you that if the trajectory of petrol prices remain the same. And we are reasonably sure that in the future it will not increase. We will keep our promise to the farmers. That is the government we operate. Mr. Speaker let me remind the leader of the opposition Mr. Speaker. Because you know he says come there is accent. And talks these kind of things. He talks about tourism arrivals. We had an arrangement for a PPP agreement. Where the government would have no absolutely no liability. Or we do not have to come to parliament for any guarantee. He crashed the agreement. Because he said he was collecting money on tourism arrivals. And he comes there and boasts and then laments tourism arrivals. When you put the country in debt. Because you said that tourism arrivals will pay the debt. You put the country in debt. Because you said that tourism you didn't have the foresight. To know that if there was an unforeseen situation. That if there was a COVID. Nobody knew COVID will come. But there could have been a hurricane. You put the country in debt. You put the country in debt. Right now we may have a debt. Of at least 250 million US dollars. At least. And I am going to make a statement again. On the airport. I have kept very quiet. To come in this eye. Mr. Speaker. But the time will come. I am going to make two statements. Two disclosures. St. Jude and Hewanora. Take your time. Thank you minister. St. Jude and Hewanora. Because this bluff. About 70% complete. About St. Jude hospital. State of the art. The truth of St. Jude. The truth of St. Jude. The same Mr. Speaker. I waited. I waited. I have patience. I was elected in the parliament in 1997. I waited. Until 2020. I want to become prime minister. I went once. I lost. And I won again. And I understood. To lead. You must follow. So this is why when I was in the government. I worked hand in hand with Kenny Antony. Who was prime minister. That is the difference. That is the difference Mr. Speaker. That is the difference Mr. Speaker. So let's get back. To Hewanora. And to Mr. Speaker. Let's go there a little bit. Let's go a little bit there. This leader of the opposition. Authorize a contract. With a contractor to build a building. And he had absolutely no end. No end figure. Absolutely no end figure. No idea how much it will cost. Where the building election come in. Let me fool them. That's what you know. That is economic management. That is economic management. That is economic management. That is economic management. That is economic management. That is the economic guru. Started. An airport. Change the plans. 3000 pares. When the plan said. 716 pares. Speaking about a thing about. Home porting. Home porting. That was at its best. At its best. Hope. At its best Mr. Speaker. Then. Compound it. And say that you had a plan. To build a cruise terminal in view fort.  And view fort north Mr. Speaker. Mr. Speaker. Let me tell you the difference. Between GPH. And carnival. The leader of the opposition went to Miami. In a big story. And had a big scene. All kinds of things. All kinds of things. All kinds of things. All kinds of things. All kinds of things. All kinds of things. He went to do that with the speaker. Then. He said at that sign in. Oh we are very happy. To have carnival. Bill of students solution. Absolutely nothing after that. Nothing. Nothing after that. GPH. The people came here. Went to the official residence. And the prime minister. Signed. The MOU. And immediately after that. There is a concessionary agreement. Which we are going to discuss. Before. When we signed the MOU. Thrasper was involved. The Ministry of Finance was involved. All the relevant people. In the tourism industry. Were involved. Before we signed the MOU. And now. The concessionary agreement. Is in the public. The Ministry of Finance. Thrasper has it. Everybody has it. We are going to discuss it. And maybe discuss it. We are going to be into the public. But what does the leader put on his Facebook page. We sell the pot. We sell the pot. Mr. Speaker. I said here. I said here. And I said to my Mr. Speaker. The leader says that we do nothing. We have done nothing for people. Page 64 of the budget address that I read. And the next budget address. We are going to be comparing achievements. And reality. Subsidizing cooking gas. Our subsidy for cooking gas. Is the highest ever. In his time. The subsidy for cooking gas. Used to be at the highest. Ten dollars. Now the subsidy for cooking gas. Is between 18 and 20 dollars. That time it reached 25 minutes ago. What have we done. To relieve people. Increase annual personal tax allowance. Four. Some other please. Increase annual personal tax allowance. From 18,000 to 25,000. 10,000 more. 25,000 to 10,000 Mr. Speaker. You know what that means? That means. That from January. More than 10,000 people in the country. Will pay less tax. Cautioning consumers. From the full impact. Of rising full prices. You know what I did. We removed the 6.5% Service charge. On commodities. That must be bought. We subsidized flour and sugar. You never had to subsidize. Flour and sugar. Never. Never. We subsidized up to the bank of flour. Should cost. A hundred and something dollars. We subsidized it. By between 50. And 60 dollars. Every bag of flour. Mr. Speaker. Mr. Speaker. What have we done. The impact. We've waived interest and parity charges. On personal and company tax. For everybody. And we've written off all company tax view. Before the year 2000. That's what we've done. That's what we've done to grow the economy. What have we done. To grow the economy Mr. Speaker. In a little while. We've gone to borrow directly 10 million dollars. To grant and soft loans. For micro and small business. We've done to grow the economy. We've created the community tourism. Project. Where. Very soon next month. We are going to. We are going to be given grants. And loans. For people. To get involved in indigenous tourism ventures. Continuing. The nature heritage tourism project. That I started when I was a minister of tourism. What have we done for people. What have we done. We've funded. Created the creative industries. To give people a sense of pride in the country. A sense of being sent. Lucian Mr. Speaker. How have we funded it. We've done emancipation. The activities. The first time a government has got involved. In emancipation. Because we're not afraid of our history. Our patchy money is not our credit card. Our patchy money is our history. And colonialism. Has no conscience. That's what we do. That's the difference Mr. Speaker. That's the difference Mr. Speaker. That's the difference Mr. Speaker. That's what we've done. What have we done Mr. Speaker. We've waived import duty. Of ten thousand dollars. For public servants. To give them a little ease Mr. Speaker. What have we done Mr. Speaker. We have provided. A dollar one of payment. To pensionise. And in conjunction with the NIC. We've raised all its pensions. About four percent in the first instance. That's what we've done. What have we done Mr. Speaker. What have we done. We've paid the civil servants. Their increase. And we're going to pay them their back pay. In December. That's what we've done. What have we done Mr. Speaker. Mr. Speaker. The price of rice and flour. Flour has increased. By over thirty percent. Wide sugar. By over seventy five percent. Rise over fifteen percent. But because we've subsidised it. We've kept the prices. And for the rich and the popular solution. So what have we done Mr. Speaker. What have we done. Mr. Speaker. I want the public. To compare. My first eighteen months. As Prime Minister. With his first eighteen months. I never want to go into the business of comparison. But if you open the door. I'll go in. Compare. My eighteen months. Compare the promises. Of my first budget. With your first budget. And what you did in your 18 months. Mr. Speaker. Let's talk about growing economy. Growing economy Mr. Speaker. You. Came into government. And you found it grossily highway. And every day I feel sorry. For my colleague from grossily. Because people complain. To get from castries. To grossily. It's about. Forty minutes. Fifty minutes Mr. Speaker. Because you. And your friend. To go ahead. With a loan. That was negotiated. For the castries grossily highway. Because you could not have your way. With the contractors. And you know what you did. You spent twenty one million dollars. On less than half a mile of road. Instead of spending the money. To continue the highway. That's what you did. But the story of that. Has not been said. Mr. Speaker. And you speak about. Progress. And being an economic manager. And doing this and doing that Mr. Speaker. Mr. Speaker. This lead of the opposition. In the government. That he. Said that he will run so well. Did not attract one investment before covid. In fact. He found the range hotel. We come here. In the fear. In the range hotel arrangement. In the fear. Because he is smart and bright. In the fear Mr. Speaker. And we lost the range hotel. And we had to pay back range. For the hotel. And the range hotel. Went to Dominica. They built a hotel there. And they built another one soon. And wine and tea there. Where is the one institution. Had come in this honourable house. And speak about. The loan. And make. Some sort of suggestions. How it can be improved. That he can help himself. Feeling under pressure in his party. So he can help himself. So when he comes. And he tries to ridicule. Ridicule me. We had our convention. Peaceful and well. And the delegates. 250 to 0. Mr. Speaker. Let us go further. In the leader of the opposition. Talking about managing economy. Mr. Speaker. The leader of the opposition. Speaks about flooding. In quarry. And flooding in Bexon. Mr. Speaker do you know. Do you know Mr. Speaker. That when he came into government. A study. Finance by the CDB. Where some Canadian. Engineers. Had a complete plan. For the Bexon. Mitigation. And for the Bexon adaptation to flooding.  We invited. The parliamentary rep. At the time. To come. We invited. The parliamentary rep. At the time. To come to a meeting. To discuss with the consultants. The plan to avoid. To avoid. I didn't say stop. Look at me wrong. I never said that we would stop it. I said to try to avoid it. To avoid the flooding in Bexon. There was an entire plan. The parliamentary rep. Came to the meeting. The questions that he wanted to ask. We lost the election. And we never blamed solutions. For whatness out. We never blamed solutions. We accepted the will of the people. They forced us out. We accepted the will. You know when he came into government. They scrapped that entire plan. And they said. The solution to the problem is disildened. They scrapped the entire plan. They didn't even look at it. And they said. They talked about managing a government. Managing an economy. The answer to disildened. They spent millions of dollars in disildened Bexon. Where I go say who owned the chapters. I don't know who disildened. Mr. Speaker. That is the disildened history. Of the leader of the opposition government. That's his history. That's his history in disildened. I want him to tell the public. Whether he didn't find a complete plan. To help the flooding in Bexon. Hoping to alleviate it. And you know what they did. They went to full people. They tried to put a health center in a flood plain. Mr. Speaker. That is the reality. And you know Mr. Speaker. He hasn't learned. You know he still threatens journalists. He still threatens journalists. He still threatens journalists. He still threatens journalists. He still calls journalists on the phone. He still calls journalists on the phone. And threatens them. He still does that. He still calls journalists on the telephone. And threatens them. Tell them the girls are off. And now it's time. He still does it. And you want to tell me. The people of St. Lucia haven't understood that. After you threatened so many journalists. You tell them you are ashamed of them. You tell them they are all kind of things. You lost election. You still threatened them. And say that's not true. It's true you threatened them. Of course you threatened the journalists. And if you see and when you see the time to come. I'll pay the tape. Of course he threatened the journalists. He threatened them. Because he said. Let me tell you something. This little devil is something else. He wrote the police. Saying to the police. That he is having a thousand people in a match. He wrote the letter. If I don't have it here. I'll come and get the Mrs. Speaker. I'll make it up. He wrote the police. Telling them to give him permission. For a thousand people in a match. That's what he did. When he did not get a thousand people. Homilgill Francis. Homilgill Francis father was a police like me. Homilgill Francis father was a police like me. I'll get a letter. Homilgill said to the press. That he was not happy with the crowd. He got so annoyed. He don't know what it is. What is his name? What is his name? Homilgill Francis. He got so annoyed. He threatened the journalists. Saying to the journalists. You are not printing. You are not printing what I say. When you talk about a match. So many things. You never talk about my press release. We talk about this and the girls are off. The girls are off. And he went further. And he tried to get journalists fired. By calling the journalists boss. That's what you do. No journalists. There's not one journalist in this country. Can say Phillip J.P. ever threatened them. They write whatever they want about me. Talk to us. Say whatever they want about me. I respect their right to disagree. And I respect the freedom of expression. Mr. Speaker. This leader of the opposition. Who comes and talks about borrowing. Mr. Speaker. In 26 years of the election. The minister of finance. The former minister of finance sat here. And he said. That we are going to support borrowing. On free. On the free conditions. One. If the debt. If the debt. If the debt. Was in code. Before. Like if we spoke about a project. And I had borrowed for it. Two. If it was to help people. And three. That's what we said. When we came into opposition. We never questioned the government's right to borrow. What we questioned is what they were borrowing for. That's what we questioned. You cannot tell me. You can't tell me. You borrowed 32 million dollars. To pay like a bee. 32 million dollars. And what is the result of that. You improve. You put tooth. And I have never gone into that argument. Because I like my arguments to be solid. Based in the science. What you did. Is you put tooth on three grounds. Sufre. Miko. 32 million dollars. To improve playing fields. 32 million dollars. What did you do? You borrowed for. Payment do. You paid them 30 million US dollars. To tell you what this technocrats can tell you. All the time. But because you don't have the confidence. In our local technocrats. Because you don't have the confidence. In our local expertise. You listen about the come. From abroad to tell you. 13 million dollars. To tell you what our technocrats say all the time. 30 million dollars US dollars. That's what you borrowed for. You know what you borrowed from Mr. Smeagol. And he's speaking about borrowing. And you know today. The minister. Of housing is correct. And we're not going to go into the. We're not going to go into what they call the anatomy of borrowing now. We're not going to go into it. Because Mr. Smeagol. And I hope the minister. The member for sure. He listens to what I say. And I don't want him to go on that track. Because up to now. He still has a level of believability. He still has a level of believability. So if he goes on that track. He will lose all that believability. He still has a level of believability. So if he goes on that track. He will lose all that believability. Because I tell you something. You know. Anything. Anything. That the leader of the opposition says. In there. There's something that's not true. He just cannot help himself. Why in the good name. You could put on a Facebook page. That the government borrowed. 109 million dollars in October. October was last month. Anybody. Can tell you. How he didn't borrow money in October. But you printed. For the first book. You want to listen to. And you want to argue that. And try to attack me. You want to argue that. That. Mr. Speaker. The guy is hungry. Mr. Speaker. I want to tell you that. We have enough time. We have a lot of time Mr. Speaker. To discuss. We have a lot of time. To discuss borrowing. We have a lot of time Mr. Speaker. We have a lot of time. All the resolutions. That we can the parliament to borrow. We will be able to discuss it. We will be able to discuss what we borrowed for. Why we borrowed Mr. Speaker. And what you promised as far as borrowing is concerned. But today. The borrowing is unique. The borrowing is for people. The borrowing is for people. The borrowing is for people. The single mothers that he attacks. The single mothers that he attacks. The people that he calls medicans. The people that he says gone demonstrating Marsha. These are the people we borrowed for. The people that he said. That I want St. Jude to look like Marsha. Them people in Marsha. Them I great in Marsha. That's what they do. That's the people we borrowed for. And whilst we are doing that. We are creating an environment. Where the businesses can make more money. Both large and small. And helping small businesses to make money. That's the difference between us and them Mrs. Speaker. So Mrs. Speaker. I want to. Before I leave. I want to just say very quickly about Liat. You know Mrs. Speaker. The minister. Member. From Microsoft. Talks about crashing airlines. He was involved in two airlines. He was involved in two airlines. That went on there. Asia-Macon. Asia-Macon went on there. And was in a mountain. Caribbean. E.C. Express went on there too. Asia-Macon. E.C. Express. He was involved in E.C. Express. But right now he knows all the answers to Liat. But he couldn't run E.C. Express. You know Mrs. Speaker. Sometimes when you hear these guys speak. And you hear people say. Oh he's the best. You have to look at the reality. E.C. Express. Was been managed by the leader of the opposition. It crashed. But you know what he blames? He blames. He says oh there are seven unregulatory bodies. But why did E.C. Express crash? Liat. Mrs. Speaker. The leader of the opposition. Has been consistently and consistently. Attacking and denigrating Liat. Because. His idea for Liat. Was. You should have a certain kind of plane. That he alone know about. Talks about compares. Mrs. Speaker listen. He was writing. Listen to these things you know. The leader when compares. Belize. To aircraft with Liat. He knows Liat's fundamental problem Mrs. Speaker. It has all this hop and drop. Hop and drop. High maintenance cost. For this hop and drop. 40 minutes to St. Lucia. 40 minutes to St. Vincent. 30 minutes to Martinique. 1 hour to Antigua. But Belize is a vast country. Belize hasn't got this. Drop and. Drop and like Liat. How you can compare an airline. That service is a vast country like Belize. With. A little hop and airline that. Deals with. 40 minutes to St. Lucia. That's the difference. High maintenance cost Mrs. Speaker. But you know why. The leader of the opposition. Does not like anything West Indian. He refuses to pay. The University of the West Indies. We owe the University of the West Indies. 20 million dollars plus. And claiming Mrs. Speaker. He believes that the community college. The community college. The community college. At the moment is a waste of time. And he's on record saying that. All what I say I can prove it. All what I say I can prove it. All what I say I can prove it Mrs. Speaker. So what I'm doing there is not the personal attack. The personal attack. When they attack me. My attacks are based on very far but. But. I want any of the surrogates. To say anything I said that is not true. Anything I said is not true. Mrs. Speaker. The deficit. The deficit under us. On the left party. On the Kenyans and Mrs. Speaker. 2.8 percent. 2014-15. 2.4 percent. 2016. When it took the government in 2016. The deficit was 1.3 percent. 1.3 percent. The deficit Mrs. Speaker. That's what he inherited. And what did he bring it. Wasteful expenditure. Travel. Perjural letter. Mrs. Speaker. I want to. I want to applaud the minister. For his. Sync mindedness. As far as this. His passion Mrs. Speaker. Sometimes we need to. Speak to him. He needs to get some counseling. When it comes to. Some things that he does Mrs. Speaker. But I want to congratulate him. I want to say I'm very happy. For. I'm very happy for the workers of majestic industries. And you know. It's not a promise again. It's not a promise it's a reality. He'll get the money. We didn't sell any building to get the money. And the reality is. What the leader of the budget Mrs. Speaker.  But this thing is so. This thing it hooks me Mrs. Speaker. It hooks me because you know. When I had these lies. Sorry. When I had these on troops Mrs. Speaker. I have to because Mrs. Speaker. The records I have the records. The records are available Mrs. Speaker. Let me give you a letter. We want to make it a. A documented house Mrs. Speaker. Mrs. Speaker. July 16th 2020. Now you know what's famous today you remember right. Compensation for workers employed. With majestic industries. Further to a meeting. I read it I read it. I read it. I read it. I read it. I read it. I read it. I read it. I read it. I read it. I read it. I read it. I read it. I read it. I read it. I read it. I read it. the on the side and yourself and Minister Geijose. A general meeting for the former employees of majestic industries was held on Thursday, July 16, 2020 at the National Workers Union at Unity House and to see over 100 former employees attended that meeting. The leadership of the NW gave a detailed explanation on the discussions at our previous meeting. As a result, the workers present voted in favour of the following. The land at Vilbutel belonging to the company should be sold. Proceeds from the sale should be used to compensate the workers. 150 of the former employees are prepared to accept $10,000 each as an excursion payment in lay-off servants, notice ben vacation entitlements to be enclosure to this matter. We do hope that you will be willing to give us an opportunity to meet with you to find a final settlement on this long-outstanding matter. That was the letter that was written Mrs. Mida. When we came into government, I met the same union and I said these people have suffered enough. So we are not waiting for no building to sell. We are not waiting for anything of this nature. We are going to pay the workers according to a list that you prepared. We are going to form a special purpose vehicle. Put the bonds in there and the union graciously and I send them for that. They graciously accepted the bonds. We are going to put the bonds in a special purpose vehicle and you will handle it and pay the workers because we have customers. And Mrs. Mida, that was endorsed by cabinet tomorrow yesterday. Same for the lay-off workers. That is the truth Mrs. Mida and we are Mrs. Mida. I thank you.


In this video, let's talk about the difference between should, must, and have to. This is a lesson that's been requested by many students, and I know this is a confusing topic, so I'm happy to make this very clear for you. Of course, my name is Jennifer from jforisenglish.com and this channel is dedicated to helping you sound like a fluent, confident, natural English Now, before we go any further, make sure you subscribe and hit that bell icon so you're notified every time I post a new lesson. Now, let's dive in with this video. Let's talk about the difference between should, must, and have to. Now, all three of these are modal verbs, and we use them to talk about obligation or to give advice. First, let's talk about should. We use should to give advice, our opinion, or a recommendation. So keep in mind, should is not an obligation. So let's think of a scenario where you could give advice, an opinion, or a recommendation. Let's say your friend calls you and says, I feel overwhelmed at work. So your friend's in a negative situation, and you want to give some advice, an opinion, or recommendation, you can use should. You can reply back and say, you should talk to your boss. Now, let's take a look at the structure. We need should and a base verb. The base verb is simply the infinitive without to. You should talk. You should talk to your boss. I could use a negative and I could say, you shouldn't, you shouldn't take on any more work. Or maybe I could give her some advice or my recommendation, my opinion, and say, you should ask a colleague for help. Now it's your turn to practice this structure. Let's say I call you and I say, I have a really bad headache. What's some advice, a recommendation, or an opinion you can share with me using should or shouldn't. And remember you need your base verb. So put your example in the comments now. Now let's talk about must. Must is used for obligation. For example, you must finish the report by five o'clock. I have no option. I must finish the report by five o'clock is an obligation. Now let's take a look at the structure. We use must with a base verb. You must finish, you must finish the report by five o'clock. I might get an email from the government that says you must file your taxes by the end of the month or to apply for a job. They might tell me you must submit your application online. So now it's your turn to practice. I want you to leave an example in the comments using must. And remember it's an obligation and you need a base verb. So leave your example now. Let's move on to have to. Have to is also used for obligation. But generally that obligation is coming from someone else. An outside force. For example, I could say I have to walk my dog. So first let's take a look at the sentence structure. Here we have have and then our infinitive. So keep in mind this one we use have to have to and the base verb. I have to walk my dog. So whether or not I want to walk my dog isn't really the issue here is that as a pet owner I'm obligated to walk my dog. I have to walk my dog or I could say I have to babysit my cousin this weekend. So again the obligation is coming from somewhere else. So maybe my aunt is requiring that I do this or another family member. I have to babysit my cousin this weekend. Remember two babysit are infinitive or I could say I have to buy a new car. Now the obligation is my current car doesn't work anymore. So I have to buy a new car. It's not my choice. I don't want to but I have to because my current car doesn't work. So now it's your turn to practice. Let us know in the comments something you have to do this week. Have to do. Remember to use the infinitive. So to summarize should is used with advice opinion or recommendation must and have to are used with obligations. You might be wondering what's the difference. Well generally I see must being used by the government or official bodies official bodies that give us rules and regulations and I see it on online forms as well. That's when I see must the most. Now with have to I see that as an outside pressure. So that would be the difference between those two. And remember should and must plus base verb but have to verb have and the infinitive. So now you know how to use should must and have to. If you found this video helpful please hit the like button share it with your friends and of course subscribe. Now before you go make sure you head on over to my website jforestenglish.com and download your free speaking guide. In this guide I share six tips on how to speak English fluently and confidently. And until next time happy studying. Now I don't have to make these videos for you. There's no obligation. I want to. I love making these videos for you. So just keep in mind we use them with obligation. So I can't wait to read your examples in the comments. Make sure you leave them and I'll see you in my next video. Bye.


We have to really bear in mind that it's not a static world we have been looking at over these 30 years. The world has also changed. China has emerged, for example, as being a dominant power in the world, which it wasn't at the time why there was being founded. And because of China's progress, judged in terms of people's proportion of population below some specified poverty line in China, that has declined. There have been also regression, even in that respect in parts of Africa and parts of Latin America. There have also been an understanding that even just the increase in GDP and reduction in the number of people below the poverty line does not eliminate the kind of deprivation, the kind of hardship that motivated people to work on better economics and a better society. The problem of development and the deprivation of human lives remains a central issue, even when they have become a much bigger understanding, much deserved understanding of the whole climate, of the environment in it. So the centrality of human life is very important in that. I think to some extent the group Wundland in the Wundland Commission before already made a major step forward in trying to understand the environmental challenge, not as limiting economic growth, but making growth sustainable. Sustainable in terms of human quality of life. I would say not just the standard of living of human being, but everything that human being value. Some of the debates on climate, including global warming being the only concern, has tended to downplay other dangers. For example, World Bank in a famous statement declared nuclear energy as one of the clean energies. Now you have to say that in Fukushima. So in a world of one priority, global warming to be reduced, you've missed out a lot of things. You have to take again a wider view. The need to address the issue of measurability has become much stronger today. I think people don't understand what measurability is. Measurability is basically ranking. It begins by saying A is better than B than C. So when somebody says a life without culture and neglecting cultural features make the society impoverished, you already are measuring something, you're ranking. It's a question of what type of measurability we are seeking. Aristotle put it more than 2000 years ago. To every subject you have to seek that degree of exactness which the content of the subject matter allows.


ime when everyone's like, this guy's a huge D-bag. Sure, sure.   If you're a 17 year old kid and 500 foot home runs in a major stadium, I would also- Also, he's like Mormon, right? I think he's like doing- He's like super clean, super straight edge. And so of course, like his thing is going to be, his obsession is baseball. It's not like he has any vices. He doesn't drink. He doesn't do drugs. His obsession is baseball.  My brother, he's facing, it's lefty, lefty, obviously. And Bryce steps in the box and my brother feels like a pretty good first pitch fastball for a striker. And I think second pinch, he throws another fastball for a striker. Bryce is taking it. And so my brother has him down O2. This is whatever. And my brother says, and I do a pretty good impression over there. Oh yeah, I threw a mic. The best changer I've ever thrown anybody. O2, low and away. Was it changed up a bit? It was okay, but he's just like, it's the best I ever had, best I ever will for a type situation. And he spoke to the left center for a 10-up dribble. Because that was the main thing was like, obviously he was being strong and he had a great arm. Going into it- He was so fast. But even at that high school level, going into it, did everyone just know who Bryce Harbour was? Yeah. Which you're on in that circuit? Yes. And that's crazy. That says, Bryce Harbour's as can't miss as it got, I think. He, I mean, there has not been a super prospect like him. People will trouble me, get a thing. I think obviously people want him, Jason Demingas to be like Bryce, but I mean, he really is kind of like LeBron. I mean, chosen one at a very early age on high schools. That's right. There was the SI story that compared him to LeBron. SI, you know. How's the magazine covers that home run derby?  Like he, it's not like he didn't even wanna play. He already knew that it was just a waste of time playing senior year high school baseball. He was like, I'm gonna get my GED. I'm gonna reclassify, make myself eligible year earlier. And then just, just cause he knows, yeah.  He's just wasting his time. Which means like, I just feel like, I feel like he just, it's like one of those, I don't think he has like friends. Like he just plays baseball. I think he has friends with like, he's friends with the Vegas. With baseball people. The Vegas baseball people. He's friends with Chris Bryan, Joe Gallo, Bryce and Stott. And like, I think now he's like a pretty respected teammate, but you know, every one of their mother would come out on podcast now and say, oh yeah, I played with Bryce for like a week in Harrisburg.  Like, okay, well he's an 18 year old kid. I mean, yeah. When you're like God's gift. It's a million dollars. He's like God's gift or something. You know, what do you mean? I remember he had that crappy mustache. He had to walk off home run and he blows a kiss at the picture on the way to home plate. Yeah, he's the, he's the best. Let's check out this 2010 draft. Look at how good this is. It's a deep one. It's a good one. How much, how much do you think 2010 Bowman baseball and draft costs? A lot. A lot, right? Bryce Harper, Tyon, Manny Machado. Chris Ailey, Yasmine. Matt Harvey for a while. Yasmine Grinacris. Yeah, that's. Mike Fulton, that dude's not a good guy, but he was so good. Yelly. That's right. Yellages in this class. It's like 2019. Harper and Yelly, Bowman first chase. Cinder guards in this class. It is Sanchez. It's kind of wild. Casayanos. Bruton and Castellanos. I don't like blue jacks and that kind of looks good. Who else, I'm trying to see. Hey, new Dodger, Dylan Covey. Remember, I think when, who was, when Dustin May. I thought Dylan had to shoot. When Dustin May went out, Dylan Covey came in and pitched like four innings. That makes me very sad too. It's because I said he was the real deal. You think you jinxed him? Yeah, Chad. Oh, sorry, Chad, I missed that. Yeah, Chad, you can strike out just as well as those A's hitters. Call them up. See if there's an open tryout. Chad, drive down to Oakland. Or maybe if they're in Seattle. Just try, just, just park in the players' parking lot in the visitor player parking lot or wherever that entrance is. And just, just bring a huge baseball bag or something like that. Wear some shades. You know, put on your best strut and just walk through. A bit security, security might wave you through. They might think you're just like some random A's player. Suit up. Get a uniform, get the clubhouse guy to put Daw on the back of your, back of a blank jersey. Get you a number 99 or something like that. Get a number 78, something random and jog out there. See what happens. Start warming up. They should have open tryouts. They should have something like invincible type things. Chris, if there's an open tryout for the open A, should we, should we go? While we, you, Jonah, and Michael Jassy, they're very tall. They're like, it's on the ramp. They're tall. They're like, do you want me to somewhere? They're like, do you want me to somewhere? They're like, do you want me to somewhere? For one, for one year. For all of you, so we are. We are, we are all tall. Yeah. 26. How many, think of, think of the best, often to line the NFL, now these are to be, as a right bad. How many carries, can I take the carries, up to the middle before I'm better? You make one snap and I'm carried out on the stretcher.  And then, like, bite my ACL down and throw it in the river. Just instant CT just sets in that day. Yeah, I don't think I'm going to get a point off the drill. 6-0, 6-0, 6-0. I think it's going to be like an hour. It's all days together. It's like, live in an hour. I think that match is going to be like 6-0, 6-0, 6-0. Of course, on one in your life, you train, right? That's okay. And he scored on the wrong and it was like, because they were just, yeah. I need to re-watch that. I need to re-watch. I need to re-watch. Oh, I'm not the first to ask this question. Rex brought up something last night. He was like, so what are some movies that came out that maybe 20 or 30 years ago hit the region? Are you going to re-watch that? All right, gang, we're down to the last hour of the broadcast. Looks like we fell short on that break credit promo. But what can we do tonight? We should do this. We should knock this out. I still have those on my table right here. I think this is a nice, fun, easy little break that we can do. It's fairly soon. There's only seven left. Bowman University, let's get that done. Maybe even get another one knocked out. So, we're doing some more games. We still have this. You know, we're not from France or, you know, We're stuck at a burger stand. You know, like, the Moses time plus, we're a protection company. We're just an actual good basketball. It's like, we're not just an actual group of bulls. We need both of those guys really who? Wesley, couldn't shoot John. We can do the same thing. He was definitely happy.  Yes, I think what actually comes to this is actors doing action with, I guess, the perfect stunts in a sports movie, like, it's dead. It's very cruel with them. It's just... Like, you know, uh, Costner actually plays baseball and Costner can actually... Yeah. Can actually get it. Is that the third time you've seen it? Right. Okay, right? Oh! How did the whole swing count? That one's pretty impressive. Yes. Well, that was pretty impressive. Slip, slip down like this. Slip down like this. It's funny. It's entertaining. Those three are actual good talent actors. Those are interesting. This one actually... You got all sorts of sporting equipment here. But I'm gonna learn how to do, like, the crazy pitches. Do I not have a woofle ball here? I had a woofle ball here. That bat I originally bought, because it came with a woofle ball. Got it. That's when I thought we were gonna get a hoop. I have a soccer ball on here, too. I know that one. The American football is in my car. Of course, of course. You never know. You know, you might be at the beach and you want to just swing the football around with the girls. So quick. Yes. The body is not supposed to be. Yes. You know what I think our challenge is? It's not over here. It's a really ridiculous match. The story is about the end of the world. And it's going to take a pretty short while. Thank you. The curses are not going to end. Obviously.  It's going to be, you know... It's a pretty good race every year for six more years. It's going to be a chocolate dinner. It's just a pretty good show. And he has to pack his curtain. Sometimes. But... It's going to be a wrong one. It's going to be a story-tongue job. Because he's been doing this for so long. It's a lot of trouble. So... It's a wrong basketball. Because I thought it was so hard to help. Because they started doing this. It's a lot of money. Like... They're also trying to follow Koji, right? Who is like a genetic tree. And it's just like... I put up a thousand jump shots today. You've all come on. It's a lot of money. It's a lot of money. It's a lot of money. It's light enough where... It can... It can not hold. Because it's light enough. And enough air can go through it. Oh yeah. Let's save the hour. Let's save the hour. No takers on this? Is there anyone here? Is there anyone actually watching? Maybe I can just sign off. No one will notice. Mic check. Can we do a mic check? Do we have anyone out there? Stream live? Stream working? Stream seems to be up. It says nine people are watching. But that might be... Could be some people who fell asleep with the laptop open. Well, I think our best bet. We'll give it another... Probably give it to like the 45 minute mark. If there's really nothing happening there, we'll... We'll sign off a little bit on the earlier side. But I really think we could... We could knock out another one of those Bowman University break. It's only 40 bucks a spot. It's only 19 spots. Seven left. And we got a chance to chase Bryce Young's, Victor Wimbanyama's, Caitlin Clark's, Anthony Richardson, CJ Stroud's, Caleb Williams's, and a lot more. Link is in the chat if you want to go for it. Pretty easy break. And it's like a 10 minute break. It doesn't take very long either. So it won't gobble up too much over your evening. I know it's getting a little late for East Coasters. West Coasters, not that late. You could probably get one knocked out before all is said and done. But like I said, we could probably slot that break in right at the bottom of the outer, too. Probably take about five, ten minutes to get seven spots going. So be the person that gets the next round of momentum going, which I would appreciate. Last order I got was 40 minutes ago. So maybe the writing's on the wall, but we'll give it a little time before we call it. Thanks, everyone. So last call for Break-A-Hall. Again, I think that Bowman University is probably our best bet, probably the easiest one to fill and break. It's a pretty popular one. We haven't seen Victor Wembanyama yet. Last few boxes that we have for now, too. I don't think so. Roll out of the store. No more cases in the back, so. For now. Last chance for the exception. Wembanyamas. How about that Blockfeller over the weekend? Yeah, that was pretty awesome. Wake block? Maybe later. He's not... I've heard of college kids. Yeah, these are college kids. You ever hear of Roseanne from Stanford? She is like, she is just crushing college golf. I think she should start smoking people on the LPG field. Nellie Kord doesn't feel like she wants to start dominating golf again. She might not. I don't know. She might not. She had that blood clot scare last year. I think that kind of derailed her career a little bit. But yeah, that Michael Block story. We hear you. This is out to the right. Oh, nice. It's a huge mistake. It's such a fair ability to pitch a shoe. Yeah, they're 18. We try. Yeah, they're 18. You're very important to them. And they'll be the home. One of them are 15. They're the number one team last year. They're the natural championship. He is like, he's not. He's not.  He's not. He's not. He's not. He's not. He's not. He's not. He's not a bad player. That's a good thing to say. He's not the player. He's not. He's not. He's not. He's not. He's not. Yeah, yeah. Yeah. Well, you're welcome. I'm like a huge dad to me delivered. I don't mean to be wrong. Really? Does she know now that she has a one-shot? I think she waits for the third wave of her in a place she's supposed to be. Like an avalanche in your bed. Just to try out. I'm not too late. I'm too early. Why don't you go to the doorstep and say it's hot behind the saloon? There's like a whole heart coming. I'll get that. I'll get that. I'll get that. I'll get that. It's in the water. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too. That's in the water too.


Did you know there's an Israeli propaganda trip happening right now? Welcome back to Boycott Birthright and Other Free Trips to Israel, our series where we've been following the birthright trip happening right now and exposing the propaganda behind each day. Let's get into today's itinerary from the Taglet Birthright website. As you can see here, today, birthright goers are visiting Al-Quds, and specifically Al-Haram Al-Sharif, otherwise known as Temple Mount. And we have a lot to say about this one. Let's start with Al-Quds in general. Did you know that Palestinians living in the West Bank and Gaza, and even those who don't live in Palestine at all but hold the Palestinian citizenship, are not allowed to freely travel to Jerusalem without a permit? Although a lot of these permits are denied, let's say a Palestinian does get approved. They still have to cross checkpoints in order to get to Jerusalem, where they'll be subject to search or being turned away. Sometimes these checkpoints are only open for hours a day or just closed entirely.


Family dog grabs baby by its diaper, then mom sees the surprising reason why. After a young mother saw her 17-month-old little child being conveyed up and hurled by her puppy, she was monstrously stunned. Yet, upon a nearer examination, she discovered a considerably all the more astounding revelation, and that the pooch was not to fault by any means. Catherine's fallistic had not in a million years expected her newly adopted Doberman to act in such an abusive manner. She had full confidence that her child and her dog could play together in harmony. But what would transpire would completely blow her mind? But why? After adopting him, she never even suspected that the dog would ever be so violent. She only had a slight concern about the newly adopted Doberman because he was a rescue puppy. As we all know, sometimes rescue dogs have traumatic pasts that can lead to troublesome behaviors. Still, she decided to adopt the new furry friend in the hopes that he would join the family smoothly. She never guessed this would happen instead. It can be applied to dogs who are considered, in some cases, to be particularly dangerous.  But then there are specific breeds of canines such as Dobermans or Pitbulls who, from past experiences, can be a genuine threat to human safety. The chances of these types of dogs acting appropriately around owners are slimmer than most. The Svilsics decided unanimously to get a new addition. It was not so long after Catherine had given birth to her baby Charlotte, and she wanted her new tot to grow up with a companion by their side, a partner in crime who the baby could have fond experiences with. When the time came though, they believed that the best port of call would be to get a dog that most people would not want. Catherine got in touch with the closest dog shelter after deciding to adopt, to see if any dogs caught her eye. She ultimately went with one of the Doberman pinchers, choosing the largest of the group. Upon adopting the hound, she named the dog Con. She had been informed that Con had gone through a lot already in his life. She knew there would be a risk, but Catherine had no problem bringing Con home, and having him share a home with Charlotte, who is now 17 months old. Not even the most seasoned of dog owners can guarantee that Doberman will be perfectly well behaved, especially after suffering from abuse from previous owners. The amazing thing is that Con was scheduled to be euthanized just a week before Catherine adopted him, he just survived after a twist of fate. And on one fateful day, things turned ugly. After just four days when he was adopted, Con was playing with little Charlotte in the Svilsik's garden. So far, there was nothing for the family to worry about as far as their new addition was concerned. Naturally, Catherine was concerned as to how the pair would cooperate early on. As the toddler and the hound were peacefully running and playing around, an intense incident occurred, stunning everyone present. Con flipped, took the child and tossed her across the grass. As a result, Charlotte flew a yard away and slammed her back on the ground. A moment went by when everyone stood still, in absolute shock. Catherine was very much disappointed with Con, who looked angry and fierce after his act of violence. She was perplexed as to what could have triggered Con to act this way. But in her heart, she knew that Charlotte couldn't have done anything to provoke the dog. What made Con's motive even more perplexing is that Catherine witnessed the entire incident from the kitchen. And she was experiencing an absolute nightmare and began to see the wheels turning in Con's mind. When he saw Charlotte, he saw red. For some bizarre reason, he considered the toddler as a threat. Catherine hoped that after pushing her across the grass, that would be the end of it. But unfortunately, Catherine would need to intervene, as it was just the beginning. Tend next, Con was softly pushing the toddler around, trying to provoke her and start a fight. But Charlotte was oblivious to the hounds malice and continued walking around nonchalantly. Then, in a fit of rage, he clamped onto the toddler's diaper with his teeth and started to viciously toss her around the garden. In Catherine's words, he treated her like she was a rag doll. Charlotte was not crying but seemed rather surprised by Con's decision to attack her in a way. Had I not seen it with my very own eyes, I'd never have believed it, said Catherine. She rushed over to attended to her poor baby girl who was naturally bewildered by what had happened. But all of a sudden, Con barked frantically and fell to the ground. The entire family was completely confused as to what was going on. Catherine ran over to check on her baby finding no signs of bruises or pain. However, something was gravely wrong with Con. Con fell to the ground completely lifeless. Catherine had no idea what happened but began to panic. Something told Catherine that Con was actually trying to protect her precious baby who was wearing her toddler girl clothes. Somehow Con's heroic act left him severely injured and Catherine needed to get help immediately. Time was running out. Con needed attention immediately because of his wound that was inflicted on him. After only being with the spillsix for just four days, Con was already on the verge of death, but only after expressing his love for his little friend, Charlotte. There's a lot to say for Con's benevolence, after risking his life to save this little girls who he was still getting to know. His life was hanging in the balance. Con was strong but he succumbed to the poison, a poison that could very well kill any animal big or small. Con was collapsed on the ground and unable to move. He was rapidly losing the ability to breathe. Catherine realized what had happened and knew that she had to move quickly to save her undisputed hero. She was terrified but she knew it was her time to save the adopted dog. Her family all went inside and Catherine picked up Charlotte and handed the disturbed little girl over to one of her family members. Once her entire family was safe, she attended to Con to inspect the damage. What she saw was absolutely heartbreaking, there was her dog, with his tongue hanging out of his mouth, laying motionless. Despite already looking dead, Catherine had faith and wouldn't give up on her boy. Next, Catherine picked up Con and with sheer adrenaline, carried him over to the car. She ignited the car and hurried immediately. But despite being hopeful after she could feel his pulse beating, Catherine had no idea how this was going to go. She wasn't a doctor, so she knew nothing about how long it may take for the poison to fully set in, so she drove as fast as she could to the vet. Catherine sped through the streets to get Con medicated, crying in awe of his bravery. And after he had put his own body on the line for Charlotte, Catherine was now doing the same for him, especially as her emotions were causing her to drive fairly recklessly. It didn't help that she was in a rush to save him. I never knew I was able to drive this well. I guess adrenaline does its thing, she said. Alas, they were on the home stretch and she put her foot down on the gas. After an incredibly dangerous drive, as soon as they arrived at their destination, Catherine slammed the brakes. She rushed frantically out of the poorly parked car, tripping all over the place. She put Con in her arms and ran over to the clinic, screaming for help. The nurses and doctors all came together to look after Con. Reminiscing on carrying her beloved dog, Catherine said, If you asked me to carry his weight right now, I don't think I'd be able to do it. At one point, the protective instinct must have been so infectious that Catherine took on the mantle after Con had displayed it so heroically in their garden. Something took over Con when he saw that mulga ready to pounce on Charlotte. Something so primitive that has been ingrained in all animals for a long time. Catherine felt indebted and wanted Con to pull through. That was the moment that Con became family and he was as important to her as any of her children, so much she even allowed Con to sleep on the couches. Despite knowing that Charlotte was safe and sound, she couldn't rest well until she knew the fate of her dog. As the nurses moved Con into the emergency, a dreaded sense of hopelessness fell over Catherine. After just 30 minutes later, he was sent to the emergency room and the doctor who attended to Con returned to the room to speak with Catherine. What he found would be quite the sight. She was pacing around the waiting room and her body was sweating profusely. She ran up to the doctor, asking many questions and desperate for all the answers. Was Con going to be okay? It was still unclear whether Con would recover or not. We don't know yet, madam. We did what we could, but now his body has to fight the poison, he said. The anti-venom will certainly help, but we don't know to what extent. It's best that you come back tomorrow morning. It wasn't exactly what Catherine wanted to hear, but it could have been much worse. Emotions flickered and as a result, her mind went into overdrive, preventing her from sleeping.  But she felt a great sense of relief and gratitude as well. But still, she lay there, thinking about Con.  The morning had arrived and Catherine rose from her bed at 7.30 am. After receiving little sleep, she attended to her family and took care of some of the morning chores before driving the same route she took the day before. But this time, she drove at less life-threatening speed. She wanted to get there as soon as the clinic was open. Catherine was the first person in the waiting room that day. She had over-prepared herself mentally in anticipation for the fateful answer. Did her hero live on to play another day with Charlotte? Or was the dog going to meet his tragic end? Catherine was extremely worried, so she inquired at the office of the vet who attended to Con to see if they had the results. The time had finally arrived to find out the answer. Before finding out if Con would survive, Catherine found out what almost killed her poor baby and her new dog in the first place. Catherine discovered that there was a dangerous animal that what was living in her backyard. She could not believe that something so poisonous was right under her nose. Without Con, Catherine and her baby could have been in the emergency room instead. The dangerous animal that almost killed Con could have also paralyzed Catherine and Charlotte. Lo and behold, Catherine discovered what almost killed her family. A long brown shape was moving slowly through the grass. The truth became increasingly clear, Con was not trying to attack Charlotte. On the contrary, he was desperately trying to save her life. It turns out that she was close to a mulga, an incredibly venomous snake, and one of Australia's most dangerous creatures. Con saw one of his trusted companions in danger and simply wanted to help. If there's anything that Australia is renowned for, it's the abnormally diverse range of deadly creatures. The mulga is a prime example of just how lethal Australian wildlife can be.  This means that Charlotte wouldn't have stood a chance had she been in full content with the serpent. The venom would have flowed through her bloodstream so much quicker due to her small size. And in a sheer act of fearlessness, Con blocked Charlotte from the mulga's attack. He essentially shielded her from her certain doom, he just didn't know his strength when moving her away from the snake. And even though he took a lethal bite as a result, Con stayed on his guard as he scared the mulga away. In a life that had already been full of mistreatment and injustice, Con was compelled to give back to the first family to truly love him. Even though the brave Doberman was now known as the family hero, it was unclear whether Con would survive. He had risked his life to save a baby that he hardly knew.  Sadly, as a result, Con was subjected to one of the most dangerous venoms in the world. At this point, the poor dog was completely helpless. The Sphalistic family was completely torn apart and didn't know whether to prepare for his homecoming or a funeral. Charlotte's mother, Catherine, knew she could never fully repay Con for the kindness he showed her daughter. She told Daily Mail, he saved her life by risking his own. She continued, from now on, he's Con the Wonder Dog. As Catherine waited to find out the fate of her beloved animal, she felt completely devastated. She did not know what to do with herself. All she wanted was to take Con home so he could be part of her family again. She knew the veterinarians were doing their best to revive Con. They gave him a shot of antivenom in the hopes that Con would be able to return to himself again and survive this terrible trauma. Poor Con had already been through so much in his short life as a rescue dog. Con's new family rescued him from the animal shelter, and now Con decided to return the favor and rescue adorable baby Charlotte. The rescued Doberman was only a part of the Sphalistic family for four days before risking his young life for little Charlotte. Catherine could not wait any longer to find out her new furry family member's fate. Before Con called the Sphilsics his family, he was severely neglected. Catherine told Courier Mail, when Cary Kinder, Doberanling boarding Kennel's owner, rescued him, he was starving, had broken ribs and had been beaten, he was an abused dog. When the family first decided to take Con in, they weren't sure how he would do. Catherine continued, it was borderline on whether or not he should be put down because he was in such a bad way. Now it was fully clear to Catherine why Con had risked his life for her baby girl. Catherine told Courier Mail, he was starving for attention and wanted to be loved because he came from an abused home, so I'm not surprised about what he has done at his new home. But now, Catherine needed to know if she could ever bring Con back home. She got her phone and started to dial the veterinarian. Catherine called the vet to find out more about Con's state of being. After risking his life, all she wanted to do was give him love and affection, she felt forever indebted. When Catherine finally reached the veterinarian, Con's doctor informed Catherine that Con had been very sick all night. The vet continued to explain Con's chances of surviving. She wanted to know if she would ever be able to bring him home. The vet continued to share how Con was doing. According to the vet, Con was slowly getting better. He was still very weak, but there was no longer any risk of total paralysis as a result of the snake's venom. Catherine breathed her first sigh of relief in a long time. The anti-venom did its job. But wait! The vet believed that Con would indeed recover which reassured Catherine of all her worries. According to snake expert on Adelaide, it seems that Con only survived the snake bite because the snake did not manage to inject a lot of venom into Con. If the snake had injected the full amount of venom, Con would probably not have survived. So, where is Con and baby Charlotte today? Now, the whole family could be reunited again. Everyone was ecstatic on Con's return and Catherine now aims to keep her family and Con as safe as ever. He will forever be known in their hearts as a hero. The sweet dog could not wait to rejoin his new family and continue protecting baby Charlotte, who is not so young anymore.


Live from Orlando, Florida, it's theCUBE. Covering Sapphire Now. Headlines sponsored by SAP HANA Cloud, the leader in platform as a service. With support from Consolink, the cloud internet company. Now, here are your hosts, John Furrier and Peter Burris. Okay, welcome back everyone. We are here live in Orlando for day three coverage of SAP Sapphire Now. This is theCUBE's SiliconANGLE's flagship program. We go out to the events and extract the signal of the noise. I'm John Furrier, my co-host, Peter Burris.  Consolink, CapChemini, and EMC. Thanks so much for supporting us. Our next guest is David Ledlow, who's the group vice president of solution management at SAP SuccessFactors. Welcome to theCUBE. Thanks, great to be here. First time on theCUBE, now CUBE alumni. SuccessFactors, not your big show here. You get the big show for you guys in Vegas, Success Connect. That's correct. On the 29th of August, get the plug out there for folks who aren't signed up for interested in HR. But certainly a big part of systems of record. HR has known processes, but now with mobile and this Apple relationship, I think you might see some spawns, all kinds of opportunities around service management, role of the employee, role of the mentor, and the bosses, how people are engaging. What is that dynamic? What is the digital transformation for you guys? So I think with HR systems, you don't have to take a step back and say that with HR solutions, technology, they touch nearly, if not everybody, in the organization in some manner. So HR has to maintain information about employees. And there's been a big push over the past few years to enable employees, enable managers to access that information more closely. However, because of that, HR systems have typically much higher thresholds of usability, engagement and such, for the employees that use them. Like how, give an example. So I'll give you a direct example in that when employees come to work on Monday morning, they typically take a step backwards in the business systems they use over the consumer systems they used over the weekend. So the new threshold for business systems. A threshold for the user experience. Exactly. Okay, yeah, yeah, I agree. Yeah, yeah, yeah. Well, yeah, when was the last time you went to work and actually used systems like the... I can't wait to download that HR app. Well, there's also another dynamic I want to get your thoughts on. And this came out certainly of the last few years, most recently in Silicon Valley, the loss is about discrimination and women in tech about managing employees. Has always been kind of an older model and no one loves to do performance reviews, but yet now there's more data around their social graph and their interest graph. And so you're seeing new data things happening where you actually look at someone's performance outside of the manual process. Absolutely. What are some of this trend and how important this might be? So we're fundamentally looking at the performance management, performance review process.  But the bottom line is it's important for companies to know who their top performers are. So it's, we still want to know who they are. It's just the process to get there that's been kind of broken. So to go back to that concept of engagement, if I can do continuous performance, performance management more continuously, if I can facilitate week to week discussions between managers and employees, have those check-ins, have those tracking of achievements and activities, I can get to the end result much more effectively without that dreaded year-end process that really everybody hates about having to scramble and saying- And they mail in the data too. It's just like they're cutting in basic from the other guy. Exactly, exactly, I've done it myself. I mean, send those frantic mails to everybody and I said, okay, well, what did that person do? So I can put it in the performance review. So that's the kind of idea about engagement and leveraging some technology to do a better outreach, I would say, to employees, make it more continuous. Think of the social network type software and solutions that we see. We go there because we want to. And I think- Well, the data is gold, right?  Absolutely, that's real data. And I think you can even take that to the next level with some of these things. One of the announcements we did make here at Sapphire was some work that we're doing in diversity and inclusion, which is a huge topic in HR right now. And actually looking at data within the organization and not just promotions, terminations, that kind of thing, but is there subtle unconscious bias in the way that job descriptions are written, in the way that job requisitions for recruiting are written and these kind of things? So actually to take a step back, use all that data, use that machine intelligence to kind of look at the whole thing from an entire perspective, say where are these sources of potential bias? And how do we- That's a big deal actually. That is probably, I think, one of the things that I hear the most of, which is not just a gender issue, but it's also to keep the top performers, you have to enable opportunities for them and match them up properly at the right time. Huge challenge. Exactly. And it is to a company's interest to take a more active role in diversity and inclusion. And there's studies that show this and that if you have a much wider view from multiple ethnicities, gender, whatever it might be, it's good for the company. Your company, your customers are multi-ethnic, multi-gender and you bring in the different points of view of multiple people to, I think, set a much better strategy, set a much better engagement. I mean, people today, millennials, they want to work for a multi-diverse cultural company. Well, historically HR systems have been programs that complied with the letter of the law. That's true. In the past 10, 15 years, we've talked about moving from just HR, which has a narrow view on compensation and employer view and compliance with those laws to trying to think more about talent management. And I know that's where Success Factor was kind of born was the idea that we want to review people but also put in place programs that allow us to develop them better so that we can have a broader quality of individual, including some of the diversity issues. But the SAP ecosystem is starting to, is at least implicitly, if not explicitly, making a promise to customers that through that ecosystem, you will have a better insight and do a better job of managing the assets within your business that create value for your marketplaces. Whatever they are, cash, physical assets, but increasingly employees and partnerships. So is Success Factors being identified as a leader of that charge to find ways or to demonstrate how SAP is going to be able to evolve, to do a better job of helping customers overall drive the quality and returns on those crucial assets that generate market and customer value? Yeah, so I think you said a couple of things. So let me try to get a couple. It's a buffet of results. Yes, it was. Yeah, absolutely. We've seen that trend over the past 15, 20 years of HR systems, what we say typically is going from system or record to system of engagement. But they have to do both as well.  You still have the compliance angle of HR, especially in payroll benefits and that kind of thing. So those systems need to be, I would say, much more efficient, much more effective of what they do, drive out the cost, do things more self-service oriented, use machine intelligence that drives to the complexity out there and let the software take decisions on its own. Then we use that as kind of a foundation to build on some of the more strategic HR things like performance and goals, compensation, recruiting, learning, and whatever it might be. But now we get into an era, I would say, in the future of what does the ecosystem look like? Because we're putting all this stuff in the clouds. So the customers don't have all that on-premise technology that they used to have to be able to say, okay, well, we want to do this unique thing and we want somebody to come in and build this unique application. And I think that's where the HANA Cloud Platform comes in and that's huge for us. I think that what I like to say is, no one company can own a monopoly on innovation. And especially with the low barrier of entry today with regard to cloud technologies and cloud platforms, including HANA Cloud Platform around the world, anybody with a good idea, anybody with something unique that they can bring in, build something very quickly and connect it to an HR assistant, that's huge. That's a great point. And we just talked to the HANA Cloud Platform guys for the service and they got the developer ecosystem booming and the Apple deal certainly is going to be a very intoxicating moment for many people who can see the value in some of these white spaces. Giving an example, I talked to a customer last year, big company, and they're using Workday. Big platform, they obviously went public to doing well, the competitor. Okay, so the guy says, we love Workday but this one employee wrote this bad ass expense report app. That was just so awesome and it didn't fit into Workday and so he shadow IT'd it out in the cloud. And so this is the opportunity that we're seeing a thousand times over, a thousand flowers are blooming in this kind of use case where someone just gets very domain specific and builds a great app. That's the trend. How do you guys fit into that? Is that possible and how would you address that growing trend? Because that might be the case where these white spaces get filled by these amazing use cases. As I said, we can't own a monopoly on innovation. So can you support that? Absolutely, so if we're going to get technical for a minute, the SuccessFactors APIs and services are linked into the HANA Cloud Platform. So we invite partners as well as customers to come in and build unique applications on HANA Cloud Platform. That makes them natively integrated using some of the services from SuccessFactors and now customers have access to all of this innovation and ideas that are going on in the space around them. So they use us for the basic, I shouldn't say basic, but core and more strategic level of processes, information, but then they have access to all of this other, this other integration. So you guys just support a data model where if you have an app already in your portfolio that's comprehensive, certainly integrated in throughout your system and some unique app comes in, fits right in? Absolutely, so they can bring it in just through native APIs or the partner can come in and build something new on HANA Cloud Platform. So both options are available. But yeah, we don't see us as a monolithic single platform. Use our app, stance app is our app is what you do. Exactly, look, I spend 10 years in product management on the SAP side of things. And I can't tell you the long lists of requirements we had. It's like, well, you have to do this and this and this and this and you'll never get to it. It's just not possible. That's your heart. I mean, to get it right as a suite, do your best to be comprehensive but you got to be iterative, you got to be always updating, but there's going to be scenarios where people are going to do a really interesting tool or point solution that just is great. Spot on, yeah, exactly. And it's not a standalone venture, maybe. They might not get the zillion downloads. So it's not consumer because they won't get the download support on the iTunes Store, so they have to fit in with the data. That's the key. Yeah, yeah, exactly. It does have to logically link to some of the stuff. It has to consume major data, so I need employee data. I may need organizational structures, but that's really the starting point. So my next question for you is kind of a high level global question. Take a step back, lean back and kind of dream a little bit. Help me dice out the future of work narrative. It's a bumper sticker everyone's talking about. The future of work and collaboration software, what's really going on? What is the real change that's the most relevant around this notion of future of work and share your thoughts on that? Spend a minute to dig into it. Sure, I think, yeah, and we've actually done some research with an organization called Oxford Economics to do some surveys, global surveys on this. I think the future of work is, it's all about digital. There's all of these digital technologies coming in. There's change and technology change happening faster and faster and faster. One of the surveys that we did looked at, we surveyed employees, and so what is your number one concern at work? And the number one answer, 40% all employees said obsolescence was their key fear. And I think that that speaks to this fast pace of change in that we have to keep employees learning. We have to continue to provide education programs so that they feel upskilled. They have those opportunities. They know where the company's going and what they'll need to be relevant to the company. And I think this ties into the- Is that the number one issue? Top performance. It's one of the big issues that we see. I would say from the employee perspective of what they're concerned about. From a company perspective, it is all about digital. It's how am I going to use mobile technology? How am I going to get around the security challenges with some of that? HR data is sensitive, so you may need to be careful. How am I going to use insight, analytics, machine learning? And how am I going to build this ecosystem as well? There is a tremendous amount of digital technology coming into HR. And I think this is what a lot of companies are looking at is how are we going to leverage this stuff most effectively to make the employees, the managers, the executives, lives easier and more informed? So if you think about it, then ultimately what we're talking about is part of a big part of your mission is to help companies make their employees more productive. By doing a better job of identifying the strongest ones, putting them in positions of continued success, identifying folks that have more potential and you could get more out of. The overall, any business is a community, helping management and employees understand how that community is set up and ultimately how that whole thing can be better applied to serve customers. I don't think I could have said it better myself. So it is all about engagement. It's all about employees feeling what we call all in. I mean, really committed to the cause and the objectives of the organization. And I think feeling included. So I think that's where the diversity and inclusion comes in as well. You said it very well. I think it's all part of the community and us as a community with a common goal to advance the objectives and strategies of the organization. So do you need the number one priority for you guys? Big priority. Not number one. But a big part of the plan. Well, every business is seeking to expose the appropriate elements of its employee communities to its customer and market communities. And doing a better job of that is absolutely essential to increasing not only overall productivity, but employee satisfaction or employee engagement, but also customer satisfaction. Because we could talk about computing and machine learning, but at the end of the day, more often than not, somebody somewhere is asking a human being a question and that human being is either making that person happy or not. You're absolutely right, yeah. So that's incredibly important going forward in business. Automation is going to help, but automation is not going to solve everything. Look, you're right. I mean, it's like technology isn't an abler. It's not the strategy itself. So you need a strategy first. Technology will help you enable the implementation of that strategy. And I think that's a big question. Yeah, I totally agree. As we get more automation, what are people going to do? And SAP has to be able to support customers where they are in that continuum. Also provides some thought leadership on it, but is, and I think this is a mission of SuccessFactors and this is the question, SuccessFactors has to be a technology and solution set that helps companies find those appropriate lines. Yeah, absolutely right. So that is one of the key focus areas of what we do is enable organizations to find those employees, to develop the employees, to engage the employees on an ongoing basis. And to your point about what is it we're looking at, I think the importance of information, the importance, and it's not just information, I used to word intelligence. It's actually taking information and packaging it, discovering things through machine intelligence, artificial intelligence, whatever it might be and turning it around and making, don't just throw data at somebody, make a recommendation for them.  I think the, I mean, I agree with you, I think the analog aspect of HR has been codified with systems and now we're looking at a pure end-to-end digital. Absolutely. And that's different, that's outside in, that's not, okay, here's what employees should be doing. Managers, here's how you talk to employees. Now it's a complete non-linear equation of, hey, the employees are driving it too. Exactly, I mean, typically I've got a very linear process. I go from, you know, something happens, I have step A, step B, step C, step D, but what if we could bring in machine intelligence into some of this and saying, you know what? Yeah, you go through D, but maybe you want to do E, F and G as well, based on the experiences of others. Yeah, other people did this, maybe you want to do it as well, you know, think of online buying and that kind of thing. I know what other people did, it knows what other people did, and it gives me those recommendations. But it's generating options for those people. Absolutely. David, I wish we had more time to talk about this and hopefully maybe check out your event. This is a great topic. We can go all day long on what IT is going to be because if you have all the systems of record, why aren't you running IT? So it's a whole nother conversation. I don't want, it's a half hour segment, just in itself, it's my vision. I see that being the case. I'm sure you're probably running IT too with all that data on people and their IDs and everything. So I do want to say, I give you a chance to give a plug for the event real quick to end the segment. You keep coming up. Yeah, Success Connect, Las Vegas, the 29th of August through the 31st. Everything there is, everybody wonders to know about HR and success factors, how to make them move to the cloud, learn a little bit about success factors. What's your theme? Our theme is overall success is simply human. Okay, success factors. Being successful on theCUBE here. Top performer, David, thanks for joining us. Welcome to theCUBE alumni. I'm John Furrier, Peter Burst. We'll be right back. You're watching theCUBE.


This study examined the experience of nine global jurisdictions that engaged primary care providers, PCPs, to administer COVID-19 vaccinations during the pandemic. It also described how vaccine hesitancy and principles of equity were incorporated into the vaccine rollout strategies and identified the barriers and facilitators to the vaccine rollout. The vaccine distribution approach started at hospitals in most jurisdictions, with PCPs being engaged later on. Equity was considered in the prioritization policies for various marginalized groups. Vaccine hesitancy was not explicitly considered in the design of vaccine distribution approaches. The rollout of vaccines was facilitated by having established policies and processes for pandemic preparedness, well-established and coordinated information systems, primary care interventions, adequate supply of providers, education, and training of providers and effective communication strategies. Further research is needed to evaluate the impact of a primary care-led vaccine distribution approach on vaccine hesitancy, adoption, and equity. This article was authored by Richard H. Glacier, Alan Katz, Ross E. G. Upsher, and others. We are article.tv, links in the description below.