What does an idea sound like? Over the
next 18 months next 18 months next 18 months
our business is gonna double in size, so our business is gonna double in size, so our business is gonna double in size, so
we need to grow our workforce but it we need to grow our workforce but it we need to grow our workforce but it
isn’t always easy to find the right isn’t always easy to find the right isn’t always easy to find the right
people. I was in a meeting a while ago, people. I was in a meeting a while ago, people I was in a meeting a while ago,
when a colleague gave me an idea- when a colleague gave me an idea- when a colleague gave me an idea-
she said ‘why don’t you think about hiring a she said ‘why don’t you think about hiring a she said ‘why don’t you think about hiring a
veteran?’ I was skeptical at first, veteran? I was skeptical at first, veteran I was skeptical at first,
I remember thinking… ‘Won’t they just come ‘Won’t they just come ‘Won’t they just come
in shouting at everyone and know nothing in shouting at everyone and know nothing in shouting at everyone and know nothing
except how to fire a gun!’ except how to fire a gun!’ except how to fire a gun!’
Have you got a moment? No, no I’m sorry, I’ve got
a meeting. Hiring a veteran is a business a meeting Hiring a veteran is a business, a meeting. Hiring a veteran is a business
decision, it’s not just about doing the decision, it’s not just about doing the decision it’s not just about doing the
right thing. No of course not! It’s about what makes commercial sense. 71% of organisations said they’d
consider hiring a veteran and we were consider hiring a veteran and we were consider hiring a veteran and we were
one of them, but we didn’t because well… one of them, but we didn’t because well… one of them, but we didn’t because well…
to be honest it sounded like a bit of a to be honest it sounded like a bit of a to be honest it sounded like a bit of a
hassle and we didn’t want to take the hassle and we didn’t want to take the hassle and we didn’t want to take the
risk. Even though you were struggling to risk. Even though you were struggling to
fill roles? Yah. Which was impacting on the fill roles? Yah. Which was impacting on the fill roles yeah which was impacting on
the business? Yes! Milk? Please. See, because the business? Yes! Milke? Please. See, because the business? Yes! Milke? Please. See, because
they didn’t have industry experience I they didn’t have industry experience I they didn’t have industry experience I
assumed it would be a problem assumed it would be a problem assumed it would be a problem
but when I actually thought about it but when I actually thought about it but when I actually thought about it
that’s not essential for the majority of that’s not essential for the majority of that’s not essential for the majority of
our roles, so we interviewed a range of our roles, so we interviewed a range of our roles so we interviewed a range of
candidates and hired the best person for candidates and hired the best person for candidates and hired the best person for
the job. And she was a veteran? Yeah, she the job. And she was a veteran? Yeah, she the job And she was a veteran? Yeah, she
was! Sugar? No, thank you. Now 10 % of our workforce is ex-military and we’re
still recruiting. It’s been fantastic! They’re good at planning, process and They’re good at planning, process and they’re good at planning, process and
work really well with the rest of the work really well with the rest of the team. They do challenge us! In a very useful way. You can talk through
strategies and objectives, they’re able strategies and objectives, they’re able strategies and objectives, they’re able
to test these constructively. to test these constructively.
Because they’re problem solvers they’re problem solvers they’re problem solvers
and are surprisingly creative, with a and are surprisingly creative, with a and are surprisingly creative, with a
great sense of humour. Did I tell you the Did I tell you the
one where they… Hold that thought! Thank you! Sorry, I’ve got to go meet a Thank you sorry I’ve got to go meet a
VIP. Now we’ve adapted our hiring
strategy to include veterans and this strategy to include veterans and this strategy to include veterans and this
has filled a lot of the skills gaps. has filled a lot of the skills gaps. has filled a lot of the skills gaps.
Strengthening our workforce of the Strengthening our workforce of the Strengthening our workforce of the
future. A challenge that many employers future. A challenge that many employers
still face. Business is good. The page orders all mixed up!! Sorry! I gotta dash! Now rarely does the perfect CV exist, whether someone’s a veteran or not, so there’s never gonna be the perfect candidate. If a veteran doesn’t tick all the boxes, it’s a veteran doesn’t tick all the boxes, it’s a veteran doesn’t take older boxes. it’s
worth looking past the rigid preset worth looking past the rigid preset worth looking past the rigid preset
hiring criteria. Yeah absolutely! And if you are prepared to approach hiring you are prepared to approach hiring you are prepared to approach hiring
differently, then you will have a whole differently, then you will have a whole differently, then you will have a whole
new pool of talent to choose from. Mm that’s true. Because you see, veterans make up the because you see, veterans make up the because you see, veterans make up the
third largest hiring criteria in the third largest hiring criteria in the third largest hiring criteria in the
country. There is a transition period but
it’s not hand-holding just support, and it’s not hand-holding just support, and it’s not hand-holding just support, and
it’s worth the investment. I thought I was meeting a veteran? I am a Veteran. I thought you were a TV presenter!? Well I’m both! We do have transferable skills you know …and you my friend are late!! Should we crack on?! So what does an idea sound like? Next time you’re hiring,
consider a veteran. #VETERANSWORK

Military Transition to Civilian Employment: Expectations vs Reality

While serving in the military, I ummmmm… I don’t have my coffee be right back That’s better While serving in the military, I would often think to myself. I can’t wait to be a civilian and work with adults Not saying the military acts like children, but if you’ve ever been in any leadership positions, you know what I’m talking about To say the least. I was sorely disappointed on my arrival to my first civilian project The only difference now is I don’t get in trouble for my co-workers childish behavior. In this video, I’m going to talk about Expectations vs. Realities transitioning out of the military Real quick I want to let you know that I release a new video at least weekly So please like subscribe and hit the bell to be notified for new videos. In this video I’m gonna go over experiences concerning my personal transitions expectations versus realities One thing that varied from my expectations that I already mentioned briefly Is that I expected everyone at my civilian job to act like adults. I figured those who didn’t adult would be let go Unfortunately, that’s not the case. When I say act like adults. I’m referring to showing up to work on time Having a decent work work ethic Being competent in their job duties or at the very least have a desire and ability to learn their job duties If you think I’m being a little salty about this one, that’s because I am I set my expectations way too high a Quick story about this is I had a job interview for a network operations lead at a major military command One of my interview questions was how would I handle an employee with poor personal hygiene? This tells me that this has been an issue in the past or when they’re currently dealing with Now keep in mind the people I would be supervising are salaried around $75,000 a year, we’re not talking an entry-level job. My mind was blown that this would be an issue in a professional environment Another expectation I had was that my rank and MOS I had would help me as a contractor, especially since I’d be working on army bases the reality was nobody cared. That one stung a little bit when I try to use it to gain influence and Zero fucks were given. Sooooo I had assumed civilians had a general respect for those in management positions much like the military does. The reality is there isn’t. A couple examples of this that I see often our Employees arguing with their bosses about stupid stuff that doesn’t matter except to them personally in Addition they want to battle about everything I feel those in the military are a lot better about picking which battles to fight in the workplace Even though I stayed in my same industry that my military job was in I thought there would be a steep learning curve. I Found out that I knew a lot more than I thought I did I’m not just talking about job specific stuff. for anyone that’s spent five or more years in the military I think you’ll find that you have way more practical experience in personnel management time management leadership prioritization and delegation than your civilian counterparts You’ll find there are a lot of grown adults who’ve never had experience with the stuff before. the last topic I’m going to talk about is pay Pay in the civilian sector is a tough one. In the military, We wear our pay grades on our uniform There’s no question how much money everyone makes. money is already a taboo subject in our society and most if not all Civilians are not supposed to disclose salary or wage due to company policy You can try to estimate using or But I didn’t find those websites to be very helpful the estimated salaries between low and high Usually have a big spread and a couple of factors that are not On those websites are the current demand in the specific industry and salary based on geographical location I normally expect the worst and hope for the best So I set my expectations low when it came to pay luckily the pay in my industry was better than expected Talking to other veterans my circumstances were rare and pay is usually lower than expected in most industries My advice is to do as much research as you can Ask people in the industry what to expect and anticipate the low end of the ranges Also find a few resources on salary negotiations. The most helpful one I found was a three-part series podcast on the Jordan Harbinger on the Jordan Harbinger show I will leave a link for the first part in this series in the description below That’s it for my personal experiences with civilian transitions expectations vs Realities. I have more that other veterans have shared that I didn’t personally deal with but I plan on making a video covering their experiences Let me know in the comments if you had a reality check when getting your first civilian job Like this video you found the content was valuable dislike if it was crap, subscribe and share if you found this helpful Follow me on Instagram leave any questions and video requests in the comments and remember to thank your recruiter

Press Briefing: Opening All Occupations and Positions to Women

Good afternoon. Thanks for being here. Appreciate
it. Before I turn to my statement on the subject
about which I’d like to speak to you, I’d first like to offer my condolences to the
families of those who were killed yesterday in San Bernardino, California. President Obama just spoke about this tragedy.
We’re monitoring this situation closely, in coordination with the rest of the President’s
national security team. Our highest priority, of course, is the protection
of our people. The law enforcement community is taking the
lead on this, and they’ll be able to provide more information as it becomes available. I’m confident they’ll have more answers
in the days ahead. Let me now turn to my statement. When I became Secretary of Defense, I made
a commitment to building America’s force of the future – the all-volunteer military
that will defend our nation for generations to come. Like our outstanding force of today,
our force of the future must continue to benefit from the best people America has to offer.
In the 21st century, that requires drawing strength from the broadest possible pool of
talent. This includes women, because they make up over 50 percent of the American population.
To succeed in our mission of national defense, we cannot afford to cut ourselves off from
half the country’s talents and skills. We have to take full advantage of every individual
who can meet our standards. The Defense Department has increasingly done
this in recent decades – in 1975, for example, opening up the military service academies
to women, and in 1993, allowing women to fly fighter jets and serve on combat ships at
sea. About the same time, though, DoD also issued the Direct Ground Combat Definition
and Assignment Rule, which still prohibited women from being assigned to units whose primary
mission was engaging in direct ground combat. That rule was in turn rescinded in January
2013, when then-Secretary Panetta directed that all positions be opened to qualified
women by January 1st, 2016 – that is, less than one month from today – while also giving
the Secretary of the Army, the Secretary of the Navy, the Secretary of the Air Force,
and the commander of U.S. Special Operations Command, three years to request any exceptions,
which would have to be reviewed first by the Chairman of the Joint Chiefs of Staff, and
then approved by the Secretary of Defense. As many of you know, I was Deputy Secretary
of Defense at the time. That decision reflected among other things the fact that, by that
time, the issue of women in combat per se was no longer a question. It was a reality,
because women had seen combat throughout the wars in Iraq and Afghanistan – serving,
fighting, and in some cases making the ultimate sacrifice alongside their fellow comrades-in-arms. We’ve made important strides over the last
three years since then. We’ve seen women soldiers graduate from the Army’s Ranger
School. We have women serving on submarines. And we’ve opened up over 111,000 positions
to women across the services. While that represents real progress, it also
means that approximately 10 percent of positions in the military – that is, nearly 220,000
– currently remain closed to women…including infantry, armor, reconnaissance, and some
special operations units. Over the last three years, the senior civilian
and military leaders across the Army, Navy, Air Force, Marine Corps, and Special Operations
Command have been studying the integration of women into these positions, and last month
I received their recommendations – as well as the data, studies, and surveys on which
they were based – regarding whether any of those remaining positions warrant a continued
exemption from being opened to women. I reviewed these inputs carefully, and today
I’m announcing my decision not to make continued exceptions – that is, to proceed with opening
all these remaining occupations and positions to women. There will be no exceptions. This means that as long as they qualify and
meet the standards, women will now be able to contribute to our mission in ways they
could not before. They’ll be allowed to drive tanks, fire mortars, and lead infantry
soldiers into combat. They’ll be able to serve as Army Rangers and Green Berets, Navy
SEALs, Marine Corps infantry, Air Force parajumpers, and everything else that previously was open
only to men. And even more importantly, our military will be better able to harness the
skills and perspectives that talented women have to offer. ‘No exceptions’ was the recommendation
of the Secretary of the Army, the Secretary of the Air Force, and the Secretary of the
Navy, as well as the Chief of Staff of the Army, the Chief of Staff of the Air Force,
the Chief of Naval Operations, and the commander of U.S. Special Operations Command. While
the Marine Corps asked for a partial exception in some areas such as infantry, machine gunner,
fire support, reconnaissance, and others, we are a joint force, and I have decided to
make a decision which applies to the entire force. Let me explain how I came to this decision. First, I’ve been mindful of several key
principles throughout this process. One is that mission effectiveness is most
important. Defending this country is our primary responsibility, and it cannot be compromised.
That means everyone who serves in uniform – men and women alike – has to be able
to meet the high standards for whatever job they’re in. To be sure, fairness is also
important – because everyone who’s able and willing to serve their country, who can
meet those standards, should have the full and equal opportunity to do so. But the important
factor in making my decision was to have access to every American who could add strength to
the joint force. Now more than ever, we cannot afford to have barriers limiting our access
to talent. The past three years of extensive studies
and reviews leading up to this decision – all of which we’re going to post online, by
the way – have led to genuine insights and real progress. Where we found that some standards
previously were either outdated or didn’t reflect the tasks actually required in combat,
important work has been done to ensure each position now has standards that are grounded
in real-world operational requirements, both physical and otherwise – so we’re positioned
to be better at finding not only the most qualified women, but also the most qualified
men, for military specialties. Another principle is that the careful implementation
of integrating women into combat positions would be a key to success – implementation
– and also that any decision to do so or not would have to be based on rigorous analysis
of factual data. And that’s exactly how we’ve conducted this review. It’s been
evidence-based and iterative. I’m confident the Defense Department can
implement this successfully, because throughout our history, we’ve consistently proven ourselves
to be a learning organization. Just look at the last decade and a half. We’ve seen this
in war, when we adapted to counterinsurgency and counterterrorism missions in the wake
of 9/11 and in the wars in Iraq and Afghanistan. We’ve seen it technically, as new capabilities
like unmanned systems and cyber capabilities have entered our inventory. And we’ve also
seen it institutionally, when we repealed “Don’t Ask, Don’t Tell.” In every
case, our people have mastered change excellently – and they’ve been able to do so because
their leaders have taken care to implement change thoughtfully, always putting the mission
and our people first. We will do the same today. As we integrate
women into the remaining combat positions, we must keep in mind the welfare and total
readiness of our entire force. And as we focus on the individual contributions that each
servicemember makes, we also have to remember that in military operations, teams matter.
That’s why it’s important that the services chose to study both individual performance
and team performance. And they not only made comparisons to other elite units, like NASA
long-duration flight crews and police SWAT teams – they also worked with our international
partners to examine how they have integrated women into ground combat roles. Again, how we implement this is key. As Chairman
Dunford has noted, “simply declaring all career fields open is not successful integration.”
We must not only continue to implement change thoughtfully, but also track and monitor our
progress to ensure we’re doing it right – leveraging the skills and strengths of
our entire population. And all of us have a role to play. As we proceed with full integration of women
into combat roles in a deliberate and methodical manner, I am directing that seven guidelines
be used to steer this implementation. First, implementation must be pursued with
the clear objective of improved force effectiveness. Leaders must emphasize that objective to all
servicemembers, men and women alike. Second, leaders must assign tasks and jobs
throughout the force based on ability, not gender. Advancement must be based on objective
and validated standards. A good example of this is SOCOM’s selection processes, which
combine objective and subjective criteria in, I quote, a “whole person” concept
that includes rigorous physical standards and also “strong moral character, leadership
skills, mental agility, problem-solving skills, selflessness, maturity, and humility.” The third guideline is that for a variety
of reasons, equal opportunity likely will not mean equal participation by men and women
in all specialties. There must be no quotas or perception thereof. So we will work as
a joint force to expertly manage the impacts of what the studies that have been done suggest
may be smaller numbers of women in these fields that were previously closed. Fourth, the studies conducted by the services
and SOCOM indicate that there are physical and other differences, on average, between
men and women. While this cannot be applied to every man or woman, it is real and must
be taken into account in implementation. Thus far, we’ve only seen small numbers of women
qualify to meet our high physical standards in some of our most physically demanding combat
occupational specialties…and going forward, we shouldn’t be surprised if these small
numbers are also reflected in areas like recruitment, voluntary assignment, retention, and advancement
in some of these specific specialties. Fifth, we will have to address the fact that
some surveys suggest that some servicemembers, both men and women, have a perception that
integration would be pursued at the cost of combat effectiveness. Survey data also suggests
that women servicemembers emphatically do not want integration to be based on any considerations
other than the ability to perform, and combat effectiveness. In both cases, leaders have
to be clear that mission effectiveness comes first…and I’m confident that given the
strength of our leaders throughout the ranks, over time these concerns will no longer be
an issue. Sixth, as I noted, both survey data and the
judgment of the services’ leadership strongly indicate that, particularly in the specialties
that will be opened, the performance of small teams is important, even as individual performance
is important. The seventh guideline has to do with international
realities. While we know the United States is a nation committed to using our entire
population to the fullest – as are some of our closest friends and allies – we also
know that not all nations share this perspective. Our military has long dealt with this reality,
notably over the last 15 years in Iraq and also Afghanistan, and we’ll need to be prepared
to do so going forward, as it bears on the specialties that will be opened by this decision. With all these factors in mind, Chairman Dunford
recommended that if we were to integrate women into combat positions, then implementation
should be done in a combined manner, by all the services working together. And I agree,
and that will be my direction. Accordingly, I am directing all the military
services to proceed to open all military occupational specialties to women 30 days from today – that
is, after a 30-day waiting period required by law – and to provide their updated implementation
plans for integrating women into these positions by that date. Deputy Secretary of Defense
Bob Work, and Vice Chairman of the Joint Chiefs of Staff General Paul Selva, will work with
the services to oversee the short-term implementation of this decision, ensure there are no unintended
consequences on the joint force, and periodically update me and Chairman Dunford. Before I conclude, it’s important to keep
all of this in perspective. Implementation won’t happen overnight, and while at the
end of the day, this will make us a better and stronger force, there still will be problems
to fix and challenges to overcome. We shouldn’t diminish that. At the same time, we should also remember
that the military has long prided itself on being a meritocracy, where those who serve
are judged not based on who they are or where they come from, but rather what they have
to offer to help defend this country. That’s why we have the finest fighting force the
world has ever known. And it’s one other way we will strive to ensure that the force
of the future remains so, long into the future. Today, we take another step toward that continued
excellence. Thank you.

Chapter 2: Organizing an Occupation

A post-war occupation of Japan of course began
during the war itself and was centered in the State-War-Navy Coordinating Committee
in Washington, DC. This is where the basic occupation policies were devised. These were
then transmitted to General MacArthur. MacArthur was truly a unique figure. He took the general
directives that he received from Washington and applied his own stamp on them. He was
a towering figure, regarded as a brilliant military general, wonderful orator and a spokesman,
but he was theatrical. He understood the power of symbolism and I think this appealed very
much to the Japanese. The mechanics of the occupation benefited
from what had preceded in Italy and in Nazi Germany. Soon after Italy surrendered, they
actually became an ally, fighting against the Germans. In the German case, a decision
was made to completely eradicate the Nazi party and all of the institutions associated
with it which meant military occupation was a direct occupation conducted by Allied military
forces. In Japan the case was different. There the United States, despite the presence of
Allies, ran the occupation. That means MacArthur ran the occupation. The United States decided
that it would work through the existing institutions of the Japanese government with a few exceptions.
The exceptions of course, were the military and the police. The goal of the occupation
simply was to demilitarize and democratize Japan. That meant the military had to be abolished
and secret police and political repression had to go. There was an advisory council under
MacArthur that met with representatives of the Japanese government at the highest level.
They gave the Japanese directives. The Japanese in turn, went through their local institutions,
all the way down to the grass roots level. There were U.S. military government teams
scattered throughout Japan in each of the prefectures and their job was to monitor the
Japanese to make sure that these directives were being implemented. So by and large, the
execution of the reforms that MacArthur introduced during the occupation were carried out by
Japanese authorities and by institutions which if you think about it, probably made it easier
for the vast majority of Japanese to accept, to comprehend and to integrate into their
lives. Throughout the war, the Allies had made clear
to the Japanese government that war crimes and war criminals would be punished. Once
the occupation began, the Counter Intelligence Corps under MacArthur, promptly went about
its work arresting war criminals and preparing to put them on trial. The war criminals were
divided into three categories, A, B and C. The “A” Class were those guilty of crimes
against international peace. Mainly they were identified as army generals, navy admirals
and diplomats. This begs the question of who was actually in charge because the only person
who was present for all of the events in this tumultuous period from 1928 through 1945 in
Japan was of course, Emperor Hirohito. Well MacArthur favored a soft peace and he had
great respect for the Imperial house. He believed that if the emperor were brought to trial
as a war criminal, it would create discord amongst the Japanese people and they would
not be receptive to the reforms of the occupation. He warned Washington in 1946 that if the emperor
were tried as a war criminal, he’d need at least a million troops to garrison Japan to
ensure law and order, and public security. It shifted the blame for the war to the militarists.
General Hideki Tojo was an army general who became prime minister of Japan in October
of 1941, that is, two months before the Japanese attack on Pearl Harbor. Tojo served as prime
minister until July of 1944, the fall of Saipan after which time his cabinet collapsed and
Tojo was forced into retirement. To most Americans, Tojo was the personification of Japanese militarism.
He was identified as a Class-A war criminal. When CIC investigators went to arrest Tojo,
he tried to kill himself. He shot himself point blank in the chest. Ironically, he was
brought back to life by transfusions of American blood. Tojo was sent to Sagamo prison with
the other Class-A war criminals where he awaited trial. He was convicted as a Class-A war criminal
and he was executed.

Interview with civilian Nowoswetlovsk on occupation by Ukraine army ENG-DE-ESP-NLsubs

This will be an answer to your question “how the Ukrainian army dealt with us?” The 18th (August 2014) at 10.30 am, arived three Nazguardia… We were in the bombshelter… there was a cleansing… My causin and her 15 year old son and her husband, who had fled Chrestyawo, were with us as well… Their new house had been destroyed there… My family just arrived with their white flag… And there was a tank standing nearby… And my causing asks our neighbour if we were still alive… And my neighbour answered: “We don’t know” They arrived the 15th… That (pointing) had happened already, and the 18th they started cleansing… They chased us out of the shelter… Two of them were kind of ok, quiet, but one… Just a beast… “Give us your cell-phones quickly!” We had old cell-phones… But still before this my husband came out to have a look… I had given him a navigator for his birthday, last year, a new one… They took his navigator and threw it here on the ground… My cousin had a more modern cell-phone, they took out the sim-cards and the batteries… They told us to quickly leave… My cousin succeeded to quickly take her bag… And we, just like we arrived naked to this world… We went through the gate… without anything… They told us all to go to the church… and off we went… We were all chased to the church… I was dressed in this gown, we all arrived there… In front of us the Smirnov family and the Kaltunovs… … old ladies, old handicapped people, stumbling with their sticks… Our entire street going there… Arriving there: Church closed. All standing there, digged-in tanks… what’s going on here?? We asked where to go… They told us to go to the other side of the church and to sit and to lay on the ground… I am seeing people coming in, coming in… Children from the family I know… They live there close to the Kalinka shop with a girl of 2 years old… And a girl of three and a half… And one arrived with a baby still being breast fed… And more and more… “What is going on?”, I said… “This looks like a provocations, a second Odessa!” We were kept at the church and not allowed to leave… More than 50 people already had arrived… The boys took a metal shoe cleaning device and opened the door of the church. We all went in there, it’s around 5 pm by now… They gave us some dry food in bags… And they told us we will stay here for the night… We started to get worried… They told: “All who believe in Christ, kneel down and pray”… We all kneeled and prayed… Some ate something… some did not… And they told us: “Lay down till the wall”… they showed us… And the church is already 150 years old… “1860” The church was built in 1860 And the dome was made in Sovjet times… And imagine, darkness… They hit me a few times with the machine gun… And towards the end they said, “go, go, and seperate of eachother” After that, from the church the tanks started to shoot… Then they said to the Nazguardia guy, “why do you provoke this?” “You took the people here and start a provokation” Silence. No answer. They shot three times. With intervalls. As the dome was made in Sovjet times, a bit weak in construction… And we al sat there on the ground… My husband said to sit closer to the exit, further from the dome… “Ira, let’s go, this is a provocation, they will kill us here.” All the people ran to the exit… Getting very crowded near the exit… That’s what happened… Everybody went outside… it was around midnight… We gathered there, but the soldiers were different ones from the ones during the day with the machineguns… They were boys. Somebody’s children… I asked them where their superiors were… They said that they knew what was the plan and they hid in bunkers and bombshelters… These were twenty year old boys, without arms… I asked him what his name was… “Sergey”, he answered in Ukrainian… I speak Ukrainian quite well… “Segey, please, where to go, what should we do?” He says: “We do not know ourselves”… “I will find out with the senior”…. And at that moment starts a machinegun shooting in our direction… Imagine, such a big crowd on the street… And the people again, had to go back into the church… And again, 25, 30 people back into the church… People falling, screeming, noice, smoke… In the church already no visibility at all… Oh my God… Then I could not find my niece… I am screaming “Ira, Ira!” She answered: “I am here” They had lost their son, then they found him again… It was a mess. Again I asked the guy: “What should we do?” He said: “Get out of here and go home in small groups of 3, 4, 5 people” “But go over the asphalt” I said: “They will shoot us” “No, they wont shoot, just run”, he said .”while it is still possible”. We made a cross, and how did we run… Only God knows.. Big holes in the ground… We run, run, run, and my husband says: “We may have passed our house already” I say: “We can orientate on the destroyed tank near us” It was hysterical… We went into the bombshelter again, prayed and had the icons with us… That’s what happened to us… Translation and subtitles:

German Occupation – Operation Reclamation | Arma 3 Gameplay

Okay, hmm Make a line, approaching north Roger Slow and steady, boys Eyes on Bearing 0-4-5 Bearing what? 5-0 I think we’ve got east up the road as well Behind house north-east, bearing 0-3 0-3-0 You’re free to fire We’ve got a vic behind this green house, to our north-east Sound off, guys Nero green Nero green
Coco’s good Venom up I’m good Okay approach the house to our north-east, the green one Right I’m passing And stay away from the BMP On your six, Coco Roger that He’s still alive Double tap He’s down Got a vic No driver That’s an Eagle, that’s an Eagle Tab3ey is stable, but I am only able to walk Good copy Right, double tapping this guy Checking the house, checking the house upstairs Medical’s on the way soon Roger Holy shit Yes, boo! (Is it enterable?) (No) (Okay) Another house… I think the immediate area is clear, do you want Blue to push
north and north-east to the further houses? Venom, I’m on your location now Right guys, Platoon has told us to hold here Cover, and set up a garrison here Good copy Roger that Copy Contact, bearing 0-9-7 He’s in defilade Before or after the barn? (Right, Medical’s here, Tab3ey?) Coco, cover us Taking John to Medical I’m gonna get a height advantage Smoke to our south-east, 1-2-5 I see Might be friendlies, Bravo Yeah Guys we’re just gonna hold here for the moment Coco copies Nero copies Contacts, 0-1-2, standing in an open field Permission to engage Two times Three times Reloading Three contacts down We move, don’t stay please Check east Approximate 0-5-5, no visual We’re taking fire here as well Coco you good? Yeah I’m good Okay, Rhino 1 is coming in Find a good fire position and call out targets Find a good fire position and call out targets
Try to mark on map to position them Target at 0-3-7, there’s a sandbag emplacement Is that friendly smoke on our position? Good visual from the riverside Good cover, too Copy, repeat Crossing left Okay, if you see no targets, just go And crawl north Coco I’m pushing up, cover Try to stay in cover and let the BMP deal with them Let’s push up East, disengage Heard and RPG shot from 0-5-3 Heard and RPG shot from 0-5-3
Yep No visual Let’s peel north-west Follow the river You know what? We cross the river Taking shots, west Find a good fire position, and look for enemies John’s down Tab3ey’s down Popping smoke Popping smoke, east John’s up Don’t peek, don’t peek that fucking rock (Popping smoke John, if you wanna push back I got you) Coco you good? Yeah, I’m trying to flank a bit (John, we got one KIA, Tab3ey) Bearing, contact 0-3-4, rocket launcher Contact down I need mags Come to me Come to me Gonna flank a bit to the west, we’ve got uh- Vehicle blown up to our north-west (That’s it, that’s it, thank you Okay, use cover and peel forward We’ve got a yellow house straight to the north that would be good cover Got one contact down to the east Contact, 0-8-2

What New Army Cadets Go Through On Their First Day At West Point

– [Hairdresser] Ready? (laughing) (military fife and drum music) (military trumpet and drum music) – [Narrator] On a
scorching Monday in July, over 1,200 cadet candidates arrive at the US Military Academy for reception day, also known as R-Day,
it marks the beginning of their time at West Point. – All day long, the new cadets
will do a transformation from their civilian status and at the end of the day, take their oath to serve
our nation in the Army. (military march music) – [Interviewer] Why did you
decide to come to West Point? – Both my brothers went
here and it’s a great school and I wanted to join the Army afterward so there’s no better school to do that. – All my uncles, they served in the Army and they’re telling me that, all about this school and how great and all the leaders that came from it so I just wanted to
follow in their footsteps. (drum flourishes) (inspiring military music) – West Point is located about 50 miles north of New York City. It’s in the Hudson Highlands. It’s called West Point
because it’s located on the western point of the
Hudson River where it bends. George Washington recognized
this as a strategic point of interest because
the British had to attack as they came through the Hudson River. It’s the longest continuously garrisoned military installation
in the United States. – Good morning, ladies and gentlemen. I welcome you to the United
States Military Academy at West Point. – [Narrator] After a short orientation, the cadet candidates have 60 seconds to say goodbye to their families. (patriotic music) For the next six weeks,
contact with family members, if any, is extremely limited. (drum music) Once they leave Eisenhower Hall, the cadet candidates are
now called new cadets. – New cadets, move, let’s go! Up to the tape! – You’ll move along the
wall, am I understood? – [New Cadets] Yes, Sergeant Pack. – You think you’re special? Look straight forward! – In 2018 to be accepted at West Point, you must be a United States citizen in good physical condition,
pass a medical exam to be able to be commissioned in the Army, and have a high academic achievement. – [New Cadets] I am soldier! – [Narrator] Tuition
at West Point is free, but the cadets commit to years
of service after graduation. – After their four years at
West Point they’ve committed to five years active duty
in the Army with three years in the reserve component. – Hurry up you guys, get there. – [Narrator] The new cadets
are issued physical training, or PT uniforms. – New cadet you better close this gap! – [Narrator] Along with a
bag that holds everything they’re allowed to carry
for the next six weeks. Their next stop, the barber shop. (military drum music) (hair clippers buzzing) – [Narrator] Only the male
new cadets are required to cut their hair. The female new cadets
get to keep their locks. – Hi how are you? Thinking about West
Point, what do you think? – Maybe. – Maybe, my brother and sister are here. – Your brother and sister are here? Pretty exciting. – [Narrator] West Point started
admitting women in 1976. Today more than 20% of
the cadets are female. – Over 24% of the class of 2022 are women. – Close that gap new
cadet, close that gap! – So we’ve seen a huge surge
not only in the interest in women applicants, but also
the retention of women cadets. (military drum music) – [Narrator] The new cadets
are assigned to companies where they learn the
basics of taking orders. – You wait for our command, do not do things on your own initiative! – [Narrator] And marching in formation. (cadets yelling) – We have upperclassmen from
the junior and senior classes that are here leading the new cadets. – Your lunch, your boots or
not they better be in the bag! – So this is a leadership laboratory, not only for our new cadets
but also for our upper class as they work on their leadership skills. (military drums) – [Narrator] Everything the
new cadets learn on R-Day culminates in the Oath Ceremony. Family members gather for one last look at the class of 2022 before
basic training begins. (Intense music) (intense music) – [Officer] New cadets,
raise your right hand and repeat after me. – One of the most common traits that I see of West Point applicants is
they wanna be part of a team that’s bigger than themselves. (intense music) – [Narrator] Those who
complete the rigorous six weeks of basic training will
be formally accepted into the corp of cadets. (dramatic music) – It’s gonna be a long six weeks, I can tell you that. I’ll get through just take it day by day but I know it’s gonna be
long, it’s gonna be hard, but I’m prepared for it. – I feel like it’s gonna
suck but in the end it’s all worth it. – All of us know what to expect really, we just go in there you now,
get yelled at a little bit, get on the bus, get yelled at some more. – I think it’s gonna be fun you know, everybody always talks about
it’s gonna be a miserable time but I think if you embrace
the suck it’s gonna be, it’s gonna be okay,
you’re gonna get through.

How Supercarrier Aircraft Catapults Work

Modern aircraft carriers are impressive warships
that play a key role in global military operations. Although they are not particularly well-suited
for combat on their own, they are invaluable assets because they serve as mobile airbases
that can be deployed just about anywhere around the globe. There are approximately 50 aircraft carriers
currently in service around the world, and they are owned by 14 individual countries. Incredibly, the United States Navy owns 24
of them, which is nearly half of the global total. 11 of the American aircraft carriers also
belong to a special class of supercarriers, each with a price tag of more than 10 billion
US dollars accounting for inflation. These nuclear-powered supercarriers exceed
330 m in length and 75 m in width, and they tower more than 20 storeys above the ocean
surface. Each ship can carry more than 75 aircraft
between the flight deck and interior hangar, and the total weight of each ship exceeds
90,000 metric tons when fully loaded. Despite their astonishing size, even the of
largest supercarriers do not have flight decks that are long enough for planes to take off
and land under their own power alone. This has been a fundamental problem since
the very first aircraft carriers were commissioned in the early 1900’s, and it led to the development
of assisted takeoff and arrested recovery systems. Prior to World War II, the United States and
other countries experimented with a number of systems that utilized technologies such
as gunpowder, flywheels, gravity, and hydraulics. Up until the end of World War II, the hydraulic
systems were most common on aircraft carriers, but this changed in the 1950’s when the
Royal Navy introduced the first steam-powered aircraft catapults. Steam catapults quickly became the method
of choice for assisted takeoffs, while hydraulic systems remained in use for arrested landings,
and these systems are still widely used today. The 10 Nimitz-class supercarriers of the United
States Navy are all equipped with these systems, although the Navy does have plans to replace
this fleet with a new class of carriers that will use electromagnetic catapults. The first ship of this class is the Gerald
R. Ford, which was commissioned in 2017 following heavy criticism of the new electromagnetic
system, which has been reported to have a probability of critical failure that is 9
times greater than the traditional steam-powered system. The United States and other countries have
also adopted alternatives to assisted takeoff and arrested recovery such as ski jumps and
short takeoff and vertical landing aircraft like the Harrier jet. Nonetheless, this particular video is going
to focus on the engineering behind the steam catapults and hydraulic arresting systems
that are used on the American Nimitz-class aircraft carriers. The flight deck on each of these ships is
equipped with four 100 m long catapults. 2 are located at the front, or bow, of the
ship, and 2 are located on the left, or port, side of the ship. The 2 catapults on the port side cross an
angled landing runway, which spans from the back, or stern, of the ship all the way to
the front of the port side. The runway is angled like this so that pilots
can abort a landing and take off again without running the risk of crashing into planes and
personnel at the front of the ship. Each catapult is powered by steam generated
by the two nuclear reactors that power the carrier. Prior to a launch, the steam is collected
under high pressure in a large accumulator tank that is located underneath the catapult. The pressure inside the accumulator is monitored
by the catapult officer as it is filled, and a flow control valve is closed once the desired
pressure is reached. The catapult officer is commonly referred
to as a shooter, and they operate the catapults from a small control pod that protrudes above
the flight deck. The steam pressure that is required for each
launch depends on the weight of the aircraft, and the maximum operating pressure is around
3.2 MPa or 465 psi. As the accumulator is being pressurized, an
aircraft is positioned at the beginning of the catapult and a jet blast deflector is
raised behind the aircraft by hydraulic actuators to protect equipment and personnel from the
jet blast. A tow bar on the nose gear of the aircraft
is connected to a shuttle that protrudes through a slot in the flight deck, and a metal bar
called a holdback is secured to the back of the nose gear to hold the aircraft in place
until the catapult is fired. The shuttle is attached to 2 spear-shaped
pistons that run inside parallel steel cylinders with open slots in the top. These cylinders are positioned just below
the flight deck in a long trench, and they run the entire length of the catapult. Flexible strips are used to seal the open
slots in the cylinders to prevent steam from escaping, and the shuttle assembly simply
bends the strips out of the way as it travels down the length of the catapult. The shuttle assembly is also fitted with wheels
that run in a track between the cylinders and the underside of the flight deck. Just behind the shuttle, there is a mechanical
device called a grab that travels along the same track. This grab can be moved along the track by
a hydraulic cylinder and a system of cables, and it is used to retrieve the shuttle from
the end of the catapult following a successful launch. After the aircraft is connected to the shuttle,
a hydraulic tensioner is used to push the grab forward slightly, which in turn pushes
the shuttle and moves the aircraft forward in order to eliminate any slack in the system. When the pilot is ready for takeoff, they
throttle their engines to full power, however the holdback initially prevents the aircraft
from moving forward. As soon as the catapult is fired by the shooter,
a launch valve in the accumulator is opened, and the steam surges into the two cylinders. The force from the steam pushes the pistons
forward with enough force to break the holdback, and the shuttle accelerates the aircraft forward
towards the bow of the ship. The catapult is capable of launching a 20
metric ton aircraft from 0 to 265 km/hr in just 2 seconds, while the pilot experiences
nearly 4 g’s. For reference, this is more than twice the
acceleration that you would experience on the world’s fastest roller coaster, Formula
Rossa at Ferrari World. To accomplish this, the catapult needs to
exert around 750 kN, or just under 170,000 lbs of force. At the end of the catapult, the spear-shaped
pistons plunge into a water brake that consists of water-filled cylinders, which brings the
pistons and shuttle assembly to a stop. This also triggers a sensor which closes the
accumulator launch valve and opens an exhaust valve to release the spent steam. The grab is then moved to the end of the catapult
by the hydraulic system, where it latches to the shuttle and pulls it back to the starting
position. This marks the completion of a single launch
cycle, and the next aircraft can be moved into position to start the whole process over
again. At peak operating efficiency, the flight deck
crew can launch two aircraft every 40 seconds using the 4 catapults onboard. Although the mechanical systems of the aircraft
catapults are quite complex, the takeoff procedure is relatively simple from the perspective
of the pilot. Landing a plane back on the flight deck, on
the other hand, is far more difficult and requires a great amount of skill from the
pilot. There are 3 to 4 steel cables called arresting
wires that span the width of the landing runway at the stern of the ship, and the pilot must
catch one of these cables using a tail hook that is deployed from the rear of the aircraft. It is necessary for the aircraft to approach
the runway at a precise angle in order to accomplish this, and so an optical guidance
system is used to help guide the pilots in for landing. The guidance system is comprised of many lights
and lenses that are mounted adjacent to the runway, and the pilot will see different colors
and patterns depending on the angle of their trajectory as they approach the ship. As soon as the aircraft touches down, the
pilot throttles the engines to full power as a precaution in case they were not able
to catch one of the arresting wires. If they miss the cables, then the aircraft
needs to gain enough speed to takeoff again since the landing strip is too short for aircraft
to stop under their own power. If the pilot is successful in catching one
of the cables, then the kinetic energy of the aircraft is absorbed by a hydraulic system
that is located beneath the runway, which brings the plane to a stop. The end of each arresting wire is attached
to a steel cable and pulley system that wraps around a hydraulic cylinder. As the cables are drawn out by the landing
aircraft, the hydraulic cylinders are compressed, which forces hydraulic fluid out of the cylinders
and into two piston accumulators. The pressure inside the accumulators increases
as they are filled, reaching a peak pressure of about 4.5 MPa, or 650 psi, just before
the aircraft is brought to a complete stop. Once the aircraft is detached from the arresting
wire, the hydraulic fluid is released back into the cylinders, which causes them to extend
and retract the wire. This system is capable of stopping an aircraft
travelling at 240 km/h in just 2 seconds over a distance of about 100 m. The aircraft catapults and arresting systems
on modern aircraft carriers employ some impressive engineering to make these giant floating airbases
possible. Without the ability to launch and land planes
on a confined flight deck, warships like the Nimitz-class supercarriers simply wouldn’t
be feasible. These incredible ships are among the largest
and most complex vehicles ever built, and they are sure to remain as some of the greatest
military assets that United States has at their disposal for many years to come. If you enjoyed this video and you have a passion
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see you in the next one.

The Worthwhile Job – Favourite Games

The Army was presented with
a lot of challenges in the aftermath of
the Second World War. They’d achieved victory but they’d done so with
a mostly conscripted army. Now, those people were looking
to be demobilised those people were looking to get back into their civilian lives
as quickly as possible. And actually what the Army needed to do was to hold on to some of these people as many of them as they could because having won the war
they needed to win the peace. That meant garrisoning places
like Germany. But also they had imperial commitments
they needed to maintain. And so the Army needed to remain
incredibly large incredibly strong. Also, it was very professional. There was a lot of skill that
these people had built up throughout all these years of training and the Army wanted to hold on to that. And so you see the iconography go into
the same sort of thing. If anything it’s even more stylised It’s even more idealised. Look at the chiselled jaw and on the features and that sort of thing even with the slightly rakish angle
on the helmet! All of this is about saying Actually, you know what,
the Army’s a good job and there’s good people and there’s a place for you in the Army. You can live up to this ideal.

Gundersen, LHI Join Effort to Employ Vets

Two of our area’s biggest employers are teaming up to help veterans transition into civilian life. Gundersen Health System and L-H-I are joining the U-S Army’s ‘PaYS’ program . which helps service members find work after leaving the Army. The program matches veterans with employers that fit their skillset . and guarantees the soldiers a job interview. Army officials say it’s a partnership that’s beneficial for everyone involved. It really benefits community, it benefits corporations, it benefits the Army. In all three levels, this is really about taking care of the soldier. The soldier has a way to easily transition into a community he wants to be a part of and into a corporation that gladly wants him. Gundersen and L-H-I join more than 550 companies across the country in the program . but are the first employers in Wisconsin to join the effort.