168,997 views|Feb 2, 2020,7:50 am
Photo Reveals Turkish Submarine Is First With New Capability
H I SuttonContributor
Aerospace & Defense
I cover the changing world of underwater warfare.
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Turkey is emerging as a new player in the international submarine business. A Turkish Navy submarine
was spotted passing through Istanbul on January 30 with new equipment. Trained eyes spotted an array of twelve white circles just above the waterline. This appears to be the business end of the locally developed Zargana anti-torpedo defense system.
Turkish Navy submarine with what appears to be the[+]
YÖRÜK IŞIK (@YORUKISIK)
Ship spotters often report interesting vessels transiting between the Mediterranean and Black Seas. The Bosporus Strait goes through Istanbul where the photographers have easy access to the waterfront. A lot of Russian military hardware destined for Syria goes that way for example. Thanks to an international law known as the Montreux Convention, foreign submarines are forbidden to transit there under most circumstances. So the submarines which pass the waiting cameras are invariably Turkish.
This submarine is believed to be TCG
Anafartalar (S356), a German designed Type 209/1400 Preveze Class submarine. It is one of four of the class which was built locally at the Gölcük Naval Shipyard. They are going to be given a Turkish developed mid-life upgrade (MLU) over the next few years so this new defensive system may be part of that.
The Zargana Countermeasure System has been developed by Aselsan to protect submarines from incoming torpedoes. It does this by launching salvos of acoustic 'deceptors' and 'jammers.' These are small torpedo-like objects which are launched from tubes under the submarine’s casing. The deceptors imitate the acoustic and movement characteristics of the targeted submarine. This misleads the torpedo into homing in on the wrong target. Meanwhile the jammers emit a broadband high-level noise that drowns out the operating frequencies of most acoustic (sonar) homing torpedoes. This sort of decoy system is known as ‘soft kill’ in defense circles.
Other countries also load torpedo countermeasures aboard submarines, although information is hard to come by about this secretive aspect of underwater warfare. The Russian Navy has fielded the much larger ‘Barrier’ system since the Cold War. This has decoys similar to the Zargana, and may now also include actual mini-torpedoes which try to hit the incoming torpedo.
Turkey is actively marketing the Zargana system. It is known to have been exported to Indonesia for their own Type-209 submarines. And Turkey is upgrading some of Pakistan's Agosta class submarines with the system. These French designed boats will carry part of Pakistan's nuclear deterrent in the form of the Babur cruise missile.
Turkey is also
developing an indigenous submarine which may use the system.
H I Sutton
167,228 views|Dec 3, 2019,2:29 pm
How To Build A Culture Of High Expectations
Philip PriceBrand Contributor
Grads of LifeBRANDVOICE | Paid Program
Leadership
Think back to the first job you ever had. Were you a success from the first day or did you have to learn how to do your job? Did you have a supportive colleague or manager who saw your potential and helped guide you to success in the role?
Facing record low unemployment rates, employers are looking to diverse talent pools to source entry-level hires. One such talent pool is Opportunity Youth - young adults ages 16-24 who are out of work or without a college degree but who possess the 21st-century skills that employers need. There are more than
4 million Opportunity Youth in the U.S., all of whom are eager to add to your organization beyond entry-level roles.
One of the most effective strategies for retaining Opportunity Youth talent and ensuring they can perform at their best is to have clearly-defined workplace expectations and support as they adjust to these expectations.
Setting Expectations
When onboarding new hires, a good manager sets clear and attainable expectations with new team members. By setting clear and agreed-upon expectations, the manager articulates what it takes for the team to be successful.
Managers should consider setting clear expectations around:
- Timeliness: What does it mean to be "on-time"? What procedures are in place for communicating lateness and/or absence?
- Appearance: Be specific around what professional appearance means in the context of your team.
- Attitude: What does it mean to have a professional attitude? What should the team member’s body language, voice tone, and overall attitude "say"?
- Communication: What are the expectations for professional communication (both written and oral)? What are the norms that you expect them to follow?
- Productivity: What are the team member’s expected deliverables/outcomes? What is the timeline for these deliverables? When should they ask for additional support?
Whenever possible, these expectations should be written down and reviewed, line-by-line, with newer member(s). Ideally, the team member should sign the expectations at the bottom of the document to note that they understand the expectations and agree to abide by them. Managers should keep this signed copy of the document and review it if necessary with the team member.
Supporting and Re-setting Expectations
We are all human. We all make mistakes. That’s why managers should regularly check in with their team and re-set expectations. A change in the team’s capacity or someone’s role could mean newer expectations for everyone. Alternatively, some team members may not be meeting expectations. In either of these situations, having a one-on-one conversation to clarify and re-set expectations may be helpful.
Keylin Haye, Program Manager at Year Up Boston, outlines a framework that he uses to conduct these “level-setting” conversations.
Like any managerial skill, setting (and re-setting) expectations takes time and practice but it’s a process well worth the investment. When team members know what is expected of them, and feel supported in achieving those expectations, they are more likely to be successful in the workplace. A successful frontline team can mean
increased productivity, retention, and sales.
At Grads of Life, we believe that Opportunity Youth are a great source of talent and we want to help businesses reap the benefits of this overlooked talent pool. That’s why we developed the
Opportunity Manager Training, an online program made up of short and actionable modules, each designed to help frontline managers learn how to interview, onboard, train, supervise, support and grow Opportunity Youth in their frontline talent.
Learn how we can help your organization improve the hiring, engagement, retention and performance of your frontline talent.
Philip Price
Philip Price is the Product Management Lead at Grads of Life. He designs, builds and develops online programs and face-to-face trainings to help workplaces become more…Read More
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