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Sgt Maj. Ramona Cook, sergeant major Marine Heavy Helicopter Squadron 462, Marine Aviation Logistics Squadron 16, Marine Aircraft Group 16, 3rd Marine Aircraft Wing smiles in front a hat box that her recruits made while she was a senior drill instructor. Cook soon became the first company first sergeant of the new Papa Company. Now Cook is representing the Marine Corps at the Congressional Caucus for Women's Issues Women in Military Service for America Memorial. Years ago, Cook never thought she would become a non-commissioned officer. Photo by Cpl. Skye Jones

Photo by Cpl. Skye Jones

Sergeant major represents Marine Corps in Arlington National Cemetery

24 May 2005 | Cpl. Skye Jones Marine Corps Air Station Miramar-EMS

Sitting at a desk surrounded by drill instructor memorabilia, dusty 20-year-old Marine Corps training handbooks, a copy of "Rifleman Dodd" and the latest issue of Marines Magazine, a woman with short brown hair, dark skin and perfectly plucked eyebrows finishes the last few bites of her afternoon meal before rushing off for an interview during her lunch break.

Years ago, the buoyant and proud sergeant major would have never imagined herself in such a hectic position. In the present however, Sgt. Maj. Ramona Cook, sergeant major, Marine Heavy Helicopter Squadron 462, Marine Aircraft Group 16, 3rd Marine Aircraft Wing, is leading Marines and representing the Marine Corps at the Women in Military Service for America Memorial in Arlington National Cemetery.

The Congressional Caucus for Women's Issues honored Cook, a Los Angeles native, May 26 at the memorial during the eighth annual Women in the Military Wreath Laying Ceremony.

The caucus recognized one senior female noncommissioned officer from each of the five branches of the U.S. military to pay tribute to their service, courage and sacrifice.

"I'm excited, but everybody else is doing the work," said a modest Cook, relaxing in her chair before the trip. "I really appreciate the honor, though."
Cook's Marines do all of the boasting for her.

"They couldn't have picked anyone else to better represent the Marines," said Staff Sgt. Trylonda E. Keller, operations chief, HMH-462, shaking her head in approval. "I'm happy that she was chosen. Women are still out there, especially the senior enlisted. You don't run into female sergeant majors too often and she's definitely holding her own."

Keller was a recruit when Cook was the series gunnery sergeant at Marine Recruit Depot Parris Island, S.C., in 1996.
"After I graduated, I worked at recruit clothing and I always saw her walking around," recalled Keller. "I was still in shock, because I just got out of boot camp, but she still (elicited) fear."

Cook reported to drill instructor school during April 1995. After completing school, Cook became a drill instructor, senior drill instructor, series gunnery sergeant and eventually, the company first sergeant of Company P, 4th Recruit Training Battalion, Recruit Training Regiment.

"I picked up gunny a month before DI school and everybody said, 'don't do it, don't do it, you're already a gunny!' I didn't care, I just thought it would be awesome to mold females," laughed Cook. "You can do anything you put your mind to. The doors are open. Take no shortcuts."

The strong-willed sergeant major signed up for the Marine Corps because she wanted to be in the toughest branch. She joined with her best friend in 1982, with the mentality of, "if anybody can do it, I can."

During Cook's first years as a Marine, the requirements for females were much different than the males. According to Cook, for the female physical fitness test, women ran 1.5 miles, compared to the three miles males ran, completed 50 sit-ups in one minute and did the flexed-arm hang. Females were also not required to qualify on the rifle range.

"If you completed the one and a half miles in ten minutes or less, you earned the top score for the run. Females were also given expert rifle scores because we didn't have to shoot. This made a lot of the male Marines angry," explained Cook. "Now, we're all doing the same thing. I'm glad the system finally caught up."

Cook's Marines don't look at her as a female. They see her as a Marine.
"She's the best sergeant major that I've ever had in my 12 years in the Marine Corps," said Staff Sgt. Jason Cohen, air frames division chief, HMH-462. "It doesn't matter if she's a female or not. She's a sergeant major."

Cook completely agrees with Cohen's sentiments.

"There are so few of us (females) in the Marines and it only takes a couple of bad apples for all of us to be labeled. You're a Marine, not a female. We need to strive to be the best," said a passionate Cook. "But, you don't have to give up that part of your identity. You can still be a woman and a Marine and have a successful career."

"I still can't believe it," smiled Cook. "I remember being so proud as a (private first class). I flew home in my uniform and wore it on leave whenever I had the chance. Never in a million years would I have thought of myself coming this far."

POLICY

The most important starting point for an EMS* is the development of an environmental policy. ISO14001 requires local governments to implement their own environmental policy. The environmental policy acts as a basis for the environmental management system.

PLANNING

ISO14001 requires that an environmental management system is planned properly. It requires the organization to consider the following carefully: Environmental Aspects; Legal and Other Aspects; Objectives and Targets; and an Environmental Management Program.

IMPLEMENTATION

The two requirements for implementation of an EMS is to define, document, and communicate roles, responsibilities and authorities, and to allocate the resources needed to implement and control the EMS.

CHECKING

The key requirement in this EMS step is to regularly monitor and measure key characteristics of activities and operations that could have a significant impact on the environment. Changes to EMS procedures may become necessary in order to deal with nonconformances with the EMS, with mitigating environmental impacts, or corrective and preventive action.

REVIEW

The management review process ensure that information is collected to enable management to carry out proper review. Top management review the need for changes to policy, objectives and targets, and ensure that a commitment to continual improvement is being demonstrated.

Marine Corps Air Station Miramar-EMS