On the streets of Jakarta, Indonesia, hundreds of middle and high school pupils arm themselves with deadly weapons to fight rival gangs from other schools. These brawls can last for hours, leaving blood and bodies in their aftermath. The violence is extreme, but the motivations are muddy. In this episode of 101 East, we talk to the teenagers on the frontline, their parents, teachers and the police about why so many otherwise regular kids are willing to fight and even kill their fellow pupils. - Subscribe to our channel: http://aje.io/AJSubscribe - Follow us on Twitter: https://twitter.com/AJEnglish - Find us on Facebook: https://www.facebook.com/aljazeera - Check our website: http://www.aljazeera.com/
The business world is abuzz with talk of artificial intelligence, it’s applications and the use of tools like artificial neural networks. But, what about real (or biological) neural networks and the potential that they could offer? Here's some examples of what you could be missing out on.
Syrian rebels gain ground in Hama province Rebel fighters in Syria have opened a new frontline in Hama province where they have taken over several villages. This follows Sunday's surprise rebel assault on the capital Damascus. The surge in violence is taking place ahead of talks scheduled to begin in Geneva on Thursday. Al Jazeera's Hashem Ahelbarra reports from Beirut. - Subscribe to our channel: http://aje.io/AJSubscribe - Follow us on Twitter: https://twitter.com/AJEnglish - Find us on Facebook: https://www.facebook.com/aljazeera - Check our website: http://www.aljazeera.com/
Two weeks ago we reported that the latest unintended casualty from Philadelphia's soda tax would be at least 20% of Pepsi's 423 employees in the city of brotherly love. According to the Philadelphia Inquirer, with sales slumping as much as 40% because of the new Philadelphia sweetened beverage tax, in the last week of February, Pepsi said it will lay off 80 to 100 workers at three distribution plants that serve the city. And since Pepsi employs 423 people in the city, it means that as much as 20% of its employees will be out of job due to a disastrous ordnance that was meant to provide additional municipal funding and instead will now lead to an increase in unemployment, coupled with a general decline in consumption, not to mention tax revenues for the city of Philadelphia. The bottling giant sent out notices last Wednesday and said the layoffs would be spread over the next few months. "The layoffs come in response to the beverage tax, which has cut sales by 40 percent in the city, PepsiCo Inc." spokesman Dave DeCecco said. “Unfortunately, after careful consideration of the economic realities created by the recently enacted beverage tax, we have been forced to give notice that we intend to eliminate 80 to 100 positions, including frontline and supervisory roles,” DeCecco said. The layoffs would occur at plants in North Philadelphia, South Philadelphia, and Wilmington. The plants are run as independent businesses required to report profits and losses to the company. And while Philly mayor Jim Kenney was quick to accuse Pepsi of being selfish, and putting profits over payrolls, that appears to be a losing battle as the local laborers promptly sided with the bottling giant. Anthony Campisi, a spokesman for a coalition of retailers, bottlers, and unions opposed to the tax, said it was unfair for the city to blame the companies for the job loss. “It’s the mayor who’s to blame for the economic and human impact of the tax,” Campisi said. “And its offensive to blame the impact on Philadelphia businesses that are no longer sustainable because of it." But the straw that could break the municipal camel's back in the deeply democratic city would be if the Teamsters - the backbone of any democratic administration - cry bloody murder, which they are starting to do. Danny Grace, secretary-treasurer for Teamsters Local 830, which represents many of the employees affected, said in a statement: “Our worst fears have been realized today. ... This terrible news, although not surprising, is particularly disastrous for the members of Teamsters Local 830, who rely on a strong soda industry for their livelihoods.” * * * Fast forward to today when it appears that the initial round of cost-cutting was very much insufficient, and according to CBS, Pepsi is now pulling 2-liter bottles and 12-packs of its products from Philadelphia grocery store shelves over the city’s new tax on sweetened drinks. The company says it wants to offer products and package sizes working families can better afford. As described previously, the 1.5-cent-per-ounce tax on sweetened and diet beverages is imposed at the distributor level. If fully passed on to the consumer it amounts to $1.44 on a six-pack of 16-ounce bottles. The company’s decision affects sodas including Pepsi and Mountain Dew and other sweetened drinks like Gatorade and Lipton Iced Tea. Democratic Mayor Jim Kenney’s office says the industry was trending toward smaller sizes well before the tax passed. Earlier this month, Purchase, New York-based PepsiCo Inc. cited the tax when announcing layoffs of 80 to 100 workers at distribution plants serving Philadelphia. Sadly, he seems unable to grasp that when it comes to volume consumers will just be force to buy more smaller soda containers. But what is most troubling - and to Philadelphia's democratic leadership, confusing - is that that no matter the passed-thru cost, Pepsi is simply unable to make a profit on any volume, or quantity, of soda, as there is simply no demand to cover the increased costs, and as a result the company has decided to pull two of the most popular size categories from the Philly market. The result: not only has Pepsi commenced mass layoffs, not only have soda prices soared punishing everyone - not just those who allegedly abuse sugary drinks - but now all consumers just lost, with Pepsi limiting the choice of what they can and can not drink in such dramatic fashion. Meanwhile, Philadelpia's mayor continues to pretend tht his brilliant plan is going according to plan.
400,000 Mosul residents have fled since the beginning of the Mosul rescue mission. This data is taken from the Iraqi Observatory For Human Rights. The city faces a humanitarian disaster, there is a lack of living essentials and water.
Dr Pepper Snapple (DPS) reported earnings 30 days ago. What's next for the stock? We take a look at earnings estimates for some clues.
Sebastien Roblin Security, Europe Javelin packs a big punch. The Javelin is one the U.S. military’s most effective, man-portable weapon systems. They’re available to frontline infantry squads in the Marines and Army, and typically a few are stowed inside vehicles in mechanized units. The United States has sold Javelins both to many NATO countries, including France and the United Kingdom, allies in the Middle East such as Saudi Arabia and the United Arab Emirates, and to Asian-Pacific countries including Australia, Indonesia and Taiwan. Because of the Javelin’s capabilities, the sale of Javelins is loaded with both political considerations as well as military significance. For example, the United States has provided 120 Javelin launch units to Estonia and 260 to Lithuania. If the Baltic states were invaded by Russian armor—not truly a likely event, but one much worried about because the small NATO countries would be hard to defend—light infantry wielding Javelins would basically serve as the Baltics’ first line of defense on the ground until NATO mobilized. The U.S.-made FGM-148 Javelin is one of the premier portable anti-tank missile systems in the world. It’s also an expensive piece of kit, with each missile typically costing more than the targets it eliminates. Still, the infrared guided Javelin has proven itself in combat in Iraq, Afghanistan, and Syria and has reliable shtick that should work on virtually any tank out there—it hits them on the weak top armor. It’s also exposes its crew to less danger than the typical guided missile system. Because it’s such a lightweight system, it may end up being a first responder on the ground to emergencies that could be described as “massive, unexpected tank invasions”—a scenario the U.S. military could have faced during Operation Desert Shield, when it deployed light infantry to defend Saudi Arabia, and currently fears in the Baltics. The Javelin is so effective that who the United States sells or gives Javelins to has become a political issue on more than one occasion. Within the U.S. military, the Javelin also looks set to transition from being purely an infantry system to being mounted on vehicles. So How Does One Throw These Anti-Tank Spears (and Why Are They Powerful?): Read full article
Iraqi troops advance into western Mosul as frontline against ISIS is moving closer to the Old City. Clashes took place in the area of al-Nuri mosque, also known as the Great Mosque – a symbolic venue where ISIS leader al-Baghdadi made his first and only public appearance RT LIVE http://rt.com/on-air Subscribe to RT! http://www.youtube.com/subscription_center?add_user=RussiaToday Like us on Facebook http://www.facebook.com/RTnews Follow us on Twitter http://twitter.com/RT_com Follow us on Instagram http://instagram.com/rt Follow us on Google+ http://plus.google.com/+RT Listen to us on Soundcloud: https://soundcloud.com/rttv RT (Russia Today) is a global news network broadcasting from Moscow and Washington studios. RT is the first news channel to break the 1 billion YouTube views benchmark.
NHS Providers says operation waiting lists and delays at A&E departments will soar next year under predicted fundingFrontline NHS services face “mission impossible” in meeting next year’s targets, health trusts have said.Longer waiting lists for operations and delays at accident and emergency departments in England loom under the present financial constraints, said NHS Providers, a trade association that represents acute, ambulance, community and mental health services. Continue reading...
Students at Temple University in Philadelphia, or perhaps their parents, are getting a great lesson today on the real life economic consequences of liberal political policies run amok. Courtesy of Philly's new 1.5 cent per ounce 'soda tax', Temple has been forced to hike it's 2017-2018 boarding costs by $400,000, or roughly 4.8%. Per Philly.com, Temple's CFO said they will roll back the planned $400,000 meal plan hike if the soda tax is repealed. Board rates will rise an additional 4.8 percent for 2017-18 solely because of the 1.5-cent-per-ounce sweetened-beverage tax, which went into effect this year, the university said. The tax was enacted to help fund parks, recreation centers, and early childhood education. Heated debate over it continues, with PepsiCo having announced planned layoffs and retailers reporting steep losses. The total impact of the new tax is estimated to be $400,000 per semester, said Ken Kaiser, Temple's chief financial officer. The university will roll back the board increase if the tax is repealed, he said. "This is another example of the damaging impact this tax is having on Philadelphia families," said Anthony Campisi, a spokesman for Ax the Philly Bev Tax Coalition, made up of a number of Philadelphia businesses and residents, many of them involved in the soda industry. "It’s ironic that a tax the mayor sold on the basis of expanding educational access is now going to be making higher ed less affordable for students." Of course, Philadelphia's Mayor, who has come under fairly constant attack for the controversial tax, said that Temple is simply using his legislation as a scapegoat to "pay for their ever-growing administrative salaries and new, expensive buildings and amenities." "The beverage tax is becoming a popular scapegoat for unpopular decisions," said spokeswoman Lauren Hitt. "Universities across the country have been raising meal-plan fees because families are increasingly chafing at tuition increases, and universities still want to pay for their ever-growing administrative salaries and new, expensive buildings and amenities." "Temple's own administration staff has grown by 40 percent in recent years; they are planning to build a multimillion-dollar stadium; their new 24-story dorm includes flat screen TVs; and, sure enough, they have a history of raising their meal-plan fees to cover those costs - by 2.5 percent in 2015 and 4.3 percent in 2014." As we pointed out a couple of weeks ago, when Philadelphia became the first US city to pass a soda tax last summer, city officials were eagerly looking forward to the surplus-tax funded windfall to plug gaping budget deficits (and, since this is Philadelphia, the occasional embezzlement scheme). Then, after the tax went into effect on January 1st we showed the tax applied in practice: a receipt for a 10 pack of flavored water carried a 51% beverage tax. And since PA has a sales tax of 6% and Philly already charges another 2%, the total sales tax was 8%. In other words, a purchase which until last year came to $6.47 had overnight become $9.75. Then came the layoffs as soda sales slumped as much as 40% forcing Pepsi to lay off 80 to 100 workers at three distribution plants that serve Philly. And since Pepsi only employed 423 people in the city, it meant that as much as 20% of its employees were suddenly out of a job due to a disastrous ordnance that was meant to provide additional municipal funding and instead will now lead to an increase in unemployment, coupled with a general decline in consumption, not to mention tax revenues for the city of Philadelphia. A spokesman for Pepsi said "The layoffs come in response to the beverage tax, which has cut sales by 40 percent in the city...Unfortunately, after careful consideration of the economic realities created by the recently enacted beverage tax, we have been forced to give notice that we intend to eliminate 80 to 100 positions, including frontline and supervisory roles." But not to worry, we're sure Philly students can just take out more student loans to cover these increased costs...we certainly wouldn't want them to have to divert any portion of their student loans that they've already set aside for Cancun.
In 2003 a doctor with SARS unknowingly infected several guests while staying at a Hong Kong hotel, and overnight the virus reached across the globe. China is currently battling a bird flu that kills nearly half of the people infected. If Ebola, which transmits through fluids, were spread by air, or if Zika, which has reached over 50 countries, were as deadly as Ebola, we would be facing an unprecedented catastrophe. An uncontrolled outbreak or bioterror attack could result in a contagion that kills over 30 million people. We fear it is only a matter of time before we face a deadlier and more contagious pathogen, yet the threat of a deadly pandemic remains dangerously overlooked. Pandemics now occur with greater frequency, due to factors such as climate change, urbanization, and international travel. Other factors, such as a weak World Health Organization and potentially massive cuts to funding for U.S. scientific research and foreign aid, including funding for the United Nations, stand to deepen our vulnerability. We also face the specter of novel and mutated pathogens that could spread and kill faster than diseases we have seen before. With the advent of genome-editing technologies, bioterrorists could artificially engineer new plagues, a threat that Ashton Carter, the former U.S. secretary of defense, thinks could rival nuclear weapons in deadliness. The two of us have advised the president of Guinea on stopping Ebola. In addition, we have worked on ways to contain the spread of Zika and have informally advised U.S. and international organizations on the matter. Our experiences tell us that the world is unprepared for these threats. We urgently need to change this trajectory. We can start by learning four lessons from the gaps exposed by the Ebola and Zika pandemics. Faster Vaccine Development The most effective way to stop pandemics is with vaccines. However, with Ebola there was no vaccine, and only now, years later, has one proven effective. This has been the case with Zika, too. Though there has been rapid progress in developing and getting a vaccine to market, it is not fast enough, and Zika has already spread worldwide. Many other diseases do not have vaccines, and developing them takes too long when a pandemic is already under way. We need faster pipelines, such as the one that the Coalition for Epidemic Preparedness Innovations is trying to create, to preemptively develop vaccines for diseases predicted to cause outbreaks in the near future. Point-of-Care Diagnostics Even with such efforts, vaccines will not be ready for many diseases and would not even be an option for novel or artificially engineered pathogens. With no vaccine for Ebola, our next best strategy was to identify who was infected as quickly as possible and isolate them before they infected others. Because Ebola’s symptoms were identical to common illnesses like malaria, diagnosis required laboratory testing that could not be easily scaled. As a result, many patients were only tested after several days of being contagious and infecting others. Some were never tested at all, and about 40% of patients in Ebola treatment centers did not actually have Ebola. Many dangerous pathogens similarly require laboratory testing that is difficult to scale. Florida, for example, has not been able to expand testing for Zika, so pregnant women wait weeks to know if their babies might be affected. What’s needed are point-of-care diagnostics that, like pregnancy tests, can be used by frontline responders or patients themselves to detect infection right away, where they live. These tests already exist for many diseases, and the technology behind them is well-established. However, the process for their validation is slow and messy. Point-of-care diagnostics for Ebola, for example, were available but never used because of such bottlenecks. Greater Global Coordination We need stronger global coordination. The responsibility for controlling pandemics is fragmented, spread across too many players with no unifying authority. In Guinea we forged a response out of an amalgam of over 30 organizations, each of which had its own priorities. In Ebola’s aftermath, there have been calls for a mechanism for responding to pandemics similar to the advance planning and training that NATO has in place for its numerous members to respond to military threats in a quick, coordinated fashion. This is the right thinking, but we are far from seeing it happen. The errors that allowed Ebola to become a crisis replayed with Zika, and the WHO, which should anchor global action, continues to suffer from a lack of credibility. Stronger Local Health Systems International actors are essential but cannot parachute into countries and navigate local dynamics quickly enough to contain outbreaks. In Guinea it took months to establish the ground game needed to stop the pandemic, with Ebola continuing to spread in the meantime. We need to help developing countries establish health systems that can provide routine care and, when needed, coordinate with international responders to contain new outbreaks. Local health systems could be established for about half of the $3.6 billion ultimately spent on creating an Ebola response from scratch. Access to routine care is also essential for knowing when an outbreak is taking root and establishing trust. For months, Ebola spread before anyone knew it was happening, and then lingered because communities who had never had basic health care doubted the intentions of foreigners flooding into their villages. The turning point in the pandemic came when they began to trust what they were hearing about Ebola and understood what they needed to do to halt its spread: identify those exposed and safely bury the dead. With Ebola and Zika, we lacked these four things — vaccines, diagnostics, global coordination, and local health systems — which are still urgently needed. However, prevailing political headwinds in the United States, which has played a key role in combatting pandemics around the world, threaten to make things worse. The Trump administration is seeking drastic budget cuts in funding for foreign aid and scientific research. The U.S. State Department and U.S. Agency for International Development may lose over one-third of their budgets, including half of the funding the U.S. usually provides to the UN. The National Institutes of Health, which has been on the vanguard of vaccines and diagnostics research, may also face cuts. The Centers for Disease Control and Prevention, which has been at the forefront of responding to outbreaks, remains without a director, and, if the Affordable Care Act is repealed, would lose $891 million, 12% of its overall budget, provided to it for immunization programs, monitoring and responding to outbreaks, and other public health initiatives. Investing in our ability to prevent and contain pandemics through revitalized national and international institutions should be our shared goal. However, if U.S. agencies become less able to respond to pandemics, leading institutions from other nations, such as Institut Pasteur and the National Institute of Health and Medical Research in France, the Wellcome Trust and London School of Hygiene and Tropical Medicine in the UK, and nongovernmental organizations (NGOs have done instrumental research and response work in previous pandemics), would need to step in to fill the void. There is no border wall against disease. Pandemics are an existential threat on par with climate change and nuclear conflict. We are at a critical crossroads, where we must either take the steps needed to prepare for this threat or become even more vulnerable. It is only a matter of time before we are hit by a deadlier, more contagious pandemic. Will we be ready?
Seattle Genetics (SGEN) reported earnings 30 days ago. What's next for the stock? We take a look at earnings estimates for some clues.
A year into their jobs, how many employees still have the unbridled energy and enthusiasm that they brought with them to their first day on the job? How many still believe they can make a difference? Unproductive routines, corporate bureaucracy, and “administrivia” kill ambition and sap energy for far too many employees. That’s demoralizing for employees, and a waste for companies, which badly need the full energy and commitment of all their workers. Related Video Your Scarcest Resource Organizations waste too much time - see how Bain helps them manage it like money in this 10-minute video slide deck. To download a customizable version, visit the Visual Library. Save Share See More Videos > See More Videos > The novelty of any new job will wear off, but employees can remain energized and engaged if companies attack the true causes of organizational drag — all the practices, procedures, and structures that waste time and limit output — not just the symptoms. The symptoms may seem to be minor annoyances and inconveniences that could be wiped out without much effort — too much process, too many meetings, meaningless goals, and time wasted on work that no one will ever care about. But those symptoms stem from fundamental problems. Companies wind up in trouble and squander the time, talent, and energy of their workforce when they lose focus, spend money on things that don’t make a difference to employees or the future of the business, and use operating models that are out of whack. By attacking the root causes of organizational drag, companies can eliminate unnecessary work, reenergize the workforce and, at the same time, put the business on a better course. They can do this by following the three R’s: refocus on strategic priorities reset the budgets redesign the operating model Together, these initiatives can help remove the clutter and distraction that create drag. Refocus on Strategic Priorities The first step is to refocus the organization on the most important business units, customer segments, and geographies in which the company has a repeatable formula for growth and a “right to win.” Within business units, executives should eliminate any sources of profitless volume. Look closely, and you’ll find that most companies have stretched their brands and product portfolios to customers and markets in which they are undifferentiated and profits are weak. These proliferating operations lead to complexity, which contributes to drag as well as costs that rob resources from better and potentially more-profitable ideas. For example, large biopharma companies compete in many categories and tend to accumulate an array of follower positions. But that drags down shareholder returns. Recent analysis by Bain found that the biggest biopharma value creators are category leaders, and those that combine their category leadership with portfolio focus within their categories deliver annual total shareholder returns more than twice those of companies that are diversiﬁed followers. That’s why a growing number of biopharma firms have been selling or spinning off parts of their businesses, such as Novartis’s sale of its inﬂuenza vaccine business to CSL, Bristol-Myers Squibb’s sale of its diabetes division to AstraZeneca, and Biogen’s spin-off of its hemophilia business. Trimming a portfolio of drag creators is often an act of managerial courage. It’s most likely that top-line growth will suffer during the transition, but the result will be a more profitable portfolio that is geared for growth. Companies often use separations and carve-outs to surgically eliminate the slower-growing, less-profitable, or less strategically aligned parts of their business. But if companies do not also address the underlying factors that got the company to that spot in the first place, their performance will still fall short of internal and external expectations. Reset the Budgets How companies allocate money can contribute to organizational drag by keeping nonessential work going. But it is not easy to make the tough decisions to defund. We recommend zero-based budgeting and planning to make the choices clearer. This also helps get over the dilemma that companies often face when they are making cuts: Should they eliminate the work and then reduce the budgets that allowed these costs, or should they shrink the budgets to squeeze out the unnecessary work? While the former approach is friendlier from a change management perspective, we usually find that it leads to only incremental change. This is why we find a zero-based approach preferable. A zero-based budgeting and planning process using stretch targets challenges conventional thinking and brings forth bolder ideas. Companies with foresight will make this change before the market or an activist investor demands it. A simple example: Before 3G Capital used a zero-based system to clarify roles and objectives, eliminate layers, and standardize processes at Kraft Heinz, one manager reported that he struggled to keep pace with a flood of up to 300 emails and numerous unproductive meetings in a typical day. Now his inbox collects fewer than 40 daily emails, and meetings are more focused and efﬁcient. Zero-basing can both reset the cost structure and keep out cost over time. Redesign the Operating Model Having streamlined the portfolio and reset budgets, it is important to redesign the operating model — that is, the way the company is organized to deliver on its strategy — to eliminate any unnecessary work or dysfunctional processes that bog things down. Thinking “customer-back” or “frontline-back” provides a powerful lens through which to eliminate work. Just ask: How does this activity help serve our customers better? Companies can also look for complexity and inefficiencies that are hidden in the seams of the organization — in cross-functional, cross-geographical, or cross-business unit activities, where no executive or team has a single point of accountability. Every organization has seams, and these are fruitful areas for optimization and redesign. Where inefficiencies are found in ongoing operations, companies should consider “leaning out,” centralization, or outsourcing. Organizations operate on formal and informal processes, and executives should seek out complexity and waste in both areas. Formal processes and systems enshrine ways of working, so it’s easier to attack them systematically. But hidden and informal factors that create organizational drag tend to get overlooked. These factors are often more behavioral — how the management team makes decisions, for example. Consider the remarkable turnaround at Ford. In 2006 then-new CEO Alan Mulally and his senior team not only set a new strategic path but also overhauled Ford’s operating model. The company moved from regional business units to a global functional model, setting the stage for more-efficient and effective operations, such as reducing the number of vehicle platforms. Governance and behaviors changed as well, as Mulally pushed for open debate and honesty about where problems were cropping up. He encouraged his team to simplify the ways they worked, eliminating ineffective meetings and liberating thousands of unproductive hours. Thanks to a new strategy and an operating model redesign, Ford returned to profitability without a bailout from the American taxpayer. Following these three steps can elevate a company’s performance potential by creating an environment in which individual energy and creativity are converted to productivity. That can initiate a virtuous cycle in which improved performance liberates cash and capital to fund new growth opportunities and reward talent, unlocking new levels of organizational performance. Employees working in this winning environment will find that the new-employee spirit can be sustained and that their work feeds their individual energy rather than destroying it.
In the meantime, the Donbass militia receives reinforcements, including from abroad. In addition to the Russian volunteers, the soldiers of the international brigade fight side by side for the dignity of Donbass. They come from Germany, the USA, Colombia, and Afghanistan.
Unprecedented number of children maimed, killed and recruited for combat roles in 2016, says Unicef report on violations suffered by childrenThe number of children maimed, killed or recruited to fight in the Syria conflict has increased dramatically over the past year, with children as young as seven forced to act as frontline fighters, prison guards, suicide bombers and executioners.Grave violations against Syrian children are at the highest level since the war began in 2011, according to a Unicef report, with at least 652 children killed in 2016 – a 20% increase on the year before – and 850 children recruited to fight in the conflict, nearly three times the 331 enlisted in 2015. Continue reading...
Reading: Richard Baldwin (2017):The Great Convergence: Information Technology and the New Globalization
**Reading: Richard Baldwin** (2017): _[The Great Convergence]: Information Technology and the New Globalization_ (Cambridge: Belknap Press: 067466048X) ### I. Overview The grand theory of history presented by Baldwin here has four beats: [The Great Convergence]: https://kindle.amazon.com/work/great-convergence-richard-baldwin-ebook/B01MYM394C/B01MSWH9ED 1. Black Death that sets off the commercial revolution and the rise of the...
• Rooney, Rashford and Martial ill or injured; Ibrahimovic suspended• Mourinho may push Mkhitaryan forward in Stamford Bridge quarter-finalManchester United’s hopes of defending the FA Cup were dealt a severe blow after Wayne Rooney, Marcus Rashford and Anthony Martial were all ruled out on the eve of Monday night’s quarter-final against Chelsea.With Zlatan Ibrahimovic starting a three-match suspension it means José Mourinho is without all of his frontline strikers for the trip to Stamford Bridge. The manager had planned to field one of Rooney, Rashford and Martial at No9 in the absence of Ibrahimovic. But with Rooney injuring himself in an training accident with Phil Jones on Sunday, Rashford falling ill on the same day and Martial also suffering an unspecified problem Mourinho will now have to field a makeshift forward line at his former club. Continue reading...
http://ru.euronews.com/ Представьте себе мир, где преступники действуют совершенно безнаказанно. Мир, в котором данные Вашей кредитки можно приобрести за 1 доллар, а заработать на таком бизнесе один триллион долларов в год, или 770 000 000 евро. Программа "На линии огня" провела собственное расследование, чтобы понять, как бороться с организованной преступностью в кибер пространстве, а главное - как победить. Эксперты в области кибербезопасности предупреждают, что в 2013 году кибератаки на финансовый сектор станут еще более изощренными и вредоносными и могут привести к миллионам долларов убытков. Наша зависимость от интернета растет, а вместе с этим резко увеличиваются возможности мошенников и преступников. О противостоянии растущей угрозе мы поговорили с Троэлсом Оертиномг, главой Европейского центра по борьбе с кибер-преступлениям и Риком Фергюсоном, директором Trend Micro, компании, разрабатывающей программное обеспечение для защиты информации. Ñ�Ð¾Ñ†Ð¸Ð°Ð»ÑŒÐ½Ñ‹Ðµ Ñ�ÐµÑ‚Ð¸ : YouTube: http://bit.ly/zqVL10 Facebook: http://www.facebook.com/euronewsru Twitter: http://twitter.com/euronewsru