Thursday, March 31, 2016

Ransomware gets a lot faster

by encrypting the master file table instead of the filesystem

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In just a few short years, ransomware -- malware that encrypts all the files on the computer and then charges you for a key to restore them -- has gone from a clever literary device for technothrillers to a cottage industry to an epidemic to a public menace.

But ransomware has a serious Achilles heel that's kept it in check: encrypting a lot of files is computationally expensive, especially when there isn't much free space on the victim's hard-drive. That means that ransomware either has to run very slowly (increasing the chances that it'll be detected and stopped before it can gobble up too many files) or very obviously (slowing down the victim's PC so badly that they may figure out something's up before it gets very far and pull the plug).

A new ransomware, Petya, deploys a rarely seen technique that massively speeds up the encryption. Petya attacks the drive's Master Boot Record and Master File Table, the metadata files that allow a drive to start up a computer and know which files are in which sectors. Without these two files, disks are unreadable by normal measures -- but these two files are relatively tiny and can be encrypted in seconds, rather than days.

MBR/MFT attacks will be easier to beat than whole filesystem encryption, though: since the earliest days of mechanical drive failure, there've been utility programs that read every sector on a disk that's experienced corruption and try to reconstruct the disk's catalog. Modern filesystems like EXT4 implement "journaling" protocols that redundantly store metadata that can be useful in this exercise. It's possible that if Petya becomes more widespread, companies or organizations will start offering specialized, bootable thumb-drives that contain filesystem recovery tools that you can use to get your data back without paying the ransom.

Petya isn't the first ransomware to attack drive metadata rather than the filesystem itself; a primitive version was seen last January.

When first installed, the Petya Ransomware will replace the boot drive's existing Master Boot Record, or MBR, with a malicious loader. The MBR is information placed at the very beginning on a hard drive that tells the computer how it should boot the operating system. It will then cause Windows to reboot in order to execute the new malicious ransomware loader, which will display a screen pretending to be CHKDSK. During this fake CHKDSK stage, Petya will encrypt the Master File Table on the drive. Once the MFT is corrupted, or encrypted in this case, the computer does not know where files are located, or if they even exist, and thus they are not accessible.

Once the fake CHKDSK is completed, you will be presented with a lock screen that displays instructions on connecting to a TOR site and a unique ID you must use on the site to make the ransom payment. Once a ransom payment has been made, you will receive a password that you can enter into this screen to decrypt your computer.

Understanding the anti-free trade, working-class appeal (BW)

Amid the rugged cattle farms that dot the hills of southern Kentucky, in a clearing just beyond the Smoke Shack BBQ joint and the Faith Baptist Church, lie the remains of the A.O. Smith electric-motor factory.

It’s been eight years since the doors were shuttered. The building’s blue-metal facade has faded to a dull hue, rust is eating away at scaffolding piled up in the back lot and crabgrass is taking over the lawn. At its zenith, the plant employed 1,100 people, an economic juggernaut in the tiny town of Scottsville, population 4,226.

Randall Williams and his wife, Brenda, were two of those workers. For three decades, they helped assemble the hermetically sealed motors that power air conditioners sold all across America. At the end, they were each making $16.10 an hour. That kind of money’s just a dream now: Randall fills orders at a local farm supply store; Brenda works in the high school cafeteria. For a while, he said, their combined income didn’t even add up to one of their old factory wages.

Randall Williams
Randall Williams

Just as the Williamses were being informed by A.O. Smith that they’d be let go, a young Mexican woman named Zoraida Gonzalez was hired some 1,200 miles away in the hardscrabble town of Acuna, just over the Rio Grande from Texas. To replace its Kentucky output, A.O. Smith was ramping up production in lower-cost Mexico, a move facilitated by the signing a decade earlier of the North American Free Trade Agreement. Gonzalez was brought in to help handle phone calls.

Now 30 years old and in charge of payroll, she makes about $1.75 an hour, on par with wages earned on the plant’s assembly line. It may not seem like much by U.S. standards. (Or, for that matter, to some of the workers toiling in the heat of Acuna’s factories.) To Gonzalez, though, the money has been life-changing. It’s given her things she says her mother never had: a washing machine, cable TV, a Ford Freestar minivan that she shares with her boyfriend, daily zumba classes at a nearby gym and the hope that her 11-year-old son, Angel, will be the first member of her family to attend college.

Gonzalez doesn’t know much about Nafta and she knows even less about Donald Trump or the way he blames U.S. trade deficits with Mexico and China for the loss of jobs in America. But Williams sure does. He voted for the billionaire in Kentucky’s Republican caucus this month. So did many of his neighbors. In Allen County, a collection of eight towns strewn along the Tennessee border, Trump dominated his rivals, racking up 42 percent of the vote on his way to a narrow victory that night in Kentucky.

It was one of those kinds of results—in the heart of southern Baptist country that was supposed to vote for the conservative Ted Cruz—that revealed the extent to which Trump’s anti-free trade tack has touched a nerve with the millions of working-class Americans who feel financially squeezed. Of course, there are other parts of his unconventional platform that have made him the Republican front runner, such as his proposal to build a giant wall along the border, but his appeal in old factory towns has been stark. In three particularly hard-hit counties north of Detroit, for example, he took almost 50 percent of this month’s primary vote, more than double the tally for his nearest rival.

City Councilwoman Beverly Anderson sits for a portrait in the living room of her home in Scottsville, Kentucky, on Friday, March 18, 2016.
City Councilwoman Beverly Anderson sits for a portrait in the living room of her home in Scottsville, Kentucky, on Friday, March 18, 2016.
Nafta is the worst thing that’s ever happened to the U.S.,” said Beverly Anderson, a Scottsville councilwoman who worked at the electric-motor plant for 28 years.

Prior to Nafta, trade between the U.S. and Mexico was a relatively tame affair. The two sides alternated between deficits and surpluses—small figures, typically no bigger than a few billion dollars. U.S. exports quickly jumped after the accord went into effect in 1994, but the imports pouring in from Mexico climbed faster, and by 2015, the U.S. was posting a deficit of almost $60 billion. (With China, the U.S.’s largest trading partner, the gap has ballooned to over $360 billion a year.)

Robert E. Scott of the Economic Policy Institute, a think tank critical of free-trade deals, estimates these deficits with Mexico alone have cost 850,000 Americans their jobs. This, in turn, has a “chilling effect,” Scott said. “It actually causes wage losses for everybody who doesn’t have a college degree.” After accounting for inflation, hourly pay at U.S. factories has been stagnant since the early 1970s.

Trump—and to a lesser extent, Democratic candidate Bernie Sanders—has found so much success in expressing the working-man's anger that just about no candidate, not even Hillary Clinton, whose husband signed the Nafta deal, is now willing to fully embrace free trade. Trump’s proposed solution has been to impose restrictions on imports, a strategy that almost two-thirds of Americans backed in a Bloomberg Politics national poll last week. Little if any talk on the campaign trail is dedicated to the benefits of the surge in cheap imports, primarily subdued inflation that preserves consumers’ purchasing power.

Factory workers at a Regal Beloit Corp. plant, also known as Peasas II, walk to the buses that will take them home after their shift has ended in Acuna, Mexico.
Factory workers at a Regal Beloit Corp. plant, also known as Peasas II, walk to the buses that will take them home after their shift has ended in Acuna, Mexico.

On the Mexican side of the border, the benefits are clearer.

Hundreds of thousands of manufacturing jobs have been created in the past two decades. In Acuna alone, there are some 38,000 factory workers today. Back in 1980, the town’s entire population was just 42,000. And while evidence of sharp wage growth is hard to find in these industrial communities, other data points underscore the role Nafta has had in helping boost the lives of many Mexicans: Gross domestic product per capita has climbed 23 percent and, more important, the decades-old surge of illegal immigrants crossing the border in search of work has receded. Since 2005, more Mexicans have left the U.S. than have entered it, according to Pew Research Center.

Acuna is a sun-drenched, dusty town carved out of the broad mesa that stretches across northern Mexico. On the opposite side of the border sits Del Rio, Texas, home to Laughlin Air Force Base. Back before the factories came, Acuna was best known for bars and strip clubs that catered to the off-duty airmen, a culture that rock band ZZ Top glorified in a raunchy, racially-charged 1975 hit “Mexican Blackbird.”

Some of those seedy elements remain today, but they’re surrounded by block after block of residential and commercial developments. Right next door to the electric-motor plant—which Regal Beloit Corp. acquired from A.O. Smith five years ago—there’s a Blueline factory, where workers make paper products; farther down the street, Magna Seating employees churn out car seats and seat covers; and then there’s a textile operation run by Muller.

Across town, Gonzalez and her boyfriend, Manuel Aragon, a worker in the car-seat factory, live with their two children in a subsidized-housing community. The smell of laundry detergent and simmering pinto beans wafts out into the afternoon air. Kids play in the middle of the road. Dogs are everywhere, barking constantly as strangers walk by. All the houses are nearly identical here, save the differing shades of pastel paint—aqua green, pink, yellow—that coat the exteriors. They’re concrete, narrow and squat.

Some in the neighborhood, including other Regal Beloit workers, complain about the grind of factory life. Not Gonzalez. 

Sure, she’d like a bit more pay, and yeah, she wouldn’t mind having a few more creature comforts, but “we’re doing good.”“We have food to eat, we’re together, we have work and health,” she said.

Back in Scottsville, that kind of optimism is rare.

Williams, now 60, shares none of it. Politicians “keep saying things are going to get better,” he said while waiting for customers to show up at the farm supply store on a recent weekday afternoon. “They’re not going to get better.”

Jeff Woods is still angry, too, about A.O. Smith’s departure. His mother had worked at the factory. Today, she’s a pharmacy technician, making a fraction of her old wage. “Somebody works there all their life and you get to be 50-something-years-old and your income gets cut in half because the place moves to Mexico,” he said. “That’s not right.”

Woods played it coy when asked which candidate he backed. He wouldn’t outright say, but he went on to speak glowingly about just one of them—the one who’s not a career politician and who says he’ll crack down on illegal immigrants and bring jobs back to America.










Monday, March 28, 2016

Why Is It So Hard to Change How We Manage Ourselves? (BW)

Holacracy, the latest attempt at upending the corporate ladder, is faltering.

Zappos offices in Henderson, Nevada.
Zappos offices in Henderson, Nevada.

After four years, Medium is giving up on Holacracy, the avant-garde management system it used as an alternative to the traditional office hierarchy.

Just a year ago, the blogging platform was all in on Holacracy. The company invested thousands of dollars in consultants and HolacracyOne's proprietary software, Glass Frog. The employees spoke the language of a post-hierarchy organization. There were no managers or bosses or job titles; people "energized" roles within "circles." Teams held regimented "tactical" and "governance" meetings run by annointed facilitators. 

So what happened? "For us, Holacracy was getting in the way of the work," wrote Andy Doyle, who works in operations at Medium, in a blog post last week. Forgoing hierarchy is supposed to set companies free from the tyranny of bureaucracy. Holacracy just created a new kind of organizational red tape. 

For decades, companies have craved an alternative to top-down management. Traditional hierarchy is increasingly seen as an outdated vestige from the industrial revolution and a recipe for failure at organizations that operate within its framework. Yet moving beyond the corporate ladder has proved challenging. Most businesses don't operate as pure hierarchies. Only 38 percent of more than 7,000 companies recently surveyed by Deloitte said they were "functionally organized." Yet, many offices are stuck in an awkward in-between phase. 

Holacracy isn't the first attempt to redraw the org chart, and it won't be the last. Researchers have argued for alternative organizational structures going back to the 1960s. The contingency theory of leadership from the late '60s, for example, said that there was no single way to structure all companies; form should follow function. Since then, various management fads have gone in and out of style. In the '70s and early '80s, the matrix promised to cater to the new, more complex organization with "parallel" reporting structures.

But in practice, the system "proved all but unmanageable," according to a 1990 article in the Harvard Business Review. By the early '90s "self-management," which gives autonomy to employees, became the organizational system du jour. While there are some success stories—notably, at video game maker Valve and the tomato processing plant Morning Star—the flat, nonmanagement approach has failed to go mainstream for the same reason the matrix didn't work: It's hard to implement. Valve and Morning Star spent years creating bespoke systems that don't necessarily translate to other organizations. 

The chatter about Holocracy's potential failures is familiar, said Ethan Bernstein, who studies organizational behavior at Harvard Business School. "It seems like every 10 to 15 years, or so, we come up with a new word for it. There's this cyclical aspect."

Holacracy appeals because it offers an off-the-shelf solution for any company looking to evolve its org chart. Brian Robertson, creator of the Holacracy program, spent years developing his unfortunately named system by experimenting on his own company, which made software. Medium Chief Executive Officer Ev Williams, a startup veteran, was drawn to Holacracy because of its promise to help him run his latest company better. 

Zappos founder Tony Hsieh displays a copy of his autobiography Delivering Happiness.
Zappos founder Tony Hsieh displays a copy of his autobiography Delivering Happiness

Medium lists a series of "challenges" it faced while using Holacracy, all of which boil down to a familiar problem: It was too complicated. While operating as a holacracy, Medium found it "difficult to coordinate efforts at scale," got bogged down in the record-keeping, and had challenges overcoming the public perception of holacracy as cultish and weird. "The biggest pain point was, with a growing company, investment and teaching new people when they show up how to use Holacracy," said Jason Stirman, who was Medium's enthusiastic Holacracy Officer—in addition to his estimated 40 other roles—until he left to start his own app six months ago. Shoe retailer Zappos, the biggest company to use holacracy, has reportedly had similar struggles. About 18 percent of the workforce has taken buyouts offered by CEO Tony Hsieh to anyone who doesn't want to work within the management structure. 

Medium failed because it didn't fully commit to holacracy, said Robertson. "I'm not surprised it was getting in the way for them." The company wasn't doing it right, he said. "If I have a screwdriver and I keep smashing nails with it, I'm going to think it's a pretty shitty tool. On the other hand, if you use it for what it's designed for, you might end up with different results." 

Committing to alt-management is expensive. HolacracyOne, the company that sells the branded system, charges $50,000 to $500,000 for its consulting services, another $4,000 a seat for seminars, and $500 a month for its GlassFrog software, although there is also a free version. That doesn't include the cost of spending time on something other than running a business. "Teaching a mindset was a big investment," said Stirman. Hiring and orienting new employees, an already expensive process, was made even more difficult because of Holacracy. "You could essentially take a week off [from] work to get everyone trained professionally, which would be incredibly expensive." And he's not even sure that would get everyone up to speed on the intricacies of Holacracy. 

Robertson has said that Holacracy is a five-year journey and admits that it involves some pain. "It is an investment, and there is a productivity hit in the beginning," he said in a interview earlier this week. "This is something that takes years and years of experimentation and learning." Despite reports of confusion among some employees, Robertson doesn't think Zappos's holacracy experiment is failing. Plus not all employees are unhappy. 

Many companies can't afford to spend the time and money working on the way they work, rather than on the work itself. Stirman, for example, doesn't plan on running his new venture as a holacracy. "With my new company, nothing is more important than getting this app in the app store," he said. "I'm not employing any system that involves any kind of learning." He sees the value in holacracy but isn't sure it's worth the investment. 

By many accounts, the office hierarchy is dying. It's just not exactly clear what, if anything, will replace it. "The wholesale movement to a purely self-managed approach is probably not going to be attractive or right for most organizations," said Bernstein.

Holacracy offers companies like Medium a starting point for thinking about how to run a company in a different way. "The promise is always bigger than the reality," said Bernstein. "But the reality of these implementations is usually better than the reality was before."



Friday, March 25, 2016

Social Security Informs


You may have heard that some of our rules about claiming retirement benefits are 
changing. Last November, Congress passed legislation to close loopholes that had 
allowed some married couples to receive higher benefits than intended. We 
estimate less than 0.2 percent of total Social Security retirement and survivor’s 
beneficiaries used these claiming strategies in 2014.

Closing these loopholes helps restore fairness and strengthens Social Security’s 
long-term financing. For details about the closed loopholes, visit our Social Security 
Matters blog post.

Please tell your members and constituents why Congress made these changes in
the law. While you have their attention, you may also want to remind them about 
the advantages of waiting to claim retirement benefits. That hasn’t changed.

Thank you for helping us to keep the public informed!

Sincerely,


J. Jioni Palmer

Associate Commissioner for External Affairs
(T) 410-965-1804
@SSAOutreach

For the latest Social Security News, check out the latest edition of the Social Security Update.

Secure Today and Tomorrow! Create a my Social Security account at
www.socialsecurity.gov/myaccount.


Tuesday, March 22, 2016

International Business Leadership Awards & Summit...March 23, 2016 @ 8:am

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Greater Miami Chamber of Commerce International Business Leadership Awards & Summit

Wednesday, March 23, 2016
8:00 AM - 1:30 PM
Rusty Pelican
3201 Rickenbacker Causeway
Key Biscayne, Florida 33149

International-Business-Lead

 
For more information, please contact:
Crystal Renta
Greater Miami Chamber of Commerce
Tel: 305-577-5486
Email: crenta@miamichamber.com



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Monday, March 21, 2016

Protecting Consumers: Order Prohibiting Machinima Inc....

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Following a public comment period, the Federal Trade Commission has approved a final consent order with Machinima, Inc., requiring the company to disclose when it has compensated “influencers” to post YouTube videos or other online product endorsements as part of “influencer campaigns.”

According to the FTC’s complaint, announced in September 2015, the California-based online entertainment network engaged in deceptive advertising by paying influencers to post YouTube videos endorsing Microsoft’s Xbox One system and several games. The influencers paid by Machinima failed to adequately disclose that they were being paid for their seemingly objective opinions, the complaint alleges.

The final order settling the complaint prohibits Machinima from misrepresenting in any influencer campaign that the endorser is an independent user of the product or service being promoted. Among other things, it also requires Machinima to ensure that all of its influencers are aware of their responsibility to make required disclosures, requires Machinima to monitor its influencers’ representations and disclosures, and prohibits Machinima from compensating influencers who make misrepresentations or fail to make the required disclosures.

The Commission vote approving the final order and responses to public commenters was 4-0. (FTC File No. 142-3090; the staff contact is Richard McKewen, FTC Northwest Region, 202-220-4595.)

The Federal Trade Commission works to promote competition, and protect and educate consumers. You can learn more about consumer topics and file a consumer complaint online or by calling 1-877-FTC-HELP (382-4357).  Like the FTC on Facebook, follow us on Twitter, read our blogs and subscribe to press releases for the latest FTC news and resources.

Contact Information

MEDIA CONTACT:
Office of Public Affairs
202-326-2180

Related Case

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More news from the FTC >>

Friday, March 11, 2016

Warren Buffett's Chinese Suit Maker Just Bought Its Way Into American Closets (BW)

When a wholesale suit supplier buys into a hip menswear brand, what does it mean for the apparel industry?

Warren Buffett claims to get all his suits made in China. Not by a custom tailor in Hong Kong; he prefers to have the stitching done by the Dayang Group, a menswear empire with about 5,000 workers.

Now the Chinese apparel giant has taken a $30 million stake in Indochino, a Vancouver-based startup selling made-to-measure menswear, mostly through its website, with measuring done by customers. A free measuring tape is part of the deal. 

The cash will help the nine-year-old company expand its product line and its retail footprint. Like Bonobos, Warby Parker, and other direct-to-consumer darlings, Indochino has slowly shifted from a Web-only operation to a showroom format. It has seven shops in North America and plans to open an additional 10 by the end of the year. By 2020, Indochino hopes to have 150 shops around the world. 

For Dayang, the deal is a way to grab a larger swath of the North American market. Its Chinese factories already churn out clothes for Ralph Lauren, J. Crew, and Banana Republic—and the company happens to know a guy in Nebraska. In a 2009 video marking Dayang's 30th year in business, Warren Buffett revealed that he's a devoted customer. "I threw away the rest of my suits," the famously thrifty investor said in the video. Buffett also had four Berkshire Hathaway investors fitted for Dayang suits, including Bill Gates.

The 85-year-old Buffett is certainly no Nick Wooster or Lapo Elkann, but he knows a thing or two about value investing, which is the entire game in buying a suit. Before any smart guy clicks "buy," he tries try to maximize the spread between quality and cost.

Indochino says its supply chain lets it offer more fashion-forward clothes because it can make a profit on smaller batches.
Indochino says its supply chain lets it offer more fashion-forward clothes because it can make a profit on smaller batches

Buffett's endorsement no doubt emboldened Dayang. Its investment is a weird and interesting little deal in itself, but it could prove prophetic for the overall apparel industry because it represents yet another link cut out of the supply chain. Startups such as Indochino built their businesses on the promise of taking out the middleman and giving the customer value. Why would you pay the markup at a big-brand storefront when you can go straight to the supplier? That's the pitch. 

"We don't have to make 1,000 of something in order to make money on it—we can do three," Indochino cofounder Kyle Vucko told me last year.

The list of companies that started marketing this kind of math in recent years is long. On the menswear side alone, there's Bonobos, J. Hilburn, Trumaker, and such shoe-mongers as Jack Erwin and Paul Evans. They are all excellent at branding, style, and customer service, and generally these companies are sourcing their products from factories all over the world.
As brick-and-mortar brands such as J. Crew have struggled, these startups appeared to have found a savvy solution. But there's one more middleman that can be cut out: themselves.

Dayang, known for outfitting Chinese officials, already has designs on the U.S. market. Last summer, it leased its first U.S. showroom, a 4,000 square-foot chunk of Midtown Manhattan on the same block as Brooks Brothers' flagship store. Dayang and Indochino aren't saying what stake in the business the $30 million will buy. Should it represent a majority or anything close to one, the arrangement would be simple enough: Indochino would become the de facto retail brand of Dayang, a neat little package of marketing, design, and customer-service that slips on as easily as a natty, China-made sports coat. Direct-to-consumer commerce is about to become much more direct.



Wednesday, March 9, 2016

Legal Action against Charges to Consumer's cards and Bank Accounts without their consent

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At the Federal Trade Commission’s request, a federal district court has banned seven individuals, Ideal Financial Solutions Inc., and its subsidiaries from collecting or disclosing consumer 

information. Until the FTC filed its lawsuit in 2013, the defendants operated a massive scam that took money from consumers’ bank accounts without their authorization.

“These defendants bought sensitive personal information from data brokers and used it to steal people’s money,” said Jessica Rich, Director of the FTC’s Bureau of Consumer Protection. 

“Misusing sensitive data causes real harm to consumers, and I’m pleased that the court banned the defendants from this conduct.”

The defendants bought consumer payday loan applications, which included Social Security and bank account numbers, from data brokers and payday loan websites, and used the information to defraud consumers. To end the problem, the FTC has sued several of the data brokers who sold consumers’ information to Ideal Financial, including Sitesearch Corp., also known as LeapLab, Gen X Marketing Group LLC and Sequoia One LLC.

The court has imposed a $43,083,720 judgment against Ideal Financial Solutions and its subsidiaries, Steven Sunyich, Christopher Sunyich, Michael Sunyich, and Melissa Sunyich Gardner, and a $36,575,542 judgment against Jared Mosher. The court banned the ringleaders, Jared Mosher, Steven Sunyich and Christopher Sunyich, from marketing, selling and handling any credit-related products or services. It banned all of the defendants from collecting or disclosing consumer account numbers except for transactions expressly authorized by the consumer.

Settlements entered in June 2014 banned Kent Brown and Shawn Sunyich from placing unauthorized charges on consumer financial accounts and collecting and disclosing consumer financial information without the consumer’s express consent. The orders imposed suspended $25 million judgments against each defendant, and Brown was required to liquidate his assets and turn them over to the FTC.

The U. S. District Court for the District of Nevada entered the final judgment against the remaining defendants on February 23, 2016.

The Federal Trade Commission works to promote competition, and protect and educate consumers. You can learn more about consumer topics and file a consumer complaint online or by calling 1-877-FTC-HELP (382-4357). Like the FTC on Facebook, follow us on Twitter, read our blogs and subscribe to press releases for the latest FTC news and resources.

Contact Information

MEDIA CONTACT:
Frank Dorman
Office of Public Affairs
202-326-2674

STAFF CONTACT:
R. Michael Waller and Megan Bartley
Bureau of Consumer Protection
202-326-2902, -3424

Related Case


Tuesday, March 8, 2016

UK to test self-driving trucks later this year

As many as 10 autonomous vehicles could follow each other down a stretch of the M6 motorway.

Later this year, the UK will open up its motorways to self-driving trucks under new plans to speed up deliveries and cut traffic congestion. The Times reports that Chancellor George Osborne will confirm funding for the project, which could see convoys of up to 10 autonomous trucks -- or lorries as Brits call them -- driving a few meters apart, during this month's budget announcement, helping Britain position itself as one of the leading proponents of self-driving vehicles.

According to reports, a stretch of the M6 motorway near Carlisle has been touted as a possible testing ground. On this quieter part of the UK's major road network, a driver can lead a "platoon" of autonomous trucks without having to navigate various entry and exit points.

Although it's not known which vehicles will be tested on British roads, Daimler's autonomous truck is likely to be a frontrunner. The company has already driven an augmented Mercedes-Benz Actros down Germany's Autobahn 8 and also received the green light to test them on US roads.

The UK government is already putting the finishing touches to stretches of smart roads. Jaguar Land Rover, Huawei and Vodafone have joined various UK universities to test a number of self-driving car technologies, including LTE, Wi-Fi, LTE-V and DSRC. Another project in West Yorkshire uses infrared cameras to monitor traffic levels and introduce variable speed limits to help keep vehicles moving.

The Department of Transport believes the new test "has the potential to bring major improvements to journeys and the UK" and save fuel in the process. We'll learn more when George Osborne brings his red briefcase to the House of Commons on March 16th.


Monday, March 7, 2016

"Business and Investment Opportunities in the Czech Republic", a breakfast presentation on Tuesday, March 22, 2016.

DEPARTMENT OF REGULATORY AND ECONOMIC RESOURCES
ECONOMIC DEVELOPMENT AND INTERNATIONAL TRADE UNIT



The Economic Development and International Trade Unit of the Department of Regulatory and Economic Resources, is pleased to forward on behalf of The Embassy of the Czech Republic in Washington, D.C., their invitation to attend "Business and Investment Opportunities in the Czech Republic", a breakfast presentation being held in Miami on Tuesday, March 22, 2016.   

Pre-registration is required by March 18, 2016 to eco_washington@embassy.mzv.cz. 

For additional information about this event, please contact Maria Dreyfus-Ulvert, Sr. Trade Specialist at mdreyfu@miamidade.gov.



Friday, March 4, 2016

Inmigración: Centro de Servicio de Texas Ahora Procesa Ciertos Casos de Formulario I-765

USCIS comenzó recientemente a transferir ciertos casos desde el Centro de Servicio de Vermont al Centro de Servicio de Texas para balancear las cargas de trabajo. Los casos afectados incluyen aquellos con un Formulario I-765, Solicitud de Autorización de Empleo, presentado por un solicitante de asilo que tiene una solicitud de asilo en trámite presentada en o después del 4 de enero de 1995. La categoría de elegibilidad para la solicitud es la (c)(8).

Cuánto le Afectará si Transferimos su Caso

Si transferimos su caso, le enviaremos una notificación de transferencia. Su número de recibo original no cambiará y la transferencia no demorará el procesamiento de su caso.

La localidad de presentación e instrucciones de estos formularios no cambiará. Por favor, presente los formularios en la dirección que aparece bajo la sección Where to File (Dónde presentar) en las instrucciones del Formulario I-765 (PDF) y en la página web.

Cómo dar Seguimiento al Estatus de su Caso

Usted puede verificar el estatus de su caso en Estatus de Mi Caso En Línea al ingresar su número de recibo. También puede suscribirse para recibir notificaciones automáticas sobre actualizaciones de su caso por medio de correo electrónico.

Si no recibe una decisión sobre su caso dentro del plazo de procesamiento publicado del Centro de Servicio de Texas, puede enviarnos una consulta mediante Consulta Electrónica (e-Request) o llamando al Centro Nacional de Servicio al Cliente (NCSC, por sus siglas en inglés) al 800-375-5283 (TYY para personas sordas o con problemas auditivos: 800-767-1833). Al preguntar por el estatus de su caso, por favor provéanos su número de recibo original e indíquenos que su caso fue transferido a una nueva localidad.

Si le enviamos alguna notificación, como por ejemplo una Solicitud de Evidencia, por favor lea la notificación cuidadosamente y siga las instrucciones que se le proporcionan.


Si usted cambia de domicilio mientras su caso está en trámite, debe informarle a USCIS sobre su cambio de dirección. Puede  presentar una solicitud de cambio de dirección a través de nuestro sitio web o por teléfono, a través del NCSC. Es importante que nos notifique cualquier cambio de dirección a la brevedad posible, de manera que pueda continuar recibiendo notificaciones de parte de USCIS.