US Contract Companies are hiring 15 to 20 Third Country Nationals (Indians, Filipinos, etc) for every one American in Afghanistan. 10% of Americans out of work and DynCorps, Fluor, CACI, AECOM, KBR and all of these other “American” International Contract companies aren’t interested in hiring any of them.  Maybe they’ll hire some illegal immigrants as well.

They are keeping their bottom line in check with these moves.  Making millions of dollars in profit by stiffing the American worker.  DynCorps, KBR and Fluor can hire 20 Indians for the cost of hiring one US Citizen.  The US Government is awarding these multi-million dollar contracts to these “American” companies and they here 80-90 percent foreign employees.

What I think is even more humorous is that the US Government is making this concerted effort to break up large contracts such as the KBR LOGCAP II contract as well as others.  There are very few companies that can handle the logistics of these operations.  What ends up happening is that Company A wins the contract from the US government.  Company A then subcontracts to KBR (or whatever company) or a subsidiary of KBR.  The same company winds up with all of the contracts that they had before.  The difference is that there is now a middle man.  It’s all a shell game.  I guess Congress and the average American out there are idiots and are fooled by all of this muddling of facts and actions.

Another thing that Company B (KBR) does is form another company/corporation.  It looks like a separate company on paper but it’s indirectly owned by the same people.  They even hire the same folks from earlier contracts to run them.  Same PM, same DPM, same cast and crew.  On the surface, a new company is in business and winning contracts.  In reality, it’s the same group of folks making the same money.

And it’s easy to see.  Easy to investigate, but, the US government is too lazy or incompetent to see the obvious.  I’ve been laughing for 5 years.  Same crooks winning the same contracts and the same Congress and DOD/DOS getting scammed for more and more tax dollars.

Fools!

It’s been the same story since at least World War II.  I bet that some of these companies can be traced back to the War between the States.  The US Government never learns.  They just open that check book and sign more checks.

No, I’m not a disgruntled employee or former employee.  Most of my contract work requires that I am a US citizenship.  This doesn’t affect me and never will.

On October 16th I attended The Capital Network’s (TCN) and Massachusetts Innovation & Technology Exchange’s (MITX) panel on “Raising Capital For Your Mobile Digital Media Company” at Microsoft Labs’ headquarters in Cambridge, Massachusetts. Moderated by Brian Shin, Founder and CEO of Visible Measures, panelists included:

• David Beisel, VP, Venrock- David’s focuses on digital and mobile and ad networks at Venrock, is involved in Gazelle.com and the Portable Web Innovators Group.
• Dan Smith, CEO, Go2 Media- Go2Media is is a local recommendation site with over 4 million hits per month, and has a number of carrier partnerships.
• Dev Gandhi, CEO, Nexage- Nexage is focused on building the next generation mobile advertising platform.
• Ryan Moore, General Partner, GrandBanks Capital- Ryan is a Nexage investor and with respect to mobile, focuses on the advertising ecosystem in the Boston area.

Here are some of the discussion threads with panelists comments in bold (paraphrased) and my thoughts following each in italics.

Dan Smith (Go2 Media)- The current climate is much better now to raise money than it was say. last October. Deals will take longer to get done both inside and outside. Entrepreneurs should spend their time on the numbers and on capital efficiency. VCs want to see your cash flow beyond your projected first and second rounds. They want to see what if scenarios- what if your expectations are wrong? How will you get through your cash? Today’s environment requires more interactions on your part just to get to a funder. You may be close to getting a term sheet but if the DOW is up or down all of a sudden, don’t be surprised if you get delayed. Market conditions are impacting the time we have to look at pitches.

RG- I know that among the entrepreneurs I have been talking to the past six months, a larger percentage are realizing they have to bootstrap the initial stages of their business before they seek funding, even from angel investors. Business plans, cash positions, pitch decks, what if scenarios, and ideas on how to scale all have to be thought out ahead of time.

Dev Gandhi (Nexage)- In today’s environment you need to be a broader play. For us, April and May was bad timing, but we did it! We signed over 25 customers in the past six months and have had good traction. But you can’t focus on a single area any more. Many startups are still weak in management. You have to show your potential investors some efficiency, some traction, in addition to your vision. Ad networks are a five year old business model, so for us, signing up customers was critical. For any startup, signing up customers should be the biggest focus of your plan, not the idea itself. You will have to fight a little to get your series A round, but if you survive and are growing, you will be taken care of in your series B.

RG- The feedback from many investors these days after they are pitched is “show me a client base” followed quickly by “show me a distribution model.” Today’s startups need a well thought-out multi-year and multi-stage game plan of how they will grow with capital, what their requirements will be at multiple stages, how they will grow their customer base, and inevitably deal with churn, which everyone deals with in mobile.

David Beisel (Venrock)- There is still a lot of carnage in mobile. You have to deal with carriers, disparate devices, figure out your revenue model, and further out, deal with your burn rate. The web has an ecosystem but it is not as disparate. The bar is much higher in mobile and you have to address the gray areas. You have to determine how big is the  market opportunity and what is your role in it? There are a lot of developers in the Boston area but it’s not appropriate for VCs to invest in them. As a mobile entrepreneur you need to realize that there is more to it than just the money. What do you bring to the table? Seek VCs for their connections, they will be part of your management team. As far as valuations, both inside and outside they are lower than expected. Terms are much more stringent these days.

RG- Yes, in mobile there are now five major ecosystem platforms— Symbian, iPhone, Android, Windows Mobile, BlackBerry, each with their own app store, and to a lesser degree there is still Palm. Couple that with four major carriers— Verizon Wireless, AT&T, Sprint, and T-Mobile, and a host of lesser carriers, and you have a degree of complexity that is not there on the web. Startups needs to find expertise within their investors. VCs who invest and step back are not the kind of resources you need these days. You need VCs who will roll up their sleeves, take an active role in your company, and you need to give up some ownership for this.

Ryan Moore (GrandBanks Capital)- In 2002, as a VC, you invested in a space to learn about it. Not anymore! There are at least five or six capital players in every different  mobile space today. Revenue is spread out. When we look at a space, we look at who will break out of the pack. Who has something to differentiate? We will fund them more aggressively. You also need third party validation, not necessarily just revenue. A startup needs carriers, publishers, and a network to validate it. It is also easier to raise multiple millions of dollars than it is to raise your first $500,000. And an angel round of $500,000 doesn’t get you very far because you have to go back for so much. Professional capital is very expensive, is diluted, and there needs to be an agreement with the entrepreneur on what to do with it. As an entrepreneur, you need to be aware of what you are getting into, that it’s other people’s money! And everything is compressed these days. If you think you need $5 million, you will get $2.5 million. Everything will take five to seven years. Terms will come up in later rounds.

RG- Over the last five years, I have seen many startup pitches, as an executive industry analyst at IDC. Many firms in front of me were both funded and pre-funded. Over time, you started seeing the same solutions or same approaches, trying to solve some of the same fundamental problems, with very little differentiation, other than many be a tweak in a business model here or there (via revenue sharing). Or even worse, startups that were basing their businesses on solving problems that they said that “customers didn’t know they had yet.” In this economy, it is clear that you need to solve a fundamental problem, you need to provide value, show some initial customers, have a well thought out revenue sharing plan (splitting revenue with others such carriers, device vendors, and developers), and also think through how you will scale a distribution model over the next three to five years. The days where your idea is your elevator pitch along with a two year exit strategy are long gone!

Q&A:

Q: Is there focus on value at exit?

Ryan Moore (GrandBanks Capital)- Seventy-five percent of M&A activity occurs at $125 million and below. That’s the ceiling. There is series A optionality. Take the money, exit in two years, or accelerate and raise a bigger round.

xxxxx

David Beisel (Venrock)- There is compression on exits. There are multiples of public companies as competitors or acquirers. Ultimately it’s a reflection of what happens in public markets.

xxxxx

xxxxx

Dev Gandhi (Nexage)- More revenue is tough. The focus is to keep the break-even point the same, be efficient. Less revenue means you have to burn less cash. But what else is measurable? Gaining a large customer base, having big advertising impressions are key, especially when the ad market rebounds.

Ryan Moore (GrandBanks Capital)- $110 million makes sense. But then look at Nokia and Pocket, Pocket had Sprint. Look at AOL and 3rd Screen Media, AOL wanted the footprint. If you make the business argument, the footprint can drive a crazy multiplier. Carrier deals are brutal!

Dan Smith (Go2 Media)- Solve a need, don’t make one up! Go2 is a disruptor. We provide a local entertainment guide. We’re not just a mobile pure play. We’re building mobile and then expanding to the web, instead of being web and trying to go mobile.

Dan Smith (Go2 Media)- The distribution model is changing. Three years ago everyone had to work with the carrier and you had 50 people in front of you. Search is now a viable way to discover and there are the app stores. We all have carriers we deal with, but get to the next one through acquisitions. Carriers are not as key. Quality content, value proposition, and appreciation for application platforms are really important.

Dev Gandhi (Nexage)- Carriers bring huge distribution, but off-deck is growing. Is now a good time to build a mobile only company? This is the best timing to build a platform to adapt rapidly, with radical innovation to other platforms. And you also need to focus beyond North America from day 1!

Dan Smith (Go2 Media)- Carrier’s data plans! Usage-based is an obstacle. The level of engagement is 10x with data users, but we need to figure out new business plans.  If you build a business without a carrier your bottom line is better!

Ryan Moore (GrandBanks Capital)- Average volumes are huge but revenues are not! So you must be capital efficient to get across the desert today, and you share it at least three ways— with carriers, with ad networks, with the OEM or publisher. And oh, the VC too! Your footprint will get you value. That’s a build to revenue plan.

Dev Gandhi (Nexage)-There are lots of mobile ad network platforms— Quattro here in Boston, AdMob, Millennium Media. There are like 28 world-wide. At Nexage we connect to them all.

Dan Smith (Go2 Media)- Google will give you revenue per CPM. People will pay a premium around targeted advertising, but the smaller the audience, the lower the CPM. But if you can amass a large local audience you may get $10-$15 per CPM.

Dan Smith (Go2 Media)- iPhone changed everything! It set the bar for other devices. Apple showed you don’t have to go through a carrier. The ramifications of that have trickled off to Rim, etc. An iPhone app now may be a step backwards. On PCs, everything had to run on the machines. You went to the browser, you used Ajax, you use SaaS. But it took 25 to 30 years to get there. Mobile will evolve similar but it won’t take 30 years. But we have 50+ environments and need to get down to five or six.

Ryan Moore (GrandBanks Capital)- Well, Android flies next to the BlackBerry! Advertising is based on repeat buys so the sponsorship model works to some degree.

David Beisel (Venrock)- Yes, we saw it on the web first. But up and running versus building a sustainable business are two different things. From a VC’s perspective, it’s great that entrepreneurs have started companies and have hatched real businesses. Three years ago it was just “ideas.” The house that in India that helped you port to an iPhone is now gone! Angels are highly competitive. When you get a spark you need new capital more quickly. Angels make sense. $500,000 leads you to a VC round. Angels help you figure it out, while VCs are your rocket fuel!

Dev Gandhi (Nexage)- Angels get excited if you can get to the VC round.

Dan Smith (Go2 Media)- Mobile is easier! There is a lower barrier to entry now, so it’s driving more bootstrapping. The billing systems are more integrated to the platforms— SMS, WAP, or app stores. People are now paying for an application on mobile, they don’t on the web. You have to look at hybrid models though. Ad only models are still hard to make money on.

Ryan Moore (GrandBanks Capital)- Validation can happen in an app store, beyond analytics. There are a lot of emerging mobile analytics companies though, like MediaLegs in New York and Localytics here in Boston.

Ryan Moore (GrandBanks Capital)- The US, India, China, Russia, and Brazil!

Dev Gandhi (Nexage)- The US leads in smart phones due to the unlimited data plans. Europe is stil expensive. US carriers have the cheapest data plans, but the iPhone is a data hog! In India the networks are behind and the data plan is a challenge. In the US we’ve had quick adoption and replacement rates are running 18-24 months on average. Japan and Korea are interesting but they are such small markets now.

Many props to Mr. Anderson for sponsoring the wildly successful first TCN.  The bar was set very high for the nights to come.

El maestro siempre nos enseña como deben ser las cosas * The teacher always teaches us as there must be the things

Retro Chic

Mujer arquitectónica, fashionista y muy chic (posiblemente de lo mejor de cibeles… recordad) * Architectural woman, fashionista and very chic (possibly of the cibeles best thing… remember)

* Premio L’oreal Paris a la mejor colección de Cibeles

Avoid TCN Generation with the portfast Command

The portfast feature is a Cisco proprietary change in the STP implementation. The command is applied to specific ports and has two effects:

*      Ports that come up are put directly in the forwarding STP mode, instead of going through the learning and listening process. The STP still runs on ports with portfast.
*      The switch never generates a TCN when a port configured for portfast is going up or down.

Enable portfast on ports where the connected hosts are very likely to bring their link up and down (typically end stations that users frequently power cycle). This feature should not be necessary for server ports. It should definitely be avoided on ports that lead to hubs or other bridges. A port that directly transitions to forwarding state on a redundant link can cause temporary bridging loops.

Topology changes can be useful, so do not enable portfast on a port for which a link that goes up or down is a significant event for the network.

Sarro at Yankee Stadium

TRADES CAPE FOR CAP AND GOWN!

Christopher Lawrence Sarro, the author of     Bodyman Saves the President, the creator of the original, nationally acclaimed wholesome superhero character, Bodyman from the Planet Threa, honored by President Clinton, and a former Teen Reporter for Bodykids News, has graduated from New York University, College of Arts and Science.

Sarro is the Founder of the internet website ExponentialExpectations.com http://exponentialexpectations.com and has recently joined the expanding Threan Communications Network (TCN) to share his works with the world.

The Graduation Celebration for the NYU Class of 2009 was held near Washington Square Park in the Village, followed by a Baccalaureate Celebration for the College of Arts and Science held at Radio City Music Hall and presided over by Dean Matthew S. Santirocco on Tuesday, May 12, 2009.  The University Commencement was held at the new Yankee Stadium on Wednesday, May 13, 2009 and presided over by President Sexton and Board of Trustees Chairman Martin Lipton, with Secretary of State Hillary Rodham Clinton as the keynote speaker.                                                                     

Radio City Music Hall

Secretary of State Clinton commended the students for their efforts toward obtaining a great education at NYU, praised  the University for its preeminent Study Abroad Program and then called upon the entire audience to go forth and assist the State Department by participating in an age of “Citizen Diplomats.”

The College of Arts and Science, the oldest school at NYU, founded in 1832, was the first school in this year’s conferring of degrees as the Class of 2009 celebrated at the new Yankee Stadium the University’s 177th Commencement.  Pomp and circumstance permeated New York City with processions led by NYU’s Pipes and Drums and the Empire State Building was adorned in the University’s colors with bright violet lights in honor of the NYU proceedings.

While enrolled at NYU, Christopher L. Sarro majored in Politics and minored in Economics.  He also participated in the NYU Study Abroad Program, including studying at La Pietra, a noted historical estate and the current NYU campus in Florence, Italy. He has traveled extensively throughout Europe, has a detailed photo journal and plans to write and share many of his experiences with BodykidsNews.com http://bodykidsnews.com as a Contributing Columnist.

Christopher is also a graduate of Lakeland High School in Yorktown, New York, where he played Basketball and Baseball, was President of the Honor Society and was an Officer in the Student Government.  He received a Congressional Recognition for Leadership, a Westchester Golden Apple Service Award, a Westchester County Proclamation, the Superintendent’s Achievement Award for Community Service and was named by TV News Channel 12 Westchester as a Student Making a Difference for his “Giving Teens A Voice” community service projects.
 
As a team of young entrepreneurs, Christopher, his sister, Michelle, and his brother, Alexander, were selected by a review panel and received a grant from Youth Venture to develop their Bodykids characters and stories and to support their journalism and motivational speaking to help younger students. 

Alexander, Christopher and Michelle Sarro

Christopher’s current foray into Social Entrepreneurism and the Social Media with ExponentialExpectations.com includes an interesting blend of slideshows, videoclips of current topics, articles, commentaries and Twitter Updates on the Website’s Widget. His Contributions and Lifestory are also displayed throughout the Threan Communications Network at ThreanCommunications.com 

                                                              http://threancommunications.com

I am trying to cautious here with what I say–too many times we speak about changing things within the church or reaching out to our communities or … well, you can add your own thought here … but when we do so, we neglect to speak about this in terms of God’s work or His doing. Maybe most authors are thinking about this but they don’t mention that whatever we accomplish in God’s church here on earth is done by the Spirit of God. It sounds to me too often that what is done is because of our efforts, our work.

Here is an example of what I mean: http://www.alban.org/conversation.aspx?id=8160

The authors have very good intentions but nowhere do they mention that we simply are called to “sow the seed” and God will bring home the harvest.

That’s something that frustrates me about the formerly titled “Revitalization Process” (now called “Transforming Churches Network”) of the LC-MS. I believe this work is important and necessary as it raises stagnant congregations from lethargy to begin seeing themselves as mission outposts in their communities. But much of what I have been given to study neglects the awe-inspiring work of the Lord through His Holy Spirit. Again, maybe it is just assumed that this is God’s work, but from what I am reading there seems to be an emphasis upon the work of man as being the reason for change within the church.

A church can be truly innovative, on the so-called “cutting edge”, fully committed to the task the Lord has given them, but it still remains God’s work to bring in the harvest. We are to proclaim the message but there are times when our best efforts will not bring forth the desired results and we’re at a lost to explain since “we’ve done everything we’re supposed to”. The Lord has His ways and His will. We need to trust in Him for any answers and have confidence that He will use us well.

I feel much better knowing God is using me to further His kingdom rather than me doing it all by myself.

15-05-2009 22:13 | Gijsbert Bouw

AMSTERDAM – Economie is geen serie rekenmodellen die alleen een slimme computer beheerst, maar een menswetenschap. Consumenten moeten daarom als mens worden benaderd. Hypotheekverkopers in de Verenigde Staten deden dat niet. Toppers uit bedrijfsleven debatteren over moraal in bestuurskamer

Dat zei Monika Milz, directeur communicatie bij de Rabobank, gisteren tijdens een symposium over ”Moraal in de bestuurskamer: lessen trekken uit de crisis”. Een belangrijke les die ze uit de crisis trekt, is dat egocentrisme en materialisme schadelijke drijfveren zijn bij het besturen van een bedrijf. „We moeten op zoek naar zakelijke solidariteit. Blind geloof in marktwerking schaadt de collectiviteit.”

Meer waardering voor geduldig kapitaal en rekening houden met alle belanghebbenden –en niet alleen met aandeelhouders– vindt Milz de belangrijkste oplossingsrichtingen.

Oud-topman van AkzoNobel Kees van Lede ziet de financiële crisis onder meer als een moreel probleem. „Het is immoreel als een topman een bonus krijgt, terwijl het slecht gaat met het bedrijf. Mensen moeten niet rijk willen zijn. We zijn te macho geworden. Ik was vroeger voorzitter van de raad van bestuur. Tegenwoordig heet dat ceo. Leiders moeten saaie, degelijke mensen zijn.”

Volgens Van Lede is dé oorzaak van de kredietcrisis dat „er overdreven gebruik gemaakt werd van krediet. Consumenten zijn verslaafd aan de welvaart van de toekomst. Banken leenden te makkelijk.” De crisis komt niet zomaar uit de lucht vallen, aldus Van Lede. „In de jaren zeventig was Nederland een sociale werkplaats, waardoor rendementen van bedrijven daalden. Als tegenreactie kwam in de jaren tachtig de nadruk op ondernemerschap te liggen. Ook dat schoot door. De aandeelhouder moest een grotere rol krijgen om de ondernemer te controleren. De gevolgen daarvan zien we nu.”

Meer regels zien de sprekers niet als de oplossing. Bert Noteboom, ceo van Randstad: „Uiteindelijk komt het neer op het moreel gehalte van het individu.” Milz: „Meer regels vermindert het verantwoordelijkheidsgevoel.” TCN-topman Rudy Sproink is tegen regels. „Het gaat erom dingen met een moreel goede intentie te doen. Dat is geen garantie voor succes. Een bedrijf dat moreel correct handelt, kan failliet gaan, terwijl immoreel werken succesvol kan zijn.” Klik hier!

Bonusbeleid is een heikel thema, dat in de bestuurskamer wordt bepaald. Volgens Milz is de bonus een prikkel die tot verkeerd gedrag kan leiden. „Daarom is de variabele beloning bij de Rabobank maximaal een derde van het totaalsalaris, en gekoppeld aan de lange termijn.” Van Lede, ook voorzitter van de raad van commissarissen van Heineken, vindt dat er niets mis is met variabel belonen. „Bonussen zijn verkeerd als ze zijn gericht op het individu en niet op het collectief.”

bron: www.refdag.nl

QCVN 08 : 2008/BTNMT : Quy chuẩn quốc gia về chất lượng nước mặt

QCVN 9 : 2008/BTNMT : Quy chuẩn quốc gia về chất lượng nước ngầm

QCVN 10 : 2008/BTNMT : Quy chuẩn quốc gia về chất lượng nước biển ven bờ

QCVN 11 : 2008/BTNMT : Quy chuẩn quốc gia về nước thải công nghiệp chế biến thủy sản

QCVN 12 : 2008/BTNMT : Quy chuẩn quốc gia về nước thải công nghiệp và bột giấy

QCVN 13 : 2008/BTNMT : Quy chuẩn quốc gia về nước thải công nghiệp dệt may

QCVN 14 : 2008/BTNMT : Quy chuẩn quốc gia về nước thải sinh hoạt

QCVN 15 : 2008/BTNMT : Quy chuẩn quốc gia về dư lượng hóa chất bảo vệ thực vật trong đất

http://download748.mediafire.com/ymqjhlndy9ig/zmjzkaa3m3l/162008QD-BTNMT.rar

Dự án nghiên cứu chi tiết đầu tiên bằng công nghệ hiện đại cho thấy, chiều dài của tòa thành vĩ đại được xây dựng qua nhiều triều đại ở Trung Quốc còn lớn hơn rất nhiều so với các ước đoán trước đây.

Một đoạn của Vạn Lý Trường Thành còn nguyên vẹn. Ảnh: China View.

Chương trình nghiên cứu vẽ bản đồ Vạn Lý Trường Thành kéo dài 2 năm của chính phủ Trung Quốc phát hiện rằng, bức tường thành này trải dài tới 8.850 km. Trong khi những tài liệu quen thuộc từ trước đến nay đều ghi rằng công trình dài khoảng 5.000 km và ước tính này thường chủ yếu dựa trên những ghi chép lịch sử.

Trong khi đó, dự án nghiên cứu mới sử dụng công nghệ định vị toàn cầu GPS và công nghệ hồng ngoại, giúp xác định vị trí một số khu vực tòa thành bị vùi lấp qua thời gian bởi những trận bão cát. Dự án tìm ra những đoạn tường thành dài tổng cộng 6.259 km cùng 359 km đường hào và 2.232 km đường phòng ngự tự nhiên như đồi núi và sông ngòi.

Dự án nghiên cứu trên do Cơ quan quản lý quốc gia về di sản văn hóa và Cục đo đạc bản đồ nhà nước Trung Quốc thực hiện. Các chuyên gia cho biết, những đoạn tường thành mới phát hiện được xây dựng từ thời nhà Minh (1368-1644). Còn đoạn đường hào nằm trải dài từ dãy núi Hu ở tỉnh miền bắc Liêu Ninh tới đèo Jiayu ở tình miền tây Giang Tô.

Chương trình nghiên cứu Vạn Lý Trường Thành sẽ được tiếp tục thêm 18 tháng nữa, nhằm vẽ bản đồ các đoạn tường thành xây dựng từ thời nhà Tần (221-206 TCN) và nhà Hán (206 TCN – 9 SCN). Bức tường thành này là công trình nhân tạo vĩ đại nhất thế giới, được xây dựng nhằm bảo vệ biên với phía bắc của các triều đại Trung Quốc.

Các nhà khảo cổ học đã vận động để thực hiện dự án này, nhằm cung cấp cho giới nghiên cứu hiểu biết chính xác về quy mô của Vạn Lý Trường Thành. Công trình này gồm nhiều đoạn khác nhau bắt đầu được xây dựng từ thế kỷ thứ 5 Trước Công nguyên (TCN) và được nối lại lần đầu tiên dưới thời Tần Thủy Hoàng, khoảng năm 220 TCN.

Năm 1987, UNESCO công nhận đây là một di sản văn hóa thế giới.

Đường kẻ màu đỏ là Vạn Lý Trường Thành dưới thời nhà Minh (1368-1644). Các đường đứt đoạn là bức tường thành dưới các triều đại trước (bắt đầu từ thế kỷ 5 TCN). Đồ họa: BBC.

Đình Chính (theo BBC, AP)

Bài viết liên quan

Công trình vụ sập dầm cầu vi phạm lộ giới

Thụy Sĩ trao giải nghiên cứu khoa học cho sinh viên VN

‘Cô gái xấu xí’ Trung Quốc bị chê

Xác định đơn vị kiểm định vụ sập dầm cầu Trung Lương

Nguồn: viencanh.com Phát hiện bất ngờ về Vạn Lý Trường Thành

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