The document summarizes highlights from day two of The Global Boardroom, a three-day virtual event hosted by the Financial Times discussing the global response to the Covid-19 pandemic. Key discussions focused on the economic impact, China's future economic dominance, investment opportunities, responsible business practices, the future of various industries like automaking, and lessons that can be learned from previous crises. Remote working was also assessed as being more common going forward, though the office is unlikely to disappear. Cooperation and a focus on sustainability were emphasized as important to global recovery.
Western governments are hopelessly addicted to deficit financing while refusing to address looming funding issues - with apologies to the embarrassingly foolish Angela Merkel, politicians can no more successfully “battle” the markets than you and I can successfully “battle” gravity. Petrocapita is an investment trust built around the premise that demand for energy will continue to move prices higher over the long-term. Petrocapita was created to allow investors to add professionally managed oil & gas assets directly to their portfolios.
From Crisis to Recovery The Causes, Course and Consequences of the Great Rece...Dr Lendy Spires
OECD Insights: From Crisis to Recovery 3 Foreword The current global economic crisis was triggered by a financial crisis caused by ever-increasing thirst for short-term profit. In addition, against a background of government support for the expansion of financial markets, many people turned a blind eye to basic issues of business ethics and regulation. We now need to rewrite the rules of finance and global business. To restore the trust that is fundamental to functioning markets, we need better regulation, better supervision, better corporate governance and better co-ordination. We also need fairer social policies and an end to the bottlenecks that block competition and innovation and hamper sustainable growth. We must also find the most productive ways for governments to exit from their massive emergency interventions once the world economy is firmly back on a growth path. Dealing with fiscal deficits and unemployment while encouraging new sources of growth will absorb policy makers’ attention in the near term, but lifting our collective sights to focus on wider issues, such as the environment and development, is a challenge we must also meet. How can we move from recession to recovery? The OECD’s strategic response involves strengthening corporate governance and doing more to combat the dark sides of globalisation, such as corruption and tax evasion. As well as correcting the mistakes of the past, we have to prepare the future. We are elaborating a “Green Growth Strategy” to guide national and international policies so that all countries can realise the potential of this new approach to growth. Our analysis shows a need for governments to take a stronger lead in fostering greener production, procurement and consumption patterns by devising clearer frameworks and ensuring that markets work properly. They should drop some costly habits too, notably subsidising fossil fuels, which would help fight climate change and save money as well.
Western governments are hopelessly addicted to deficit financing while refusing to address looming funding issues - with apologies to the embarrassingly foolish Angela Merkel, politicians can no more successfully “battle” the markets than you and I can successfully “battle” gravity. Petrocapita is an investment trust built around the premise that demand for energy will continue to move prices higher over the long-term. Petrocapita was created to allow investors to add professionally managed oil & gas assets directly to their portfolios.
From Crisis to Recovery The Causes, Course and Consequences of the Great Rece...Dr Lendy Spires
OECD Insights: From Crisis to Recovery 3 Foreword The current global economic crisis was triggered by a financial crisis caused by ever-increasing thirst for short-term profit. In addition, against a background of government support for the expansion of financial markets, many people turned a blind eye to basic issues of business ethics and regulation. We now need to rewrite the rules of finance and global business. To restore the trust that is fundamental to functioning markets, we need better regulation, better supervision, better corporate governance and better co-ordination. We also need fairer social policies and an end to the bottlenecks that block competition and innovation and hamper sustainable growth. We must also find the most productive ways for governments to exit from their massive emergency interventions once the world economy is firmly back on a growth path. Dealing with fiscal deficits and unemployment while encouraging new sources of growth will absorb policy makers’ attention in the near term, but lifting our collective sights to focus on wider issues, such as the environment and development, is a challenge we must also meet. How can we move from recession to recovery? The OECD’s strategic response involves strengthening corporate governance and doing more to combat the dark sides of globalisation, such as corruption and tax evasion. As well as correcting the mistakes of the past, we have to prepare the future. We are elaborating a “Green Growth Strategy” to guide national and international policies so that all countries can realise the potential of this new approach to growth. Our analysis shows a need for governments to take a stronger lead in fostering greener production, procurement and consumption patterns by devising clearer frameworks and ensuring that markets work properly. They should drop some costly habits too, notably subsidising fossil fuels, which would help fight climate change and save money as well.
Dr Ben Thirkell-White on Global poverty and the credit crunch 16 Sept 2009.
Collapse of Western excess is creating a crisis for developing countries caught in the tailwind. 2.8 billion survive on less than two dollars a day. After significant gains in the last decade, which saw GDP growing across Africa at an average of 5%, latest figures indicate this is dropped to less than 3%. The solutions are complex, will be incremental, and require action at both macro (intergovernmental) and micro-levels (individuals and NGOs assisting economic development on the ground). There is no silver bullet, but only realistic and committed action at all levels.
Monetary policy is an important public policy, but it is not the only one to stabilize our economy and reduce its business cycles. The leading central bank, the Federal Reserve of the U.S., has introduced, after the 2008 global financial crisis, new instruments and unusual facilities to implement its new innovative monetary policy. The financial world and mostly the social scientists watch as the Federal Open Market Committee (FOMC) decides on a target interest rate in the federal funds market for the next period. The framework that the FOMC uses to implement monetary policy has changed over the last twelve years and continues to evolve today. Here, we try to evaluate the new instruments and their “effectiveness”. Before the 2008 financial crisis, policymakers used one set of traditional instruments (tools) to achieve the target rate. However, several policy interventions, introduced soon after the crisis, drastically altered the landscape of the federal funds market and the traditional economic theory. This new and uncertain environment, with enormous reserves and even interest on reserves, necessitated a new set of instruments by the Fed for its monetary policy implementation. Lately, after seven years of zero interest rate, the FOMC began in December 2015 to increase the target rate and then, went back again to a lower one, but many questions arise. How did they evaluate the effectiveness of these new instruments? Is the current federal funds rate the appropriate one for our economic wellbeing? How efficient was so far this ZIR monetary policy after the latest global financial crisis? Why the Fed put all these burdens of its ‘innovated” new monetary policy to the poor taxpayers (bail out) and to the risk-averse depositors (bail in)? Is it possible for the Fed’s policy to prevent the future financial crises? The federal funds rate was very low and affected negatively the financial markets (bubbles were growing), the real rates of interest (it is negative for twelve years), and the deposit rates (they are closed to zero for twelve years). The redistribution of wealth of depositors and taxpayers continues, which means the true economic welfare is falling and a new global recession was in preparation, if the current unfair easy money policy will persist, ignoring the necessity of a prevention of financial crises. Then, it came as an unexpected plague the coronavirus pandemic, following with a new but, the worse in economic history global crisis (chaos).
Covid19 Pandemic: Looming Global Recession and Impact on BangladeshMd. Tanzirul Amin
The following article was written by me, and was published in the Economic Trends section of the Keystone Quarterly Review (Volume-30) on July 30, 2020: https://lnkd.in/g9nGxzn
The article covers the effects of the Covid-19 Pandemic in the world economics, and the resulting impacts on the Bangladeshi economy. Various other economic aspects are covered, along with the alarming signs/symptoms of another "Great Global Recession".
We live in an interconnected world and geopolitical developments in Ukraine and Syria are bound to add volatility in global geopolitical environment and influence small and large economies around the world.
Further, the economic environment is undergoing an unusual shift, through unorthodox and new policy making in Japan, US and Europe.
In such a situation small sized GCC economies, which are also dependent heavily on commodity prices and transit of goods, should exercise caution, and not get swayed by the rosy pictures stock markets around the world are painting.
12th-14th May,2020 -the FT launched The Global Boardroom, a new live-
streamed three-day event gathering "the most influential voices" from policy, business, tech and finance to offer a comprehensive picture of the global response to the Covid-19 crisis.
The Media Playbook: City and The Cities is a media concept sandbox prepared by the Future City Summit and Good City Foundation. The webinar and podcast series develops to sustain virtual dialogue among the policy planners, technologists, mayors and investors to continue learning about our post-pandemic world.
It is short presentation to explain velocity of money in Nigeria context and also suggest the immediate approaches to increase velocity and by implication enhance economic growth
Dr Ben Thirkell-White on Global poverty and the credit crunch 16 Sept 2009.
Collapse of Western excess is creating a crisis for developing countries caught in the tailwind. 2.8 billion survive on less than two dollars a day. After significant gains in the last decade, which saw GDP growing across Africa at an average of 5%, latest figures indicate this is dropped to less than 3%. The solutions are complex, will be incremental, and require action at both macro (intergovernmental) and micro-levels (individuals and NGOs assisting economic development on the ground). There is no silver bullet, but only realistic and committed action at all levels.
Monetary policy is an important public policy, but it is not the only one to stabilize our economy and reduce its business cycles. The leading central bank, the Federal Reserve of the U.S., has introduced, after the 2008 global financial crisis, new instruments and unusual facilities to implement its new innovative monetary policy. The financial world and mostly the social scientists watch as the Federal Open Market Committee (FOMC) decides on a target interest rate in the federal funds market for the next period. The framework that the FOMC uses to implement monetary policy has changed over the last twelve years and continues to evolve today. Here, we try to evaluate the new instruments and their “effectiveness”. Before the 2008 financial crisis, policymakers used one set of traditional instruments (tools) to achieve the target rate. However, several policy interventions, introduced soon after the crisis, drastically altered the landscape of the federal funds market and the traditional economic theory. This new and uncertain environment, with enormous reserves and even interest on reserves, necessitated a new set of instruments by the Fed for its monetary policy implementation. Lately, after seven years of zero interest rate, the FOMC began in December 2015 to increase the target rate and then, went back again to a lower one, but many questions arise. How did they evaluate the effectiveness of these new instruments? Is the current federal funds rate the appropriate one for our economic wellbeing? How efficient was so far this ZIR monetary policy after the latest global financial crisis? Why the Fed put all these burdens of its ‘innovated” new monetary policy to the poor taxpayers (bail out) and to the risk-averse depositors (bail in)? Is it possible for the Fed’s policy to prevent the future financial crises? The federal funds rate was very low and affected negatively the financial markets (bubbles were growing), the real rates of interest (it is negative for twelve years), and the deposit rates (they are closed to zero for twelve years). The redistribution of wealth of depositors and taxpayers continues, which means the true economic welfare is falling and a new global recession was in preparation, if the current unfair easy money policy will persist, ignoring the necessity of a prevention of financial crises. Then, it came as an unexpected plague the coronavirus pandemic, following with a new but, the worse in economic history global crisis (chaos).
Covid19 Pandemic: Looming Global Recession and Impact on BangladeshMd. Tanzirul Amin
The following article was written by me, and was published in the Economic Trends section of the Keystone Quarterly Review (Volume-30) on July 30, 2020: https://lnkd.in/g9nGxzn
The article covers the effects of the Covid-19 Pandemic in the world economics, and the resulting impacts on the Bangladeshi economy. Various other economic aspects are covered, along with the alarming signs/symptoms of another "Great Global Recession".
We live in an interconnected world and geopolitical developments in Ukraine and Syria are bound to add volatility in global geopolitical environment and influence small and large economies around the world.
Further, the economic environment is undergoing an unusual shift, through unorthodox and new policy making in Japan, US and Europe.
In such a situation small sized GCC economies, which are also dependent heavily on commodity prices and transit of goods, should exercise caution, and not get swayed by the rosy pictures stock markets around the world are painting.
12th-14th May,2020 -the FT launched The Global Boardroom, a new live-
streamed three-day event gathering "the most influential voices" from policy, business, tech and finance to offer a comprehensive picture of the global response to the Covid-19 crisis.
The Media Playbook: City and The Cities is a media concept sandbox prepared by the Future City Summit and Good City Foundation. The webinar and podcast series develops to sustain virtual dialogue among the policy planners, technologists, mayors and investors to continue learning about our post-pandemic world.
It is short presentation to explain velocity of money in Nigeria context and also suggest the immediate approaches to increase velocity and by implication enhance economic growth
Post Covid-19: A BBH briefing to marketing leadersHarry Guild
Our first briefing on COVID was about how to keep trading as we headed into the crisis. In this briefing, we look at how to plan for the other side. In short, how to emerge well.
We cannot see into the future. Instead, we would always argue for a data-led position gilded with imaginative possibilities. While we outline how new spending attitudes and altered routes to market will affect the near-term, more broadly than that, this is a moment in time to make brands better for people. We should grasp that.
We cannot see into the future, but we can help invent it.
Coronavirus-hit markets brace for the worst economic consequencesTatianaApostolovich
The coronavirus outbreak is leading investors to plan for situations more serious than a recession.
The S&P 500 has declined by 29.5% in two months.
The Federal Reserve's action to cut interest rates has been perceived as a "total breakdown of confidence".
PIMCO’s global economic advisor has warned a global recession is a "foregone conclusion".
The New Shape of Real Estate: Well Workplace by Cushman & WakefieldJohn Farese
Interesting report on the future of the workplace. The well being of employees is the renewed focal point of commercial real estate spaces looking beyond 2017.
Eton College Forum on the Global Financial Crisistutor2u
The title of this event is ‘No More Business As Usual: How to Avoid Another Financial Crash.’ The 2008 crisis marked a sea-change point.It was a fa ilure on three counts: 1. A failure of oversight from Governments and Central Banks alike, 2. A failure of modeling in not being able to predict the crash and 3. A failure of ideology. Underpinning the crisis was the fundamentally flawed neo-liberal ideologue which has dominated main-stream economic thinking.
We live in a world that has gone through an incredible transformation in the last decades. Those transformations did not only impact our economy, but also our society and biosphere. Our biggest challenge is to build back better those different layers while leaving no-one behind. That will entail rebuilding strongly the trust between the different generations, the societal entities, and the ecosystem. Healthcare is a critical component to ensure harmony for the Younger and next generation.
" Digitalization offers transformational economic opportunities and represents an outstanding platform for lower income economies to reposition themselves on the global stage. However, accessing and maximizing on the potential available to them requires that they think without a box , and we are here to support them in their journey" Patricia Monthe
I have been described as a visionary, with a leadership style combining cognitive pluralism and integrity, both of which make me particularly fit for environments that require pioneering new models or engaging multi-disciplinary & multicultural groups to orchestrate new systems.
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Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
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Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
1. THE GLOBAL BOARDROOM
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THE GLOBAL
BOARDROOM
HIGHLIGHTS: DAY 2
This week the FT launched The Global Boardroom, a new live-
streamed three-day event gathering the most influential voices from
policy, business, tech and finance to offer a comprehensive picture of
the global response to the Covid-19 crisis.
Through FT-led discussions with leaders from around the world, we
are looking at the impact of the pandemic so far, what is required
for recovery and the long-term implications of the developing crisis.
From the consequences of global lockdowns and the impact on
supply chains to the future of travel and cross-border dealmaking,
The Global Boardroom assesses the next steps in tackling the most
critical issue of our time.
Below is our selection of highlights from day two. We hope you
enjoyed the event and we look forward to you joining us for
tomorrow’s discussions.
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8:30 – 8:55
The Global Economy: Tracing the course of the
economic shock
Ángel Gurría
Secretary General,
OECD
Moderator: Chris Giles
Economics Editor,
Financial Times
It is not clear when real recovery will happen, but it is important
to control the virus as soon as possible, as it is interlinked with
economic recovery.
AG: We should throw the rule book out and deal with the human and
health consequences. The quicker we do this, the easier and less
expensive this will be.
AG: I am not confident of the idea that we will have a v-shaped recovery.
I think it will be more like a “U” and the idea is to shorten the lower part
of the “U” as much as possible.
While there are unprecedented measures from governments
and central banks to inject liquidity, there will be inevitable
consequences.
AG: [The Fed and central banks] can inject liquidity and what they’re
doing is financing debt that needs to be repaid.
Countries will need better cooperation and coordination, especially
in fighting the pandemic.
AG: Greater cooperation and collaboration can enhance the actions or
means of any one country beyond its own outcomes.
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9:10 – 9:50
Can China maintain its economic dominance post-crisis?
Weijian Shan
Chairman and CEO,
PAG
Min Zhu
Chairman, National Institute
of Financial Research,
Tsinghua University
Moderator: Henny Sender
Chief International Finance
Correspondent,
Financial Times
China will emerge from the crisis quicker than the rest of the world,
but the balance of power will not change massively.
WS: China may come out of the crisis two to three months earlier than
the rest of the world, but China will not go back to normal until the rest
of the world goes back to normal, because it also relies on the integrated
economy for exports.
There will be a change in China’s economic structure. Fiscal and
monetary policies will help state-owned enterprises and private-
owned enterprises bring together individual strengths and work
together.
WS: Financially, stated-owned companies are much stronger than
private companies. Through this crisis, private-owned companies are
much weaker and the demand side of consumption remains quite weak.
WS: Over the long run, the private sector will be the main driver of
economic growth. China’s growth will depend much more on improving
efficiencies in allocating resources and productivity.
MZ: The line between the two sectors will become blurred, because
China is going to carry out the more aggressive reform of a mixed-
ownership structure.
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As global trade shrinks, China will move even more to domestic
consumption in the recovery process.
WS: China has been shifting its growth model in the past ten years away
from investments to domestic consumption. Last year was the first time
that the size of China’s retail goods market exceeded that of the US.
Protectionism from China and self-reliance are on a rise
globally. While this presents benefits, there may also be missed
opportunities.
WS: If a country restricts foreign direct investment, it doesn’t do itself
any good. Protectionism is on the rise in different countries, especially
with Chinese investment.
WS: The American market has become more restricted and the Chinese
market has become more open, ironically.
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10:30 – 11:20
Stocks, bonds and the looming recession – is it time to
sell or buy?
Peter Pereira Gray
Managing Partner, CEO
Investment Division,
The Wellcome Trust
Kerstin Hessius
CEO, AP3 – Third Swedish
National Pension Fund
Niall O’Sullivan
CIO, EMEA & Asia,
Investment Solutions,
Mercer
Eoin Murray
CIO International,
Federated Hermes
Moderator: Katie Martin
Markets Editor,
Financial Times
Although there is risk and uncertainty, there is still optimism in
markets and how investors and consumers will react.
KH: We have no experience in a disaster that hits the whole world and
still we don’t know how long this will last. But neither can people stay in
nor will investors stay out for as long as this virus exists.
The government has been injecting support into markets and
companies and certain sectors, such as tech and health, have
become main drivers of recovery. This presents possible investment
opportunities, but it will also depend on the market and time frame
to determine whether we will return to previous highs.
PPG: For long term investors, think carefully about your portfolio and
what you want to be exposed to.
NOS: The question is what else should we have in our portfolios now?
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It used to be government bonds, but it is going to be harder to see how
they are going to generate returns.
There are possibilities of a resurgence of inflation or continual
deflation as a byproduct of central bank support.
NOS: Inflation will be a triumph in the short-term. But medium-term, how
[people] react to it, what they do when they realise money is actually
quite plentiful, that’s going to be a key question.
EM: [Inflation] is a possibility, and continuing deflation as well. One
possibility is the rest of the world joins Japan in Japanification, where
we have low growth and no inflation for many years to come. Rates
have to stay low and we’re in this cycle that self-perpetuates over
decades or more.
12:00 – 12:50
Exit Scenarios: Coordinating the fight against COVID-19
Paul Franks
Professor of Genetic
Epidemiology and Deputy
Director, Lund University
Diabetes Center
Peter Piot
Director,
London School of Hygiene
& Tropical Medicine
Soumya Swaminathan
Chief Scientist,
World Health Organization
Moderator: Barney Jopson
Executive News Editor,
Financial Times
Returning to the new normal will require long-term efforts and
considerations in many aspects, including socially, economically and
physically.
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SS: Countries and societies need to be prepared that this could be a
cyclical process. We cannot predict how this epidemic will behave when
people start mixing again.
In our poll, we asked: When will the world have Covid-19 contained and
controlled? 57 per cent of attendees voted for “within 2 years”.
Vaccines will be the way out, but they need to be widely accessible
and affordable globally.
SS: A vaccine is the best way to achieve herd immunity across large
segments of a population.
Cooperation between the public and private sectors, and between
countries will be key. Good communication between authorities and
the public will also help facilitate the efficiency of measures.
PF: If we can start to utilise the resources that are available in many of
our societies and bring those together, align them, then we can do a
much better job at controlling and containing the pandemic.
PF: There is also a high level of public suspicion in many countries
around both technologies and vaccines, so public health authorities and
governments will need to work hard to gain public trust.
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13:00 – 13:50
Moral Money – Responsible Business in the Age of
COVID-19
Alison Kay
Global Accounts Committee
Chair, EY
Chris Pinney
President and CEO,
High Meadows Institute
Paul Polman
Former CEO,
Unilever
Tensie Whelan
Clinical Professor for
Business and Society and
Director, NYU Stern School
of Business and Center for
Sustainable Business
Moderator: Gillian Tett
Chair, Editorial Board, and
Editor-at-large, US,
Financial Times
The ESGs will become strengthened and important to the
global recovery.
AK: Profit will come if you focus on the planet.
CP: Covid creates an opportunity to address things in a radical way – we
have gone through a period of seductive incrementalisation.
TW: Prioritising ESG principles is just good management. You want
to build back better with good management practices. Investing in
sustainability increases innovation, talent retention and decreases risk.
How employees are treated today will be significant to companies’
future fortunes.
AK: Businesses should be doing what they can to support their
commitments to graduates.
PP: A lot of companies understood the need to have good relationships
with employees; these employees tend to do better during the crisis.
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We’re going in the right direction.
TW: Companies have been treating labour costs as an external factor,
looking after their shareholders first. Low wage workers have doubled in
the past 10 years. We need more leadership on the S without losing the
E or the G.
TW: Companies don’t advocate for a higher minimum wage, they are
resisting it and not standing up for the workers.
PP: The money spent is tax money. It should be spent to create better
jobs out of this. Green jobs are more secure, as they are investing in the
future.
There are reasons to be positive, even in spite of cynical criticisms
on what has been done so far.
AK: The companies that are out performing in the market are the
companies with ESG in it … Businesses are now societal not just
economic.
TW: Companies do overstate but they are soon caught out.
PP: Increasingly we are able to measure the intangible. Some
companies are moving away from GDP – as a way to measure the world
it’s deeply flawed.
TW: While factories are not functioning, it is the perfect time to put in
energy retrofitting to improve the income potential, whilst also making
them cleaner.
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14:00 – 14:25
How can previous crises help us cope with this one?
Sheila Bair
Former Chair, US Federal
Deposit Insurance
Corporation (FDIC)
Moderator: Gillian Tett
Chair, Editorial Board, and
Editor-at-large, US,
Financial Times
US banks are repeating some of the mistakes of 2009 by
paying dividends.
Banks have more liquidity because of the past crisis, but no-one knows
how bad this is going to get. The framework created after the last crisis
stated that if certain measures had to be taken they should stop paying
dividends.
Bank executives are expecting a wave of bankruptcies. As it becomes
clear that we could be facing severe losses, the US banks will be forced
to halt dividends.
They stopped paying dividends in the EU and UK, it didn’t spook the
market.
Banks have a special obligation to keep lending into the real economy.
If they can’t then we have a financial crisis. Keep them lending but make
sure they are preserving capital as well.
Money should be directed towards helping ordinary families, not
the secondary market and investors.
In the secondary market you’re helping the investors, not even the
employers so much.
Just because they have a lot of liquidity, doesn’t mean they have the
capital base to absorb the losses.
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The lion’s share of the money is going into financial markets. The real
economy is disconnected from the financial markets – you help asset
owners, not workers.
Let’s see if we can get the money back down to the Main Street level –
bail out people, not capital.
If we backstop corporate America we will have the same kind of
sluggishness, we will lose the free market dynamism that is our major
benefit over China.
There is a provision, to get money directly into households, through
intermediaries – to put them on some automatic stabiliser.
14:30 – 15:20
The Future of Work after Coronavirus
Jason Fried
Co-Founder and CEO,
Basecamp
Elisabeth Reynolds
Executive Director,
MIT Task Force on the
Work of the Future
Mark Ridley
Group CEO,
Savills plc
Daniel Susskind
Fellow in Economics and
Co-author ‘The Future
of the Professions’,
Oxford University
Moderator: Isabel Berwick
Editor, Work & Careers,
Financial Times
There is an appetite for automation but it won’t result in job losses.
ER: It still remains true that the issue is the quality, not the quantity of
the jobs. Right now we wished we had more robots to help out and we
don’t. We need humans in all of these places, if we had the tech it could
12. THE GLOBAL BOARDROOM
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augment these workers.
ER: What we want is smart data from big data. It’s not about substituting
for those workers, it’s augmenting those workers.
DS: The pandemic has created a strong incentive to automate. The
problem is that demand has been decimated.
Although remote working will become more common, it won’t end
the existence of the office.
JF: Bust the myth of the office. Give more people time to set their
schedule. Let people feel liberated.
ER: If you are in a lower income quartile, only 5 per cent can work
remotely. How do we make it safer for those who can’t? The benefits
system must be addressed.
MR: Quite a lot of secondary offices converted in the UK, a lot of change
of use there. Prime office markets not so much, they will need to use
them as a centre to show that their staff have a place and purpose.
Surveillance is unacceptable and oppressive. It cannot be allowed to
proliferate.
DS: A lot of the challenges we thought would face us in the future are in
front of us now because of the virus.
JF: Employee surveillance is disgusting and tragic. Just because you
have the power to watch them, doesn’t mean you should use it. It’s
allowing management to create an environment in which people don’t
want to work. Monitoring people is immature and speaks to a lack of
confidence.
JF: The expectation for eternal growth, working longer and longer, really
impacts mental health.
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We all need to become more comfortable with upskilling ourselves
in the future.
ER: Resilience can be taught, how do we help people to gain those skills?
DS: Either you become someone to compete with machines, and go
outside their perameters or you build them. We are training people to do
routine activities machines are already good at doing.
DS: One of the consequences of the crisis is that there will be a lot less
resistance to working differently in future. Doctors believed it wasn’t
possible to see a patient remotely, access to justice couldn’t be
provided online.
15:30 – 15:55
The ‘Next Normal’ – What have we learned that will
determine the way businesses work in the future?
Kevin Sneader
Global Managing Partner,
McKinsey & Company
Moderator: Roula Khalaf
Editor,
Financial Times
Bringing business back as it was will not work.
KS: Working from home isn’t all it’s cracked up to be sometimes, working
from home can become sleeping at the office. Work and family lines
have got blurred, weekends get lost in the shuffle.
KS: This is the moment where leadership will truly be tested.
Saving lives is only the first part of this crisis, we must also
safeguard livelihoods.
KS: It felt in January that the turning point had been reached, investors
asserting themselves to say that climate risk is not an abstract issue.
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KS: We’re going to have to rely a lot on parts of the world that haven’t
responded in ways we’ve liked.
16:00 – 16:25
How is COVID-19 changing the future of the car?
Håkan Samuelsson
President and CEO,
Volvo Car Group
Moderator: Peter Campbell
Global Motor Industry
Correspondent,
Financial Times
We will run factories according to demand, but safety must come
first as people return to factories.
The problem is not production, so much as demand from customers.
We always have volume-focused delivery; we produce as much as is
necessary for demand.
Safety and Volvo are intertwined; we have a responsibility to offer a
safe working environment, but people are glad to be back to work with
colleagues.
Governments should invest in future technologies.
If the government subsidised the old way of things that would be a
waste of money. It would be good to promote new technology; electric
cars are more expensive in the first year.
Electrification will go faster.
People will ask for more electric cars, it’s speeding up – everyone has
learned that e-commerce is working. Customers expect to get more on
the web, but we must combine that with physical offerings.
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Automated robo taxis will come in time, but there are limitations: up to a
certain speed, in a certain area, not as fast as we thought a few years ago.
FT DIGITAL DIALOGUES: FUTURE OF THE CAR
In partnership with Dassault Systèmes
Bounce Forward: Recalibrating the Auto Industry for a
Post-Covid-19 World
19 May 2020 | 15:00 BST (GMT +1)
Join us for a live webinar session featuring top industry experts who
will discuss what shifts car manufacturers and their suppliers can
make to bounce forward, rather than back.
Register now at live.ft.com/futureofthecarwebinar
16:30 – 16:55
Building a global response to the pandemic
Tony Blair
Former Prime Minister of
Great Britain and Northern
Ireland, Executive Chairman,
Institute for Global Change
Moderator: George Parker
Political Editor,
Financial Times
Without a global response, countries are making it harder for
themselves to solve the crisis.
Senior leaders have not seen fit to cooperate as they should. There is
an agenda for the G20 around cooperation if needed, making sure food
supply chains stay intact, PPE supplies – the agenda writes itself.
It’s not about being selfish vs selfless, but about being stupid vs smart.
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The challenge for government is immense, but there are ways the
British government can help itself manage the crisis.
This is the toughest challenge I’ve ever seen – I have a unique sympathy
for those in office.
There is a rational and practical reason for being less dependent on
sourcing things internationally. That isn’t nationalism. But if you only
do it on an ad hoc basis, that can look like nationalism and that can be
damaging for international trade.
In a crisis like this, you have to segment the main tasks, and put the
best people you’ve got – experts and politicians – that reorganise your
government to do it.
We should be exporting our institutions and practices to strengthen
the developing world in future.
The British government could do a lot by helping them to build
resilience and basic institution-building.
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17:00 – 17:55
Can a prolonged depression be averted
Gita Gopinath
Economic Counsellor and
Director of Research
Department, International
Monetary Fund
Philip Lane
Member of the
Executive Board,
European Central Bank
Carmen Reinhart
Minos A. Zombanakis
Professor of the
International Financial System,
Harvard Kennedy School
Sven Smit
Chairman and Director,
McKinsey Global Institute
Moderator: Martin Wolf, CBE
Associate Editor
and Chief Economics
Commentator,
Financial Times
The baseline forecast is now for deep recession this year.
GG: The IMF had a dire forecast, but the economic outlook is already
worse than the fund predicted last month. The likely scenario is
a second wave of infections later in the year, and this will have
implications for the economy.
GG: There is possibility of recovery after a lockdown – China has had a
rebound
Households have been saving, and we don’t know when people will
start spending again.
PL: This affects sectors in different ways. In a world of global supply
chains it is important to look beyond input-output metrics. Even
economies that have been less hit will be hit by this. We know we will
have some recovery this year, but we don’t know how much.
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PL: We have to make sure fiscal support is maintained as long as it is
needed.
Emerging markets are being hit the hardest, and they need support.
CR: A key feature of this crisis is it’s a regressive type of shock: it hits the
lowest income countries, and lowest income segments within countries.
GG: We need to ensure there is enough liquidity to help low-income
countries. The setback in poverty levels that this crisis is producing may
take a long time to unwind.
After the Great Depression in the 1930s there were a whole series
of catastrophic errors. We can avoid those mistakes if we cooperate
and act aggressively.
CR: It all depends how many large economies come to need assistance.
Out of the box solutions may be required. Trade protection and food
protection should be managed at a multilateral level.
SS: We need to tackle uncertainty around the virus. The government
has to do a lot: big public finance questions are going to dominate.
After this crisis my hope is in the speed of innovation; we will have a
completely different sense of speed – it might be the great learning of
a deep recession.
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18:00 – 18:25
How do we move forward?
Al Gore
Former US Vice President;
Chairman, Generation
Investment Management
Moderator: Edward Luce
US National Editor,
Financial Times
The US is in the middle of a botched reopening.
It’s not a matter of choosing between health and the economy. If we
get the health measures wrong, one consequence is the prospect of
shutting down a second time. Quite a few states are moving forward
without listening to what scientists say.
This pandemic has exposed weaknesses in the make-up of
our society.
It has highlighted the unequal access to medical care, of access to
quality housing. Majority African American counties in the US have six
times the death rate.
Burning fossil fuels threatens human health.
Research shows that an increase in burning fossil fuels worsens the
health conditions that elevate the death rate from Covid-19 – it makes
infections more likely, and people are more likely to die.
Trump has failed horribly in his management of the pandemic.
He has failed to mobilise government resources, and is now trying to roll
the dice for a bit of extra growth.
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