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|Cache||I ATE MY COUSINS PLACENTA I hear so many questions about whether or not you can eat someone else’s placenta or use the products made from it for other people or children.Here are some things you need to know Ingestion the placenta for medicinal purposes is not new.Traditional Chinese medicine in now a widely used, respected, and proven method of medicine.The pharmaceutical name for the placenta is ‘Placenta Hominis’, meaning ‘human placenta’. Any time [...] |
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|Black Book Market Research LLC, provides healthcare IT users, media, investors, analysts, quality minded vendors,prospective software system buyers, and pharmaceutical manufacturers with client experience competitive analysis and purchasing trends.|
|Cache||In a surprising judgement by J. Rajiv Sahai Endlaw in the case of Dr. Claudia de Simone & Anr v Actial Farmaceutica Srl & Ors, the Delhi High Court refused to grant injunction for the production of a counterfeit drug.|
Are you just starting your career? Or do you already have an established clientele? If you’ve ever wondered if it really is possible to take a brick-and-mortar practice online and run a virtual business in this industry, then you need to hear this week’s episode of the Business of Becoming.
Join me and my guest, Inna Topiler Mooney, as she shares how she changed careers and built a practice that has evolved over time into a virtual, sustainable business. Inna is a Clinical Nutritionist who went from seeing clients on her couch to a brick-and-mortar setting and now runs it all virtually.
Inna talks about how her own health challenges started her journey into Health & Wellness. She shares the ups and downs, the doubts and the wins, that went into building her practice and virtual business, and how taking imperfect action was key for her as she transitioned from full-time employment on Wall Street to the wellness business she has today. It’s an amazing story!
Inna is such an inspiration for anyone looking for reassurance of what is possible.
More About Inna:
Inna Topiler Mooney is a Certified Clinical Nutritionist practicing a Functional Medicine approach to health. She holds a Master’s Degree in Human Nutrition and is certified with the ACN, CBNS, and AADP.
She is the Founder of Complete Nutrition & Wellness – an integrative nutrition practice – and the host of Health Mysteries Solved Podcast. Inna is also the Co-Founder of Pregnaceuticals, a prenatal nutrition line and the Co-Founder of My Custom Cleanse. You can also find Inna on Instagram
What We Talk About In This Episode:
Things We Mention In This Episode:
Here’s How To Subscribe & Leave A Review (pretty-please):
Want to get notified when I release new episodes so you don’t miss a thing? Click here to subscribe to the podcast on iTunes.
And it would mean the world to me if you’d leave a rating and review. I’d love to know what you think of the podcast and how I can make it better for you. Plus iTunes tells me that podcast reviews are really important and the more reviews the podcast has the easier it will be to get the podcast in front of more people, which is the ultimate goal. You can leave a review right here.
Let’s Keep The Conversation Going…
Is there something holding you back from taking your practice online? Or, if you have had success, what is the one piece of advice you wish you had when starting out? I would love to hear all about it and I’m sure others would too. Comment below and share your story or visit me on Instagram which is currently my favourite way to connect.
You can also join my free online community to connect with more than 16,000 other health practitioners just like you to ask questions, share wins and struggles and get lots of support from me and my team! I hope to see you there.
Walmart’s China branch announced at an investment conference hosted by the Wuhan city government on Wednesday that it was committing 3 billion yuan ($425 million) to expand its presence in the origin point of the coronavirus pandemic over the next five years.According to Walmart China, the company will be putting up at least four new Sam's Club stores, 15 additional shopping malls, and more community stores in the capital of China's Hubei province. The U.S.-based retailer already has 34 stores and two distribution centers in the city, where the global coronavirus pandemic first emerged in December.Wern-Yuen Tan, President and CEO of Walmart China, announced the decision in collaboration with Wuhan’s municipal government, saying “the framework marks a new milestone between the two parties and a new beginning for a win-win situation.”Wuhan ended its city-wide lockdown on Wednesday, after 76 days of mandatory shutdown, despite fears that the city was still hosting many asymptomatic cases. City residents have dismissed the official death toll of approximately 2,500, while U.S. intelligence concluded last week that the city has been lying about its number of cases.The corporate response to China’s handling of the coronavirus has been mixed. The American Chamber of Commerce polled 119 companies last month on their China outlook, with 40 percent saying they would maintain their planned levels of investment in China this year, while 24 percent said they plan to cut investment. A third said it was too early to determine coronavirus’s impact.U.S. lawmakers have grown increasingly critical of the U.S.’s over reliance on China in recent months, especially relating to medical supplies — with experts suggesting that “thousands” of basic pharmaceuticals are sourced in China.Last month, Representative Jim Banks (R., Ind.) warned that House Speaker Nancy Pelosi’s proposed stimulus package did not address U.S. dependence on Chinese supply chains, despite bipartisan concerns about the issue.Senator Josh Hawley (R., Mo.) also proposed a phase-four relief package last week that promoted bringing “critical supply chains back to this country from China and elsewhere and to encourage domestic production.”
|Cache||SIRE Life Sciences® - Opublikowano: 09 kwi 2020|
SIRE® is the market leader in Life Sciences recruitment. We believe the recruitment market needs to gear up in technology and continuous innovation. We like technology, in a Life Sciences market driven on science, we couldn’t stay behind; we drive Recruitment Science. Investing a majority of our turnover in technology enables us to use unique Resource Technologies. By using highly advanced algorithms, we enable our team of Resource & Data Strategists© to maintain the most advanced, detailed and complete Life Sciences network in Europe. This big data enables us to work Reverse Recruitment©: we first analyze the market in-depth before we go out to the market. Because we analyze the whole market, we can compare facts and data. This enables us to do Facts & Big Data Recruitment©, making sure we, or better yet, you find the right career!Our client is a professional Pharmaceutical organisation, based in Zuid-Holland Netherlands.The CompanyBig multinational pharmaceutical company is looking for a project manager / site lead. Project is initially set to be 1 year.Role DescriptionPlan for next wave of EU MDR required deliverables (2020 and beyond)ResponsibilitiesTasks and responsibilities:• Define plant scope• Define and secure resources• Site project plan development and execution• Site Reporting at CSS Core Team level• Reporting at Site Leadership Level • Plan for next wave of EU MDR required deliverables (2020 and beyond)• Owner of CSS Plant Site MIPRequirements- Minimal 5 years experience within regulated environment, preferably Medical Devices or Pharma, may be open to FMCG or other highly regulated industry- Proven Project Management track record- Strong communication skills in English (Dutch is a plus)Are you interested and do want to apply for this role, please fill out your application via the apply button below and contact Jeroen Zanting....
Tauriga Sciences, Inc. Commences Development for Second Flavor of its Proprietary Cannabigerol CBG Infused Version of Tauri-Gum: Black CurrantCache
|NEW YORK, NY - (NewMediaWire) - April 9, 2020 - Tauriga Sciences, Inc. (OTCQB: TAUG) (“Tauriga” or the “Company”), a revenue generating Company that operates through the development, distribution, and licensing of proprietary products as well as the evaluation of potential acquisition opportunities and equity investments, today announced that it has commenced development for a 2nd flavor of its proprietary Cannabigerol (“CBG”) infused version of Tauri-Gum™. This 2nd flavor will be: Black Currant. The Company has already completed an initial production run for its Peach-Lemon flavored CBG Tauri-Gum™. There will likely be a 3rd flavor developed, over the course of the next few months, to further enhance the profile of the Company’s CBG Tauri-Gum™ product line. The Company has been experiencing strong levels of interest, with respect to its CBG version of Tauri-Gum™, from a number of large retailers, specialty grocers, and individual customers (E-Commerce customers). The Company’s CBG Tauri-Gum™ product(s) are Kosher certified, Vegan formulated, NON-GMO, Allergen Free, Gluten Free, and 100% Made in the USA.Link to E-Commerce Store (Peach-Lemon CBG Tauri-Gum™):Link: https://God.blue/forward.php?url=https://www.taurigum.com/store#!/NEW-CBG-Tauri-Gum-Peach-Lemon-Flavor-*You-Save-$10-*-Free-Shipping/p/185615590/category=0ABOUT TAURIGA SCIENCES INC.Tauriga Sciences, Inc. (TAUG) is a revenue generating, diversified life sciences company, engaged in several major business activities and initiatives. The company manufactures and distributes several proprietary retail products and product lines, mainly focused on the Cannabidiol (“CBD”) and Cannabigerol (“CBG”) Edibles market segment. The main product line, branded as Tauri-Gum™, consists of a proprietary supplement chewing gum that is both Kosher certified and Vegan formulated (CBD Infused Tauri-Gum™ Flavors: Mint, Blood Orange, Pomegranate) & (CBG Infused Tauri-Gum™ Flavor: Peach-Lemon). The Company’s commercialization strategy consists of a broad array of retail customers, distributors, and a fast-growing E-Commerce business segment (E-Commerce website: www.taurigum.com). Please visit our corporate website, for additional information, as well as inquiries, at www.tauriga.comComplementary to the Company’s retail business, are its two ongoing biotechnology initiatives. The first one relates to the development of a Pharmaceutical grade version of Tauri-Gum™, for nausea regulation (specifically designed to help patients that are subjected to ongoing chemotherapy treatment). On March 18, 2020, the Company announced that it filed a provisional U.S. patent application covering its pharmaceutical grade version of Tauri-Gum™. The Patent, filed with the U.S.P.T.O. is titled “MEDICATED CBD COMPOSITIONS, METHODS OF MANUFACTURING, AND METHODS OF TREATMENT”. The second one relates to a collaboration agreement with Aegea Biotechnologies Inc. for the co-development of a rapid, multiplexed, Novel Coronavirus (COVID-19) test with superior sensitivity and selectivity. The Company is headquartered in New York City and operates a regional office in Barcelona, Spain. In addition, the Company operates a full time E-Commerce fulfillment center located in LaGrangeville, New York. DISCLAIMER -- Forward-Looking StatementsThis press release contains certain “forward-looking statements” as defined by the Private Securities Litigation Reform Act of 1995 which represent management’s beliefs and assumptions concerning future events. These forward-looking statements are often indicated by using words such as “may,” “will,” “expects,” “anticipates,” believes, “hopes,” “believes,” or plans, and may include statements regarding corporate objectives as well as the attainment of certain corporate goals and milestones. Forward-looking statements are based on present circumstances and on management’s present beliefs with respect to events that have not occurred, that may not occur, or that may occur with different consequences or timing than those now assumed or anticipated. Actual results may differ materially from those ...|
|Cache||How Tea Party budget battles left the national emergency medical stockpile unprepared for coronavirus|
By Yeganeh Torbati and Isaac Arnsdorf for ProPublica
Dire shortages of vital medical equipment in the Strategic National Stockpile that are now hampering the coronavirus response trace back to the budget wars of the Obama years, when congressional Republicans elected on the Tea Party wave forced the White House to accept sweeping cuts to federal spending.
Among the victims of those partisan fights was the effort to keep adequate supplies of masks, ventilators, pharmaceuticals and other medical equipment on hand to respond to a public health crisis.Click Here to Read More >>
Lawmakers in both parties raised the specter of shortchanging future disaster response even as they voted to approve the cuts.
“There are always more needs for financial support from our hardworking taxpayers than we have the ability to pay,” said Denny Rehberg, a retired Republican congressman from Montana who chaired the appropriations subcommittee responsible for overseeing the stockpile in 2011.
Rehberg said it would have been impossible to predict a public health crisis requiring a more robust stockpile, just as it would have been to predict the Sept. 11, 2001, terrorist attacks.
“It’s really easy to second-guess and suggest we didn’t do as much,” he said. “Why didn’t we have a protocol to protect the Twin Towers? Whoever thought that was going to happen? Whoever thought Hurricane Katrina was going to occur? You tell me what’s going to happen in 2030, and I will communicate that to congressmen and senators.”
There were, in fact, warnings at the time: A 2010 Centers for Disease Control and Prevention-funded report by the Association of State and Territorial Health Officials urged the federal government to treat public health preparedness “on par with federal and state funding for other national security response capabilities,” and said that its store of N95 masks should be “replenished for future events.”
Congress, Trump open the way for drug companies to charge sky-high prices.
By Alicia Mundy
The $2.2 trillion coronavirus relief bill that Congress hastily passed and Donald Trump signed into law deliberately creates new price gouging opportunities for drug companies.
Left out of the relief bill was language from a 1980 law that requires drug companies to charge “reasonable” prices for pharmaceuticals developed with government financial help. Companies that charge unreasonable prices, or hold back on making their inventions available, can be stripped of monopoly rights.
Without this language companies that develop coronavirus vaccines or cures using federal funding can jack up prices for any COVID-19 cure or vaccine with no legal limits.
Imagine the price gouging possibilities for a life-saving vaccine or cure. All other countries with modern economies have laws to protect against price gouging.
The message to those who can’t afford expensive vaccines and cures: Tough luck because if you get sick you may die.
Unless Congress and the Trump administration enact a new law to protect the public from price-gouging expect drug companies to charge the highest monopoly price that they can extract from government, health insurance firms and individuals. The message to those who can’t afford expensive vaccines and cures: Tough luck because if you get sick you may die.
Click Here to Read More >>
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What can you do with goods abandoned by your tenant when they leave
The first thing to do is to try and contact your tenant to find out when, or if, they are going to collect any abandoned goods. This information is intended to assist if you cannot contact them or they provide no instruction for the abandoned goods.
The following items can be treated as rubbish and disposed of after 2 days:
What to do with important documents and photographs
If the tenant leaves behind important personal documents then you will be required to store them in accordance with section 80A of the Residential Tenancies Act 1987. These include official documents, photographs, correspondence or other significant documents it is reasonable to expect a person would want to keep. You need to take care of the documents for at least 60 days and take reasonable steps to notify the tenant where to collect the documents. If the tenant collects any documents from you, or you take the matter to court, you can be reimbursed for any reasonable costs.
Computers, laptops, tablets, smart phones, hard drives, flash drives and any other type of digital storage media may contain documents and it would be advisable to treat these items as abandoned documents and store them for 60 days.
If the documents or digital media have not been claimed within 60 days, you can dispose them.
Items requiring special consideration
If any of the following items are abandoned by your tenant then please contact the appropriate organisation for assistance.
You can contact the Department of Treasury for information on how to deal with unclaimed money.
Animals and pets
You can contact an animal shelter or refuge for information on what to do with abandoned animals and pets.
Firearms, illegal drug paraphernalia or equipment
You must report any firearms, illegal drug paraphernalia or equipment to the Police.
Rental items belonging to a third party commercial supplier
You can contact the supplier to arrange the return of any item which belong to a third party commercial supplier such as rented white goods, Foxtel units, rented furniture, shopping trolleys etc.
Abandoned vehicles / trailers
If your tenant has abandoned a motor vehicle or a trailer at the property, you should first contact the police to see if the vehicle has been stolen. Please read the section Abandoned vehicles/trailers for further information on abandoned vehicles.
Estimated Value of Abandoned Goods
When any items deemed to be rubbish have been disposed of, important documents stored and items returned to third party suppliers or reported to the appropriate organisation, you need to assess the sale value of the abandoned goods that remain.
Goods of little or no value
If you believe that the estimated sale value of the abandoned goods is less than it would cost you to remove the goods, store the goods for at least 60 days and sell the goods at public auction you can choose to dispose of the goods. This includes jewellery, motor vehicles, caravans, trailers or boats. Further information on the disposal process is included in the section Disposal of Abandoned Goods at a Rental Property.
Goods of value
If the estimated sale value of goods, including motor vehicles, caravans, trailers or boats, is more than it would cost for you to remove, store and sell the goods at public auction, you must store the goods immediately in a safe place and manner for at least 60 days. For details of how to do this refer to Storing Abandoned Goods from a Rental Property.
Era un combattente, ma si è dovuto purtroppo arrendere anche lui al Covid-19. Tullio Abbate, l'ex pilota di motonautica e costruttore, con oltre 8.500 barche varate e clienti che vanno da Se ... [Continua a leggere sul sito.]
|Cache||The costs for glaucoma care are rising worldwide. The main reason is the increase of life expectancy and the increasing variety of diagnostic tests and therapeutically options by implants and devices. How can we influence the increase in costs? Does a relationship exist between the rising costs and the behavior of patients especially in regard to adherence of patients to the prescribed therapy? Are there ways to improve adherence? The costs of a disease can be estimated by adding the direct costs and the indirect costs deriving from the disease. Many studies have been looking at the direct costs, for example, the costs of diagnostic tests and treatment modalities. Unfortunately, not many studies investigated the indirect costs, i.e., costs related to the need of a person to accompany the patient during his or her outpatient visits or the costs deriving from loss of work capacity because of the disease itself or the outpatient visits. Adherence or the synonym compliance has been discussed since many years, and it seems that it remains a major problem in the management of many chronic diseases. Despite all efforts to improve adherence, the adherence rate in chronic diseases such as glaucoma or arterial hypertension remains considerably low. One of the main factors in improving adherence is raising patient’s awareness of the disease by providing general understanding of their disease. Other important factors are simplified therapeutic regimens, e.g., fixed combination drops, sustained drug release techniques, or new glaucoma surgical procedures with a more favorable risk profile.|
|Cache||Whether for the registration of agrochemicals, biocides, veterinary pharmaceuticals or medical devices - as a leading service provider in consulting for the chemical and pharmaceutical industries, we have been setting global quality standards for many years, with our more than 550 employees. Based o...|
|Cache||A. Menarini Farmaceutica Internazionale SRL has provided an educational grant for the production of this e-learning programme and has had no editorial control or input. The views and content expressed within this programme are solely those of the authors. PP-CA-UK-0150 Date of preparation: March 2020 Designed to give healthcare professionals a current update on … Continue reading Angina module 3: pathophysiology |
|Cache||A. Menarini Farmaceutica Internazionale SRL has provided an educational grant for the production of this e-learning programme and has had no editorial control or input. The views and content expressed within this programme are solely those of the authors. PP-CA-UK-0148 Date of preparation: March 2020 Designed to give healthcare professionals a current update on … Continue reading Angina module 2: prevention |
|Cache||A. Menarini Farmaceutica Internazionale SRL has provided an educational grant for the production of this e-learning programme and has had no editorial control or input. The views and content expressed within this programme are solely those of the authors. PP-CA-UK-0146 Date of preparation: March 2020 Designed to give healthcare professionals a current update on … Continue reading Angina module 1: epidemiology |
MILANO – Covid-19 fatale anche per la leggenda della motonautica sportiva Tullio Abbate, originario della Tremezzina deceduto oggi all’età di 75 anni all’ospedale “San Raffaele di Milano”, dove era stato portato dopo un primo ricovero a Gravedona. Era […]
L'articolo Tremezzina. Morto di Covid Tullio Abbate, mito della motonautica sembra essere il primo su Lario News - Notizie dalla sponda orientale del Lago di Como.
Uova di cioccolato per i piccoli ammalati del Santobono Pausilipon, mentre le derrate di alimenti in favore dei poveri di Pozzuoli e Mergellina, Napoli, 9 aprile 2020 – Un po’ di dolcezza per i bimbi ricoverati all’ospedale Santobono-Pausilipon di Napoli, che hanno ricevuto 100 uova di Pasqua dall’AFINA (Associazione Filiera Italiana della Nautica). Il presidente Gennaro […]
|Cache||20th Annual Nautical Flea Market|
BUY, SELL, or TRADE
19th Annual Nautical Flea Market, Sep. 12-13
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Con motivo del 11 de abril, Día Mundial del Párkinson, la Federación Española de Párkinson y sus asociaciones han puesto en marcha la campaña 'Señales Invisibles' con el objetivo de dar visibilidad a los síntomas desconocidos del párkinson y eliminar el estigma que continúa existiendo sobre la enfermedad. El párkinson es una enfermedad neurodegenerativa, crónica e invalidante, que afecta a más de 160.000 personas en España y a más de 7 millones de personas en todo el mundo. Aunque es una enfermedad asociada a mayores, un 10 por ciento de las personas afectadas son diagnosticadas antes de los 50 años y cerca de un 30 por ciento de las personas afectadas no llegan a desarrollar nunca el temblor.
“Esta enfermedad se entromete en todos lo aspectos de nuestra vida, afectándonos incluso en las tareas más sencillas como vestirse, cocinar o firmar un documento. Por esto vemos la necesidad de hacer hincapié en los síntomas que no se conocen pero que están ahí, en las señales invisibles del párkinson que protagonizan nuestro día a día”, explica Leopoldo Cabrera, presidente de la Federación Española de Párkinson y afectado por la enfermedad.
Algunos de estos síntomas invisibles del párkinson son los trastornos del sueño, los problemas digestivos, la disminución del volumen de la voz o las alteraciones de la escritura. La campaña 'Señales Invisibles' promueve que empresas y entidades se pongan en la piel de las personas con párkinson para hacer visibles estos síntomas, realizando una sencilla acción: eliminar letras de sus logotipos y publicaciones, ya que la omisión de letras es una de las alteraciones de la escritura que produce esta enfermedad. Cerca de 100 entidades y empresas se han sumado hasta el momento a la campaña, una cifra que sigue aumentando.
La campaña se ha puesto en marcha con la colaboración de las 66 asociaciones de párkinson federadas, Fundación ONCE y las empresas AbbVie, Bial, Boston Scientific, Medtronic, MSD, Zambon, La Despensa y Vasito de Leche Studio.
Además, la campaña también promueve un “acto de calle virtual” en el que anima a las personas que deseen mostrar su apoyo al colectivo párkinson y ante el Covid-19 a través de las redes sociales. Los pasos para participar son: escribir un mensaje de ánimo ante la situación que estamos viviendo, omitiendo alguna letra; incluir el hashtag #señalesinvisibles en la hoja; hacerse una fotografía con el cartel y compartirla en redes sociales utilizando el hashtag #señalesinvisibles.
Las asociaciones ante el Covid-19
La Federación Española de Párkinson quiere destacar el gran esfuerzo que las asociaciones están realizando para adecuarse a la situación generada por la irrupción del Covid-19.
“A causa del confinamiento muchas personas se han quedado sin las terapias de rehabilitación que necesitan para mejorar su calidad de vida. Ante esto las asociaciones de párkinson han actuado de forma ejemplar adaptando sus servicios y aplicando nuevas formas de atención y rehabilitación a través de sesiones en directo, vídeos, llamadas telefónicas o guías”, explica Alicia Campos, directora de la Federación.
Las asociaciones de párkinson se han convertido en un agente fundamental para las personas afectadas, sus familiares y personas cuidadoras, cumpliendo funciones de acompañamiento y cubriendo la laguna terapéutica a la que se enfrenta el colectivo.
Es por ello que la Federación Española de Párkinson reclama que se reconozca a las asociaciones como agentes fundamentales en la coordinación asistencial de las personas con párkinson. Además, el colectivo hace hincapié en la necesidad de estandarizar la coordinación entre profesionales para el abordaje de la enfermedad, contemplando la derivación de pacientes a las asociaciones desde las consultas de neurología.
"Es necesario que se apueste de manera contundente por el abordaje integral de la enfermedad de Parkinson, de una forma efectiva, ecuánime y equitativa, poniendo en marcha el desarrollo de los planes integrales de actuación para el párkinson en las Comunidades Autónomas, e incluyendo a las asociaciones de párkinson como un agente colaborador imprescindible en la coordinación asistencial de las personas afectadas", concluye Leopoldo Cabrera.
La entrada Desaparecen letras para concienciar sobre la enfermedad de Párkinson se publicó primero en EL BIERZO DIGITAL.
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VERONA, Italia, 7 de abril de 2020 /PRNewswire/ — CROMSOURCE, una organización internacional de investigación por contrato (CRO) con sede global en Verona, Italia, ha anunciado hoy el inicio de su primer ensayo COVID-19 en nombre de una compañía farmacéutica
For Christians, the Old Testament often presents a conundrum. Theologians and laypeople throughout church history have struggled to define it, interpret it, and reconcile it with the New Testament.
Laying a foundation for constructive study of the Old Testament, Duane A. Garrett surveys three primary methods Christians have used to handle the Old Testament, from the church fathers to today: hermeneutical, schematic, and conceptual. Garrett also explores major...
|Cache||The FDA approved Biohaven Pharmaceuticals’ migraine therapy, Nurtec, last month, just before the COVID-19 pandemic sent people the world over into lockdown.|
This week, Roqayah and Kumars are joined by investigative reporter Ken Klippenstein, current DC correspondent for The Nation whose explosive work has appeared in The Daily Beast, and The Young Turks, among others.
We take a look at Ken's latest exclusive which shows evidence that the Pentagon was specifically aware of the likelihood of a pandemic, according to an internal document composed in 2017 and obtained by The Nation.
Ken guides us through some of the eerily prescient 103-page document, which warns of the likelihood of hospital bed shortages, a lack of mechanical ventilators, and inadequate pharmaceutical treatment, all of which would come to "define how a country will emerge post-pandemic". We also discuss how the US is fairing compared to other nations, as well as the impact of the Trump administration's delayed response and what this poses for our future.
If you want to support the show and receive access to tons of bonus content, subscribe on our Patreon for as little as $5 a month. Also, don't forget to subscribe, rate, and review the show on iTunes. We can't do this show without your support!!!
|Cache|| Rakesh Shejal posted blog posts|
|Cache||Big Spring, Texas, Incumbent performs a variety of expanded complex technical duties and responsibilities of a Pharmacy Technician in the Pharmacy, which require application of an extensive knowledge of pharmaceuticals|
|Cache||Phoenix, Arizona, Job Summary This position will work under the supervision of the pharmacist. Performs routine duties in packaging, distribution and record keeping of pharmaceutical supplies. Assists in preparin|
|Cache||At Nelson Laboratories, a Sotera Health Company, our employees are part of an industry-leading, global provider of laboratory testing and consulting services; dedicated to the mission of helping the best companies in the world improve the quality of life by providing the highest standard in laboratory testing. Our employees receive competitive pay, growth and learning opportunities, insurance benefits, tuition reimbursement, paid holidays and PTO, and the opportunity to attend many company-sponsored employee and family events. At Nelson Labs, it's whatwe do, as employee's, that makes the difference; so...we offer comprehensive training programs, mentorship, innovative lab practices, and a culture of employee collaboration. Job Description:The Pharmaceutical Quality Control Microbiologist is a consultative expert for clients and serves as an internal scientific expert and mentor for microbiology testing for routine and large projects and other testing requiring a high degree of consultation. The role requires a high level of customer service and a scientific background with experience in the pharmaceutical industry.Key ResponsibilitiesDevelop strong relationships with the client, sales team, service center, and laboratory personnel to ensure the highest level of alignment and customer satisfactionMentor, coach, and develop laboratory personnelAuthor and review test protocols, laboratory training, procedures, scientific marketing material and other sources of informationEnsure that microbiology testing methods are up to date with compendial guidance, current industry practices and regulatory requirementsEvaluate emerging technologies and work with team to develop business strategiesCoordinate method development and testing with the internal microbiology laboratory for a wide variety of testing, e.g. filter efficacy, disinfection and preservative effectiveness, log reduction, microbial growth, ingress, microbial enumeration of non-sterile products, and antibiotic potency testing for clients in the Pharmaceutical and Medical Device industry. Ensure regulatory compliant practices are maintained in the laboratory. Evaluate technical challenges and lead implementations for corrective and preventive actions.Represent company on microbiology topics in presentations and during interactions with clients and regulatory agencies.Using Project Management principles and discipline, lead and participate on cross-functional teams to resolve issues.Other duties as assignedKnowledge/ EducationRequiredBS/MS degree(Microbiology, Molecular Biology, Biochemistry, or a related science with significant microbiology)3-4 years Experience in Pharmaceutical QC Microbiology (cGMP/cGLP environment)Direct consulting experience with the clients (verbal and written communication)Direct experience interacting with regulatory agenciesDemonstrated knowledge and experience with USP/EU/JP, ISO/AAMI, CLSI standardsDemonstrated competency using soft skills to manage teamwork, change, conflict, and continuous improvementStrongly Preferred CMC experience Working knowledge of USP/EU/JP, ISO/AAMI, CLSI standardsBiofilm experienceWork Environment: This job operates in a professional office and laboratory environment. Typically works in an office environment but may occasionally be required to perform job duties outside of the typical office setting. This role routinely uses standard office equipment such as computers, keyboards, computer mouse, telephones, photocopiers, projectors, and file cabinets. This position may also include laboratory, warehouse, or clean-room environment and applicable PPE. May occasionally walk on slippery or uneven surfaces.Travel requirements. Occasional travel during the business day. Some out-of-the area and overnight travel may be expected. May be required to attend trade shows, seminars and conferences in addition to sales travel.Physical requirements:Must be able to stand/walk for 10% of the day and 90% of the day sitting at a desk or on the computer. Must be able to occasionally lift a maximum of 45lbs Job Posted by ApplicantPro ()|
自新冠疫情爆發以來，許多科技公司都在自己力所能及的地方提供了幫助。比如說 IBM 最近就為科研人員提供了自己的人工智慧資源，他們新公佈的一批 AI 工具有望在數據聚合、治療探索、SARS-CoV-2 基因組研究等方面帶來非常大的幫助。據介紹 IBM 的 AI 深度搜尋工具將會從白宮、多個研究團體以及 DrugBank、Clinicaltrials.gov 和 GenBank 的授權數據庫中獲取資訊，有資格的研究者將能透過這套系統提問，或是利用機器學習快速從 1.3 萬份文檔中定位到想要找的資訊。而且按照 IBM 的說法，該系統每天可添加的 PDF 檔案數量亦有 10 萬個之多。
另外在疫情期間，IBM 還會免費開放旗下的 Functional Genomics Platform 雲端平台。它所擁有的病毒及細菌資訊能幫助研究人員更好地確定分子靶點，從而達到加速治療、新藥設計、測試開發的目的。至今為止 IBM 已經找到了 3,000 種新的小型分子做為潛在的新冠治療方向備選，而且他們會為科研人員提供無限制許可，讓他們透過新的互動工具來進行研究。
與此同時，IBM 也將向微生物學家和生物資訊學家開放包含了超過 3 億基因組序列資訊的雲端數據庫。臨床醫師和醫護人員也都能免費使用 IBM 的 Micromedex 和 DynaMed 資料庫，用於尋找新冠相關的疾病、藥物資訊。
A Pfizer e a Pfizer Foundation doam 40 milhões de dólares para apoiar as necessidades das comunidades mais afetadas pela COVID-19Cache
| Com base no compromisso da Pfizer no combate contra as doenças infeciosas, os apoios financeiros vão ajudar a responder a necessidades urgentes de quem está na linha da frente desta pandemia
Os donativos complementam os investimentos da Pfizer em I&D face à COVID-19, bem como as contribuições a nível científico e humanitário feitas pela indústria farmacêutica |
It's time to fix them.
Key point: The COVID-19 pandemic makes clear that large swaths of the U.S. economy are highly dependent on networks that are easily broken, either through natural disasters and epidemics or deliberately by an adversary.
With all the uncertainty swirling around the COVID-19 outbreak, one thing is crystal clear: the methods needed to prevent or contain an epidemic have exposed the vulnerability and fragility of U.S. supply chains. Quarantines, travel bans, and factory shutdowns showed the risks in achieving economies of scale through geographic concentration.
Concerns over certain supply chains are not new. In Washington, DC policy circles, much attention has been paid to areas with a direct impact on defense and national security, such as semiconductors and rare earths. What the ongoing crisis lays bare, however, is the extent of the brittleness in areas that are not considered traditional national security matters but still have a tremendous impact on America’s ability to compete, defend itself and just plain function.
The most striking example is that of pharmaceuticals. China produces 40 percent of the world’s active pharmaceutical ingredients (API)—the key ingredients for many common medicines such as antibiotics and painkillers. Factory shutdowns in China meant a drop in API exports to India, the world’s largest manufacturer of generic drugs. India, in turn, restricted exports of API and medication to Europe and the United States. Last week, U.S. Food and Drug Administration (FDA) officials announced before Congress a shortage of a specific, unnamed drug due to the coronavirus outbreak.
China’s leaders understand these vulnerabilities well and now and then remind other countries of the leverage this gives them. Beijing did so last year when it threatened to curtail the exports of rare earth elements, minerals with unique properties that are essential for modern electronics. A few days ago, an article appeared on the website of Xinhua, the official state-run press agency, noting that if China halted exports of pharmaceuticals and medical equipment, the United States would be “plunged into the mighty sea of coronavirus.”
Even more concerning than being confronted with the fragility of the supply chain is the realization that U.S. companies often don’t fully understand their supply chains. In other words, firms can’t project how bad a situation will be because they don’t always know where key raw materials come from.
The coronavirus crisis also makes clear that you don’t need a shooting war or a nasty trade dispute—where the United States has a say to some degree in how the situation plays out—to have a major supply chain problem on your hands. Mother Nature, missteps by Chinese officials in the early days of the outbreak, and the overarching opacity of the Chinese Communist Party converged to create a scenario where U.S. government and business leaders can only wait and hope for the best.
The United States is critically vulnerable because of highly concentrated logistics networks. Key supply chains must be diversified and secured. Doing so will be complex, costly, and time-consuming. There are three actions to start this process.
First, officials from the departments of Commerce, Defense, and State, the White House and the intelligence community, in cooperation with Congress must identify the supply chains where such vulnerabilities pose an unacceptable risk to U.S. national security, economic security, and core necessities. Some of this work has already been done, such as with microelectronics and critical minerals. The United States must do the same for things like pharmaceuticals and medical equipment.
Second, once these essential supply chains are identified, government officials should work with relevant business leaders to audit these networks, map them, and identify knowledge gaps. Ideally, the private industry would cooperate on these issues proactively. Many firms already dedicate considerable resources to supply chain risk management and data analytics. Congress should be prepared, though, to pass legislation to mandate this work if such cooperation is not forthcoming.
Third, is crafting and executing a strategic plan to disentangle and diversify these essential supply chains. This should be led by a special interagency task force. While the United States can achieve a lot on its own, its allies and partners have a strong vested interest in doing the same. Multilateral cooperation on such broad technology policy issues would lessen the economic impact and help to ease the burden on the inevitable but necessary upheaval these actions will create.
The COVID-19 pandemic makes clear that large swaths of the U.S. economy are highly dependent on networks that are easily broken, either through natural disasters and epidemics or deliberately by an adversary. Addressing this reality will require a restructuring of key supply chains in partnership with U.S. allies. Doing so will be difficult and expensive; it is also vital.
Martijn Rasser is a senior fellow with the Center for a New American Security. This article first appeared last month.
Warfare History Network
A shock to Britain.
Key point: The fight was tough and it it still unclear exactly what caused the explosion that sunk London's famous warship. But either way it was lost and Berlin had a naval victory.
The British Admiralty Board of Enquiry into the loss of the battlecruiser HMS Hood, presided over by Vice Admiral Sir Geoffrey Blake, concluded, “The sinking of Hood was due to a hit from Bismarck’s 15-inch shell in or adjacent to Hood’s 4-inch or 15-inch magazines, causing them to explode and wreck the after part of the ship.”
Director of Naval Construction Sir Stanley Goodall, however, found this conclusion unsatisfactory and in his report pointed out the explosion was observed near the mainmast 65 feet further forward from the aft magazines. A second board of enquiry was convened under Rear Admiral H.T.C Walker. Even given eyewitness accounts that described fires on deck, that board still found a hit by Bismarck being the likely cause, although finishing with, “The probability is that the 4-inch magazines exploded first.”
Taking on the Feared Bismarck
In May 1941, Admiral Sir John C. Tovey, commander of the British Home Fleet at Scapa Flow in Scotland’s Orkney Islands, was ordered to attack the German battleship Bismarck and heavy cruiser Prinz Eugen that had just been spotted in the Denmark Strait. Tovey’s fleet consisted of two new battleships, King George V and Prince of Wales, the battlecruisers Hood and Repulse, and the aircraft carrier Victorious, plus many additional cruisers and destroyers. Also hurrying north to join him was the older battleship Rodney, mounting nine 16-inch guns, the largest caliber in the fleet.
Of all the German surface warships, the British feared Bismarck the most. Her size, speed, and firepower made her a definite threat to Allied shipping in the Atlantic, and it was imperative that she be neutralized.
On May 21, 1941, Hood and Prince of Wales left Scapa Flow with six destroyers under the command of Admiral Lancelot Holland flying his flag in Hood, their mission to provide heavy support to the cruisers Suffolk and Norfolk covering the Denmark Strait between Greenland and Iceland––one of the likely routes the German naval squadron would take to reach the North Atlantic. The rest of the fleet was gathering to cover the area between Iceland and the Orkney Islands.
Early on the evening May 23, Suffolk made contact with the enemy ships, quickly turning away toward the coast of Iceland and into a fog bank. Suffolk immediately transmitted a sighting report to the Admiralty and then came around astern of the German ships to shadow them on radar.
Norfolk came up as well, a little too boldly, for Bismarck opened fire on her; like Suffolk, she raced for the fog bank. The blast from Bismarck’s 15-inch guns disabled her own forward radar, and overall German commander Admiral Gunther Lütjens ordered Prinz Eugen to take the lead.
The Germans had picked up the sighting report from Suffolk and advised their own high command. Lütjens was shocked their presence had been discovered so easily and had little intelligence on what his two warships might face.
The Dwindling British Advantage
As the two forces moved toward each other, Holland had a marked two-to-one superiority in firepower. However, this was offset by the age of the Hood (commissioned in 1920) and the newness (commissioned in January 1941) and lack of combat readiness of Prince of Wales, which was still having trouble with her main armament.
Holland soon realized he was in a favorable position to bring the enemy to action that evening, sailing northwesterly toward the Denmark Strait with the enemy on a southwesterly course. He hoped to catch the Germans just before sunset at around 2 am at 65 degrees north latitude. He also hoped to cross the German squadron’s “T,” which would give him a great advantage. “Crossing the T” is a tactic in naval warfare in which a line of warships crosses in front of a line of enemy ships, allowing them to bring all their guns to bear while receiving fire from only the forward guns of the enemy.
During the evening of May 23, the forces converged. Suffolk continued to shadow and update the Admiralty, Holland on Hood, and Tovey on King George V.
Around midnight, Suffolk lost contact because her radar was blinded by a snowstorm the German ships had entered. Holland waited an hour but, hearing no news, turned more northerly in case the enemy turned south. He could not afford a German breakout into the North Atlantic. At 2 am, still with no news, he turned southwesterly hoping to cut off the enemy before total darkness.
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About an hour later, Suffolk regained radar contact and discovered the German ships were still on their original course. Holland must have cursed his luck, for his maneuvering had lost time and space, and the opportunity to cross the T was gone; this would prove critical in the coming battle.
Failing to Concentrate Fire on the Bismarck
Not wanting a night engagement, Holland brought his ships onto a course to intercept the German squadron at first light, keeping up a good speed but in the heavy seas dropping the escorting destroyers astern. By dawn, the destroyers were an hour behind.
Lookouts scanned the horizon for a glimpse of their quarry. At 5:37 am the two ships were spotted to the northwest, 30,000 yards (17 miles) away. The heavy guns could fire that far but the chance of a hit was remote; they needed to reduce the range to 25,000 yards or less––and quickly.
Prinz Eugen had already picked up the sound of ships with her underwater detection gear at some 20 miles to the southeast. At about the same time as the British lookouts spotted them, the Germans spotted smoke on the horizon. Lütjens believed that these were likely more cruisers, and he was under orders to avoid contact with British warships. He turned to starboard and headed almost due west, confident that he could outrun them.
Holland was soon aware the enemy had turned away, but he had to maintain his intercept course. Turning toward them would merely put his ships behind the Germans and make it a chase.
By 5:50 am, the range was down to 26,000 yards, and Holland would soon give the order to open fire. He was fully aware of Hood’s vulnerability to plunging fire at long range and wanted to pass through the critical zone as fast as possible. Therefore, he compromised by turning 20 degrees to starboard on a new course of 300 degrees toward the enemy. This would close with the enemy faster but make it impossible for the rear turrets of the British ships to bear on the Germans.
At 5:52 am, Holland designated the lead ship as the target and gave the order to open fire. This caused Captain John Leach of Prince of Wales a few anxious moments, for he was convinced that the rear ship was Bismarck, posing the greater threat. He ignored the orders from Holland and concentrated on Bismarck.
In seconds, huge columns of water erupted around Prinz Eugen, followed seconds later around Bismarck. Lütjens now had no doubt about what he faced. However, the British angle of approach still made identification difficult.
Marking the fall of shots, the British ships fired another salvo still firing at different targets. Leach had not informed Holland of his opinion and later had not been informed by his own gunners that Prince of Wales was firing at the second ship.
The Hood is Struck
The range was down to 24,000 yards when Lütjens ordered his ships to turn 65 degrees to port toward the British on a new course of 200 degrees and directed his ships to open fire as soon as they had turned. Lütjens was now on course to cross the British T and would be able to employ all his ships’ heavy guns.
Prinz Eugen opened fire first at 5:53 am, concentrating on the lead British ship, Hood, with her fast-firing 8-inch guns at four salvos per minute; she was firing high-explosive, not armor-piercing shells. After a few ranging salvos, Prinz Eugen hit Hood, her shells starting a large fire amidships among the ammunition lockers of the 4-inch antiaircraft guns, as well as ammunition for the unrifled projectile launchers used for defense against aircraft. Attempts to put out the fire were frustrated by the exploding ammunition.
Both British ships were still firing but at different targets. As yet, Bismarck had not opened fire. By now the range was down to 22,000 yards. After turning, Bismarck opened fire on Hood at 5:55 am with all eight 15-inch guns. Her first salvo fell close to Hood. At last Hood’s gunners realized they had been firing at the wrong ship. About this time, Holland ordered another 20 degree turn to port. This turn still would not allow the British ships to use their rear turrets.
At 5:59 am, Holland ordered another 20-degree turn to port, which would finally allow his ships to bring their full armament to bear. The range was now down to 18,000 yards. Bismarck fired three salvos in rapid succession about 30 seconds apart. The first, the fourth in total, again straddled Hood, but the fifth hit with devastating effect at about 6 am.
For the sailors aboard Hood, their worst nightmares were about to come true.
Explosion on the Hood
Ted Briggs had joined Hood as a signal boy on March 7, 1938, at just 15 years of age. Three years later he was an ordinary signalman on Hood’s compass platform, manning the voice pipe to the flag deck.
During the battle, Hood’s X Turret fired for the first time, but Y Turret was silent. Seconds later, Briggs saw a blinding flash sweep around the outside of the compass platform. However, he said there “was not a terrific explosion at all regards noise.” He felt the ship “jar” and begin listing to port. The “jar” was the ship breaking in two. The list got worse, and the men began leaving his area. By the time Briggs climbed down the ladder to the admiral’s bridge, the icy sea was already around his legs.
Eighteen-year-old Midshipman William Dundas had the duty of watching Prince of Wales to make sure she was keeping station; he was not far from Ted Briggs on the compass platform. He remembered bodies falling past his position from the higher spotting positions––the result, he felt, of Bismarck’s shells hitting without exploding. He recalled a mass of brown smoke just before the list to port began. Dundas escaped by kicking out a window on the starboard side of the compass platform. Even so, he was dragged under the water by the sinking ship but miraculously regained the surface.
Twenty-year-old Able Seaman Robert Tilburn was stationed at Hood’s aft-port 4-inch antiaircraft gun and witnessed the fire started by Prinz Eugen’s shells. The heat of the blaze made fire fighting impossible as the flames were being fanned by Hood’s 28-knot speed. Then he said, “The ship shook like mad” and began listing to port. Tilburn got onto the forecastle but was washed over the side by a great wave.
At the second board of enquiry, Tilburn told the admirals, “The Bismarck hit us. There was no doubt about that. She hit us at least three times before the final blow.”
Briggs, Dundas, and Tilburn were the only survivors from Hood; her 1,415 other crewmen were lost. But there were other witnesses, such as Lieutenant Esmond Knight. Aboard Prince of Walesobserving Hood, he remembered thinking, “It would be a most tremendous explosion, but I don’t remember hearing an explosion at all.” Chief Petty Officer French, also on Prince of Wales, said that the middle of the Hood’s boat deck appeared to rise before the mainmast.
Leading Sick-Berth Attendant Sam Wood, also on Prince of Wales, observed, “I was watching the orange flashes coming from Bismarck, so naturally I was on the starboard side. The leading seaman who was with me said, ‘Christ, look how close the firing is getting to Hood.’ As I looked out, suddenly Hood exploded. She was one pall of black smoke. Then she disappeared into a big orange flash and a huge pall of smoke which blacked us out…. The bows pointed out of the smoke, just the bows, tilted up, and then this whole apparition slid out of sight, all in slow motion, just slid away.” Within three minutes Hood was gone.
What Destroyed the Hood?
So what did happen to Hood? Were the boards of enquiry right that a 15-inch shell from Bismarck had hit close to her 4-inch and/or 15-inch magazines, causing an explosion that wrecked the after part of the ship?
What evidence we have would seem to shed some doubt on this. First, Hood was about 17,000 yards from Bismarck by 6 am. By that time, the heavy shells from both sides were travelling on a fairly low trajectory. As the range decreased, the guns would have been progressively depressed. Therefore, any hit would have been more likely to strike the belt. Hood’s belt armor was 12-inches thick and superior to any ship in the fleet; it was also inclined at 12 degrees.
It is still possible a shell could have hit the deck with its thin armor of three inches, but not with the plunging effect Holland had feared at long range. The shell likely fell at a rather oblique angle, which would make penetration of four decks to the main magazine under X Turret unlikely.
Also, it was witnessed aboard Hood and Prince of Wales that Bismarck’s 15-inch shells were likely defective, that most failed to explode.
Could there have been some sort of cordite flash explosion similar to those that destroyed three British battle cruisers during the battle of Jutland in May 1916?
This again seems highly unlikely as Hood’s shell-handling rooms were situated well below the X and Y Turrets’ magazine and the engine room thanks to lessons learned from that tragic Jutland episode. Also at Jutland, all three battlecruisers were destroyed by massive explosions, and there was none audible on Hood. One question about the magazine theory is why Y Turret did not fire like X had. Was something already happening there?
Then there is the fire started by Prinz Eugen’s 8-inch shells. Captain Leach of Prince of Wales described the fire as “a vast blowlamp.” The fire consumed much combustible material on the deck and upper superstructure, but the two- and three-inch deck armor and forecastle armor prevented this fire from penetrating below. The ventilation systems were fitted with gas-tight flaps and, at action stations, all should have been closed. Thus, it is fairly certain that the deck fires could not have resulted in Hood breaking in two or could even have contributed to this significantly.
The second board of enquiry did look at the possibility of Hood’s own above-deck torpedoes causing her to sink. Sir Stanley Goodall, who had supervised Hood’s design, believed an enemy shell could have detonated the torpedo warheads in their tubes.
Four 21-inch MK IV torpedoes were kept in tubes, two on either side of the mainmast, and four reloads were nearby in a three-inch armored box. These torpedoes were certainly capable of breaking Hood’s back and could have been set off either by a direct hit from an enemy shell or by an intense fire. the TNT in the warheads would ignite at around 250 degrees Fahrenheit and explode at around 280 degrees. Again, however, there was no explosion. It is worth noting that similar torpedo tubes on the battlecruisers Repulse and Renown were later removed.
Was there some sort of underwater penetration? This seems even more unlikely. Hood was outside torpedo range of the German ships. One of Bismarck’s 15-inch shells could have penetrated the side and exploded in or near Hood’s shell-handling rooms––again unlikely without evidence of a massive explosion.
A Lucky Shot
The final theory or possibility is that Prinz Eugen’s 8-inch guns, firing at over half their maximum range, would have been falling on the target at a much steeper trajectory than Bismarck’s 15-inch guns and that one of her high-explosive 8-inch shells might have gone down Hood’s after funnel. If this did happen, it would have been just before Lütjens ordered Prinz Eugen to shift her fire to Prince of Wales, about the time Hood was engulfed.
The wire cage that covered the top of the funnel would not stop a shell and would be unlikely to explode it. The next obstacle on a shell’s journey would have been a steel grating positioned in vents at the level of the lower deck to protect the boiler room. If an 8-inch shell exploded here, it would have detonated in the boiler room. A high-explosive shell bursting in one of the boiler rooms or nearby might have resulted in an enormous buildup of pressure, resulting in an explosion inside the ship. The line of least resistance to this would have been up through Hood’s thin decks, not through the heavily armored sides or bottom.
Was this the result, a muffled explosion within the ship only heard below decks, the flash seen above decks near the mainmast with the propellers still turning driving the rear into the severely weakened midsection and breaking Hood in two parts? Could it have been a fatal combination of two of these theories?
In July 2001, the wreck of the Hood was found 9,334 feet below the surface of the Denmark Straight. She lies in three sections with the bow on its side, the mid section upside down, and the stern speared into the seabed. In 2013, the wreck was more fully explored with a remote-control vehicle. The exploration appears to confirm a massive explosion had taken place in the magazine feeding Y Turret and breaking the back of the ship. However, it remains a mystery, given the low trajectory of any shell, how one could have passed through four decks and the magazine armor. It must have been a lucky shot, indeed.
Prince of Wales Escapes
After the loss of the Hood, the battle continued. Prince of Wales was about 1,000 yards astern of Hood. Seeing the flagship explode, Captain Leach ordered a hard turn to starboard to avoid the wreckage. Hood was engulfed in smoke, but the stern was still above the water. The forward section still had some momentum but was listing to port and sinking rapidly. After clearing the wreckage, Leach swung Prince of Wales back onto 260 degrees, bringing his full broadside to bear.
The turn of Prince of Wales disrupted the gunners on Bismarck and Prinz Eugen, but they soon found the range again. With the range down to 15,000 yards, the fire from both sides was finding its mark.
A 15-inch shell from Bismarck hit the bridge of Prince of Wales. Although it did not explode, it killed several key personnel, and for a short period disrupted command of the ship. Direction was transferred to the aft position. She was also hit by an 8-inch shell from Prinz Eugen, knocking out fire control of several 5.25-inch guns, and two more hits caused minor flooding. At 6:03 am, Bismarck passed the port beam of Prinz Eugen, causing that ship to temporarily cease fire. The heavy cruiser had turned away because of suspected torpedoes.
Leach did not close the range. Prince of Wales had managed to hit Bismarck three times, although no explosions had been observed. Bismarck struck back, hitting the starboard crane of Prince of Wales, causing much splinter damage. Another shell hit amidships below the rear funnel under the waterline but failed to explode. It did cause some flooding and required the ship to counter flood to maintain trim.
Leach felt his ship was taking heavy damage––it had been hit four times by Bismarck and three times by Prinz Eugen. His own ship’s main armament was still not working properly, and his crew lacked the experience to adjust for this. Believing his ship might suffer serious damage, Leach ordered Prince of Wales to withdraw behind a smoke screen at 6:05. Also, Bismarck had completed passing Prinz Eugen so that ship’s guns would soon be back in action. Whether this influenced Leach is unknown.
Admiral Lütjens was surprised to see Prince of Wales turn away, but he dismissed calls from some of his men to pursue the British ship. It was doubtful they would be able to catch her. Also, Bismarckherself had been hit. Two shells had caused minor damage. However, one 14-inch shell had struck below the waterline causing some flooding and reduction in speed. Worse, some fuel tanks had been ruptured causing the loss of several hundred tons of precious fuel oil.
Lütjens soon realized he could not continue with the mission to attack British convoys due to the loss of fuel. Prinz Eugen was therefore detached to proceed with raiding while Bismarck turned back. The battleship headed for the nearest port with a drydock big enough to take Bismarck, at St. Nazaire, France.
Sinking the Bismarck
On May 26, a British aircraft spotted the battleship and radioed her position to other warships in the area. A force of 15 Fairey Swordfish torpedo planes from the carrier Ark Royal converged on Lütjens’ ship, and one torpedo damaged Bismarck’s rudder so badly that all the giant ship could do was sail helplessly in a circle.
Like a pack of lions, the chasing British battleships Rodney and King George V caught and engaged Bismarck at a range of 16,000 yards. The German gunners’ return fire was ineffective, and the helpless Bismarck was torn apart. At 10:40 am on May 27, 1941, the German battleship sank some 300 nautical miles west of Ushant, France. Only 110 of her crew of 2,222 survived the sinking. Admiral Lütjens went down with the ship.
This article By Mark Simmons originally appeared on Warfare History Network.
Image: Wikimedia Commons
Fondos, aseguradoras, ladrillo y grandes fortunas: los amos de los mayores grupos de residencias de ancianos en EspañaCache
Grandes fondos de inversión y de capital riesgo, aseguradoras, constructoras y compañías participadas por grandes fortunas españolas copan el capital de las principales empresas del sector de las residencias de ancianos en España, un negocio de triste actualidad en estos días por la emergencia sanitaria del coronavirus. La pandemia está teniendo un tremendo impacto en este colectivo, el más vulnerable a la COVID-19, con miles de fallecidos en estos centros.
En los últimos años, el sector ha vivido un boom de operaciones. Fondos y grandes multinacionales especializadas (en especial, francesas) han olido el negocio ante la falta de oferta de plazas públicas y el envejecimiento de la población española, tomando el relevo de las antiguas cajas de ahorro y algunas constructoras y aseguradoras en el capital de estas empresas.
En enero, semanas antes de que la epidemia de coronavirus saltase a Europa, la Asociación de Directoras y Gerentes en Servicios Sociales advertía, basándose en datos del Imserso, de que la población mayor de 65 años en España había crecido en casi un millón de personas de 2010 a 2018 mientras las plazas en residencias solo habían aumentado en 12.353, hasta 381.158. Eso implica un déficit de unas 70.000 plazas para cumplir la recomendación de la Organización Mundial de la Salud (OMS) de una ratio de cinco plazas por cada 100 personas mayores de 65.
Esa asociación ponía de manifiesto que, a 2018, el 60% de las plazas en España contaba con financiación pública (incluyendo las concertadas) y el 40% restante eran puramente privadas. "Las plazas de financiación pública, que son las que garantizan el acceso a este servicio de todas las personas que lo necesiten, solo constituyen 2,5 por cada 100 mayores de 65 años, es decir, la mitad de la ratio aconsejable", advertían los gerentes en Servicios Sociales.
La consultora inmobiliaria JLL pronosticaba hace un año que, hasta 2033, España necesitaría contar con cerca de 272.000 plazas adicionales en residencias para la tercera edad teniendo en cuenta las proyecciones de envejecimiento de la población. Eso explica el apetito por un sector que todavía está fuertemente atomizado pero en el que poco a poco han ido tomando posiciones grandes operadores.
Según datos de Alimarket, en noviembre estaban operativos 5.208 geriátricos y viviendas para ancianos en España y, pese a las múltiples operaciones de concentración de los últimos años, los diez primeros grupos solo alcanzaban el millar de geriátricos operativos y el 20% de camas. Por su parte, Informa DBK estimaba en mayo de 2019 que a cierre de 2018 los cinco primeros operadores reunían una cuota conjunta del 23% sobre el valor total del mercado, que ascendía al 31% si se consideraban los diez primeros.
Esta firma cifraba la facturación agregada de las empresas gestoras de residencias para la tercera edad en unos 4.500 millones de euros. El 59% (unos 2.655 millones) correspondía a ingresos derivados de la gestión de plazas privadas "puras".
La primera empresa del sector en España es la francesa Domus Vi, uno de cuyos centros saltaba la semana pasada a los titulares tras ser intervenido por la Comunidad de Madrid junto a otros siete establecimientos por encontrarse en una situación "crítica" por la epidemia. Con unas 25.000 plazas en España, cerca de 200 residencias y centros de día, más de 21.000 profesionales y 543 millones de facturación en 2018, el mayor accionista de esta empresa es Intermediate Capital Group (ICG), fondo británico que participa en otras compañías españolas como el grupo de call centers Konecta.
ICG se convirtió en socio de referencia de Domus Vi en 2017 tras adquirir su participación a otro fondo, PAI Partners, que había comprado la compañía francesa en 2014 y luego la fusionó con la gallega Geriatros (que adquirió en 2015 a otro fondo, Magnum, que en 2012 se la había comprado a la extinta NCG) y la también española SAR Quavitae (en 2016), lanzada por, entre otros, los hermanos Gallardo, dueños de la farmacéutica Almirall, acogidos a la amnistía fiscal de 2012 y propietarios de uno de los principales grupos españoles de sanidad privada, Vithas.
También vinculada al capital riesgo, en este caso al gigante británico CVC, está la propietaria de otra de las residencias intervenidas esta semana en Madrid, Vitalia. Con unas 6.600 plazas y 3.000 empleados, fue adquirida a finales de 2017 por CVC, que compró la mayoría de sus acciones al fondo español de capital riesgo Portobello poco después de vender el grupo de sanidad privada Quirón al alemán Fresenius.
La segunda empresa del sector en España, Orpea, también tiene origen francés y ha protagonizado asimismo titulares tras las denuncias de trabajadores que aseguraban que la empresa había ocultado muertes de residentes en uno de sus centros en Madrid. Esta multinacional, presente en 22 países, con 1.014 establecimientos y 104.234 camas a cierre de 2019, cuenta en España con unas 8.800 plazas (es ya su tercer mercado, tras Francia y Alemania) y su filial facturó 166 millones en 2018.
Orpea fue fundada por un neuropsiquiatra francés, Jean-Claude Marian, que vendió sus acciones en enero (le quedaba un 5%) tras retirarse de la presidencia en 2017 a los 78 años. Sus principales accionistas son el fondo canadiense CPPIB (14,5%) y la familia Peugeot (5%), una de las grandes fortunas de Francia. El 78% de sus acciones cotiza en bolsa.
Más sello francés
También tiene capital francés Amavir. Con unas 6.400 plazas en España, 4.400 empleados y una facturación de unos 152 millones, su mayor accionista (85,46%) es Maisons de Famille, perteneciente al grupo Mulliez, dueños de Alcampo, Decathlon o Leroy Merlin, entre otros conocidos gigantes de la distribución.
De Francia procede también Colisee, cuarto operador del sector en Europa, perteneciente al fondo IK Investment Partners, y que desde el año pasado (tras comprar la belga Armonea, que en 2016 adquirió la valenciana La Saleta) gestiona unas 3.300 plazas y medio centenar de centros en España, país que, como destaca en su web, "será el país más envejecido de Europa" en 2040.
Francés es también el gigante europeo Korian (53.000 empleados), que ha desembarcado en España también a golpe de talonario con varias compras que le han permitido alcanzar las 2.000 plazas y una facturación de 25,5 millones en 2019. Cotizado en bolsa, su mayor accionista es Predica, aseguradora de Crédit Agricole (24,38%).
También está vinculada a los seguros una de las cinco mayores empresas del negocio de las residencias en España, la española Ballesol. Con treinta años de experiencia, en la actualidad cuenta con 46 centros, más de 7.000 plazas residenciales, 3.200 empleados y 143 millones de facturación en 2018. Presidida por Juan Ignacio Vivas, a su vez presidente de una de las patronales del sector (AESTE), su mayor accionista (75,29%) es Santalucía, que tiene entre sus propietarios a algunas de las familias más adineradas de España, como los Álvarez Otero (33%).
Otro actor relevante y también vinculado al negocio asegurador es Caser Residencias, perteneciente a la aseguradora del mismo nombre, de la que la suiza Helvetia acordó adquirir un 70% en enero tras comprar los paquetes de, entre otros accionistas, varias antiguas cajas de ahorros. Cuenta con unas 3.000 plazas, 2.500 empleados, 20 centros de la tercera edad y una facturación de 85 millones en 2019.
Entre las empresas nacionales destaca también muy especialmente Clece, filial de ACS, la constructora que preside Florentino Pérez y en la que participa la pareja de primos multimillonarios popularmente conocida como ‘Los Albertos’, y que gestiona "íntegra o parcialmente 145 residencias y 92 centros de día en todo el territorio nacional. En estas instalaciones, velamos por el bienestar y la calidad de vida de cerca de 17.000 mayores", explica en su web.
En gran medida, se trata de establecimientos cuya gestión se ha adjudicado mediante contratos integrales encomendados por diferentes administraciones públicas. Como explicaba el grupo en sus cuentas de 2018, a cierre de ese ejercicio Clece era "líder destacado en España con la gestión de más de 100 centros para mayores", un dominio que está complementando con centros enteramente privados en España y Portugal a través de su marca Clece Vitam.
"A finales de 2019, Clece contaba con un total de 18 centros de este tipo y sigue trabajando en la puesta en marcha de otras 27 nuevas residencias Clece Vitam en diferentes comunidades autónomas hasta 2022", explica en sus últimas cuentas el grupo, que no ha querido facilitar ninguna información sobre el número de plazas que gestiona (según Cinco Días, a abril de 2019 superaba las 4.000) ni los ingresos que le proporcionan.
Otra constructora presente en este negocio es Sacyr, que a través de su filial Sacyr Social proporciona actualmente "servicios a 10 residencias. Atendemos a algo más de 1.000 residentes y contamos con una plantilla cercana a las 1.000 personas", según fuentes de la empresa. Se trata de servicios que presta "en residencias propiedad de de distintas administraciones que sacan concursos. En algunos casos, el concurso incluye la gestión completa de la residencia, en otras ocasiones sólo algunos de los servicios que se prestan en las mismas".
También depende de los concursos públicos el negocio de residencias de ancianos de Eulen Sociosanitarios, filial del gigante de los servicios de la familia Álvarez Mezquíriz que presta decenas de servicios asistenciales relacionados con mayores y dependencia mediante la gestión de residencias, centros de día y pisos tutelados para personas mayores a través de concesiones del sector público.
La empresa no facilita ninguna información sobre cuántas plazas gestiona y su cifra de negocios. En sus últimas cuentas (2018), según información disponible a través de Insight View, la "gestión de centros" (sin diferenciar tipología, ya que presta una amplia gama de servicios relacionados con la dependencia) aportó 53,3 millones de facturación a esa filial.
La sanidad privada también ha tomado posiciones en este sector. El grupo más importante es Sanitas, propiedad de la británica BUPA, que dice ser "el segundo operador de residencias privadas en España" con cerca de 6.200 plazas en 2018 y una facturación de unos 110 millones en ese ejercicio.
En la actualidad, Sanitas cuenta con 47 residencias por toda la geografía española, según explicaba en un artículo publicado el 27 de marzo el consejero delegado del grupo, Iñaki Ereño, que advertía de que "estigmatizar un sector que está asumiendo un reto que excede su rol original es injusto y poco útil".
En ese artículo, Ereño reclamaba que los profesionales del sector, que "están estos días doblando turnos y arriesgando incluso su propia salud para ayudar a las personas mayores, los más vulnerables de nuestra sociedad", contasen "lo antes posible" con "las mascarillas, geles y equipos de protección individual que garanticen su seguridad, porque están en primera línea de contagio".
Otro grupo de la sanidad privada que está tanteando este sector es HM Hospitales, propiedad de la familia Abarca Cidón, que el año pasado inauguró en Leganés (Madrid) su primera residencia para la tercera edad bajo la marca Valdeluz, en asociación con Arpada. Esta constructora ha vuelto a este sector, en el que ya estuvo presente hasta 2017, cuando vendió las cinco residencias que tenía (con cerca de 900 plazas) a Sanitas.
Pandemija virusa COVID-19 imaće izuzetno negativan uticaj na španski turizam. Prema sadašnjim procenama gubitak bi mogao da iznosi skoro 55 milijardi evra, što predstavlja pad od 32,4%. Procenu je izvršio EXCELTUR (Alliance for Excellency in Tourism). Od ovog broja, 15,5 milijardi se odnosi na indirektne aktivnosti vezane za turizam, kakvi su dobavljači. EXCELTUR je […]
|Cache||Image: https://God.blue/forward.php?url=https://www.benchmark.rs/assets/img/news/big_thumb/5cf9512d8dc2cca86031809bc7485978.jpg Samsungov 3nm proizvodni proces je već zaživeo, a južnokorejska kompanija je početkom godine započela sa proizvodnjom zasnovanom na analizama rizika. Kompanija je prethodno projektovala veći obim proizvodnje u 3nm procesu za početak 2021. godine. Međutim, izveštaji sugerišu da bi ovaj cilj mogao biti pomeren za 2022. godinu zbog problema koje prouzrokuje pandemija koronavirusa.Prema navodima DigiTimes-a, industrijski izvori ukazuju na to da na odlaganje utiče kompletna izmena logistike koja je potrebna za masovnu proizvodnju novog noda. Uticaj na logistiku i transportne servise dovodi do odlaganja u isporuci EUV i druge bitne opreme za...|
Air Date 4/4/2020
Today we take a look at many of the economic angles of the COVID-19 pandemic including the role of the shock doctrine in the wake of the coronavirus, calls for a socially just economic recovery, calls for the elderly to be turned into Soylent Green and the biggest Reverse Robin Hood bailout of all time.
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Author, activist and journalist Naomi Klein says the coronavirus crisis, like earlier ones, could be a catalyst to shower aid on the wealthiest interests in society, including those most responsible for our current vulnerabilities.
Prof. Richard Wolff explains the failure of capitalism to prepare or respond to the pandemic
Rep. Alexandria Ocasio-Cortez talks about the federal relief package which is to include cash payments to everyone, as well as rent and mortgage relief
Annie Lowrey on the coronavirus depression
The coronavirus is highlighting existing faults and fissures in US society. Stark evidence of government priorities and their impact is coming fast and furious.
Are we overreacting to coronavirus? An economist and a bioethicist weigh in.
A look at the growing movement to ritually sacrifice the elderly and otherwise vulnerable
Stefanie Stantcheva, Professor of Economics at Harvard, discusses the economic harms of COVID-19.
Commenting on an article from Matt Stoller on the changing nature of our economy
Stephanie Kelton explains the role of Modern Monetary Theory in the governmental response to the pandemic and economic collapse
For more on those bailouts and who benefits, we speak with Joseph Stiglitz, Nobel Prize-winning economist, Columbia University professor and chief economist for the Roosevelt Institute.
Explaining the brutal nature of American individualism in an age of pandemic
The virus did not so much create new problems as it poured gasoline on existing problems with health care, the income gap, foreign policy, prison policies, and the environment. We have the opportunity to forge a better world after COVID-19.
Journalist David Dayen, executive editor of the American Prospect, breaks down the corporate interests and powerful people who stand to gain the most from the looting of taxpayer funds.
Ch. 16: Getting depressed in the summer - Craig from Ohio
Ch. 17: Health center update - Alan from Connecticut
Ch. 18: Final comments on the phrases that obscure our reality because you don’t really hate Mondays
MUSIC (Blue Dot Sessions):
Produced by Jay! Tomlinson
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Latest Action: Signed in Senate 2020-04-07T04:00:00+00:00
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