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武汉街头太暖！爱心冰箱不止有冰水，还有七夕玫瑰_我的网站

一 |     “哇，还有花耶！”当环卫工刘姐打开爱心冰箱的那一刻，清凉和浪漫一起扑面而来，让她惊喜不已。这是8月17日上午发生在中国体育彩票武汉民主路店的一幕。立秋节气已至，但江城的夏天并未退场。    Global consulting giant McKinsey & Company advised several painkillers producers for 15 years on how to "turbocharge" prescription drug sales largely to blame for starting the opioid epidemic in the US, The New York Times has revealed citing over 100,000 documents.,The docs emerged as a part of a settlement deal that McKinsey signed with several state attorneys that sued the company.,Apart from working with Endo, Purdue, and Mallinckrodt, the company also provided "in-depth experience in narcotics" for Johnson & Johnson subsidiaries producing controlled substances. Meanwhile, hundreds of thousands of US citizens died from overdose, often linked to these very drugs.,How It All Started,According to the disclosed documents, McKinsey helped both Endo and Purdue, the creators of two of the most widespread opioid-based drugs for severe chronic pain, to launch their products Opana and OxyContin in 2006-2008. The firm even advised one of the companies on how to overcome a Food and Drug Administration (FDA) block which it had encountered in 2008.,The FDA blocked Purdue's attempt to release an upgraded version of its OxyContin, which was more difficult to snort or dilute and inject in bloodstream – two methods of the prescription drug's abuse that already had been devised by some of its recipients. In order to help Purdue get the license, McKinsey interviewed an ex-drug dealer on the medication's abuse, prepared docs and even coached the drug firm's officials for meetings with the FDA as the pharmaceutical company knew its drug had been widely abused, the docs suggest.,Crack Pipes: Biden Administration's Handling of US Opioid Crisis Raising Questions, Journo Says15 February, 13:00 GMT,Purdue's main competitor, Endo, also released a new version of its painkiller and tried to get it marked as resistant to crushing (for snorting) and diluting (for injections), but the FDA did not allow the latter citing lack of such properties. Nonetheless, the drug's release was a success and coincided with a drop in abuse-resistant OxyContin's sales.,This came, however, at a cost of local epidemics of previously unseen blood disorders in several US states in 2012 – patients were found to be anemic and suffered from kidney failure. Many of them admitted to abusing updated Opana – the new formulae indeed discouraged from snorting it, but still allowed injection abuse. However, the same component that prevented crushing took a great toll on those who tried to inject the drug to get a better high, leading to red blood cells' destruction and organ damage.,Going on the 'Offensive',The consulting company's involvement in the opioid crisis did not stop at helping the companies to launch their products – it also helped them to boost the sales.,While the pills like the ones produced by Endo, Purdue and Mallinckrodt were originally advertised as not causing additions, US doctors were not always prone to prescribing them, especially when a patient's pain was neither severe nor chronic. According to the revealed documents, McKinsey's consultants helped Purdue, and several other companies, including two J&J subsidiaries, to overcome this "problem".,Starting in 2009, McKinsey developed a "segmentation" strategy for Purdue: its analysts divided the company's customers into groups based on their potential thoughts of the product and then formed distinct messages for each group. The customers in this case were doctors prescribing painkillers and the product was opioid drugs. The strategy targeted even doctors who resorted to opioids only in most extreme cases, ensuring them of OxyContin's safety and trying to convince them that there was no point in making their patients suffer.,The consulting company proposed to achieve this by "[raising] physician comfort levels through appropriate education and support". Purdue tried to convince these doctors that their colleagues had no issues prescribing OxyContin.,By 2014, the US government started to realize a nascent opioid drug problem was underway and introduced new labeling requirements for such drugs as well as instructions to use them only in cases of severe of chronic pain. Around the same time, OxyContin sales started to decline, prompting Purdue to ask for McKinsey's help once again – this time to overcome the government's policy and precautions.,The consultants identified the problem as the company promoting its drug as a less potent opioid amid rampant drug abuse and advised to shift to the "offense" instead, the documents show. They namely advised focusing the salesmen efforts on doctors, who were likely to prescribe OxyContin to a new client not previously taking opioid drugs.,"Physicians with higher OxyContin NBRx to Rx ratio may be more likely to initiate a patient on OxyContin", an extract from a McKinsey presentation for Purdue from January 2014 said.,Around the same time and amid the 2015 HIV concentrated outbreaks in several states linked to the opioid drugs abuse via injections, McKinsey consulted Endo on promoting its Opana. The company was not concerned about what the CDC named "explosive transmission" of HIV and the Opana's role in it, according to the documents. On the contrary, in summer 2015, it helped Endo rededicate most of its salesmen from other products into a "Sales Force Blitz" – the company almost solely dedicated to selling Opana to around 3,000 physicians in the US.,One of McKinsey's consultants was excited over the creation of the "Force", claiming in correspondence with the head of Endo’s painkiller unit that the "fun [begins] on Monday!" with the latter responding "agreed, the fun is just beginning".,Playing Both Sides,One of the strangest revelations in the documents uncovered by the New York Times is that McKinsey managed to play both sides of the opioid crisis tragedy – helping pharmaceutical companies sell more of "not-so-addiction-resistant" drugs, while also assisting the FDA, other government agencies and state governments, in the fight against the epidemic.,In 2017, the FDA finally decided to pull one of the drugs, the more potent Opana, from the market, but not until it made $844 million in revenue with help from McKinsey and played a role in the deaths of thousands of Americans, considered to be the victims of the opioid epidemic. Paradoxically, the same year, McKinsey Senior Partner Tom Latkovic lamented about doctors prescribing opioid painkillers left and right at a health care conference.,"Why do we continue to prescribe, dispense, pay for opioid prescriptions to people that we know, or at least we could know, have an incredibly high propensity to abuse them?" Latkovic wondered.,The bizarre divergence between what McKinsey was advising to the pharmaceutical companies and Latkovic's rhetoric is explained by the fact that he was not a member of the consulting company's pharmaceutical practice, which worked with pharma.,Instead, he and his team worked with state governments and health systems to pin down the ways of tackling the opioid crisis, The New York Times said citing two local officials, who used to work on the issue. Their work, however, was partly complicated by McKinsey's pharmaceutical wing, which wanted to greenlight their draft publications in case they could damage their clients.,North Carolina Rep. Claims Opioid Crisis 'Affects Every Community' in US Amid Drug Trafficking Surge19 December 2021, 01:36 GMT,Eventually in 2019, McKinsey finally stopped advising its top client, Perdue, but not until their ties became public during one of the litigations related to the opioid epidemic and initiated by US authorities. One such litigation eventually had McKinsey pay $600 million in settlement without admitting guilt, as well as release the documents related to its work with the pharmaceutical companies.。烈日之下，外卖骑手穿梭不停、环卫工人清扫街巷、快递小哥奔走派送、社区工作人员往返一线……正是这些户外劳动者日复一日的坚守，让整座城市始终保持鲜活有序。为致敬高温下的一线工作者，送上实打实的夏日关怀，8月17日，极目新闻联手湖北省体育彩票管理中心，一同开启“致敬劳动者 极目送清凉”公益行动。和常规单日公益活动不同，本次公益服务将持续开展至8月31日，为期15天，在司门口、江汉路核心商圈多点落地，投放爱心冰箱，累计送出10000瓶饮用纯净水，持续为户外劳动者提供免费降温补给。恰逢七夕将至，活动还精心准备了百余朵玫瑰花藏于爱心冰箱内，在燥热盛夏里，为平凡奔波的城市劳动者送上专属清凉与浪漫惊喜。多点位增设爱心冰箱，持续守护街头清凉本次活动精准选址三大公益补给点位，分别是户部巷爱心冰箱驿站、中国体育彩票民主路店、江汉路中心百货中国国家队特许零售店，多点布设爱心冰箱，全天候对外开放。

二 | 所有户外一线劳动者无需登记，路过即可按需自取冰水，服务人群覆盖环卫工人、外卖骑手、快递员、交警、市政施工人员、社区工作人员等所有高温户外岗位。8月17日上午9时，“极目送清凉”小分队率先抵达武昌司门口天桥下的户部巷爱心驿站小屋，为两台爱心冰箱尽数装满饮用水，同时为户部巷街道城管部门及一线环卫工人送去多箱降温物资。户部巷环卫站胡班长在这里工作了24年，她告诉极目新闻记者，站里每天是三班倒工作制，盛夏炎热，不管早晚，环卫工作都很辛苦。

三 | “每天衣服都汗湿好几身，所以要喝很多水，你们送来的水是我们最需要的。”胡班长感激地说。

四 | 据了解，户部巷爱心冰箱驿站已连续运营五年，多年来持续有爱心企业夏季入驻补给饮品，为周边户外劳动者送上夏日关怀。近两年极目新闻“极目送清凉”活动持续联动爱心企业赋能驿站，让这个清凉点位成为温暖江城的城市名片。随后，清凉小分队又来到中国体育彩票民主路店。在爱心冰箱被饮用水填满的那一刻，店主露出了欣慰的笑容。“希望户外劳动者们都能感受到体彩送来的清凉。七夕浪漫献礼劳动者，不止有清凉还藏着惊喜而随着饮用水一起藏入冰箱的，还有20朵玫瑰。本次活动恰逢七夕前夕，极目新闻特别准备了百余朵玫瑰花，分别放置在中国体育彩票民主路店、江汉路中心百货中国国家队特许零售店两大爱心冰箱点位，让寻常的补水驿站变身浪漫打卡点，为终日奔波的城市劳动者送上专属仪式感。清凉是日常的暖心兜底，鲜花则是盛夏的温柔惊喜。在刚刚布设好爱心冰箱的中国体育彩票民主路店，藏在饮用水间的粉色玫瑰，就让前来取水的环卫工刘大姐惊喜不已。“平常没有收到过花，今天收到了冰水，还收到了玫瑰，很开心。”55岁的刘大姐告诉极目新闻记者，她在武昌中华路街环卫所干了20年，平时工作虽然辛苦，但是这里工作氛围好，同事团结友爱，社会各界也非常关心环卫群体，所以20年一直没有换过工作。下午1时，清凉小分队又奔赴江汉路中心百货一楼的中国国家队特许零售店，为这里的爱心冰箱补充了近六十箱饮用水和百余支红玫瑰，全新布置的补给点位，为江汉路片区的一线劳动者送去双重惊喜。江汉环卫花楼街站点的郭大叔是第一批收获清凉与浪漫的劳动者之一。他退休后发挥余热，走上环卫岗位已有四年，负责前进五路的街巷清扫工作。

五 | “今天拿了两朵玫瑰花，回去送给爱人，之前爱人过生日送过两次花，这是第三次啦！”郭大叔满脸笑意。江汉路步行街附近的老甫社区里有一个忙碌的菜鸟驿站，顺丰、京东、韵达等多个快递公司的包裹在这里集中分发。负责打理驿站的是一对中年夫妻。当工作人员将饮用水和鲜花送到驿站时，男主人欣喜又感激，表示要把鲜花送给常年并肩操劳的妻子，用平凡的浪漫回馈她的陪伴与付出。在中心百货为顾客取餐的美团外卖小哥小韩，正好路过中国国家队特许零售店爱心冰箱补给点，收获了专属夏日清凉与鲜花惊喜。“打开冰箱门的那一刻，又浪漫又激动。”面对突如其来的仪式感，小韩有些羞涩，坦言自己没有可以送花的亲友。在记者“把鲜花送给自己”的暖心回应下，他腼腆地笑了，真切感受着这座城市对奔波者的温柔致敬。

六 | 微光聚力温暖江城，体彩公益惠及民生一瓶冰水消解酷暑，一束鲜花抚慰心灵。这场为期15天的“致敬劳动者 极目送清凉”夏日公益行动，是看得见、摸得着的暖心善意，更是湖北体彩多年深耕公益、扎根民生的生动缩影。始终秉持“来之于民、用之于民”的发行宗旨，湖北体彩的微光行动让每一份爱心如微光般汇聚，把温情与关怀落到实处。

七 | 盛夏时节，湖北体彩深入商圈、社区、工地，为户外劳动者送去降温物资与贴心服务；严寒冬季，湖北体彩也会开展送温暖活动，为困难群众和家庭，送去过冬生活物资，四季更迭，温情不变。不止四季暖心公益，体彩公益金的触角全面覆盖民生方方面面：中央集中彩票公益金60%用于补充全国社保基金，惠及全民；助力全民健身活动落地社区，丰富群众文体生活；持续开展教育助学，护航青少年健康成长；深耕乡村振兴，助力基层高质量发展；常态化开展便民服务、微心愿帮扶，精准帮扶弱势群体。一件件暖心小事、一次次长久坚守，让公益脱离单次活动的局限，成为贯穿全年、扎根市井烟火的常态化民生服务。立秋已至，暑气未消，城市的每一份烟火安宁，都源于无数普通人的日夜坚守。半个月不间断的清凉补给、万瓶饮用水的持续护航、一冰箱盛夏繁花的温柔惊喜，为燥热的末伏盛夏增添了温情底色。未来，极目新闻将持续携手湖北体彩等爱心企业，聚焦一线劳动者、贴近市民生活，持续落地更多务实暖心的公益服务，用点滴善意，温暖江城每一次平凡奔赴。

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