Previous ArticleVerizon stands by strategy ahead of Dish entryNext ArticleGlobe taps 5G to accelerate home broadband Singtel lights SA 5G network Telkomsel turns on 5G in major cities LIVE FROM 5G ASIA, SINGAPORE: SK Telecom (SKT) expressed optimism a small increase in ARPU in Q2 is an early signal of a turnaround in its long-suffering mobile revenue.Takki Yu, head of the access network development team (pictured), said the big news is ARPU stopped falling in the second quarter after many quarterly declines. SKT attributed the improvement to a jump in data usage following its 5G launch in April.Monthly data usage of 5G users increased 65 per cent to 33.7GB compared with LTE consumption, which he believes has the potential to increase ARPU.Yu noted Wi-Fi usage had dropped, citing this as a factor in the increased mobile data consumption.The operator plans to commercialise the 28MHz band in 2020 to increase data speeds to 7.2Gb/s from 2.7Gb/s using the 3.5GHz band.SKT revealed it reached the 1 million 5G subscriber milestone in August. Subscribe to our daily newsletter Back Tags AddThis Sharing ButtonsShare to LinkedInLinkedInLinkedInShare to TwitterTwitterTwitterShare to FacebookFacebookFacebookShare to MoreAddThisMore 12 SEP 2019 Joseph Waring joins Mobile World Live as the Asia editor for its new Asia channel. Before joining the GSMA, Joseph was group editor for Telecom Asia for more than ten years. In addition to writing features, news and blogs, he… Read more Related Nokia scores Philippines 5G deal with Dito HomeAsiaNews Higher 5G data usage halts ARPU slide at SKT Author Asia 5GARPUSK Telecom Joseph Waring
And when the checkered flag waved at race’s end, the scoreboard showed that Joe Gibbs Racing – in perfect, storybook fashion – had swept the top three spots as Kyle Busch finished second and Erik Jones rallied for third. “J.D. built our race team, was the guy that ran day‑to‑day operations for 27 years. He invested his occupational life in our race team. And as a part of that, he went up to purchase some late model stuff from Denny and struck up a relationship with Denny, put him in a test, put him in a truck, put him in an Xfinity car at Darlington, and finally he said, ‘We need to sign this guy.’ … And then to say, J.D.’s favorite number was 11 when he raced. That’s what he had. Denny’s number is 11. Denny put J.D. over the door post on that car, and to have that take place, everything that took place tonight, everybody knows, we’ve been to Daytona 27 times. We had won twice before. …“It was just an unbelievable night, unbelievable crowd.”For Joe Gibbs Racing to take home the Harley J. Earl trophy mere weeks after J.D.’s passing was special. But it was even more meaningful that the victory came from Hamlin, who has long spoke of his close relationship with J.D.“He meant a lot to me and it’s hard for me not getting choked up because I’ve been choked up about 100 times about it,” Hamlin said. “Just to have Melissa and all the kids here, it’s just crazy. Joe and his whole family and what they’ve done for my career – to bring them back to Victory Lane again is just amazing. …“The whole family – they did so much for me over the course of my career. This one is for J.D. We are desperately going to miss him the rest of our lives. 00:0000:0000:00LIVEFacebookTwitterEmailEmbedSETTINGS_SPEEDSPEED_NORMALSETTINGS_AUTOPLAY 00:0000:0000:00LIVEFacebookTwitterEmailEmbedSETTINGS_SPEEDSPEED_NORMALSETTINGS_AUTOPLAY DAYTONA BEACH, Fla. – As cars sat under two red flags during Sunday’s Daytona 500, the No. 11 pit box of Denny Hamlin began accumulating more people in its vicinity. Some folks were smiling, many were nervous – and all had their eyes glued to the on-track action when the cars began rolling again for the final two-lap shootout in overtime with Hamlin in the lead.When the Joe Gibbs Racing mainstay crossed the start-finish line first to grab the checkered flag, the box erupted with emotion; crew guys jumped off the wall and one sprayed water in the air. Someone shouted, “We did it for J.D.!” There were hugs, high-fives and cheers.And there were tears, too.J.D. Gibbs’ widow, Melissa Gibbs, stood at the corner of the pit box, her hands on her face and tears in her eyes, her sons around her celebrating.“J.D. is on that car,” said team owner Coach Joe Gibbs, amidst embraces and cheers. “Unbelievable.”This was more than a victory, more than a Daytona 500 win or even breaking Hamlin’s 47-race winless streak — Sunday night went beyond any of that for the Joe Gibbs Racing family.MORE: Hamlin takes home second Daytona 500 | Full resultsThat race was for Joe’s son and Joe Gibbs Racing co-founder J.D. Gibbs, who passed away at age 49 from degenerative neurological disease Jan. 11.“It’s the most emotional and the biggest win I’ve ever had in my life, in anything,” said Joe Gibbs, who won three Super Bowls with the Washington Redskins before founding Joe Gibbs Racing. 00:0000:0000:00LIVEFacebookTwitterEmailEmbedSETTINGS_SPEEDSPEED_NORMALSETTINGS_AUTOPLAY “Any time you can run 1-2 or 1-2-3, 1-2-3-4, whatever it is, it’s a good sign for your company and for your team,” Jones said. “For me, I knew J.D. very early in my career at JGR, when I first got into Xfinity part time in 2014. I didn’t get to spend much with him, but great guy. My father was a big fan of J.D. and what he was doing at Joe Gibbs Racing, and I think you’re hard‑pressed to find anybody who would have a bad thing to say about J.D.”Indeed, J.D.’s impact went beyond the walls of Joe Gibbs Racing; it was evident Sunday that he had touched many more in the garage during his lifetime. That included fourth-place finisher Joey Logano, who had been chasing JGR’s Hamlin and Busch for the victory in the waning laps of the “Great American Race.”“I’m not a Gibbs driver, but what J.D. has done for my career is the reason why I’m sitting here today,” Logano said. “As bad as I want to win it, it is pretty cool to think that the first race after his passing, to see those guys 1-2-3, it just says he’s up there watching and maybe gave you guys a little extra boost there at the end.”Some could say Hamlin won solely because of his restrictor plate prowess or Joe Gibbs Racing’s power under the hood. Others may claim it was due to Lady Luck bestowing favor upon Hamlin at the most tumultuous of race tracks.But Joe Gibbs would likely disagree with most of that. This win was too special for coincidence.“I guess everybody could say, ‘Well, that just happened.’ I don’t believe that just happened,” he said. “I honestly believe it was ‑‑ I think the Lord looked down on us, and I know J.D. and everybody in my family was emotional. …“The whole thing was just a special memory for me, and it’s one I’ll never forget, and it was the most important night of my occupational life.” “His legacy still lives on through Joe Gibbs Racing and (I’m) proud to do this for them.”The signs of J.D. were everywhere Sunday; his oldest son, Miller, wore the same Interstate Batteries race shirt that his father wore when he won the Daytona 500 as a tire changer in 1993. Each race car in the field carried a J.D. Gibbs decal on the driver’s side and Hamlin’s winning car bore an additional sticker on the B-post for J.D. Gibbs Legacy, the foundation established in J.D.’s honor that supports Young Life Ministry.J.D. was also honored at Lap 11 – his favorite number – with a tribute in Sunday’s Daytona 500. During the lap, Joe Gibbs Racing pit crews stood on pit wall, holding a J.D. banner bearing countless signatures.
Following a sold-out off-Broadway engagement with Atlantic Theater Company, the acclaimed Derren Brown: Secret opens at Broadway’s Cort Theatre on September 15. Andrew O’Connor and Andy Nyman co-direct the production, which began previews on September 6.Written by Brown, Nyman and O’Connor, Derren Brown: Secret transports audiences into the startling world of mind-reading, suggestion and psychological illusion. The theatrical experience challenges audiences to take a closer look at the stories and beliefs that guide their lives.In celebration of opening night, Broadway.com Resident Artist Justin “Squigs” Robertson sketched a portrait featuring Brown mesmerizing Broadway audiences beyond belief. Derren Brown: Secret Related Shows Show Closed This production ended its run on Jan. 4, 2020 Derren Brown Star Files View Comments About the Artist: With a desire to celebrate the magic of live theater and those who create it, and with a deep reverence for such touchstones as the work of Al Hirschfeld and the wall at Sardi’s, Squigs is happy and grateful to be among those carrying on the traditions where theater and caricature meet. He was born and raised in Oregon, lived in Los Angeles for quite a long time and now calls New York City his home. Illustration by Justin “Squigs” Robertson for Broadway.com
Apr 5, 2011Walnut-linked E coli outbreak sickens 13 CanadiansThe Public Health Agency of Canada (PHAC) said yesterday that 13 patients from three provinces have been sickened so far in an Escherichia coli O157:H7 outbreak linked to potentially tainted walnuts. On Apr 3 the Canadian Food Inspection Agency (CFIA) issued a health alert about packaged and bulk walnuts that were recalled by Amira Enterprises, Inc, a distributor based in Quebec, due to possible E coli O157:H7 contamination. The CFIA said the walnuts were imported from the United States. The PHAC said that the sick patients were from Quebec, Ontario, and New Brunswick. Nine of the patients were hospitalized, two of them with hemolytic uremic syndrome, a potentially fatal kidney complication. It advised consumers who still have raw walnuts in their homes to reduce the risk of E coli infection by roasting them at 350ºF for 10 minutes, turning the nuts once after 5 minutes.Adjuvanted H1N1 vaccine shows good profile in preterm babiesAn Italian trial of an adjuvanted 2009 H1N1 vaccine in children ages 6 months to 23 months found that one dose provoked a significant immune response and was safe and well tolerated, even in preterm babies who are thought to have a lower immune response. The researchers published their findings yesterday in an early online edition of Pediatrics. The study included 105 babies at three different gestational age levels: under 32 weeks, 32 to 36 weeks, and 37 to 42 weeks. The children received the vaccine, made by Novartis, at study enrollment, with a second dose 4 weeks later. Researchers obtained serum samples at baseline, before the second dose, and 4 weeks after the second dose. They found evidence of seroprotection in all groups after the first dose. They said though some of the children had detectable antibodies before vaccination, the vaccine had an immunogenic effect, because it was seen even in children without baseline antibodies against the virus. They suggested the safety profile of the adjuvanted vaccine was noteworthy, especially for low-gestational-age children who may be at higher risk for adverse events.Apr 4 Pediatrics abstract
#UWFMSoccer striker Sean Hoffstatter has gotten off to an incredible start this year, wrapping up the first weekend of conference play with a hat trick against Christian Brothers on Sunday. We caught up with Sean and head coach Bill Elliott earlier this week. #GoArgos Print Friendly Version
The picturesque Eastern Cape is the siteof a successful new scheme to harvestwater from fog.(Image: Rodger Bosch,MediaClubSouthAfrica.com. For more freephotos, visit the image library.) The system is simple in design andconcept, but extremely effective.(Image: Unisa) MEDIA CONTACTS • Doreen GoughUnisa media manager+27 12 352 4150 or +27 82 497 7938Janine ErasmusA climatologist from the University of South Africa (Unisa) has helped develop a system to harvest moisture from abundant mountain fog in a water-scarce region of the Eastern Cape, and communities there are already benefiting from it.The project was successfully launched in Cabazane Village, in the rural Mount Ayliff area in the north of the province, in mid-March 2010 during the annual National Water Week.The area, which falls in the picturesque Alfred Nzo district municipality, is bordered to the north by the mountain kingdom of Lesotho and much of the terrain is steep and remote, with very cold winters and mild summers. Fog is a frequent visitor and a ready source of clean water.Fog specialistProfessor Jana Olivier of Unisa’s School of Agriculture and Environmental Sciences has spent the past 20 years specialising in the properties and hazards associated with fog, especially for vehicles.She later delved into the technique of fog harvesting. “We got funding from the Water Research Commission, and we designed the fog water system,” she said.Olivier teamed up with Professors Johan van Heerden, Hannes Rautenbach and Tinus Truter – all of Pretoria University – in the development of the system.Unisa is involved in ongoing research into water harvesting from fog, especially for isolated rural communities, where water is scarce and villagers often have to walk vast distances to fetch a few litres at a time.However, the system is only practical where fog occurs for at least 40 days a year, and for a period of several hours at a time.The project has also been rolled out in other dry areas of South Africa, including Venda, Limpopo, and the West Coast, but Mount Ayliff’s persistent fog yields the best results, producing hundreds of litres of water a day.“The West Coast and the mountainous areas – stretching from the Soutpansberg in the north, along the Drakensberg in the east to the Cape Mountains in the south – have the highest fog harvesting potential,” said Olivier.Eco-friendlyMount Ayliff is located in the Umzimvubu local municipality, one of two municipalities within Alfred Nzo – the other is Umzimkhulu. Umzimvubu’s population is just 198 550, of which only 4% live in towns – the rest live in rural areas.Safe drinking water is a continual problem as the area lacks essential infrastructure, including water on tap. Villagers are often forced to dip into natural springs, running the risk of picking up water-borne disease.“We have a challenge … because about 40% of our community here does not have basic water,” said Alfred Nzo mayor Gcinikhaya Mpumza.However, the villagers’ lives have changed with the installation of the water-harvesting system and its inexhaustible supply. No electricity is needed to power the scheme, which makes it eco-friendly and low-cost, and suitable for areas with no power infrastructure.Because the technology is simple, the equipment does not need special maintenance. The system consists of a double layer of 30% shade cloth nets stretched between steel cables supported by posts, with a gutter beneath each screen to catch the run-off. All components are readily available in the area.The Cabazane set-up involves around 700 square metres of netting, said Olivier, with each square metre of shade cloth yielding up to five litres of water a day – depending on the weather.Water droplets in the fog are trapped on the nets. They get bigger and heavier as the fog rolls along, and eventually run down into the gutter and from there through a filter into storage tanks. The system works best when the wind is blowing, because the fog moves over the nets more rapidly.The system is installed up on the mountain slope, where nothing more than gravity is needed to get the drops flowing into the tanks. Reports say that about 30 homes in Cabazane Village have already benefited from the project.The quality of water is described as “very high”, falling within the World Health Organisation’s standards for potable water. “The water is incredibly pure because it comes from the clouds,” said Olivier.Innovative schemes like the simple and cost-effective fog harvester are well-suited to South Africa, as it’s one of the driest countries in the world, with annual rainfall well below the global average.
Any business owner will tell you there is a massive chasm between “concept” and “execution.” More than half of the time, business owners and entrepreneurs will come up with amazing concepts — foolproof plans. And more than half of the time, it’s the execution phase that kills them. Here’s how OKR’s completely transformed our culture.The new startup using OKR’s.As a relatively new startup, we, too, experienced a fair amount of struggle during our execution phase. We fell prey to some of the more common “new business killers.” Business killers are the roadblocks that could, if left unaddressed, send a brand new startup careening off the road.We lacked the foresight we needed to successfully predict the potential challenges we would face once we started expanding our team and we focused too much on the “big picture.”These oversights very nearly shot us back to square one.Thankfully, we stumbled across the concept of OKRs—an exciting system, and one that merited a trial run. Not going to lie; it was bumpy at first (as is par for the course when implementing something new), but we kept going.The process took less than a year for us to realize that OKRs were the solution (and salvation) we’d desperately been looking for.WHAT ARE OKRS?OKR stands for Objectives and Key Results. Founded by Intel Corporation and now widely used by industry giants like Google, Dropbox, Oracle, and Twitter, these three simple letters can be considered actual game-changers.By definition, an OKR is a tool used by organizations to set company-wide goals and measure productivity through milestones. As the name suggests, there are two parts to this tool: (1) the objectives and (2) the key results. Both must be clearly defined in order for the OKR to work.ObjectivesObjectives are short-term goals that are quick, simple, and straightforward. They should also be achievable but ambitious, realistic but inspirational. For example:increase profits by 20%improve profit margins by 15%diversify and grow revenue streams.Although objectives should be clearly defined, and in fact, can often be summarized in a sentence or phrase, it is extremely challenging to choose the best one for your company—which is why many managers often choose three to five high-level objectives per department, per quarter.Key Results Key Results are numerically-defined expectations or deliverables you can expect from each objective. They are the milestones you use to measure your progress and how close you are to reaching your goals.Just as an employee or department can have three to five high-level objectives, each objective should have—ideally—two to five key results. And all of these results must be measurable.Objectives “increase profits by 20%” could be broken down into key results like:find a company to outsource distribution operations to and effectively reduce distribution costs by 15% – 25%create a marketing campaign to promote this years’ season-end sale to double revenue from online storeslaunch promotional materials or reward referrals to increase sales in physical stores by 10% at the end of the quarterThe point of key results is that they are measurable. Quantifiable. They cannot be broad, vague statements like “reduce distribution costs,” or “increase in-store sales.” Those kinds of statements are better suited to be objectives.Key results need to be quantifiable and subjective so that you can track your progress and know how close (or far) you are to hitting your goals.WHY USE OKRS? (OUR STORY)Ours is a digital marketing agency that offers a bunch of online marketing services (think SEO, social media management, email campaigns, and the like). We started with limited resources, a handful of members, and one shared goal.Because of our humble beginnings, everyone needed to move in the same direction. We couldn’t afford to have one member doing their own thing over here while two others did their own job over there.There had to be constant communication and accountability—otherwise, we knew we wouldn’t last long. With smaller numbers, it was easy enough to keep everybody in check.But as the company grew, so did the challenges.Pre-OKRsBefore we introduced any organizational tool or system to track our progress, most of our members had their own ideas or preconceived notions of how they could contribute to the overall success of the company. This meant that they were all working on their own individual goals that the managers frankly knew nothing about.We had many short-win successes. However, because these achievements were so disconnected from the company’s own goals, they barely made a dent in the greater scheme of things.Success in the wrong areas led to people feeling disheartened, feeling like they weren’t doing enough, or feeling like their own achievements didn’t matter. Enter a couple of years of absolute chaos and minimal progress.Everyone was going in 20 different directions in the hopes of making some advancement. Our team was exerting so much time, effort, and energy to make something stick.But without any clue what we were trying to achieve and no milestones to direct us, we felt like we were always back at square one. We were working harder, not smarter, and it was taking a toll.Do you know how ducks always look so calm and serene above water, but then you go beneath the surface, and you see that they’re paddling madly to get around? That was us. We were doing so much to stay afloat. Sound familiar?What Went Wrong?We wanted our team to be accountable for their own tasks, but this practice encouraged isolation. We didn’t have a unifying goal in place, which means members of the same department had different ideas of “success.” Doing their own thing meant they were working to achieve vastly different objectives.While we, as a company, value initiative, and accountability, we realized almost too late that our current business model was not scalable. We could still encourage independence within a system of goal-setting and productivity, but we didn’t have that system in place.We first introduced OKRs into our model as a means of survival.Post-OKRsWhen we first came across OKRs, we saw them as merely a way to pull the company together. By giving each department one or two objectives to work towards and specific key results to mark their progress, we were able to get everyone roughly on the same page. After a month or two of using this system, we managed to pull our heads above water.Once we achieved that sort of stability, we realized that we could take this system even further. We could continue to use OKRs as a viable and verified system to keep our company objectives simplified—and thus, in order.Company Objective —broken down Team Objectives broken downà Individual ObjectivesBy breaking down our overall objectives into smaller Team Objectives.We were able to give each department something to focus on. For instance, before we were giving the Copywriting Team a vague, loosely defined goal like “increase registered website users,” or “close more sales.”Round two, we gave them more specific objectives that were tailored to what they knew—for instance, “improve blog engagement,” or “drive more traffic through keyword usage and placement.”From there, these Team Objectives were broken down even further into Individual Objectives.Each member of each team now had objectives that were short-term, attainable yet challenging, and would help the team as a whole reach the overarching goal.For instance, one objective could be “increase main keyword usage in each blog from three repetitions to six repetitions.” Alternatively, another purpose could be “start ending each blog with a thought-provoking question.”By breaking one huge goal down into smaller, bite-sized goals, people were able to sync up their successes and contributeREAL-LIFE SITUATIONS: IMPLEMENTING OKRSWe’ve already seen some incredible results. And we would love for other businesses to experience firsthand just how powerful this simple system can be.We’re going to share a couple of things we learned regarding OKR implementation:Stick with two (2) to five (5) items per list.Early on, one of the biggest mistakes we made when listing our OKRs was listing too many objectives. And underneath those objectives, we’d have about seven or eight Key Results.You want to keep your objectives and key results straight and to-the-point, regardless of how many teams you have or how many individuals are in each team. Too many items can make it hard for people to focus on each goal, especially since they need to work within a timeframe.Let’s put it this way: two groups are given 15 minutes to answer an essay test. The first group gets a test with only three essay questions. The second group receives a quiz with ten essay questions.Which group do you think will yield better, more eloquent answers?We recommend two (2) objectives (three, max), with three to five (3-5) critical results under each. On the website Medium, former Google employee Niket Desai shared Uber’s OKRs as an example of “OKR best practices.”You’ll see in the lists that follow that Uber only has two (2) significant objectives and no more than three (3) key results for each.Objective #1: Increase drivers in the Uber system.Key Result #1—increase driver base in each region by 20%Key Result #2—increase driver average session to 26 hours/weekly in all active regionsObjective #2: Increase geographic coverage of driversKey Result #1—increase coverage in San Francisco to 100%Key Result #2—increase coverage for all active cities to 75%Key Result #3—decrease pickup time to <10 min. in any coverage area during peak hoursRegular check-ins are a must.As a company, we greatly encourage independence and self-assessment; we also believe that regular team meetings are a crucial part of staying productive. We feel it’s a good way for everyone—from the admin to the team leads to the project managers—to get caught up in the company’s status and progress as a cohesive whole.We’re not big fans of daily meetings that eat up 30-40 minutes of everyone’s time. Think: just because every single employee has to give a five to eight minute report of what they accomplished yesterday and what they’re hoping to accomplish today. Such daily practices are fine within groups or within departments, but scheduling a company-wide meeting for it could do more harm than good.Daily updates through team message boards, EOD email reports, or shared calendars work just as well, too. As a business owner, project manager, or team leader, consistent communication and up-to-the-minute reports are crucial for keeping people in-line and on-track.We highly recommend regular check-ins; weekly meetings, end-of-the-month all-hands meetings, bi-monthly team lead check-ins, quarterly OKR planning sessions. These only need to last 20-30 minutes. These short reports can do wonders to keep your team—and yourself—accountable. But keep them short.OKRs must be ambitious.OKRs go hand-in-hand with improvement. One of your overall, long-term goals must be continuous improvement—otherwise, this system isn’t going to work for you.Let’s look at the Uber OKR example again. Note how the word “increase” shows up in almost every line. That’s because OKRs are all about helping your company do better than it did in the last month, year, or quarter.If your objectives don’t entail pushing your business’s resources or improving areas that are already performing well, then you need to sit down and choose new ones—ones that preferably focus on bringing in more value to your team.John Doerr, the author of Measure What Matters, makes it a point to mention that OKRs are being used by at least a dozen industry giants: Google, AOL, Dropbox, LinkedIn, Oracle, Twitter, Spotify, Disney, BMW, and Intel.It’s worth taking a step back and mulling it over; if these powerhouses are using OKRs to scale their businesses and keep their productivity and check, why can’t small- and medium-sized businesses do the same? Remote Working Culture: The Facts Business Owne... Tags:#OKR Related Posts How to Get Started in China and Have Success Tiana PostDirector of Operations Tiana Post is the Director of Operations at Leads Ngin, Inc., a Digital Marketing Agency that focuses on accelerated growth of startups and SMBs. What Nobody Teaches You About Getting Your Star... China and America want the AI Prize Title: Who ...
Business tycoon Vijay Mallya is following in the footsteps of former Karnataka chief minister B.S. Yeddyurappa – seeking divine intervention in times of distress.Last week, he prayed at some of the top temples in coastal Karnataka something which Mallya is not known for. The last time he visited a popular temple was reportedly two years ago.Mallya visited the Subrahmanya temple in Kukke (Dakshina Kannada district), which hit the headlines last year for the age-old practice of ‘Made Snana’ (Dalits rolling over food leftovers of Brahmins inside the temple).According to informed sources, Mallya performed Panchamrutha Abhisheka and Aslesha Bali services to invoke the gods.The industrialist prayed for some time in private and offered to make a pledge – gold plating the Nadu Mantapa door – outside the sanctum sanctorum of the temple. Normally, devotees make a pledge at the Subrahmanya temple in return for favours from the Almighty. The Nadu Mantapa door is 6 feet high and 6 feet wide.It is common for VIPs, sports personalities and celebrities from across the country to visit Kukke Subrahmanya, which is popular for ‘Sarpa Dosha Nivarane’ in order to fetch good luck. Even cricketer Sachin Tendulkar had visited this temple town in 2006 for that purpose. In March this year, BJP MP Varun Gandhi’s secret visit had created furore among the devotees, as he reportedly wanted the temple authorities to bar the entry of the visitors.According to temple authorities, Mallya visited the temple, nestled in the Western Ghats, on Thursday evening after 7 pm to avoid media glare. Besides, he did not want to be seen by other devotees. “He stayed for more than an hour and paid all the fees for Panchamrutha Abhisheka and Aslesha Bali services,” they said.advertisementMallya, who is not known for temple hopping, even visited the Tirumala Venkataramana Temple in Bantwal (also in Dakshina Kannada district). His forefathers hail from Bantwal and the temple is supposed to be a kind of family deity for Mallya’s family.The Kingfisher Airlines chief has been visiting temples after a long time. During 2005, when Mallya was pursuing a career in politics, he visited several temples. But this is the first time in recent years that Mallya visited the Kukke Subrahmanya temple.In the past, several business leaders have visited the Kukke Subrahmanya temple hoping for a turnaround in their fortunes. It is to be seen if Mallya’s temple visit helps him in emerging out of the red.
ShareEmailPrint To learn more, read: Posted on September 7, 2010June 21, 2017By: Maria M. Pawlowska, Cambridge Gates ScholarClick to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to share on LinkedIn (Opens in new window)Click to share on Reddit (Opens in new window)Click to email this to a friend (Opens in new window)Click to print (Opens in new window)According to the latest WHO Countdown report, post-partum haemorrhage (PPH) is responsible for over a third of maternal deaths worldwide. During a session at the Global Maternal Health Conference last week, I learned about a number of prevention and treatment methods for PPH.Dr. Sydney A. Spangler, Research Fellow at the Johns Hopkins Bloomberg School of Public Health, stressed that with any intervention, it is very important to consider the context not only on the national level, but also on the community level.MisoprostolThe session focused to a large extent on misoprostol, a drug that is used for treating and, importantly, preventing post-partum haemorrhage in low-resource settings with minimal financial inputs but remarkably impressive health outputs.Notable characteristics of misoprostol:1.) It is cheap2.) It is widely available3.) It has mild or no side affects4.) It is chemically stable in high temperatures (i.e. no need to have access to refrigeration or reliable electricity supply).Misoprostol has an interesting background story. It was initially used to treat stomach ulcers. It was then discovered to be a safe method for inducing medical abortion (i.e. with no need for surgical interventions)—and it was soon realized that the same uterine contractions that lead to abortions in the first trimester can also stop or prevent excessive bleeding during labour, making it highly effective against post-partum haemorrhage.Blood Collection MatWhen exactly is bleeding excessive? There is always some blood loss associated with birth, and as mentioned by Shabram Shanaz from Pathfinder, women in places like Bangladesh give birth in their clothes, so it is often difficult to judge blood loss. In order to help women and their families decide when there is need to seek referral to a health clinic, an absorbent mat has been developed which indicates when a threshold of 500ml blood loss is reached. The mat is now one of the supplies given out to pregnant women.Education Shabram Shanaz went on to describe how the Pathfinder project in Bangladesh taught women and their families life-saving procedures which can be implemented with or without the assistance of a skilled birth attendant. Dr. Shanaz stressed the importance of empowering women and their families. If families are provided with basic information in a clear and culturally appropriate fashion, they can quickly become skilled at labour risk management and empowered to make the right decisions–whether it be taking the appropriate medication at home or seeking hospital referral. Pathfinder not only provides educational workshops but the organization also provides women with a post-partum haemorrhage kit. The kit, packed in a bright red bag, includes everything that a woman might need–including mobile phone numbers for health workers in the area. Supplying the bags costs only US$1 per bag—but have had a huge impact on the lives of women and their families. They are empowered to act. In fact, in the Pathfinder study area, all of the women used the supply kits.Supplying misoprostol along with other basic equipment such as blood collection mats, in a way that is easily accessible when needed (i.e. in a container which is well-labelled and difficult to lose such as the red bags handed out by Pathfinder) is a low-tech and affordable, but effective way of improving maternal health. Gaps in research and funding are not the major barriers to making preventable maternal mortality a thing of the past––we know what works and many of the effective interventions are quite affordable. Now, we need to think critically about how to get passed the barriers to implementing these proven interventions at scale.For more posts about the Global Maternal Health Conference, click here.Visit the conference site here.Share this:
TagsTransfersAbout the authorCarlos VolcanoShare the loveHave your say Inter Milan GM Marotta: No problem with Icardi contract talksby Carlos Volcano9 months agoSend to a friendShare the loveInter Milan GM Beppe Marotta insists there’s no concern over Mauro Icardi’s contract situation.There has been tension since Icardi’s wife Wanda Nara, who also acts as his agent, said they were “far away” from an agreement on a new deal.“The fans should not worry, there’s no need to talk about this as controversy,” Marotta told Rai Sport.“These are typical dynamics in a football club, especially when approaching deadlines. “There will be no problem, as both parties want to continue together and that is a common denominator that bodes well for the future.”