Margaret M. Parker, MD, MCCM, speaks with Rashid Alobaidi, MD, on his article titled Population-Based Epidemiology and Outcomes of Acute Kidney Injury in Critically Ill Children published in the January 2020 issue of Pediatric Critical Care Medicine.

Margaret M. Parker, MD, MCCM, and Scott L. Weiss, MD, FCCM, discuss the release of: Surviving Sepsis Campaign International Guidelines for the Management of Septic Shock and Sepsis-Associated Organ Dysfunction in Children

Margaret M. Parker, MD, MCCM, and Christopher S. Parshuram, MBChB, PhD, discuss clinician moral distress in Canadian pediatric and neonatal intensive care units.

Gain valuable insight on the clinical management of COVID-19 and its relevance to the pediatric critical care provider with host Elizabeth H. Mack, MD, MS, FCCM, and Jacqueline Ong, MB BChir, MMed (Paeds), MRCPCH

As per the new Budget, the profit-linked income tax exemption for promoters of affordable housing with a 30 sq m limit will apply only to the four metropolitan cities.

This is not about making a value judgment. Whether the decision is good or bad can only be known at the end of the 10th season of the IPL.

What we need before Skill India is perhaps a Skill Government mission. And what’s more, in this Budget season, a visionary leader can do this without much fund allocation.

Trumpnomics will probably kick-start the decline of the US as we know it. Getting back our best brains, trained in the best institutes, will be the biggest capital we can have to climb to the pinnacle.

This week's "Poke Me" invited your comments on "H-1B issue in US provides the right push – and opportunity – for India".

In trying to answer this question, the first thing that needs to be done is to define what the BCCI does. What are its primary tasks and objectives?

Many of the securities laws are spread over circulars, which are vague and ever-changing. It is not clear how ordinary companies can keep track with daily changes and excessive complexity of regulations.

Sebi must ensure that no one is hanged without a fair hearing, levy of penalty on Reliance speaks about the regulator’s firmness, a reader said.

For those of us who’ve lived in Dehradun for decades, the Supreme Court order banning sale of liquor on highways, is the cruellest joke you could play on a small town.

India is currently in a sweet spot, with its working-age population expected to grow by a third over the next three decades, at a time when China and Russia will see a fall of over 20% .

Drying trends have been reported in Krishna and Kaveri and the pollution problem in the Ganga is well recognised. The future of our rivers appears bleak.

Under the PMKVY-2.0, launched in October 2016, ministry had targeted to impart skill training to one crore youth for over four years (2016-20). Out of this, 60,00,000 was the target under short-term training while 40,00,000 was the target under the recognition of prior learning (RPL) component for 2016-20.

Against the backdrop of instances of independent and non-executive directors coming under the scanner for alleged corporate misdoings, the ministry has sent out a circular to its Regional Directors, Registrars of Companies and official liquidators with respect to prosecution proceedings. Any such proceedings must be initiated after receiving due sanction from the ministry.

A report by the UN Conference on Trade and Development has forecast that the global economy may see an impact of $1-2 trillion in 2020. How far will the virus impact the Indian economy. Here's a brief overview.

On February 23, 2019, the first draft of the National e-Commerce policy was placed in public domain for suggestions. Comments from over 120 stakeholders- companies both Indian and foreign, industry associations, think tanks, foreign governments were received. Post this, a series of meetings have been held with different stakeholders.

In its Global Economic Outlook 2020, Fitch said the number of people affected by coronavirus will keep rising in the coming weeks but that the outbreak will remain contained. However, there are downside risks to this scenario.

​​Without any protocol for resolving conflicting views between regulators on the same issue, stakeholders such as the parties involved in disputes, as well as consumers, at large suffer. Moreover, the regulatory burden for entities involved to supply information, litigate at multiple fora, etc, adding to the cost and (un)ease of doing business.

India cannot — and need not — let its economy be sacrificed at the altar of COVID-19 mitigation.

Barclays specified the cost of the three-week nationwide lockdown to be alone at USD 90 billion, which is over and above the lockdowns announced by various states like Maharashtra earlier. They also said that the RBI is most likely to go for a 0.65 per cent rate cut in the April review and will slash interest rates further by 1 per cent during the course of the year.

It’s the lack of clarity that makes one wonder if the note was a knee-jerk reaction, or a well-thought-out strategy.

This is expected to boost manufacturing and supply of essential goods and services without violating the home ministry’s guidelines on working with reduced staff to maintain social distancing to curb the spread of Covid-19. Rajasthan, Himachal Pradesh and Gujarat have already announced the change.

Paradoxically and fatally, just when risk of a downturn is at its highest, optimism also ends up peaking! So be careful with your forecasts; and even more careful with the forecasts of others.

Technology does not come cheap and more often than not; it does call for substantial investment.

MSMEs need easy credit facilities to fulfil the financial requirements of their business. The DCE's Credit Guarantee Scheme provides easy, collateral free credit facilities to MSMEs.

ESOPs allow grantees to have a stake in the company which directly results in greater loyalty.

Equipping the business with cutting-edge technology is essential to ensure you stay competitive in today’s industrial environment.

A personal loan is dependant on the credit profile of the individual borrower, if you already have other loans active, you may or may not be able to get a personal loan.

Preparation is the key to winning. Having adequate information, ability to influence, and the resources can work as the power to turn the negotiation in one's favor.

Conserving cash is the basic tenet of financial management.

Relevant business structure attracts a certain tax liability and it is important to consider the tax implications before finalizing the formation.

A googly that founders often face from investors is the market they address is too crowded. Now competition is a given, very much like death or taxes, and it’s often better to have competition that validates that the market exists than otherwise.

Organizations are struggling to implement an immediate crisis response mechanism while exploring long term sustainability solutions to build resilience against future black swan events.

Unlike the PPIs that are available now, the new instrument can only be used for making retail payments. You cannot use it to transfer funds to other PPIs, make credit card payments and so on.

The year 2019 saw the launch of many smartphones. However, there were some of these which were game-changers and paved the way for the next generation of smartphones. ET Wealth rounds up the top six among these.

The way you buy gold changed from January 15 as hallmarking has now become mandatory. There are four components that you should look for on the hallmarked gold jewellery to ensure the purity of gold. Here is a look at each of them in detail.

There will be up to 70% on from small businesses that includes up to 50% off artisan handloom and handicrafts. Up to 75% on 'interesting finds' from startups, 40% off on women-made products, up to 80% off on fashion, accessories and home products.

2019 saw some major innovations in the smartphone segment. After a happening year as far as smartphone launches were concerned, 2020 is expected to witness a lot more competition in innovation as well as on the design front. ET Wealth lists 5 such trends.

If you are a heavy smartphone user and are looking for a smartphone that offers higher battery power but are running a tight budget for such a spend, then here are six options that will solve your problem. These fall in the below Rs 12,ooo price range.

Now all domestic airlines, including government-owned Air India, have announced a waiver on re-booking charges in case a customer does not want to travel on the designated date. Wadia group-owned private carrier GoAir, which was earlier offering free cancellation, has said it will now allow people to only reschedule their flights for no charge.

If you are someone who has been asked to work remotely and are looking for a laptop at a reasonable price, here are six of the best ones under Rs 40,000.

Once the situation returns to normalcy and services resume, the customers can either opt to go to the store and pick up their jewellery or get it delivered to their doorstep, Tanishq said in a statement.

Customers can purchase the precious metal from two grams upwards following which a gold ownership certificate would be sent to them on the day of Akshaya Tritiya based on the customer recommended platforms.

Mumbai: Robust demand for office spaces has pushed commercial property leasing in the first three quarters of 2019 by 30% from a year ago, taking it closer to entire 2018’s performance and making sure that this year surpasses the peak touched last year.Driven by tech corporates — accounting for about a third of the leasing activity — office space take-up touched 47 million sq ft in the first nine months against entire 2018’s performance of 48.9 million sq ft, showed data from CBRE South Asia. With this, office leasing activity is now expected to touch its highest level ever, estimated to be over 60 million sq ft in 2019.Leasing activity stood at about 15.4 million sq ft during the quarter ended September, rising by nearly 23% on an annual basis. This was dominated by small- to medium-sized transactions. Small-sized transactions of less than 10,000 sq ft accounted for over 40% of the transaction activity in the quarter. 71641558 “With office leasing scaling a historic high in 2019, we expect further strengthening of occupier sentiment in the medium to long term, backed by corporates looking to expand or consolidate their operations. Favourable government initiatives, transparency in the real estate sector and the right reforms will improve investor sentiment greatly in the coming quarters,” said Anshuman Magazine, CEO, India, South-east Asia, Middle East and Africa, CBRE.Like last year, he expects occupiers would put in greater efforts to incorporate flexibility in their portfolios due to changes in the business environment. Occupiers continued to futureproof their portfolios and hedge against future rental escalations by pre-leasing space across various cities.Bengaluru, followed by Hyderabad, dominated large-sized deal closures, while a few large deals were also reported in the NCR and Pune as well. Large-scale deal closures were mostly dominated by tech firms and flexible space operators. Firms belonging to sectors such as research, consulting & analytics, banking, financial services & insurance (BFSI), and engineering & manufacturing also closed large-sized deals.Tech corporates led the office space take-up, followed by research, consulting & analytics companies (19%) and flexible space operators (15%). The rise in the share of flexible space operators (10% in the second quarter of 2019) was primarily a result of their continued expansion across almost all cities.“The share of the tech sector rose from 31% to 40% annually during 2019 year-to-date, which implies that a rise in technology alternatives, insourcing / job preservation in the US and a global slowdown have not had any specific impact on India’s position as a preferred outsourcing destination for both high-skilled and low-skilled tech services, research and development,” said Ram Chandnani, managing director, advisory & transaction services, India, CBRE South Asia.Supply addition rose by more than 80% in 2019 YTD on an annual basis, with about 43.5 million sq. ft. of development completions reported.Four cities — Hyderabad, Bengaluru, NCR and Mumbai — accounted for almost 80% of this supply addition.Compared to the first three quarters in 2018, the share of SEZs in supply dipped from 40% to 27% during 2019 YTD. Supply addition in the quarter also rose by about 6% on a quarterly basis, touching about 15 million sq. ft. More than 70% of this supply was driven by Hyderabad and NCR, followed by Bengaluru.

When the Covid-19 pandemic caused a sudden shortage of hand sanitisers, alcoholic beverage major Pernod Ricard was among the companies in the US that stepped up to ensure there was no dearth of the product in the market. Leading the initiative was Ann Mukherjee, who took over as chairman & CEO of Pernod Ricard North America in December 2019. Mukherjee has spent almost 30 years in sales, marketing and brands, including with Frito-Lay North America and SC Johnson. The Kolkata-born Mukherjee was last month chosen by US President Donald Trump to be part of a high-profile group to advise the American government on how to kick-start US manufacturing in the post-pandemic era. Trump has formed several such groups to focus on various sectors of the economy. In an interview with Ishani Duttagupta, Mukherjee says that re-entering life and enabling safe travel will be the biggest challenges that all nations face in a post-lockdown world. Edited excerpts...You took over the reins at Pernod Ricard North America only last December; how are you dealing with the crisis caused by the pandemic?My first priority was the health and safety of our employees. That meant creating an infrastructure and agile ways of working to enable working from home through confinement. It also meant creating and maintaining safety protocols for our essential frontline workers, especially our teams in production facilities and distilleries. Second, we focused on our ability to give back to the communities we serve and partner with. Given our entrepreneurial culture, many teams went into action creating opportunities with speed. Working closely with the White House COVID taskforce, we were able to get clearance to produce and supply hand sanitiser for the US government. We provided this free of cost to help first responders across the country. Our Jameson team --- realizing that many bartenders that partner to make the brand great would be out of work – donated $600,000, and generated another $700,000 in matching funds, to the US Bartenders Guild charity fund. Also, our on-premise team worked with multiple charities to provide free meals for hospitality workers affected by the crisis.Finally, we dealt with the crisis by closely collaborating with our distributor partners to keep our business open in the short term, while working together to create a roadmap for recovery. We leveraged our resilience and our culture of conviviality to keep spirits high -- and work with optimism -- during difficult times.As the head of the American operations of an European giant, what are the challenges? Are there any cultural issues?Honestly, cultural issues never even enter the conversation. The culture is centred around conviviality…..bringing people together. That is true for what we sell and how we interact together as business units. Our CEO Alex Ricard sets the tone and walks the walk. He is a very expansive thinker and an inclusive leader who unites us and our different experiences to make for a more powerful whole. Take me for example. He hired an Indian American with very strong roots in India, with North American commercial experience and global marketing experience. He looks for people with broad perspectives and experiences. 75649631Is the American market for scotch whisky growing?Scotch is the best-selling imported whiskey in the US by revenue. Blended scotch has been somewhat flat, with some growth during the crisis, and we see that with our iconic Chivas brand. Single malt is where we see the growth; sales increased almost 10% last year. Our Glenlivet brand has been a huge driver of that growth, bringing new drinkers into both the brand and the category. The brand is positioned to challenge the more traditional conventions of scotch drinkers and celebrates the young unconventional drinker, especially appealing to women who are now open to enjoying single malt as their drink of choice.You are part of the team of top CEOs advising President Trump on reviving the US economy. What are some of the key issues that you think the US government needs to address at this point? It’s an honour to serve the country in this capacity. Our number 1 objective is to help the administration bring back and rebuild confidence. It is a very difficult balance between managing public health and insuring a sustainable economy. We must protect the population from this virus but we need to ensure there is an economy to come back to post the recovery. If we open too quickly, we might be back in confinement; if we don’t re-open with smart speed, we might create a bigger crisis. So we need to ensure that there are the right protocols in place for recovery, ensure there is adequate supply and access to protective accessories needed, and the right partnerships in place with private enterprise, local government and federal oversight. What should the Indian government do?As the world’s largest democracy, India has a very strong state-driven government system with strong central government oversight, not unlike the US. It is critical to get that balance right and work together to strengthen and unite the mosaic that is India. India defines entrepreneurship. It is vital to tap into that cultural advantage and unite business leaders, scholars and government to create out of the box solutions. Private enterprise will need to understand that we as CEOs have not only a fiscal responsibility to our companies, but also a societal responsibility. One feeds the other; without a vibrant market, our businesses cannot thrive, so working together as a collective across business and government is key.The alcobeverages sector traditionally didn’t have women in top roles. Do you see that changing? What are the challenges?I absolutely see it changing, though I wish progress was faster. Companies need to reflect their consumer base, and a majority of everyday purchase decisions globally are made by women. That fact is only accelerating as women become more educated, empowered as single parents or heads of households across many countries. In beverage alcohol in the US, a majority of decisions are actually made by women. The challenge is that we need corporate boards and top management teams to get more rigorous about achieving this objective. Companies must put shorter term and longer term 5-10 year succession plans in place to achieve ambitious targets for women in top management roles; they need to be identified early, developed, and given aggressive career plans to groom them for these positions. This is a passion point for Pernod Ricard driven by our Chairman, Alex Ricard. It’s about achieving better balance…and I personally like this approach. It isn’t about favouring one gender over the other, it’s about getting the right balance reflective of the marketplace and in creating tomorrow’s workforce now. Going forward, what do you think are the biggest challenges that your company and sector will have to grapple with as lockdown gradually lifts across the US and the world?Re-entering life safely is the biggest challenge the world faces. Whether it’s re-entering your neighbourhood, your town, travelling within your own country, or beginning to travel the world again. It also will be parents letting go of their children after they kept them from harm in confinement, and trusting school systems to keep them safe. And family members trusting each other to maintain safety protocols as they come back home from work. We all will lose control when we come out of confinement. In our industry, our biggest challenge will be restaurants, hotels, bars and pubs. How can you enjoy and connect, but safely from a distance? Can smaller establishments have viable businesses when there need to be fewer patrons? It will be a new normal, and we need to work together to make it viable and enjoyable.What do you think are the major differences between the liquor market in the US and Europe?I believe the liquor market is very similar in the two continents. During this crisis, we have seen the market stay strong through in-home consumption, with some of the bar and restaurant consumption shifting to home consumption. People are drinking brands they know and trust. They are also looking for premium experiences to help overcome the difficulty of confinement. For us at Pernod Ricard, we have the world’s largest premium portfolio with a large stable of familiar and trusted brands. So we have seen positive performance from our portfolio in both continents. What has your experience been as a woman in a typically male-dominated industry?Joining Pernod Ricard was a great fit for me. My husband and I love entertaining, bringing friends and family together because we believe creating special moments together makes life worth living. That is exactly the spirit and culture of conviviality. So when I joined the company, I invited my leadership team to my home for a night to meet the Mukherjees as part of a bigger leadership summit. My husband, who is very proud of his bar, rebuilt all the shelves so he could light up and showcase all of the incredible Pernod Ricard brands. I show my compassion through food. So I made samosas, mutton biriyani, raita, chicken cutlet and chapali kababs, and for my vegetarian team members, I made dal makhani, matter paneer, aloo dum. As a parting gift I gave everyone a small Ganesh so our paths moving forward would have no obstacles. I believe that if you are to be a meaningful leader, you must bring your whole and authentic self to work. As a woman, I don’t shy away from sharing my personal stories as a wife, mother and daughter, or from sharing my vulnerabilities as a woman leader in how I manage, try to instil trust and inspire others. After all, we are in the human being business. Do you see a timeline for recovery of firms such as yours in the wake of the COVID-19 crisis?The only thing that is certain about this crisis is that it is uncertain. Until we have viable testing and treatment and eventually vaccines, we cannot fully recover. So the key right now is to be agile. Adjust as the marketplace adjusts. That means new ways of working, helping your workforce to be in a mode of agile planning and execution. We can help people through the stops and starts this will cause by helping them see the bigger long-term goal of recovery and viability.Do you have any connections with India?I have very strong connections with India. 98% of my family is still in India, in my native hometown of Kolkata, New Delhi where I went to high school, as well as Mumbai and Bengaluru. We talk to them daily/weekly to keep in touch and stay connected through this crisis. We speak Bengali at home as a family. I am very proud of my sari collection and dress Indian any chance I get. We have a very strong Indian community here. I am as Indian as I am American and am a better person for it. I hope and pray that everyone stays safe and recovers with prosperity.

People have a lot of misconceptions about what has been promised. Keep these things in mind when you make financial decisions basis the announcements in the relief package.