Margaret Parker, MD, FCCM, speaks with John T. Berger, MD, FCCM, Medical Director for Cardiac Critical Care at Childrens National Medical Center in Washington, DC, USA.

Margaret Parker, MD, FCCM, speaks with MD, MPH, Angela S. Czaja, MD, MSc, lead author on an article published in the July Pediatric Critical Care Medicine.

Margaret Parker, MD, FCCM, speaks with Mary Hartman MD, MPH, about her article published in the September Pediatric Critical Care Medicine.

Margaret Parker, MD, FCCM, speaks with Andrew Argent, MD, Medical Director of the Pediatric Intensive Care Unit (PICU) at the Red Cross War Memorial Childrens Hospital.

Margaret Parker, MD, MCCM, speaks with Jacques R. Lacroix, MD.

Margaret Parker, MD, MCCM, speaks with Brett J. Ehrmann, MD, MS

Margaret Parker, MD, MCCM, speaks with James L. Wynn, MD.

Margaret Parker, MD, MCCM, speaks with Meredith F. Bone, MD, MSCI

Margaret Parker, MD, MCCM, speaks with Fran Balamuth, MD, PhD

Margaret Parker, MD, MCCM, speaks with James Thomas, MD

Margaret Parker, MD, MCCM, speaks with George P. Liao, MD and Charles S. Cox, MD

Margaret Parker, MD, MCCM, speaks with Guillaume Emeriaud, MD, PhD.

Margaret Parker, MD, MCCM, speaks with Andrea Wolfler, MD

Margaret Parker, MD, MCCM, speaks with Robert T. Mansfield, MD

Margaret Parker, MD, MCCM, speaks with Mirjana Cvetkovic, FRCA. Dr. Cvetkovic works as a Clinical Fellow at the Children's Acute Transport Service at Great Ormond Street Hospital in London and a Consultant Intensivist in Anesthesia at Leicester Hospital.

Margaret Parker, MD, MCCM, speaks with Steven L. Shein, MD, about the article, Effectiveness of Pharmacological Therapies for Intracranial Hypertension in Children With Severe Traumatic Brain Injury.

Margaret Parker, MD, MCCM, speaks with Mark C. Dugan, MD, about the article: Does Simulation Improve Recognition and Management of Pediatric Septic Shock, and If One Simulation Is Good, Is More Simulation Better?

Margaret Parker, MD, MCCM, speaks with Aaron C. Spicer, MD, MAS. Dr. Spicer completed a pediatric residency and critical care fellowship and now is a resident in the Department of Anesthesia, Critical Care, and Pain Medicine at the Massachusetts General Hospital in Boston, Massachusetts.

Margaret Parker, MD, MCCM, speaks with Scott L. Weiss, MD, MSCE, about the article, The Epidemiology of Hospital Death Following Pediatric Severe Sepsis: When, Why, and How Children With Sepsis Die, published in the September 2017 issue of Pediatric Critical Care Medicine.

Margaret Parker, MD, MCCM, speaks with Michael C. McCrory, MD, MS, about the article, Time of Admission to the PICU and Mortality, published in the October 2017 issue of Pediatric Critical Care Medicine.

Margaret Parker, MD, MCCM, speaks with Stefanie G. Ames, MD, about the article Hospital Variation in Risk-Adjusted Pediatric Sepsis Mortality, published in the May 2018 issue of Pediatric Critical Care Medicine.

Margaret M. Parker, MD, MCCM, and Lorry R. Frankel, MD, FCCM, discuss the updated pediatric critical care admission, discharge, and triage criteria and levels of care guidance published in the September 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

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.

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.

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.

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

Transferability of shares in a privately held company is governed by the Articles of Association, which is a document that lays down the rules and regulations.

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.

Police should have welfare systems similar to the ones implemented by the armed forces, says Delhi Police Commissioner SN Shrivastava.

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.

MUMBAI: Liquidity risk is increasing for Indian-based real-estate developers, as non-bank financial institutions (NBFI; including housing finance companies) are shying away from lending to the sector, said Fitch Ratings.Developers that rely on refinancing from NBFIs, particularly those with weak financial profiles, will be affected the most should conditions persist. The availability of unencumbered assets among large developers may be of limited use, as NBFIs are looking to shed their already-high exposure to the sector, especially to large borrowers.NBFIs have disproportionately increased their share of real-estate sector credit in the previous few years, owing to heightened risk aversion by banks; banks have been cutting exposure due to their own funding challenges that began in late 2018, which have become more acute in the previous few months; domestic bank exposures fell to 2.3% of loans in the financial year ending March 2019 from 2.8% in 2015-16.NBFIs are now also shying away from refinancing maturing debt of even large, proven developers to limit concentration risk to the sector. This is pushing developers towards alternative funding channels, such as private equity. The availability of such funding could be more limited than the value of maturing debt and may only be available to established developers with sufficient unpledged assets. It would also come at a higher cost. We believe banks may still consider exposure to quality real estate, but overall exposure continues to decline.Developers that are focused on high-end projects may face higher risk, as sales of such projects have slowed in the last two years. We believe these developers would be wary of taking sharp price corrections on unsold inventory to boost sales, except in extreme circumstances, as this could diminish the value of unsold inventory and weaken collateral cover for existing lenders.In addition, any boost in sales would be temporary. Meanwhile, developers with substantial exposure to affordable housing may still benefit from marginal access to lenders in light of healthy pre-sales growth, supported by India's substantial housing deficit and government incentives for buyers via the credit-linked subsidy scheme as well as for developers, including tax deductions and grant of infrastructure status, which entitles companies to some benefits and concessions.The government has announced measures to improve NBFI-sector liquidity, but their efficacy remains to be seen. For example, we believe the government's July 2019 announcement to provide a first-loss guarantee of 10% on securitised assets issued by NBFIs to banks could ease funding pressure for NBFIs in the short term. However, the provision refers only to financially sound issuers and there is a lack of clarity about the duration of the guarantee and the definition of what comprises a 'financially sound' entity. In addition, most of the actions by the authorities to alleviate the liquidity squeeze will benefit the largest and least risky NBFIs and is unlikely to address the pressure on the more property focused players.Defaults by two NBFIs - Infrastructure Leasing & Financial Services Ltd (IL&FS) in September 2018 and Dewan Housing Finance Corporation Ltd (DHFL) in June 2019 - have contributed to the sector-wide liquidity squeeze, as investors have become more risk averse. Banks' low appetite for lending to real-estate developers is evidenced by the usually high risk weights attached to such loans. These are due to developers' typically low credit ratings amid high leverage, making exposure to the sector an inefficient use of banks' already-limited capital.Substantial bank recapitalisation to increase lending capacity could benefit NBFIs as well as real-estate developers, subject to the banks' risk appetite. Although a structural improvement in NBFI asset books would take time. Nonetheless, even under better conditions we expect NBFI's to tighten credit standards, with developers facing funding pressure until there is a broader improvement in their operations, with better end-user demand and pricing support.

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.

The RBI announced a host of measures today aimed at increasing liquidity in the economy.

To get the benefit of the voice banking offering, customers need to download the Alexa / Google Assistant and link their ICICI Bank account through a secure two-factor authentication process.

The tax and revenue department in Washington DC has added a 5.75% sales tax on all clubs, centres or gyms run for the purpose of physical exercise.

Do not deny the possibility of losing the job, or being furloughed briefly.

Stores of value are worthwhile only if they can step up and be useful when we need them. Not if they also lose value, freeze up, or get locked when you must access them. In other words, you should be able to liquidate your assets without difficulty should the need arise.

Liquidating assets to pay off debts is recommended only if you find it difficult to pay EMIs.

In India, Mumbai has emerged as the most expensive city for expatriates and was ranked 118 in the Index. Last year Mumbai was ranked 114th on the list.

Asked whether Indians are being targeted abroad, Overseas Indian Affairs Minister Vayalar Ravi said, "One cannot make such a general statement."

"During this period of volatility in other asset classes, a large number of PPB bank account holders are moving their savings into fixed deposits during the ongoing lockdown," stated Paytm Payments Bank.