铁线虫又一起？泰方：已开始调查_我的网站
A | 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.。
B | 王星今晚回国，25岁模特传出类似求助，泰方调查据总台记者得到的消息，中国籍男演员王某于今日（10日）晚间乘机返回中国，详细情况将继续跟进报道。此前泰国警方称，经初步调查确认中国籍男演员王星为人口贩运受害者。而针对王星事件后，模特杨泽琪家属发来的类似求助，泰国国家警察总署督察长塔查猜表示，已开始调查此案。泰国警方称，根据调查结果，王星收到工作邀约于本月3日入境泰国，乘坐“工作邀约方”安排的车辆从曼谷素万那普机场出发，途中拍摄了照片和地标并传给在中国的亲属。王星说，直到穿过河流进入缅甸乡村，发现环境非常简陋、没有娱乐设施，才意识到自己可能被骗了。类似求助传出泰国警方正在调查1月8日晚，25岁模特杨泽琪家人在社交平台求助，称杨泽琪于2024年12月20日在泰缅边境失联，与演员王星失联经历极度相似。据杨泽琪表姐在社交平台的表述，2024年12月8日，杨泽琪在微信通告群里看到剧组拍摄通告，并添加通告上的微信参与报名，也通过了视频面试试戏。
C | 2024年12月20日凌晨，杨泽琪在北京大兴机场乘坐VZ3719航班，于当地时间6时16分抵达曼谷素万那普机场，落地后乘坐剧组接机车辆离开机场。北京时间14时59分，杨泽琪换乘第二辆剧组安排的车辆，定位显示已经在泰缅边境。
D | 2024年12月21日，杨泽琪向朋友发出求救信息。随后杨泽琪就失联了，电话关机。
E | 12月29日杨泽琪与母亲打了视频通话报平安，视频中杨泽琪眼角有明显伤痕，本人状态也明显不对，随后电话再次关机失联。针对杨泽琪失联一事，目前国内警方已经介入，案件正在全力推进当中。据泰媒1月9日报道，泰国国家警察总署督察长塔查猜表示已开始调查此案。塔查猜提醒来泰的中国访客应警惕声称去邻国工作的邀约，尤其是经过泰国到邻近的第三国，以免落入诈骗集团手中。1月9日，泰国总理佩通坦在接受媒体采访时表示，要防范泰国成犯罪中转站。她说，中国籍男演员王星事件发生后，泰国需要加强并完善相关法律法规，严厉打击相关犯罪事件。泰国警方还原王星案始末：泰国警方7日公布如下时间线：事件发生前，王星通过微信群收到演员工作通知，决定前往泰国了解工作详情。1月2日晚上9时左右（泰国时间），他从中国上海浦东机场出发。1月3日凌晨2时左右（泰国时间），抵达曼谷素万那普机场。随后，他乘坐安排的车辆前往泰国猜纳府，约在早上7时左右（泰国时间）到达。
F | 约在早上9时左右（泰国时间），他途经甘烹碧府。约在上午10时34分（泰国时间），到达泰国达府湄索县。随后在上午11时左右（泰国时间），王星失去联系。
G | 经调查，王星在湄索县经历一次换车，警方并未发现他经过位于泰缅两国边境间的泰缅一号友谊大桥。
H | 接到中方求助后，泰方动用监控录像、电话记录等技术手段，追踪王星位置。案件调查进展较快是因为王星从素万那普机场出发后，中途基本没有停留，所乘车辆非常明确地直奔边境。△泰国国家警察总署 央视新闻报道配图泰国国家警察总署督察长 塔查猜：这使得我们的追踪工作可以非常迅速地展开。我们发现他越过边境的具体地点，随后找到司机，从而获得确切信息。
I | 但有些案件复杂性较高，比如中途换车、换人、改变方向等情况，追踪工作会变得更困难。警惕“出国务工”诈骗，反诈知识及时更新事件发生后，中国广播电视社会组织联合会演员委员会发布安全提示，表示关注到有多名演员被疑似诈骗组织以拍摄影视剧等工作为由骗至境外，人身和财产安全受到极大损害。提示演员及经纪公司在进行跨境工作之前应谨慎鉴别邀约方身份和工作性质，建议在签署工作合同之前向有关单位核实。如何避免落入“境外招工”陷阱？看到境外招工信息，首先可通过商务部官网查询相关派遣公司是否列入“国家对外劳务合作企业名录”，仅凭对方提供的表格资料，并不能证实公司的正规性。对外劳务合作企业的名单向社会公布，是可以查询到的。在商务部官方网站“机构设置”里面，选“合作司”，“在线查询”里面有“对外劳务合作企业名录”，点击第一个“企业名单”，所有合规的有经营资质的企业都在里面，是按照省来统计的。各国劳务派遣政策存在差异，具体求职政策可以通过相关国家大使馆或官方网站进行求证。任何旅游签证都不能等同于境外劳务签证，求职者需分清签证类型避免被蒙蔽。求职者应避免通过不知名网站和非官方注册的社交账号求职或缴费，谨慎提供个人信息。
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