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一 |     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.。    用恰当的物种名称进行保护科普传播，讲好保护故事，具有典型性和代表性。摄影/葛玉修　　在2024年全国两会召开的时候，葛玉修发来他的两会建议。这个建议，是关于希望有关部门规范中国特有珍稀物种规范命名的，更确切地说，是希望通过给中华对角羚正名，来帮助提升中国物种保护的民族自信心和自豪感。　　2016年中国生物多样性保护与绿色发展基金会（简称绿会）创新推出了绿会保护地体系，葛玉修率先申请在青海湖畔创建设立中华对角羚保护地，成为中国绿会首批创建的保护地之一。　　中华对角羚是葛玉修为这一物种起的名字，而目前的名字普氏原羚是以一位沙俄军官的名字命名的。

二 | 葛玉修认为这个名称并不合理。保护地设立后，他在推动物种保护的同时，始终坚持对其更名。　　中华对角羚是中国特有种，曾广泛分布在内蒙古、宁夏、甘肃、青海等地，被当地人称为“黄羊”。在三年困难时期，国家遭遇大饥荒，人们通过猎捕黄羊，补充食物供给，挽救了无数人的性命，但该物种因此大量减少，到上世纪90年代，在青海湖周边仅存不足300只。摄影/葛玉修　　草场围栏的推广，也对中华对角羚造成了威胁。这些钢丝围栏自20世纪80年代引进后逐步在牧区推广应用，目的是控制家畜牧食活动、调节牧草供求平衡，促进退化草原植被恢复，并固定草原使用权。

三 | 围栏的高度一般在1.2~1.5米之间，大都带有刺丝，给野生动物迁移带来很大干扰。中华对角羚因跨越围栏勾挂致死的情况时有发生，围栏圈地也压缩了它们的觅食空间，影响了它们的自然活动和种群间基因交流，对包括中华对角羚在内的濒危野生物种的种群恢复带来了不利影响。　　保护地成立后，绿会联合中国科学院昆明动物研究所、志愿者和媒体开展了中华对角羚的研究与调研，包括向青海省政府有关部门发建议函，希望能调整围栏高度，减少围栏数量，不要使用刺网，保障中华对角羚安全迁移与觅食空间，其中仅葛玉修个人就先后给青海省政府递交了8份建议；加强中华对角羚基因采集与研究，在国际学术期刊《保护遗传资源》（Conservation     Genetics     Resources）发表科研论文；组织巡护，联合当地牧民加强中华对角羚巡护救助；开展公益宣讲，其中葛玉修在全国26个省区市演讲640余场，受众达30余万人。　　这些保护行动，收获了最直接的回报：现在，中华对角羚的数量已逐步恢复到3400多只。　　“情况在不断好转，青海省政府部门对中华对角羚的保护意识和保护力度也有了很大提升。

四 | ”葛玉修感谢各界积极努力的成效和有关方面对自己的认可，但他强调，目前还没到松一口气的时候，中华对角羚的种群危急状况依然亟待进一步缓解，“这也是我为什么想要提交这份两会建议的原因”。　　在葛玉修看来，中华对角羚从广泛分布到极度濒危，再到快速恢复，这个物种的每一种状态都与中华民族有着深刻的情感羁绊，因此更应该使用具有文化特色和物种特征的中文名称。

五 | “不一定要用我起的名字，有其他更好的建议，有关部门都可以考虑采纳。”　　葛玉修强调的更名，是有先例可循的。比如普氏裸鲤（即湟鱼），已经正式更名为青海湖裸鲤。中华对角羚的情况和青海湖裸鲤一样，都是中国本土特有的珍稀濒危种，使用更恰当的中文名称也是应有之义。

六 | 　　作为绿会中华对角羚保护地主任，葛玉修坚持呼吁，“用恰当的物种名称对其进行保护科普传播，讲好保护故事，具有典型性和代表性。”　　现在，以葛玉修为代表的绿会中华对角羚保护地，早已不局限在某一单独物种的保护层面，而是通过对核心物种的保护，带动更多人关注并热爱青海湖边美好的生态环境。这种热爱，是最富感染力的保护。

七 | 　　（作者工作单位系中国生物多样性保护与绿色发展基金会）　　来源：《小康》·中国小康网　　作者：王静　　校对：李旭颖　　审核：龚紫陌。

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