Our rivers have been contaminated with medications for years. The EU has a solution: let the pharmaceutical companies pay

When we read that one of the great environmental challenges of our time is the state of our rivers, our imagination travels directly to the fecal waterindustrial pollution or, lately, microplastics. In what we don’t usually think It’s in the medications. But the problem is real and the European Union is determined to solve it. How can medications ‘contaminate’? Drugs (whether for medical or veterinary use) have a very long life after consumption. And, inevitably, a good part of the medications end up being expelled from the body and entering wastewater. From there, despite the efforts of treatment systems, they reach rivers, lakes and seas. An increasingly solid scientific consensus. Although it is difficult to get a complete idea of ​​the impact of this type of pollution on the environment, the investigations that are appearing They make it clear that it is very far from being an anecdote. In fact, at least 631 pharmaceutical substances (human or veterinary) have been found in more than 71 countries on five continents. Many of them, at levels higher than those considered safe. In 2022, the CSIC analyzed 258 rivers and, after cataloging the Manzanares River as “the most contaminated by drugs in Europe”, warned that we were in the face of “a global threat to the environment and human health.” “Global threat (…) to human health”? Are we not exaggerating? In the case of antibiotics, to use an example we are all familiar with, this is clearly seen. We have been warning for years that the abuse of these medications leads to the emergence of multiresistant bacteria. That’s true on the consumption part, yes; but also in the part in which enormous quantities of them are dumped into nature every year (with the problems that this causes for ecosystems and the risks that it poses). Why is this news now? Because the European Union wants to take action on the matter and, as Oriol Güell explainsis introducing a whole new battery of measures in the renewed Directive on Urban Wastewater Treatment. The goal is to “reduce the compounds discharged into the environment by more than 80%”; the environment, the introduction of a whole series of “quaternary treatments” (ozone, activated carbon, new membranes, etc…) in the treatment systems. The problem? that the EU wants them to pay the affected industries: above all, pharmaceuticals and cosmetics. An idea that the sector has not liked. As expected, the application of the “polluter pays” principle in these terms has not pleased the sectors involved. Above all, because of the costs. According to the employers’ associations of both sectors, the application of the European directive would lead to an increase of about 500 million euros in Spain alone. And, beyond the expected conflicts between companies and administration, it is true that the movement is paradoxical. Not because it is not reasonable to charge the costs of water treatment to those who produce them; but because just a couple of years ago, Europe announced its intention to bet on having drug factories on the continent (and thus reduce its dependence on international supply lines). Towards a culture of responsible drug use. Be that as it may, in the end we always return to the same thing: the drug industry is heading straight into a very complex crisis in which health, economic, environmental and cultural issues intermingle so as not to lead us to a dead end. One in which we risk our health, the future and our lives. Image | manuel mv | Joshua Goge In Xataka | The Ozempic boom is so big that US pharmacies have decided to do something unusual: start manufacturing it themselves

Almost all big technology companies have failed in China. Not an unknown Indian company: InMobi

Today, there are few global Internet companies that have managed to prosper in China. The Google search engine and other products from the American giant were no longer available in this Asian market more than a decade ago. amidst controversies over content censorship. Something similar happened with platforms like FacebookX (Twitter) and Amazon. However, InMobi has managed to make its way where many others have failed. It is an Indian company that operates at both ends of the advertising ecosystem. Advertising agencies and brands turn to it to help their ads reach mobile device users. Developers, for their part, monetize their applications and games by facilitating the integration of ads managed by InMobiwhich also collects data to refine its products. How to conquer the second largest mobile advertising market in the world Founded in 2007 in Bangalore, from the beginning it aimed to go beyond its country of origin because a large part of Indians still used basic mobile devices. The main markets of its business niche were in United States and China, scenario that hasn’t changed much since then. So he decided to bet first on the North American country and then for the Asian. After obtaining millions of dollars of financing backed by SoftBankInMobi decided to directly enter the world’s second largest advertising market in 2012. The Indian company not only aimed to offer advertising services for local clients, but also to become a bridge for US clients looking to have a presence in China. The company picked it up in a study published a year later of its arrival on the market. understand the Chinese cultural characteristics and the specific reasons driving user behavior was key to the business. InMobi grew steadily over the years until reaching the profitability of its global business in 2017. By the time it reached that milestone, its revenue in China had grown 15 times over the previous three years. InMobi quickly became the largest independent mobile advertising platform in the world. In 2017, this firm’s advertising network reached between 80% and 90% of Chinese smartphones. The service offering allowed clients to place advertising in more than 37,000 applications, reaching some of the most famous in the country. According to Jessie YangCEO of InMobi China, many foreign players failed in the Chinese market because They did not act quickly enough to adapt. On the contrary, his company outlined a plan according to the needs of the Asian market and did not hesitate to be completely flexible to adjust it along the way. One of the phrases that usually accompanies their press releases is “Think from the user’s point of view”. InMobi’s philosophy repeats: “Think from the user’s point of view.” InMobi’s success in China has given rise to numerous analyzes of the keys to its achievement. Some of them rescue very interesting elements. For example, the company was able to understand the Chinese market. To achieve this, he hired local staff, including Jessie Yang, who had worked at a reputable consulting firm. He also carefully studied the Chinese market, identifying trends and trying to stay one step ahead. At first he took advantage of his presence in other countries such as the United States to work alongside Chinese giants like Tencentthe creators of WeChatto get clients in international markets. Last but not least, he cultivated local partners. China has very strict rules for foreign companies that want to operate within its borders. But tell it to Blizzard and its tense relationship with NetEase. InMobi worked to have good synergy with local firms such as FuguMobile. Once its reputation was established, InMobi began working with large American companies such as Microsoft. Why other foreign companies have failed in China After learning about InMobi’s achievement in China, the question arises why other foreign companies They have not had the same fortune. Some of the reasons have been made evident in the previous paragraphs, but let’s delve a little deeper into this aspect taking into account the very interesting analysis which former Silicon Valley Bank CEO Ken Wilcox did a while back. Launching into the Chinese market without a local partner is practically a leap into the void. No matter how big the corporation is that dares such a feat, the most common thing is to choose to set up a joint venture. And it is precisely here where the first great challenge appears. Companies usually have different final objectives, which ends up generating conflicts and, in many cases, failure. Another great challenge is the cultural barrier, and especially the concept of “guanxi”. This system, based on building personal relationships through trust and mutual obligations, is key in Chinese business. For foreign companies that do not master this dynamic, moving in this field is complicated, especially when some practices may seem directly inappropriate from a Western prism. The Chinese regulatory environment is often another problem, and one of the main reasons why foreign companies need local partners. It depends on the type of business, but companies typically need a variety of licenses to operate, plus they must submit regular reports to regulators, which adds an additional operational burden. Finally, companies must coexist with the constant presence of Chinese Communist Partywhich has considerable control of the businesses carried out in the country. Wilcox explains that Western companies are not usually used to this type of dynamic. Images | InMobi | David Veksler | Alejandro Luengo | HaziiDozen In Xataka | China investigates whether the US CHIPS law harms its companies: the mature semiconductor market is at stake

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