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Top 10 worst 911 calls of the year

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Parking spot a bit of a squeeze? Got a bad haircut at a salon?

Every year, British Columbians call 911 for issues that are not emergencies, and this year was no different.

The top 10 worst calls of 2019 were released Monday by E-Comm, British Columbia’s largest emergency call centre.

“Although these calls may seem absurd at the surface, our call-takers must take the time to investigate each one to make sure there isn’t a real emergency,” said Jasmine Bradley, E-Comm corporate communications manager.

“That takes time away from helping those in crisis.”

Here is E-Comm’s list of the top 10 most ridiculous 911 calls for 2019

  1. To complain that a hotel parking spot was too small.
  2. To complain that a hair salon didn’t style their hair properly.
  3. To complain their neighbour was vacuuming late at night.
  4. Because they were upset the coin laundry machine didn’t have enough water.
  5. To inquire why traffic was so bad.
  6. To request police bring a shovel to dig their car out of the snow in front of their house.
  7. Because police are being “too loud” responding to an emergency.
  8. To get information about water restrictions.
  9. To report a broken ATM machine.
  10. Because a gas station wouldn’t let them use the washroom.

E-Comm, which deals with 99 per cent of the province’s 911 calls, handled more than 1.6 million calls in 2019.

“Sometimes, it feels like people may have forgotten that the reason to call 911 is to get help in a life or death situation,” said Chelsea Brent, the call taker who handled the call on the list about the small parking spot.

“I take a lot of 911 calls where, ‘I know this isn’t an emergency’ are the first words out of the caller’s mouth.”

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Canada Goose speeds up e-commerce spending, restricts manufacturing of new clothing as pandemic impact continues – The Globe and Mail

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Canada Goose jackets are stacked up at a factory in Toronto, on April 2, 2015.

Nathan Denette/The Canadian Press

Canada Goose Holdings Inc. is speeding up its investments in e-commerce, restricting its manufacturing of new clothing, and cutting back on new store openings, as the effects of the COVID-19 pandemic continue to affect its business.

The company reported on Tuesday that its first-quarter revenue plunged 63 per cent compared to the same period last year, to $26.1-million. In June, Canada Goose projected that sales this quarter would be “negligible” as it was forced to shut down its own stores, and wholesale shipments of its products to other retailers were frozen in the midst of widespread business closures.

Canada Goose’s net loss widened in the quarter ended June 28, to $50.1-million or 46 cents per share, compared to a net loss of $29.4-million or 27 cents a share in the same period last year.

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While 21 of Canada Goose’s 22 own stores have now reopened and performance is improving, the Toronto-based outerwear brand said on Tuesday that it also expects a “significant” decline in revenue in the second quarter. The company cut $90-million in costs in the first quarter.

As Canada Goose prepares for its busiest fall-winter selling season, it is speeding up investments in e-commerce improvements, including a “cross-border solution” to reach international customers in more countries.

“The online world is becoming increasingly important,” chief executive officer Dani Reiss said on a conference call to discuss the results on Tuesday.

Canada Goose is shifting its investments in new retail store openings to focus mostly on China, where the economy opened up earlier than in other parts of the world and shopping traffic has begun to recover. With more people around the world staying home rather than traveling this year, the company is hoping to serve Chinese shoppers closer to home rather than counting on its usual sales to Chinese tourists at its stores abroad. Canada Goose will double its store count in China this year with four new stores, and will open three in other markets in North America and Europe.

While Canada Goose has begun manufacturing jackets again, it plans to produce just one-third of the fall-winter goods it made in the same season last year, and is aiming to “significantly” cut back on its inventory by the end of this fiscal year.

The company is continuing to take a “brand-first” approach to its inventory, focusing on its direct-to-consumer sales through its website and its own stores, and expecting lower wholesale revenue this year. However, Mr. Reiss said on the call that the company has “enough inventory to chase orders as needed,” and that its wholesale business continues to be important. 

While many apparel companies cleared out inventory through online promotions over the spring and summer, Mr. Reiss said on the call that the danger of this strategy is that it could “dilute the value” of some products.

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“We’re a full-price brand,” he said. “Many brands became more promotional, and we did not.” 

Manufacturing products in Canada gives the company more flexibility to manage its inventory compared to other relying on offshore suppliers, chief executive officer Dani Reiss said in an interview with the Globe and Mail last month.

“We can react faster. If there’s a shift in demand, we’re able to make smaller runs of styles, closer to the season,” Mr. Reiss said. “We’re self-reliant, that’s the biggest thing. We’re not reliant on a third party to bring us goods.”

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Air Canada to launch revamped Aeroplan program in November – CBC.ca

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Air Canada is revamping its Aeroplan loyalty program in an effort to make it easier to use.

The airline says it will be an simple transition for Aeroplan members who will maintain the same account number, but go from earning miles to earning points in the new plan starting Nov. 8.

All Aeroplan miles will automatically be honoured under the new program on a one-to-one basis.

Among the other changes, additional airline surcharges, including fuel surcharges, on all flight rewards with Air Canada will be eliminated.

The airline says plan members will also be able to combine Aeroplan points with others in their household, for free.

Air Canada spun off Aeroplan as part of a restructuring of the airline, but then reacquired the loyalty program in 2019.

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Air Canada unveils new loyalty program that allows families to share benefits – Financial Post

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In addition, a more “integrated experience” will allow members to search and redeem flight rewards on Air Canada and its 35 partner airlines through its website or mobile app, the company said in Tuesday’s statement.

The Canadian carrier said it benchmarked perks of the new program — billed as the first such scheme “built for families, with points and benefits sharing” — against loyalty and frequent flyer programs from around the world, and also believes it offers “better value for Aeroplan credit card holders redeeming flights on Air Canada than the value provided by major Canadian bank travel programs.”

Air Canada has a long and convoluted history with its rewards program, first launched in 1984. Management of the program was spun off to a separate company in 2008 and the airline later announced plans to cut ties and launch its own rewards program in 2017. But in 2018, Air Canada instead bought Aeroplan back in partnership with two large Canadian banks, Toronto-Dominion Bank and Canadian Imperial Bank of Commerce, and Visa Canada. American Express Canada also has a credit card partnership with Air Canada and Aeroplan.

“Air Canada promised an outstanding new Aeroplan that would be among the best travel loyalty programs in the world, and we are fulfilling that promise,” Rovinescu said in Tuesday’s statement.

During the pandemic, Air Canada and its CEO have ruffled some feathers. The airline faced a backlash from some customers when it offered time-limited vouchers for non-refundable tickets on flights cancelled due to the pandemic, rather than cashing in tickets as some international airlines have done. The Montreal-based carrier ultimately offered vouchers that can be used without time restriction, and also offered to exchange tickets for Aeroplan rewards miles.

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