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BlackBerry's path from smartphone roadkill to smart car pioneer — with a brief detour into meme stock –



The obituary for BlackBerry as a smartphone pioneer has been written countless times before. But after pivoting its business away from devices and toward the software that powers them, reports of the company’s death are proving to be premature.

BlackBerry’s QNX software, which tracks real-time data for features like Google maps, GPS navigation, traffic monitoring and infotainment systems, is already embedded in millions of cars on the road today. 

And the company recently partnered with Amazon to create BlackBerry Ivy, a new cloud-based platform that takes things a step further into the realm of self-driving technology, collecting real-time data and making on-the-fly recommendations for everything from dangerous road conditions to the location of the nearest electric charging or gas stations.

“You can look at things like traffic congestion or offering new services to your customers, like being able to recommend where there’s an open parking space, based on where you’re at,” is how Sarah Tatsis, who heads up the program at BlackBerry, describes it.

Pinning hopes to an automotive future

The company has high hopes for the technology, but acknowledged it’s not perfect in a news release last week. In a blow to its stellar reputation for security, BlackBerry revealed that it had found a potential vulnerability in versions of QNX that came out prior to 2012.

While versions since then aren’t impacted and the company said it’s “not aware of any exploitation of this vulnerability,” it underscores just how important BlackBerry thinks the automotive industry is to its future.

While few drivers are likely aware of it, QNX is already installed in 195 million vehicles on the road today. That’s almost 100 times the number of vehicles Tesla has out there, providing similar data points to learn from and giving Canada’s fallen tech giant a leg up in the self-driving space.

WATCH | How BlackBerry got beat in the smartphone industry it created: 

BlackBerry’s smartphone demise

6 days ago

While the company’s tech was world class, BlackBerry ultimately got left behind in the smartphone space it invented. 1:06

“It’s a big advantage for BlackBerry to already be in close to 200 million smart vehicles right now,” independent technology journalist Pascal Forget said in an interview with CBC News.

“They have much more data points, much more data that they can use to improve their systems compared to Tesla.”

Forget says he doubts that being just one component under the hood of every smart car on the road is enough to bring the company back to its glory days, but he says it could at least mean a new lease on life.

Remember these? Early BlackBerry devices, then made by a tiny Canadian company called Research In Motion, were among the first internet-connected smartphones ever made. (BlackBerry)

Bumpy road back

CEO John Chen has helmed BlackBerry for eight years now, and his mission since day one has been to do exactly what they’re doing now: pivot away from the lost battle of handsets and toward the software that powers the gadgets of tomorrow.

That path has been a painful one, with several rounds of major layoffs that hit hard in the technology hub of Kitchener and Waterloo, Ont.

“It was definitely a challenging time and there was a lot of worry locally,” says Mike Kirkup, the company’s former head of developer relations.

WATCH | How BlackBerry created the next generation of Canadian tech stars: 

How BlackBerry built Canada’s tech sector

5 days ago

The booming technology sector of Kitchener and Waterloo is full of former BlackBerry workers who started off on their own. 1:45

While BlackBerry was losing people, Kirkup says there was a concerted effort to retain a lot of the company’s talent in the region. Because even as it was dying in smartphones, the company was giving birth to the next generation of high-flying tech stars.

Many ex-BlackBerry people went on to build their own startups, while others helped take existing tech companies to the next level.

The data surveillance company Magnet Forensics, for instance, mostly consists of former BlackBerry employees in its executive team, including CEO Adam Belsher and chairman Jim Balsillie, who cofounded BlackBerry with Mike Lazaridis in the early 1990s when it was known as Research in Motion.

Magnet Forensics, which helps law enforcement agencies fight cybercrime, went public in May with an IPO on the Toronto Stock Exchange that raised $115 million. Barely three months later, those shares have already tripled in value.

“I think that’s the understated or underrepresented story of the impact of what all those BlackBerry people are doing now: they’re scaling the next generation of companies with a level of experience and global knowledge that very few people would’ve had before,” Kirkup said.

Mike Kirkup, the company’s former head of developer relations, says former BlackBerry workers have created the next generation of tech startups in Kitchener-Waterloo, Ont. (Philippe De Montigny/CBC)

Meme stock treatment

While the name doesn’t have the cachet it once did, BlackBerry’s penchant for having world-leading tech was a factor in shares of the company going on a run earlier this year.

The stock price hit a nine-year high in January after news of the smart-car deal with Amazon landed, but a lot of the hype came from BlackBerry’s sudden status as a “meme stock” — a company retail investors pile money into, often confounding analysts who have a more intimate knowledge of the company’s financial prospects.

Robert Tétrault, portfolio manager at Canaccord Genuity in Winnipeg, says BlackBerry owes its run to the “GameStop phenomenon,” where online investor forums would co-ordinate to drive trades and pump up the value of certain stocks.

“It was all about sticking it to the institutions, sticking it to Wall Street. And pumping up a stock that they believed could grow.”

While that rally mostly fizzled, BlackBerry’s brief time as a meme stock speaks to how investors think the company has some valuable tech under the hood. 

Regardless of that hype, turning high-tech driving software into actual profits will be where the rubber meets the road for the company.

“Redditors are focused on the next big thing and earnings are less important. But at the end of the day, a stock will be a reflection of its potential future earnings regardless of what happens online,” Tétrault said.

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28 Percent Of Gulf Of Mexico Oil Production Still Offline Following Ida –



28 Percent Of Gulf Of Mexico Oil Production Still Offline Following Ida |

Julianne Geiger

Julianne Geiger

Julianne Geiger is a veteran editor, writer and researcher for, and a member of the Creative Professionals Networking Group.

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Crude oil production in the United States had fallen sharply over the last two weeks in the wake of Hurricane Ida, but production for the next reporting period is on track to be down as well, as 28% of all crude oil production in the Gulf of Mexico still remains shut-in after the hurricane.

Meanwhile, WTI prices have risen from $69.21 per barrel as the hurricane hit, to $72.62 today—a nearly 5% rise.

Initially, the hurricane wiped out nearly all of the oil production in the Gulf of Mexico. Today—weeks later—28.24% of Gulf of Mexico oil production is still shut in, according to BSEE, along with 39.4% of all gas production on the Gulf. 

For oil, this is still more than 500,000 bpd shut in.

According to the EIA, US oil production fell from 11.5 million bpd before the hurricane to 10 million bpd for week ending September 3. Production rose a mere 100,000 bpd in the next week, ending September 10. But the next reporting period, which ends tomorrow, will also be depressed, with half a million barrels per day still offline as of Thursday.

As for when production should be back in full swing, the Energy Department anticipates that this won’t be until October—with refinery resumption taking even longer.

The supply problems are creating upward pressure on oil prices, which until very recently were concerned more with demand problems due to the coronavirus pandemic—and this fear of a lack of demand has dogged oil prices for over a year.

It seems, however, that Hurricane Ida has cured that problem for the industry—at least for now.

According to the IEA, oil supplies won’t be high enough until early next year to replenish what has recently been depleted.

By Julianne Geiger for

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Opinion: Activist shareholder's bid to oust CN Rail executive, board members is misguided – The Globe and Mail



Founder of TCI Fund Management and activist investor Christopher Hohn is ramping up a bid to oust Canadian National Railway’s executive after the company’s failed acquisition of Kansas City Southern Railway.

Darryl Dyck/The Associated Press

Imagine for a moment that activist investor Christopher Hohn owned the Montreal Canadiens.

Picture the billionaire British founder of TCI Fund Management telling hockey fans he is firing the Habs’ general manager and coach, and sending the NHL team’s three best players to the Calgary Flames. And Mr. Hohn also owns the Flames.

That’s the sort of misalignment that exists with fellow shareholders in Canadian National Railway Co. as Mr. Hohn presses ahead with a proxy fight at the Montreal-based railway.

TCI owns 5.2 per cent of CN Rail. TCI also owns eight per cent of Calgary-based Canadian Pacific Railway Ltd.

Over the past four months, Mr. Hohn steadily ramped up a campaign against CN executives. He wanted them to end the pursuit of Kansas City Southern (KCS), the U.S. railway that ranks as the corporate equivalent of the Canadiens’ Hall of Fame goalie and two young forwards who lit it up in last year’s Stanley Cup run. Mr. Hohn now wants four of 14 directors replaced, including chair Robert Pace, and chief executive Jean-Jacques Ruest ousted.

Mr. Hohn’s approach since May effectively has conceded KCS and its coveted southwestern U.S. and Mexican network to CP Rail.

The fact that Mr. Hohn has two horses in the race for KCS, one of which is his clear favourite, means his goals differ from those of fellow CN Rail shareholders. His bare-knuckles approach to such fights has been labelled as “poison,” and Mr. Hohn has been compared to a “locust” by executives at past targets, which include Deutsche Boerse and railway CSX Corp.

Activist investor TCI turns up heat on CN Rail, proposes slate of directors

Kansas City Southern formally scraps CN takeover agreement, backs rival CP offer

Mr. Hohn makes two arguments to support TCI’s activist campaign. In letters and presentations to the CN Rail board, he showed the railway’s results lag those of rivals. Mr. Hohn also said: “The bid for KCS exposed a basic misunderstanding of the railroad industry and regulatory environment.”

The first point is true. For a number of reasons, some outside the railway’s control, CN Rail currently trails other North American railways in efficiency. However, CN Rail executives have made it clear they are on top of the problems. Operations are going to improve, no matter who is on the board.

Mr. Hohn’s second argument is self-serving nonsense. If anything, the CN Rail board and CEO should have been canned if they lost their nerve and failed to take a shot at KCS, the smallest of North America’s seven large railways, and the player with the strongest growth prospects.

For two decades, U.S. regulators at the Surface Transportation Board (STB) made it clear that any consolidation among major railways would face intense scrutiny on competition concerns. In March, when CP Rail kicked off the battle for KCS by striking a friendly, US$29-billion deal, it was universally acknowledged that if the STB was going to approve any takeover, KCS would be the target and no further deals were likely.

KCS represented a once-in-a-generation opportunity to build a network that seamlessly links Mexico’s industrial and agricultural centers to U.S. and Canadian markets. In April, CN Rail tabled a richer offer, and for a few weeks, seemed likely to win KCS.

In early July, U.S. President Joe Biden effectively changed the rules of the takeover game by signing an executive order aimed at limiting corporate concentration across all sectors. The next month, the STB nixed a key element of CN Rail’s takeover strategy on competition issues, while CP Rail raised its offer.

With CP Rail now poised to win KCS – the STB still needs to give final approval – consider what CN Rail accomplished.

Mr. Ruest came close to building the dominant player in an industry that rewards scale. He saw the landscape shift mid-deal, yet still will walk away with US$1.4-billion in termination fees – a hefty consolation prize – and the satisfaction of forcing an arch rival to pay more on an acquisition.

It’s not the outcome CN Rail’s CEO wanted. However, it’s no reason to replace Mr. Ruest and four directors. Unless you are TCI’s Chris Hohn, and your nose is out of joint because the Montreal team ignored your advice, and the Calgary team had to pay a higher price to win the prize.

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Summer travel surge has WestJet and Air Canada asking for volunteer help –



A surge in summer travel across the country has forced Canada’s two biggest airlines to ask staff to help volunteer at airports to overcome staffing challenges — a move that is creating pushback from unions.

In an email to all employees, WestJet described how the rapid growth in passenger numbers is causing operational problems at several airports, including its flagship airport in Calgary.

The “growing pains of recovery requires all-hands-on-deck,” read the message, which included an open call for any staff members to sign up to volunteer to help guests requiring wheelchair assistance at the Calgary International Airport.

Meanwhile, Air Canada has needed extra personnel at Toronto’s Pearson airport since “airport partners are stretched beyond their capacity, which led to significant flight cancellations and missed connections,” read an internal memo.

In late August and early September, air passenger traffic reached its highest point since the pandemic began. The increase in business is critical to the aviation industry, which was devastated early on in the crisis as many countries restricted international travel.

The industry is not immune to the staffing challenges faced by many sectors as lockdowns started to lift; airlines continue to cope with changing government restrictions, while also following a variety of COVID-19 protocols at domestic and international airports.

In the U.S., American Airlines and Delta Air Lines also asked staff to volunteer at airports this summer.

At Toronto’s Pearson, the international arrival process can take up to three hours, as passengers are screened by Canada Border Services Agency and Public Health Agency of Canada agents, collect bags and possibly take a COVID-19 test.

“As the technology for sharing and displaying vaccine documents improves, passengers become more comfortable with the new process and vaccine-driven changes in border protections take effect, we hope to see further improvement in wait-time conditions in the terminals,” a Pearson spokesperson said in an email statement, which highlighted other steps to reduce delays.

Union objections

But several unions have advised their members to avoid volunteering for a variety of reasons.

CUPE, which represents flight attendants at WestJet, declined to comment. However, in a letter, it told members that “the company is imploring you to provide free, volunteer and zero-cost labour. THIS IS UNACCEPTABLE.”

The Air Line Pilots Association, which represents WestJet’s pilots, also declined to comment. But in a message to members, it highlighted how “if you are injured doing this work, you may not be covered by our disability insurer.”

Unifor, which represents customer service agents at both of Canada’s major airlines, said its members were upset about the call for volunteers and the union wasn’t happy that there wasn’t any advanced warning or conversation.

“Take a group of workers that is already very stressed by the kind of operation that’s going on, the quantity of passengers, the amount of extra processes that are in place because of COVID in order to travel — and then adding these pieces on is not helpful,” said Leslie Dias, Unifor’s director of airlines.

During the pandemic, WestJet decided to outsource the work of guest-service agents, who would help passengers that require wheelchairs, assist with check-in kiosks and co-ordinate lineups.

But the contractor is struggling to provide enough workers, said Dias, and that’s why there was a call for volunteers.

After flying more than 700 flights daily in 2019, WestJet flew as few as 30 some days during the pandemic. Currently, there are more than 400 flights each day.

“WestJet, as is the case across Canada and across many industries, faces continued issues due to labour hiring challenges as a result of COVID-19,” said spokesperson Morgan Bell in an emailed statement.

“As WestJet looks ahead to recovery, we continue to work toward actively recalling and hiring company-wide, with the current expectation we will reach 9,000 fully trained WestJetters by the end of the year, which is more than twice as many WestJetters as we had at our lowest point in the pandemic some five months ago,” she said.

Air Canada said it only asked salaried management to help volunteer at Pearson airport. 

Unifor said the airline was short of workers because the company didn’t have enough training capacity to accommodate recalled employees and couldn’t arrange restricted-area passes on time.

Thousands of airline workers lost their jobs, were furloughed or faced wage reductions last year, although the carriers are bringing back workers as travel activity increases.

Officials at Toronto’s Pearson airport say they are trying to reduce delays and wait times by bringing back the international-to-domestic connection process, which helps some arriving international passengers that are connecting onward in Canada to complete the customs process faster and go directly to their next flight. (Evan Mitsui/CBC)

Returning staff

At WestJet, its customer service agents have been recalled, according to Unifor. Many employees in other positions, though, remain out of work, including about 500 furloughed pilots.

Air Canada said it has been continually recalling employees since last spring, including more than 5,000 in July and August.

Asking for volunteers is an “unusual” occurrence in the industry, said Rick Erickson, an independent airline analyst based in Calgary. But he said it’s not surprising since cutting a workforce is much easier than building it back up.

Airlines have to retrain staff, secure valid certification and security passes, and find new hires as well.

Erickson said he even spotted WestJet CEO Ed Sims helping at the check-in counter in Calgary in recent weeks, as passenger activity was at its peak so far this year.

“This has been the most challenging time, honestly, in civil aviation history; we’ve never, ever seen anything approaching 90 per cent of your revenues drying up,” said Erickson, noting that airlines still have to watch their finances closely.

WestJet CEO Ed Sims is shown at the airline’s headquarters in Calgary. He’s been helping at the check-in counter at the Calgary airport in recent weeks. (Kyle Bakx/CBC)

Asking employees to volunteer isn’t illegal, but it does raise some questions, said Sarah Coderre, a labour lawyer with Bow River Law LLP in Calgary. 

“Whether or not it’s fair, and the sort of position it puts the employees in, if they choose not to volunteer, that would be concerning for me from a legal standpoint,” said Coderre.

Air Canada is currently operating at about 35 to 40 per cent of its 2019 flying capacity, but said one bright spot on the horizon is bookings for winter getaways toward the end of this year and the beginning of 2022.

“When looking to the sun leisure markets, we are very optimistic about our recovery,” a spokesperson said by email. “We are currently observing demand growth that is above 2019 levels.”

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