President Donald Trump issued an order Friday that seeks to force General Motors to produce ventilators for coronavirus patients under the Defense Production Act.
Trump said negotiations with General Motors had been productive, “but our fight against the virus is too urgent to allow the give-and-take of the contracting process to continue to run its normal course.”
Trump said “GM was wasting time” and that his actions will help ensure the quick production of ventilators that will save American lives.
Previously Trump has been reluctant to use the act to force businesses to contribute to the coronavirus fight, and wasn’t clear what triggered his order against GM.
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The Detroit automaker is among the farthest along among U.S. companies trying to repurpose factories to build ventilators. It’s working with Ventec Life Systems, a small Seattle-area ventilator maker to increase the company’s production and will use a GM auto electronics plant in Kokomo, Indiana, to make the machines.
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The company said Friday it could build 10,000 ventilators per month starting in April with potential to make even more.
Trump said the United States would produce 100,000 ventilators in 100 days and said he had named White House aide Peter Navarro as the coordinator of the Defense Production Act.
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“We’re going to make a lot of ventilators,” Trump said, pledging to take care of U.S. needs while also helping other countries.
After Trump invoked the act, GM said in a statement that it has been working around the clock for more than a week with Ventec and parts suppliers to build more ventilators. The company said its commitment to build Ventec’s ventilators “has never wavered.”
Trump said from the Oval Office that the government thought it had a deal for 40,000 ventilators but GM cut the number to 6,000 and talked about a higher price than previously discussed.
“I didn’t like it,” he said. “So we did activate it with respect to General Motors. And hopefully, maybe we won’t even need the full activation. We’ll find out, but we need the ventilators.”
GM said it is offering resources to Ventec “at cost.” And Ventec, not GM, is talking with the government. The only changes Ventec has made have been at the government’s request, said Chris Brooks, the company’s chief strategy officer. GM would merely be a contract manufacturer for Ventec, he said.
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Ventec ventilators, which are portable and can handle intensive care patients, cost about $18,000 each, Brooks said. That’s much cheaper than the more sophisticated ventilators used by hospitals that can cost up to $50,000, he said.
The Federal Emergency Management Agency has made multiple requests since Sunday for estimates of how many ventilators it can build at what price, and has not settled on any numbers, according to Brooks. That could slow Ventec’s efforts to ramp up production because it doesn’t know how many breathing machines it must build, he said.
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Coronavirus outbreak: NY governor says the greatest challenge is to provide ventilators for COVID-19 patients
Trump’s action came just after a series of tweets attacking GM and CEO Mary Barra. The president also cajoled Ford to build ventilators fast. Ford responded that it’s “pulling out all the stops.”
It was a dramatic shift in tone from the night before, when the president told Fox News that pleas by hospitals for more ventilators are exaggerated.
Trump questioned whether the number of ventilators requested by hospitals was exaggerated: “I have a feeling that a lot of the numbers that are being said in some areas are just bigger than they’re going to be,” he said.
“I don’t believe you need 40,000 or 30,000 ventilators,” he continued. “You know, you’re going to major hospitals sometimes, they’ll have two ventilators. And now, all of a sudden, they’re saying, ‘can we order 30,000 ventilators?’”
Experts say that no matter how many ventilators that companies can crank out, it may not be enough to cover the entire need, and it may not come in time to help areas now being hit hard with critical virus cases.
At present, U.S. hospitals have roughly 65,000 ventilators that are fully capable of treating severe coronavirus patients. They could cobble together about 170,000, including some simpler versions that won’t work in all cases, said Dr. Lewis Rubinson, chief medical officer at Morristown Medical Center in New Jersey and lead author of a 2010 medical journal article on the matter.
In February, Dr. James Lawler, an associate professor and infectious disease specialist at the University of Nebraska Medical Center, estimated that 960,000 people in the U.S. will need to be on ventilators.
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Rubinson said it’s unlikely the U.S. would need that many ventilators at the same time, estimating it will need more like 300,000 fairly quickly. If social distancing works, people will get sick at different times, allowing hospitals to use ventilators on multiple patients.
In the most severe cases, the coronavirus damages healthy tissue in the lungs, making it hard for them to deliver oxygen to the blood. Pneumonia can develop, along with a more severe and potentially deadly condition called acute respiratory distress syndrome, which can damage other organs.
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New York Gov. Andrew Cuomo has been pleading for 30,000 more ventilators to handle an expected surge in critical virus patients during the next three weeks.
U.S. Rep. Debbie Dingell, a Michigan Democrat, said her state is facing a critical need for ventilators. Michigan has gone from three coronavirus deaths a week ago to a total of 92 on Friday.
“I think we need to let the scientists and the doctors tell us what we need and not people without medical degrees or the background,” she said.
Kevin Freking in Washington and David Koenig in Dallas contributed to this story.
MONTREAL – Travel company Transat AT Inc. reported a loss in its latest quarter compared with a profit a year earlier as its revenue edged lower.
The parent company of Air Transat says it lost $39.9 million or $1.03 per diluted share in its quarter ended July 31.
The result compared with a profit of $57.3 million or $1.49 per diluted share a year earlier.
Revenue in what was the company’s third quarter totalled $736.2 million, down from $746.3 million in the same quarter last year.
On an adjusted basis, Transat says it lost $1.10 per share in its latest quarter compared with an adjusted profit of $1.10 per share a year earlier.
Transat chief executive Annick Guérard says demand for leisure travel remains healthy, as evidenced by higher traffic, but consumers are increasingly price conscious given the current economic uncertainty.
This report by The Canadian Press was first published Sept. 12, 2024.
Dollarama Inc.’s food aisles may have expanded far beyond sweet treats or piles of gum by the checkout counter in recent years, but its chief executive maintains his company is “not in the grocery business,” even if it’s keeping an eye on the sector.
“It’s just one small part of our store,” Neil Rossy told analysts on a Wednesday call, where he was questioned about the company’s food merchandise and rivals playing in the same space.
“We will keep an eye on all retailers — like all retailers keep an eye on us — to make sure that we’re competitive and we understand what’s out there.”
Over the last decade and as consumers have more recently sought deals, Dollarama’s food merchandise has expanded to include bread and pantry staples like cereal, rice and pasta sold at prices on par or below supermarkets.
However, the competition in the discount segment of the market Dollarama operates in intensified recently when the country’s biggest grocery chain began piloting a new ultra-discount store.
The No Name stores being tested by Loblaw Cos. Ltd. in Windsor, St. Catharines and Brockville, Ont., are billed as 20 per cent cheaper than discount retail competitors including No Frills. The grocery giant is able to offer such cost savings by relying on a smaller store footprint, fewer chilled products and a hearty range of No Name merchandise.
Though Rossy brushed off notions that his company is a supermarket challenger, grocers aren’t off his radar.
“All retailers in Canada are realistic about the fact that everyone is everyone’s competition on any given item or category,” he said.
Rossy declined to reveal how much of the chain’s sales would overlap with Loblaw or the food category, arguing the vast variety of items Dollarama sells is its strength rather than its grocery products alone.
“What makes Dollarama Dollarama is a very wide assortment of different departments that somewhat represent the old five-and-dime local convenience store,” he said.
The breadth of Dollarama’s offerings helped carry the company to a second-quarter profit of $285.9 million, up from $245.8 million in the same quarter last year as its sales rose 7.4 per cent.
The retailer said Wednesday the profit amounted to $1.02 per diluted share for the 13-week period ended July 28, up from 86 cents per diluted share a year earlier.
The period the quarter covers includes the start of summer, when Rossy said the weather was “terrible.”
“The weather got slightly better towards the end of the summer and our sales certainly increased, but not enough to make up for the season’s horrible start,” he said.
Sales totalled $1.56 billion for the quarter, up from $1.46 billion in the same quarter last year.
Comparable store sales, a key metric for retailers, increased 4.7 per cent, while the average transaction was down2.2 per cent and traffic was up seven per cent, RBC analyst Irene Nattel pointed out.
She told investors in a note that the numbers reflect “solid demand as cautious consumers focus on core consumables and everyday essentials.”
Analysts have attributed such behaviour to interest rates that have been slow to drop and high prices of key consumer goods, which are weighing on household budgets.
To cope, many Canadians have spent more time seeking deals, trading down to more affordable brands and forgoing small luxuries they would treat themselves to in better economic times.
“When people feel squeezed, they tend to shy away from discretionary, focus on the basics,” Rossy said. “When people are feeling good about their wallet, they tend to be more lax about the basics and more willing to spend on discretionary.”
The current economic situation has drawn in not just the average Canadian looking to save a buck or two, but also wealthier consumers.
“When the entire economy is feeling slightly squeezed, we get more consumers who might not have to or want to shop at a Dollarama generally or who enjoy shopping at a Dollarama but have the luxury of not having to worry about the price in some other store that they happen to be standing in that has those goods,” Rossy said.
“Well, when times are tougher, they’ll consider the extra five minutes to go to the store next door.”
This report by The Canadian Press was first published Sept. 11, 2024.
TORONTO – The U.S. Consumer Financial Protection Bureau has ordered TD Bank Group to pay US$28 million for repeatedly sharing inaccurate, negative information about its customers to consumer reporting companies.
The agency says TD has to pay US$7.76 million in total to tens of thousands of victims of its illegal actions, along with a US$20 million civil penalty.
It says TD shared information that contained systemic errors about credit card and bank deposit accounts to consumer reporting companies, which can include credit reports as well as screening reports for tenants and employees and other background checks.
CFPB director Rohit Chopra says in a statement that TD threatened the consumer reports of customers with fraudulent information then “barely lifted a finger to fix it,” and that regulators will need to “focus major attention” on TD Bank to change its course.
TD says in a statement it self-identified these issues and proactively worked to improve its practices, and that it is committed to delivering on its responsibilities to its customers.
The bank also faces scrutiny in the U.S. over its anti-money laundering program where it expects to pay more than US$3 billion in monetary penalties to resolve.
This report by The Canadian Press was first published Sept. 11, 2024.
