Floods, droughts and major storms that wash out highways, damage buildings and affect power grids could cost Canada’s economy $139 billion over the next 30 years, a new climate-based analysis predicts.
The report, titled Aquanomics, was published Monday by GHD, a global engineering and architecture services firm.
In an interview with CBC News, the firm’s Canadian water lead Don Holland said that the value of water and the costs associated with it are underacknowledged.
“I think we all know it’s important,” Holland said. “We need it to thrive and survive, but it could be also one of those things [that can] wipe communities out.”
He added that the impact on the Canadian economy is $139 billion spread out over five different market segments.
“I’ve heard this numerous times: We experience climate change through the lens of water,” Holland said. “Either we have too much water or not enough. But really, when we talk about climate change, we experience it through water.”
GHD’s Canadian water lead Don Holland said there are lots of reports that count up insured losses and physical damage after major events like last fall’s atmospheric river in British Columbia. Drought is often seen as only a real risk to agriculture, but extreme drought have more dire consequences. (Charlotte Wasylik)
He pointed to the 2021 B.C. floods, which for a time cut off rail and highway links between the country’s biggest port in Vancouver and the rest of Canada. The disruption stressed supply chains already hampered by COVID-19, raising prices, slowing production in factories that couldn’t get parts and leaving some grocery store shelves empty.
The report predicts manufacturing and distribution will take the biggest hit from water-related climate disasters between now and 2050 — an estimated $64 billion in losses, or about 0.2 per cent of the total manufacturing economy a year.
While droughts can restrict industrial production, floods and storms cause direct damage to buildings and machinery, or take out power supplies, forcing factories into silence.
The derecho wind storm that ripped across southern and eastern Ontario in May damaged the power grid in Ottawa so badly, parts of the city were without electricity for more than two weeks.
Roy Brouwer, the executive director of the Water Institute and a professor of economics at University of Waterloo, said that the report was a call to action. He added that he does not work with the economic model that GHD used in their methodology and was unfamiliar with it.
Much of the Canadian industry is dependent on water. Reduced availalability will have “significant impacts,” he said.
“It’s very important to understand that there are both direct and indirect economic impacts,” he said. “It’s often these indirect impacts that we lose track of.”
Retail, banking, energy, agriculture among most affected sectors
Drought is often seen as only a real risk to agriculture, but extreme drought can be much wider-reaching. In Europe, near-record lows on the Rhine River might halt marine traffic along Europe’s most important shipping lane, which links major ports in Belgium and the Netherlands to Germany and Switzerland.
Last week in China, a massive heat wave prompted the government to force some factories to close to ration power as low river levels cut power output at hydroelectric dams.
Governments in California, Nevada, Utah and other parts of the western United States are enforcing water rationing in the midst of what some call the worst drought in more than a millennium.
Lake Mead, the biggest reservoir in the United States, is down to one-quarter of its capacity, with macabre results: at least five bodies have been located as the water receded, some of them believed to have drowned or been killed and left in the lake decades ago.
Retail and fast-moving consumer goods — heavily reliant on water-related infrastructure, and extremely exposed in the event of damage to supply routes — will be the second-most affected economic sector, with losses estimated to be around $26 billion between 2022 and 2050.
Water risk in the banking and insurance sector follow with $21 billion in estimated losses, primarily because of disruptions to productivity and economic activity, as well as bigger insurance payouts.
Energy and utilities will face an estimated $14 billion in losses, either through direct damage to power grids and production plants, or reductions in power output at hydro dams and nuclear plants because of low water levels.
Agriculture is the fifth sector analyzed, which in Canada is estimated to lose about $4 billion over the next 28 years, also threatening food security.
“The most important message coming out of the of the study is that it’s important to realize that that the economy is a system in itself, and so you can you can have an impact on a particular sector, but these sectors work together,” said Brouwer.
“They together create a system and economic system … what happens in one sector doesn’t usually stay in one sector.”
Effects of water disasters on global economies
The report also looked at the economic effects of water disasters in seven other countries, including Australia, China and the United States.
GHD says costly and massive infrastructure projects to protect against storms and floods are no longer the answer to make the economy more resilient, because time is of the essence.
A road is surrounded by floodwaters in the Sumas Prairie flood zone in Abbotsford, British Columbia on Nov. 22, 2021. (Ben Nelms/CBC)
Smaller projects that can be done quickly, often utilizing nature itself, are likely the best choice, the report says.
Brouwer said that the report doesn’t appear to account for adaptative and mitigative measures that are already in effect around the world.
The average temperature on Earth is already more than 1 C above pre-industrial times and the climate has already changed, leading to more frequent and more severe storms and floods and wider and longer droughts.
The cost of those events is high.
The Emergency Event Database compiled by the Belgium-based Center for Research on the Epidemiology of Disasters said economic losses in 2021 from drought, floods and storms worldwide totalled $291 billion, compared with an average of $153 billion between 2001 and 2020.
GHD’s report says taking advantage of data systems and sensors to help predict problems before they arise can make a big difference.
For example, Holland said using sensors to look for signs of an impending water main break in a city can prevent massive losses of water, reduce damage and ensure the pipes reach their maximum lifespan.
Holland said for him, the report’s biggest message is “the magnitude of what we’re facing if we don’t get more resilient, if we don’t make our communities more resilient.”
“It’s really driving home how water … touches every aspect of our lives and communities. It truly does, in ways that we don’t know about.”
Most job search advice is cookie-cutter. The advice you’re following is almost certainly the same advice other job seekers follow, making you just another candidate following the same script.
In today’s hyper-competitive job market, standing out is critical, a challenge most job seekers struggle with. Instead of relying on generic questions recommended by self-proclaimed career coaches, which often lead to a forgettable interview, ask unique, thought-provoking questions that’ll spark engaging conversations and leave a lasting impression.
Your level of interest in the company and the role.
Contributing to your employer’s success is essential.
You desire a cultural fit.
Here are the top four questions experts recommend candidates ask; hence, they’ve become cliché questions you should avoid asking:
“What are the key responsibilities of this position?”
Most likely, the job description answers this question. Therefore, asking this question indicates you didn’t read the job description. If you require clarification, ask, “How many outbound calls will I be required to make daily?” “What will be my monthly revenue target?”
“What does a typical day look like?”
Although it’s important to understand day-to-day expectations, this question tends to elicit vague responses and rarely leads to a deeper conversation. Don’t focus on what your day will look like; instead, focus on being clear on the results you need to deliver. Nobody I know has ever been fired for not following a “typical day.” However, I know several people who were fired for failing to meet expectations. Before accepting a job offer, ensure you’re capable of meeting the employer’s expectations.
“How would you describe the company culture?”
Asking this question screams, “I read somewhere to ask this question.” There are much better ways to research a company’s culture, such as speaking to current and former employees, reading online reviews and news articles. Furthermore, since your interviewer works for the company, they’re presumably comfortable with the culture. Do you expect your interviewer to give you the brutal truth? “Be careful of Craig; get on his bad side, and he’ll make your life miserable.” “Bob is close to retirement. I give him lots of slack, which the rest of the team needs to pick up.”
Truism: No matter how much due diligence you do, only when you start working for the employer will you experience and, therefore, know their culture firsthand.
“What opportunities are there for professional development?”
When asked this question, I immediately think the candidate cares more about gaining than contributing, a showstopper. Managing your career is your responsibility, not your employer’s.
Cliché questions don’t impress hiring managers, nor will they differentiate you from your competition. To transform your interaction with your interviewer from a Q&A session into a dynamic discussion, ask unique, insightful questions.
Here are my four go-to questions—I have many more—to accomplish this:
“Describe your management style. How will you manage me?”
This question gives your interviewer the opportunity to talk about themselves, which we all love doing. As well, being in sync with my boss is extremely important to me. The management style of who’ll be my boss is a determining factor in whether or not I’ll accept the job.
“What is the one thing I should never do that’ll piss you off and possibly damage our working relationship beyond repair?”
This question also allows me to determine whether I and my to-be boss would be in sync. Sometimes I ask, “What are your pet peeves?”
“When I join the team, what would be the most important contribution you’d want to see from me in the first six months?”
Setting myself up for failure is the last thing I want. As I mentioned, focus on the results you need to produce and timelines. How realistic are the expectations? It’s never about the question; it’s about what you want to know. It’s important to know whether you’ll be able to meet or even exceed your new boss’s expectations.
“If I wanted to sell you on an idea or suggestion, what do you need to know?”
Years ago, a candidate asked me this question. I was impressed he wasn’t looking just to put in time; he was looking for how he could be a contributing employee. Every time I ask this question, it leads to an in-depth discussion.
Other questions I’ve asked:
“What keeps you up at night?”
“If you were to leave this company, who would follow?”
“How do you handle an employee making a mistake?”
“If you were to give a Ted Talk, what topic would you talk about?”
“What are three highly valued skills at [company] that I should master to advance?”
“What are the informal expectations of the role?”
“What is one misconception people have about you [or the company]?”
Your questions reveal a great deal about your motivations, drive to make a meaningful impact on the business, and a chance to morph the questioning into a conversation. Cliché questions don’t lead to meaningful discussions, whereas unique, thought-provoking questions do and, in turn, make you memorable.
Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers “unsweetened” job search advice. You can send Nick your questions to artoffindingwork@gmail.com.
CALGARY – Canadian Natural Resources Ltd. reported a third-quarter profit of $2.27 billion, down from $2.34 billion in the same quarter last year.
The company says the profit amounted to $1.06 per diluted share for the quarter that ended Sept. 30 compared with $1.06 per diluted share a year earlier.
Product sales totalled $10.40 billion, down from $11.76 billion in the same quarter last year.
Daily production for the quarter averaged 1,363,086 barrels of oil equivalent per day, down from 1,393,614 a year ago.
On an adjusted basis, Canadian Natural says it earned 97 cents per diluted share for the quarter, down from an adjusted profit of $1.30 per diluted share in the same quarter last year.
The average analyst estimate had been for a profit of 90 cents per share, according to LSEG Data & Analytics.
This report by The Canadian Press was first published Oct. 31, 2024.
CALGARY – Cenovus Energy Inc. reported its third-quarter profit fell compared with a year as its revenue edged lower.
The company says it earned $820 million or 42 cents per diluted share for the quarter ended Sept. 30, down from $1.86 billion or 97 cents per diluted share a year earlier.
Revenue for the quarter totalled $14.25 billion, down from $14.58 billion in the same quarter last year.
Total upstream production in the quarter amounted to 771,300 barrels of oil equivalent per day, down from 797,000 a year earlier.
Total downstream throughput was 642,900 barrels per day compared with 664,300 in the same quarter last year.
On an adjusted basis, Cenovus says its funds flow amounted to $1.05 per diluted share in its latest quarter, down from adjusted funds flow of $1.81 per diluted share a year earlier.
This report by The Canadian Press was first published Oct. 31, 2024.
