A tsunami of dunks arrived in the wake of Jeff Bezos’ 11-minute rocket ride in a questionably shaped New Shepard launch vehicle earlier this week.
It seemed that large percentages of highly-online people were of the opinion that the world’s wealthiest man had just squandered enormous amounts of cash on a pointless joyride and that the reportedly $10 billion he’s invested so far in Blue Origin, his aerospace company, could have been better spent elsewhere.
Even reporter Soledad O’Brien got in on the pessimistic hot takes:
The question is, did Bezos and Blue Origin miss an opportunity to better shape the narrative around their media event? And, if so, what could they have done?
Revelations that Bezos might only pay a true tax rate of 0.98 percent — far less than the average American — and his moves to squash unionizing efforts at his company Amazon, certainly didn’t help the matter. The cowboy-hat-wearing CEO’s own comments thanking “every Amazon employee and every Amazon customer, because you guys paid for all of this,” were similarly tone-deaf, drawing condemnation from U.S. Representative Alexandria Ocasio-Cortez, among others.
But in some ways, those issues are orthogonal to the matter of what kind of value a suborbital flight like Bezos’ can bring to the world.
To put it another way, there is one tweak that Bezos could have made to improve the public’s perception of space travel and science, which undoubtedly took a severe beating because of his clumsy approach.
It’s something that Elon Musk — who is, no doubt just as big a huckster as Bezos — does with ease, and claims an army of space-loving fans because of it: Musk merely often explains there’s a larger purpose at play than just a rich boomer going to space.
The technology developed for the dick-shaped rocket can be used for good here, and the scientific discovery and research that tech may enable is potentially good for all humanity.
“People didn’t understand why it was important that commercial companies replicate something government did decades ago,” Laura Forczyk, owner of the space consulting firm Astralytical, tells Inverse.
“I like to talk about how money spent in space isn’t really spent in space; it’s spent on Earth. All the technologies created in spaceflight are useful to society.”
Forczyk saw the jaunt in terms of its potential for scientific discovery. New Shepard has already carried experiments for universities, NASA, and private companies on previous uncrewed flights and intends to continue to do so. Along with Richard Branson’s Virgin Galactic, which has also started taking experimental payloads into suborbital space, a larger market could develop for research opportunities in this region, Forczyk says.
Yet Blue Origin’s ham-handed attempts at self-promotion haven’t always been the finest. The company, which did not respond to a request for comment from Inverse, sent what appeared to be an extremely petty tweet aimed at their competitor, Virgin Galactic, shortly before the latter’s launch a week earlier:
“They were perhaps trying to point out, from a marketing standpoint, that their product and service had superior features,” Chris Lewicki, an engineer and space entrepreneur, tells Inverse. “In retrospect that was clearly a bad idea.”
Lewicki thinks that the misstep was relatively minor and likely to be soon forgotten. “But it creates a bit of a predisposition for people to be less receptive to the message that follows,” he said.
Perhaps Blue Origin won’t ultimately pay much of a price for such lapses in judgment. Research has shown that even negative word-of-mouth can increase public awareness of a brand and help sell goods, Jessie Liu, a marketing professor at Johns Hopkins University, tells Inverse.
“Compared to [Elon Musk’s] SpaceX, Blue Origin was born with far less hype and publicity in the game of space travel,” she writes via email. “So even criticism about Jeff Bezos that gets people to talk about Blue Origin and create awareness is not necessarily a bad thing for the company.”
There might be an opportunity for the aerospace company to identify and covert the most engaged consumers through negative word-of-mouth, Liu added, since such comments tend to stem from people’s emotional investment, and passion can lead to activity.
Though he understood where some of it was coming from, the negative commentary frustrates Lewicki: “There seems to be a lot of attention on two or three individuals, and a wish that they shouldn’t be that wealthy or that they should be using their wealth in some different way.”
Both he and Forczyk point out that the fact that Bezos and other billionaires aren’t paying as much as they might to the U.S. government in taxes is more a matter for legislators to try to solve, and that Bezos is taking active steps to donate parts of his vast wealth to causes he deems valuable.
“For me, it’s an opportunity for self-reflection,” says Lewicki. “If I’m complaining that Bezos isn’t using his resources to charitably solve problems, then how do I rank up with using my time?”
For us standing at this moment in history, it can be hard to know what future results will come from something like this first passenger launch of New Shepard. Comparing Blue Origin to Amazon, Lewicki says that Bezos seems particularly adept at creating never-before-seen kinds of infrastructure to, say, routinely deliver packages quicker than anyone thought possible.
In the end, the haters are going to say whatever they want about Bezos and his pursuits. It’s possible (probable, even) that even if Bezos was clear about the loftier ambitions of Blue Origin — “millions of people living and working space” is the tag line — the launch would still be received poorly.
But the billionaire’s passion for space travel is deep-seated, and Lewicki says Bezos has personally told him he’s never planning to give up on that dream.
“Right now, the message he’s talking about is building the road to space,” he said. “That’s the theme he’s employing.”
Advocates for space exploration and the advancement of science and technology can hope that the road to space is a well-thought-out one, with the no-good optics and naked commercialism of this past week’s 11-minute flight quickly replaced with efforts that more clearly serve the greater good.
28 Percent Of Gulf Of Mexico Oil Production Still Offline Following Ida – OilPrice.com
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 Oilprice.com
More Top Reads From Oilprice.com:
Julianne Geiger is a veteran editor, writer and researcher for Oilprice.com, and a member of the Creative Professionals Networking Group.
Opinion: Activist shareholder's bid to oust CN Rail executive, board members is misguided – The Globe and Mail
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.
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.
Your time is valuable. Have the Top Business Headlines newsletter conveniently delivered to your inbox in the morning or evening. Sign up today.
Summer travel surge has WestJet and Air Canada asking for volunteer help – CBC.ca
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.
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.
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.
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.
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.”
Ticats list Watford as starting QB vs. Stampeders – TSN
Scientists may have accidentally detected dark energy – CTV News
Dartmouth real estate market strong, realtor reports | Dartmouth – Dartmouth Week
Silver investment demand jumped 12% in 2019
Europe kicks off vaccination programs | All media content | DW | 27.12.2020 – Deutsche Welle
Iran anticipates renewed protests amid social media shutdown
Business22 hours ago
Present Yourself as a ‘No Brainer’ to Hire
Economy22 hours ago
Canadian dollar falls as Canadian data shows economic momentum easing
Investment21 hours ago
Canada’s third-largest pension fund beefs ups plan to cut carbon emissions
Politics20 hours ago
Canada’s Trudeau hammers main election rival’s COVID-19 approach
Business21 hours ago
GM extends EV Bolt production halt to mid-October
Health21 hours ago
Goodbye Pfizer, hello Comirnaty: Top COVID-19 vaccines given brand names in Canada – CBC.ca
Art24 hours ago
Art show in Minto – Wellington Advertiser
Science18 hours ago
SpaceX's tourist crew 'healthy, happy and resting' – Phys.org