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Ontario faces weeks of major coronavirus vaccination delays due to Pfizer cutbacks – CP24 Toronto's Breaking News

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The provincial government is expecting no shipments of Pfizer-BioNTech’s COVID-19 vaccine next week amid a delay in deliveries due to production issues.

Retired Gen. Rick Hillier, chair of Ontario’s COVID-19 task force, said today that the federal government confirmed Ontario will receive zero shipments of the vaccine next week as Pfizer is dealing with delays in shipments due to production issues in Belgium.

“What Pfizer and I believe the federal government have said to us is that yes we have had some short-term shortages, some short-term disruptions to the allocations but we will make up in late Februrary/March what we missed. And therefore, in the first quarter- our Phase one- we will have the same number of vaccines allocated to us that we expected all along and that we’ve been planning to use,” Hillier said during a press conference on Tuesday afternoon.

The Canadian government announced on Tuesday morning that the country is not going to get any shipments of Pfizer vaccines next week.

Canada’s coordinator of the COVID-19 vaccine rollout, Maj. Gen. Dany Fortin, said Canada’s shipments of the vaccine will be cut by nearly one-fifth this week and drop to zero next week during a press conference.

On Friday, the Canadian government said that nearly half of the doses expected by Pfizer-BioNTech are delayed and will arrive in the next month.

Pfizer’s facility is undergoing modifications in the coming weeks to increase the number of doses it can ship, according to Pfizer Canada.

Prime Minister Justin Trudeau has insisted that most Canadians will still be vaccinated by the fall if they want the vaccine.

Before the federal government’s announcement on Tuesday, provincial health officials said the province was only expecting an 80% cut in next week’s shipment, which would result in 15 trays of the Pfizer vaccine compared to a promised 83 trays.

Each tray contains approximately 975 doses.

The provincial government already faced a five per cent cut in vaccines from 83 to 80 trays this week due to the delay.

Ontario Premier Doug Ford said today that he’s “angry at the situation” that other countries seem to be getting more shipments of the vaccine compared to Canada. 

“We got to be on these guys [Pfizer] like a blanket. I’d be outside that guy’s house. Every time he moved I’d be saying where’s our vaccines? Other people are getting them, the European Union’s getting them, why not Canada? That’s my question to Pfizer. We need your support,” Ford said during the press conference.

Pfizer said many countries will be affected by the delay but did not say which ones. Europe’s shipments are expected to be cut back this week but its dose deliveries are set to return to normal next week.

Ahead of inauguration day tomorrow in the U.S., Ford went on to ask President-elect Joe Biden for help securing more vaccines from a Pfizer plant in Michigan.

“I can’t help but ask the president, we’re the third largest trading partner in the world, Ontario just alone… The least thing you could do in Kalamazoo where the Pfizer plant is- great relationship building- give us a million vaccines. You have 100 million down there, give your great neighbour that stand shoulder-to-shouler with you a million vaccines to keep us going,” Ford said.

In the first two weeks of February, provincial health officials said they are expecting a 55 per cent cut and 45 per cent cut in doses during the weeks of Feb. 1 and Feb.8, respectively.

The government said the allocation of doses remains the same with the priority to inoculate long-term care and high-risk retirement homes and northern, fly-in First Nation communities first.

Health officials added that the Moderna COVID-19 vaccine will be reallocated during this delay to more areas to reserve Pfizer for sites that need to provide second doses.

Pfizer and Moderna’s COVID-19 vaccines are the only shots that have been approved by Health Canada so far. Two doses of the same vaccine are required for full immunization.

Last week, Ontario’s Chief Medical Officer of Health Dr. David Williams updated the guidance on the interval between the two doses.

Those who received the Pfizer vaccine inside long-term care and high-risk retirement homes will receive the second dose in 21 to 27 days. Meanwhile, all other people who have received the first dose will now receive their second dose between 21 and 42 days later. This approach aligns with guidance from the National Advisory Committee on Immunization and the World Health Organization.

People who received the Moderna vaccine will receive their second dose after 28 days.

As a result of the Pfizer delay, a pilot COVID-19 vaccination clinic that opened up on Monday at the Metro Toronto Convention Centre will have to pause vaccinations on Friday.

The proof-of-concept clinic is supposed to serve as a guideline for how shots should be administered in non-medical settings starting this spring.

The site had been expected to run for at least six weeks with an initial target of 250 doses per day.

Today provincial health officials said the clinic will resume vaccinations once more doses arrive possibly by mid- February or March.

First round of vaccinations complete at LTC homes in hot spots

Provincial health officials also announced today that the first round of vaccinations has been completed at all long-term care homes in the hot spots of Toronto, Peel Region, York Region and Windsor-Essex ahead of the Jan. 21 target.

All long-term care homes in Ottawa, Durham Region and Simcoe Muskoka have also received the first dose.

Last week, the government said that they hope to administer at least one dose of the vaccine to all residents and staff in all long-term care homes across the province by Feb. 15.

Health officials said the vaccine shortage will not affect this target.

The government also said there have been very few reports of serious events related to the vaccine, and that most have been because patients were allergic.

Meanwhile, the Office of the Chief Coroner said it is investigating after a resident of a Windsor retirement home died after receiving the COVID-19 vaccine. It is unknown if there is any link between the death and the vaccine.

More than 224,000 doses administered

As of 8 p.m. on Monday, more than 224,000 doses of vaccines have been administered across the province since the first doses were administered in mid-December.

According to public health officials, more than 83,000 of those doses were administered to long-term care home residents and staff, over 25,000 to retirement home residents and staff and more than 99,000 to health-care workers in other sectors.

To date, more than 25,000 Ontarians have been fully vaccinated after receiving both doses of the vaccine.

-With files from The Canadian Press

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Show Employers You Can Hit the Ground Running

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Employers are increasingly stating: “We want someone who can hit the ground running.”

Essentially, the message is, “Don’t expect us to explain the basics. We expect you to know your sh*t.” Employers understand you’ll need time to learn their business, applications, software, infrastructure, etc. However, they expect that you’re proficient in Microsoft Office Suite software (Word, Excel, PowerPoint), understand file management (creating, saving, and organizing files), and know how to troubleshoot common computer problems, and won’t be learning these basic computer skills as part of your learning curve on their dime.

Employers aren’t in the business of training people. You’re responsible for your career; therefore, you’re responsible for acquiring the skillset you need.

For an employee’s compensation to be justified, an ROI (return on investment) is required. When referring to employment, ROI refers to the value an employee brings to the company relative to their compensation. Employers pay their employees, and employees work for their wages. Employee work value is created when their work directly or indirectly results in profitably selling the company’s goods and services. Your best chance of job security (no guarantee) is to be an employee who undeniably contributes measurable value to your employer’s profitability.

(Employee’s measurable value to the company) – (Employer’s investment in compensation) = (ROI)

Understandably, employers are looking for candidates who can make an immediate impact, individuals who can jump right in, learn and adapt quickly, and start delivering results as soon as possible. Hence, you want to distinguish yourself as being capable and willing to “hit the ground running.”

Here are some tips to help you present yourself as a fast-starting, high-potential hire:

Emphasize relevant experience

Presenting irrelevant information will be perceived as lacking the ability to communicate succinctly, a highly valued skill in the business world. Only share experiences and quantified results (key), results that are pertinent to the position you’re applying for.

When crafting your resume and cover letter, identify the skills, knowledge, and previous responsibilities/quantified results that align with the job you’re aiming for. By demonstrating that you’ve “been there, done that” and brought measurable value to previous employers in a similar scenario, employers will feel confident that you can immediately deliver value.

Showcase transferable skills

Consider the universal soft skills that employers universally value.

  • Analytical
  • Communication
  • Interpersonal
  • Problem-solving
  • Project management
  • Time management

Tell STAR (Situation, Task, Action, Result) stories—describing a specific situation, the task you were assigned, the actions you took, and the results of your actions—that showcase your soft skills and explain how you can leverage them to succeed in the role you’re applying for. This’ll assure your interviewer you have the fundamental skills to achieve successful outcomes.

“While working at Norback, Jenkins, & St. Clair, I led a team of five architects to redesign a historic downtown Winnipeg landmark according to strict deadlines and complex stakeholder demands. I conducted Monday morning team meetings and used Slack to provide tailored updates to keep the team aligned. As a result of my communication skills, the project was completed on time and under the $7.5 million dollars budget.”

Discuss onboarding insights

A great way to position yourself as someone eager to hit the ground running is to show that you’ve considered what it’ll take to start delivering value.

“Based on my understanding of the typical onboarding timeline for this type of position, I anticipate completing all training and ramp-up activities within my first two weeks, enabling me to begin tackling projects by my first quarter.”

Assuming you’ve researched the company and studied current industry trends, which you should have done, mention the extra steps you’ve taken to prepare for the role. This’ll show your willingness to learn and will require minimal handholding.

Emphasize quick adaptability

Employers value the ability to adapt quickly to new situations and challenges. During your interviews, share examples of your flexibility and agility.

At some point in your career, you’ve likely had to learn something new (e.g., software, operating system) on the fly. Also likely, you’ve had to navigate a major change or disruption. Using STAR stories, explain how you approached these scenarios, your strategies, and the positive outcomes.

By showing resilience, resourcefulness, and adaptability, you demonstrate that you can thrive in ambiguous or rapidly evolving environments.

Propose a transition plan.

Presenting a transition plan is a strategy that wows employers, primarily because it is rare for a candidate to do this. This shows you’re ready to take ownership of your onboarding and deliver results.

Include specifics like:

  • Milestones you aim to accomplish in your first 30, 60, and 90 days.
  • Training activities or learning opportunities you’ll pursue.
  • Initial projects or tasks you’d tackle to demonstrate your capabilities.
  • Ways you’ll quickly build relationships with your new colleagues.

Showing this level of forethought and initiative shows you’re a strategic thinker, able to organize your thoughts, and, most importantly, eager to get started.

By touting your relevant experience, showcasing your transferable skills, discussing your onboarding insights, emphasizing your quick adaptability, and proposing a detailed transition plan, you’ll position yourself as a self-driven professional capable of driving results from the start, differentiating you from your competition.

_____________________________________________________________________

 

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.

 

 

 

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Half of Ontarians support union’s goals in ongoing LCBO strike: poll

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Fewer than one-third of Ontarians say they want the provincial government to intervene to end the 12-day strike at Ontario’s main liquor retailer, while about half are supportive of the striking union’s demands.

That’s according to a new Leger poll that asked if the government should use binding arbitration or legislation to ensure LCBO stores open as soon as possible.

Twenty-nine per cent of respondents supported such a move, while 44 per cent opposed it. The poll also asked if respondents support the union’s stated goals, including wage increases and more permanent positions. Just under half, 49 per cent, answered in the affirmative, while 25 per cent said they were not supportive.

Awareness of the strike in Ontario is high, according to the poll, with 89 per cent saying they knew about it, though only 15 per cent reported being personally affected. The Leger poll of 601 residents, conducted last weekend, can’t be assigned a margin of error because online surveys are not considered truly random samples.

Approximately 10,000 workers at the LCBO walked off the job on July 5 after negotiations broke down.

The union representing the workers said the sides were headed back to the bargaining table Wednesday.

The Ontario Public Service Employees Union has said the main issue is the province’s alcohol expansion plans that would see ready-to-drink cocktails sold outside LCBO stores — a move it maintains poses an existential threat to the LCBO and could lead to major job losses.

Colleen MacLeod, chair of the union’s LCBO bargaining unit, has said the plan would “mean thousands of lost jobs, fewer hours for the 70 per cent of LCBO retail workers who are casual and struggling to make ends meet, and hundreds of millions in dollars of lost public revenues drained from health care, education and infrastructure.”

The LCBO, a Crown corporation, nets the province $2.5 billion a year.

On Monday, the Ontario government sped up its expansion plan. The 450 stores across Ontario already licensed to sell beer, wine and ciders will be able to start ordering coolers and seltzers on Thursday and sell them as soon as they arrive.

The province has said it does not want to privatize the LCBO, and that the expansion is about giving people more choice and more convenience to buy alcohol.

Stephanie Ross, an associate professor in the school of labour studies at McMaster University, said Premier Doug Ford doesn’t have a great reputation when it comes to labour, given the high-profile disputes in recent years with health-care and education workers. And he’s faced accusations of making policy moves that benefit friends in the private sector, a criticism that’s been levied against him in the LCBO dispute.

“There is a base of support for the union’s message here, both in terms of the working conditions that they’re trying to fight to improve, and in terms of the role that the LCBO plays in funding public services in the province,” she said.

But the public may not be as sympathetic to LCBO workers as it has been to some others, like in the Metro grocery workers’ strike last year, she said — a relatively straightforward fight by low-paid workers struggling to afford food against the industry being partially blamed for food prices.

“And so in the depths of a kind of historic cost-of-living crisis, I think it was easier to feel sympathy for such workers in terms of really having to fight to make up lost ground.”

That means the LCBO union has its work cut out to try and convince the public of its cause, said Ross, especially when consumers are already divided on the liquor privatization issue in the first place. She thinks the union is doing a good job, however, of arguing the case for the LCBO as a public asset that helps fund important public services.

Larry Savage, a professor in the labour studies department at Brock University, said it’s clear both the union and the Ford government “are working hard to win over the public to their respective positions.”

The union has a “potentially powerful strategy” to gain public support, but it’s not a surefire one, he said in an email.

This strategy “requires people to connect the dots between the privatization of the LCBO and the loss of a critical revenue stream that contributes billions to public services like health care and education.”

Meanwhile, the government’s strategy has been to try and leverage consumer frustration over the strike in order to drive more support for increased privatization, said Savage.

“It’s a high-risk strategy because a heavy-handed approach can sometimes backfire and garner greater sympathy for the workers and their cause.”

In the Leger poll, 32 per cent of respondents said they looked for alternative locations to buy alcohol due to the strike, and while 15 per cent said they were concerned the strike could cause them to spend more money on alcohol.

Savage said while many consumers are likely inconvenienced, he also thinks most Ontarians are suspicious of the premier’s intentions when it comes to the LCBO: “It’s a classic case of private profits over the public good.”

This report by The Canadian Press was first published July 17, 2024.

 

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Half of Ontarians support union’s goals in ongoing LCBO strike: poll

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Fewer than one-third of Ontarians say they want the provincial government to intervene to end the 12-day strike at Ontario’s main liquor retailer, while about half are supportive of the striking union’s demands.

That’s according to a new Leger poll that asked if the government should use binding arbitration or legislation to ensure LCBO stores open as soon as possible.

Twenty-nine per cent of respondents supported such a move, while 44 per cent opposed it. The poll also asked if respondents support the union’s stated goals, including wage increases and more permanent positions. Just under half, 49 per cent, answered in the affirmative, while 25 per cent said they were not supportive.

Awareness of the strike in Ontario is high, according to the poll, with 89 per cent saying they knew about it, though only 15 per cent reported being personally affected. The Leger poll of 601 residents, conducted last weekend, can’t be assigned a margin of error because online surveys are not considered truly random samples.

Approximately 10,000 workers at the LCBO walked off the job on July 5 after negotiations broke down.

The union representing the workers said the sides were headed back to the bargaining table Wednesday.

The Ontario Public Service Employees Union has said the main issue is the province’s alcohol expansion plans that would see ready-to-drink cocktails sold outside LCBO stores — a move it maintains poses an existential threat to the LCBO and could lead to major job losses.

Colleen MacLeod, chair of the union’s LCBO bargaining unit, has said the plan would “mean thousands of lost jobs, fewer hours for the 70 per cent of LCBO retail workers who are casual and struggling to make ends meet, and hundreds of millions in dollars of lost public revenues drained from health care, education and infrastructure.”

The LCBO, a Crown corporation, nets the province $2.5 billion a year.

On Monday, the Ontario government sped up its expansion plan. The 450 stores across Ontario already licensed to sell beer, wine and ciders will be able to start ordering coolers and seltzers on Thursday and sell them as soon as they arrive.

The province has said it does not want to privatize the LCBO, and that the expansion is about giving people more choice and more convenience to buy alcohol.

Stephanie Ross, an associate professor in the school of labour studies at McMaster University, said Premier Doug Ford doesn’t have a great reputation when it comes to labour, given the high-profile disputes in recent years with health-care and education workers. And he’s faced accusations of making policy moves that benefit friends in the private sector, a criticism that’s been levied against him in the LCBO dispute.

“There is a base of support for the union’s message here, both in terms of the working conditions that they’re trying to fight to improve, and in terms of the role that the LCBO plays in funding public services in the province,” she said.

But the public may not be as sympathetic to LCBO workers as it has been to some others, like in the Metro grocery workers’ strike last year, she said — a relatively straightforward fight by low-paid workers struggling to afford food against the industry being partially blamed for food prices.

“And so in the depths of a kind of historic cost-of-living crisis, I think it was easier to feel sympathy for such workers in terms of really having to fight to make up lost ground.”

That means the LCBO union has its work cut out to try and convince the public of its cause, said Ross, especially when consumers are already divided on the liquor privatization issue in the first place. She thinks the union is doing a good job, however, of arguing the case for the LCBO as a public asset that helps fund important public services.

Larry Savage, a professor in the labour studies department at Brock University, said it’s clear both the union and the Ford government “are working hard to win over the public to their respective positions.”

The union has a “potentially powerful strategy” to gain public support, but it’s not a surefire one, he said in an email.

This strategy “requires people to connect the dots between the privatization of the LCBO and the loss of a critical revenue stream that contributes billions to public services like health care and education.”

Meanwhile, the government’s strategy has been to try and leverage consumer frustration over the strike in order to drive more support for increased privatization, said Savage.

“It’s a high-risk strategy because a heavy-handed approach can sometimes backfire and garner greater sympathy for the workers and their cause.”

In the Leger poll, 32 per cent of respondents said they looked for alternative locations to buy alcohol due to the strike, and while 15 per cent said they were concerned the strike could cause them to spend more money on alcohol.

Savage said while many consumers are likely inconvenienced, he also thinks most Ontarians are suspicious of the premier’s intentions when it comes to the LCBO: “It’s a classic case of private profits over the public good.”

This report by The Canadian Press was first published July 17, 2024.

 

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