'Our airline's well-being has become grave overnight': WestJet attendants expect mass layoffs due to COVID-19 - CBC.ca | Canada News Media
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'Our airline's well-being has become grave overnight': WestJet attendants expect mass layoffs due to COVID-19 – CBC.ca

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The union representing WestJet flight attendants is expecting layoffs of more than 50 per cent of its staff as the number of flight cancellations and restrictions continues to mount amid the COVID-19 outbreak and other airlines mull their options.

An internal memo sent to union officials and obtained by The Canadian Press says that travellers are rebooking en masse and “our airline’s well-being has become grave overnight.”

But Mark Porter, an executive vice-president with WestJet, says the numbers being reported were communicated as one of several scenarios being contemplated.  

“The current situation is unprecedented and has escalated rapidly in the past week. … We are reviewing several options to reduce costs, including reduction in contractors, a pause on many of our capital projects and asking vendors for pricing cuts,” he told CBC in an emailed statement.

Porter added that the company will have to reduce the number of employees.

“Our first and most preferred option is to ask WestJetters to consider voluntary leaves, unpaid vacation, reduced work time, among other voluntary measures,” he said.

Chris Rauenbusch, president of CUPE 4070 — which represents cabin crews at the Calgary-based WestJet and its budget subsidiary Swoop — said that daily conversations with senior management alerted him to the increasingly “severe” situation.

“Basically, all new bookings are drying up,” he said. “It’s literally changing by the hour.”

Forecast soared from 12% on Wednesday

As recently as Wednesday morning, job reductions of only 12 per cent seemed likely, he said, a number that matches WestJet’s recent forecasts.

Since then, however, the U.S. has implemented a ban on most travel from Europe; business trips, large gatherings and daily commutes have dropped off; and institutions from the National Hockey League to Broadway have suspended their seasons.

Rauenbusch said one flight from Vancouver to Los Angeles Friday morning that had booked 150 passengers took off with just 12 on board.

He said the full impact of the novel coronavirus epidemic is just starting to sink in, as flight cancellations increase and consumers turn away from airports to make a run on toilet paper.

“We’ve tried to communicate the gravity of the situation,” he said. “I’m not sure reality has set in yet.”

WestJet said Wednesday that flight reductions could hit its domestic, transatlantic and vacation destinations as well as trips to the U.S.

Other cost reduction efforts introduced this week include a company-wide hiring freeze and voluntary leave options.

Canada moves to limit international flights

On Friday, Canada’s federal government warned against all international travel and said it is limiting inbound flights as part of a series of measures to limit the spread of COVID-19.

The airports that would take inbound flights were not immediately identified.

Canada’s Chief Public Health Officer Theresa Tam confirmed Friday morning that Canada is now advising against all international travel to limit the spread of the virus.

She warned that travellers could be subject to another country’s travel or quarantine restrictions, and if they become sick, they could find themselves in a health care system inferior to Canada’s system.

U.S. President Donald Trump announced Wednesday evening that the U.S. was banning travellers from most parts of Europe, the same day the World Health Organization declared the global outbreak a pandemic.

The State Department also issued a global health advisory cautioning U.S. citizens to “reconsider travel abroad” due to COVID-19.

As of Friday morning, there were 180 presumed or confirmed cases of COVID-19 in Canada.

Other airlines

Flight attendants at Canada’s largest airline, Air Canada, said no word had come down about job reductions.

“At the moment, we’re not aware of layoffs or anything like that,” said Canadian Union of Public Employees spokesman Hugh Pouliot.

Air Canada has seen its stock price plunge by more than half over the past two months. It has suspended flights to mainland China and Italy and cut back routes to Hong Kong, Tokyo and Seoul as travel fears spread with the new virus.

“Things are moving super-fast at this point,” Julie Roberts, who heads CUPE’s airline division of 15,000 flight attendants, said in an email Friday.

In response to the travel bans and cancellations, Delta Air Lines said Friday it will cut passenger-carrying capacity by 40 per cent, the biggest reduction in the carrier’s 91-year history.

Delta, which is talking with the White House and Congress about potential relief, plans to halt all flights to continental Europe for at least 30 days and ground up to 300 aircraft to save cash.

Recent booking fee waivers by Air Canada and WestJet have failed to stem the tide of cancellations or encourage new bookings as countries impose border controls and domestic quarantines.

Transat AT Inc., which owns Air Transat — and which Air Canada bought in a deal awaiting regulatory approval — has seen daily bookings plunge by 50 per cent year over year this month, executives said Thursday.

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Natural gas producers await LNG Canada’s start, but will it be the fix for prices?

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CALGARY – Natural gas producers in Western Canada have white-knuckled it through months of depressed prices, with the expectation that their fortunes will improve when LNG Canada comes online in the middle of next year.

But the supply glut plaguing the industry this fall is so large that not everyone is convinced the massive facility’s impact on pricing will be as dramatic or sustained as once hoped.

As the colder temperatures set in and Canadians turn on their furnaces, natural gas producers in Alberta and B.C. are finally starting to see some improvement after months of low prices that prompted some companies to delay their growth plans or shut in production altogether.

“We’ve pretty much been as low as you can go on natural gas prices. There were days when (the Alberta natural gas benchmark AECO price) was essentially pennies,” said Jason Feit, an advisor at Enverus Intelligence Research, in an interview.

“As a producer, it would not be economic to have produced that gas . . . It’s been pretty worthless.”

In the past week, AECO spot prices have hovered between $1.20 and $1.60 per gigajoule, a significant improvement over last month’s bottom-barrel prices but still well below the 2023 average price of $2.74 per gigajoule, according to Alberta Energy Regulator figures.

The bearish prices have come due to a combination of increased production levels — up about six per cent year-over-year so far in 2024 —as well as last year’s mild winter, which resulted in less natural gas consumption for heating purposes. There is now an oversupply of natural gas in Western Canada, so much so that natural gas storage capacity in Alberta is essentially full.

Mike Belenkie, CEO of Calgary-headquartered natural gas producer Advantage Energy Ltd., said companies have been ramping up production in spite of the poor prices in order to get ahead of the opening of LNG Canada. The massive Shell-led project nearing completion near Kitimat, B.C. will be Canada’s first large-scale liquefied natural gas export facility.

It is expected to start operations in mid-2025, giving Western Canada’s natural gas drillers a new market for their product.

“In practical terms everyone’s aware that demand will increase dramatically in the coming year, thanks to LNG Canada . . . and as a result of that line of sight to increased demand, a lot of producers have been growing,” Belenkie said in an interview.

“And so we have this temporary period of time where there’s more gas than there is places to put it.”

In light of the current depressed prices, Advantage has started strategically curtailing its gas production by up to 130 million cubic feet per day, depending on what the spot market is doing.

Other companies, including giants like Canadian Natural Resources Ltd. and Tourmaline Oil Corp., have indicated they will delay gas production growth plans until conditions improve.

“We cut all our gas growth out of 2024, once we’d had that mild winter. We did that back in Q2, because this is not the right year to bring incremental molecules to AECO,” said Mike Rose, CEO of Tourmaline, which is Canada’s largest natural gas producer, in an interview this week.

“We moved all our gas growth out into ’25 and ’26.”

LNG Canada is expected to process up to 2 billion cubic feet (Bcf) of natural gas per day once it reaches full operations. That represents what will be a significant drawdown of the existing oversupply, Rose said, adding that is why he thinks the future for western Canadian natural gas producers is bright.

“That sink of 2 Bcf a day will logically take three-plus years to fill. And then if LNG Canada Phase 2 happens, then obviously that’s even more positive,” Rose said.

While Belenkie said he agrees LNG Canada will lift prices, he’s not as convinced as Rose that the benefits will be sustained for a long period of time.

“Our thinking is that markets will be healthy for six months, a year, 18 months — whatever it is — and then after that 18 months, because prices will be healthy, supply will grow and probably overshoot demand again,” he said, adding he’s frustrated that more companies haven’t done what Advantage has done and curtailed production in an effort to limit the oversupply in the market.

“Frankly, we’ve been very disappointed to see how few other producers have chosen to shut in with gas prices this low. . . you’re basically dumping gas at a loss,” Belenkie said.

Feit, the analyst for Enverus, said there’s no doubt LNG Canada’s opening will be a major milestone that will help to support natural gas pricing in Western Canada. He added there are other Canadian LNG projects in the works that would also provide a boost in the longer-term, such as LNG Canada’s proposed Phase 2, as well as potential increased demand from the proliferation of AI-related data centres and other power-hungry infrastructure.

But Feit added that producers need to be disciplined and allow the market to balance in the near-term, otherwise supply levels could overshoot LNG Canada’s capacity and periods of depressed pricing could reoccur.

“Obviously selling gas at pennies on the dollar is not a sustainable business model,” Feit said.

“But there’s an old industry saying that the cure for low gas prices is low gas prices. You know, eventually companies will have to curtail production, they will have to make adjustments.”

This report by The Canadian Press was first published Oct. 25, 2024.

Companies in this story: (TSX:TOU; TSX:AAV, TSX:CNQ)

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Corus Entertainment reports Q4 loss, signs amended debt deal with banks

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TORONTO – Corus Entertainment Inc. reported a fourth-quarter loss compared with a profit a year ago as its revenue fell 21 per cent.

The broadcaster says its net loss attributable to shareholders amounted to $25.7 million or 13 cents per diluted share for the quarter ended Aug. 31. The result compared with a profit attributable to shareholders of $50.4 million or 25 cents per diluted share in the same quarter last year.

Revenue for the quarter totalled $269.4 million, down from $338.8 million a year ago.

On an adjusted basis, Corus says it lost two cents per share for its latest quarter compared with an adjusted loss of four cents per share a year earlier.

The company also announced that it has signed an deal to amend and restate its existing syndicated, senior secured credit facilities with its bank group.

The restated credit facility was changed to reduce the total limit on the revolving facility to $150 million from $300 million and increase the maximum total debt to cash flow ratio required under the financial covenants.

This report by The Canadian Press was first published Oct. 25, 2024.

Companies in this story: (TSX:CJR.B)

The Canadian Press. All rights reserved.

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Hiring Is a Process of Elimination

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Job seekers owe it to themselves to understand and accept; fundamentally, hiring is a process of elimination. Regardless of how many applications an employer receives, the ratio revolves around several applicants versus one job opening, necessitating elimination.

Essentially, job gatekeepers—recruiters, HR and hiring managers—are paid to find reasons and faults to reject candidates (read: not move forward) to find the candidate most suitable for the job and the company.

Nowadays, employers are inundated with applications, which forces them to double down on reasons to eliminate. It’s no surprise that many job seekers believe that “isms” contribute to their failure to get interviews, let alone get hired. Employers have a large pool of highly qualified candidates to select from. Job seekers attempt to absolve themselves of the consequences of actions and inactions by blaming employers, the government or the economy rather than trying to increase their chances of getting hired by not giving employers reasons to eliminate them because of:

 

  • Typos, grammatical errors, poor writing skills.

 

“Communication, the human connection, is the key to personal and career success.” ― Paul J. Meyer.

The most vital skill you can offer an employer is above-average communication skills. Your resume, LinkedIn profile, cover letters, and social media posts should be well-written and error-free.

 

  • Failure to communicate the results you achieved for your previous employers.

 

If you can’t quantify (e.g. $2.5 million in sales, $300,000 in savings, lowered average delivery time by 6 hours, answered 45-75 calls daily with an average handle time of 3 and a half minutes), then it’s your opinion. Employers care more about your results than your opinion.

 

  • An incomplete LinkedIn profile.

 

Before scheduling an interview, the employer will review your LinkedIn profile to determine if you’re interview-worthy. I eliminate any candidate who doesn’t have a complete LinkedIn profile, including a profile picture, banner, start and end dates, or just a surname initial; anything that suggests the candidate is hiding something.  

 

  • Having a digital footprint that’s a turnoff.

 

If an employer is considering your candidacy, you’ll be Google. If you’re not getting interviews before you assert the unfounded, overused excuse, “The hiring system is broken!” look at your digital footprint. Employers are reading your comments, viewing your pictures, etc. Ask yourself, is your digital behaviour acceptable to employers, or can it be a distraction from their brand image and reputation? On the other hand, not having a robust digital footprint is also a red flag, particularly among Gen Y and Gen Z hiring managers. Not participating on LinkedIn, social media platforms, or having a blog or website can hurt your job search.

 

  • Not appearing confident when interviewing.

 

Confidence = fewer annoying questions and a can-do attitude.

It’s important for employers to feel that their new hire is confident in their abilities. Managing an employee who lacks initiative, is unwilling to try new things, or needs constant reassurance is frustrating.

Job searching is a competition; you’re always up against someone younger, hungrier and more skilled than you.

Besides being a process of elimination, hiring is also about mitigating risk. Therefore, being seen as “a risk” is the most common reason candidates are eliminated, with the list of “too risky” being lengthy, from age (will be hard to manage, won’t be around long) to lengthy employment gaps (raises concerns about your abilities and ambition) to inappropriate social media postings (lack of judgement).

Envision you’re a hiring manager hiring for an inside sales manager role. In the absence of “all things being equal,” who’s the least risky candidate, the one who:

  • offers empirical evidence of their sales results for previous employers, or the candidate who “talks a good talk”?
  • is energetic, or the candidate who’s subdued?
  • asks pointed questions indicating they’re concerned about what they can offer the employer or the candidate who seems only concerned about what the employer can offer them.
  • posts on social media platforms, political opinions, or the candidate who doesn’t share their political views?
  • on LinkedIn and other platforms in criticizes how employers hire or the candidate who offers constructive suggestions?
  • has lengthy employment gaps, short job tenure, or a steadily employed candidate?
  • lives 10 minutes from the office or 45 minutes away?
  • has a resume/LinkedIn profile that shows a relevant linear career or the candidate with a non-linear career?
  • dressed professionally for the interview, or the candidate who dressed “casually”?

An experienced hiring manager (read: has made hiring mistakes) will lean towards candidates they feel pose the least risk. Hence, presenting yourself as a low-risk candidate is crucial to job search success. Worth noting, the employer determines their level of risk tolerance, not the job seeker, who doesn’t own the business—no skin in the game—and has no insight into the challenges they’ve experienced due to bad hires and are trying to avoid similar mistakes.

“Taking a chance” on a candidate isn’t in an employer’s best interest. What’s in an employer’s best interest is to hire candidates who can hit the ground running, fit in culturally, and are easy to manage. You can reduce the odds (no guarantee) of being eliminated by demonstrating you’re such a candidate.

_____________________________________________________________________

 

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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