Sunday, October 02, 2022

The gig is up: Alberta Premier Jason Kenney set to step down from top job

'I was never intending to be in this gig for a long time,' Kenney told an audience earlier this month

HE HAS NEVER DONE ANYTHING ELSE IN HIS LIFE BUT BE A POLITICIAN /LOBBYIST


The Canadian Press
Dean Bennett
Publishing date: Oct 02, 2022 

Jason Kenney announces he will step down as leader of the United Conservative Party, after receiving only a 51.4 per cent approval rating in a leadership review, May 18, 2022. 
PHOTO BY JIM WELLS/POSTMEDIA/FILE


EDMONTON — Don’t cry for me, Alberta, I was leaving anyway.

It’s Premier Jason Kenney’s swan song message as he prepares to depart the province’s top job, forced out by the very United Conservative Party he willed into existence.

“I was never intending to be in this gig for a long time,” Kenney told an audience earlier this month. He had planned for one more provincial election, he said.

Instead, UCP members pick a new leader on Thursday, turning the page on a triumph-turned cautionary tale that saw Kenney’s philosophy and management style crash head-on into a once-in-a-generation catastrophe.

Kenney, whose office did not respond to requests for an interview for this story,
rode to success in the 2019 provincial election.


Carson Jerema: Jason Kenney quits as Alberta's conservative movement eats itself


The former Calgary member of Parliament dismasted Rachel Notley’s NDP using an audacious blueprint that united two warring conservative factions.

It was a time of woe. Alberta’s economy was in the doldrums, its oil and gas sector in the bust phase of its traditional boom-bust cycle. Budgets were bleeding multibillion-dollar deficits.

Some Albertans were angry with Ottawa over rules deemed to be hindering energy projects. And they felt like suckers, giving billions of dollars in equalization payments and in return being ignored or demonized as climate criminals.

They sought a stick with which to hit Prime Minister Justin Trudeau.

Kenney was that stick. He came toting a “fight back strategy,” vowing to take on Trudeau and the other happy hit men of the “Laurentian elite” hell-bent on strangling Canada’s energy “golden goose.”

To him, oil and gas were not just good business. It was a higher calling, a “moral cause” to redistribute earth’s bounty to neighbour nations so they could avoid buying it from human-rights-abusing dictators.

UCP AUSTERITY BUDGET

Taking the reins of power, he went to work.

Kenney cut corporate income taxes, abolished the former NDP government’s consumer carbon levy, slashed post-secondary funding, launched more privately delivered care in the public health system, reduced minimum wage for kids, went to war with teachers, sought wage cuts in the public sector, ripped up negotiated bargaining deals, and attacked doctors and nurses as comparatively overpaid underperformers.

He gambled big and lost $1.3 billion OF TAXPAYERS MONEY WITH NO SHAREHOLDER RIGHTS OR POWER on the failed Keystone XL oil pipeline.


Kenney’s plan for Alberta was founded on the conservatism of “prosperity first,” said political scientist Jared Wesley with the University of Alberta.

Kenney, said Wesley, spelled it out in his maiden speech as UCP leader in 2017 by reminding supporters that “in order to be a compassionate and generous society, you must be a prosperous one first.”

Wesley said such an ethos may have captured the mood of conservatives and enthralled others, “but as Albertans and their government were forced (during COVID-19) between prosperity and compassion — or as Kenney put it ‘livelihoods and lives’ — his focus on livelihoods was really out of touch with what people were looking for.”

Political scientist Laurie Adkin said the prosperity-first doctrine was narrowly defined to the benefit of a select few.

“There was really no light between the Kenney government and the oil and gas industry, and that is not good for democracy,” said Adkin with the University of Alberta.

“Government needs to represent the public interest and not a single economic sector to the cost of everything else.”

The math was simple, the corollary obvious: If Alberta’s identity is defined by economic prosperity through oil and gas, then those who challenge this worldview are, well, anti-Albertan

Kenney and his UCP vilified the green left and high-profile oilsands critics like David Suzuki and Tzeporah Berman. When world-renowned green teen Greta Thunberg came to the legislature, Kenney left town.


Kenney mocked Notley’s NDP government as a docile servant to Trudeau’s oil-killing agenda, kowtowing for crumbs, grubbing for “social licence.”

Quebec was an ingrate, fighting pipelines with one hand while accepting Alberta equalization money with the other. A U.S. governor challenging a cross-border pipeline was “brain-dead.”

To fight slurs on oil and gas, Kenney spent millions to create a “war room” that delivered a parade of gaffes, including a public fight with a children’s cartoon about Bigfoot.

Kenney launched a $2.5-million public inquiry into foreign funding of domestic green groups fighting Alberta’s oilsands. It never held an inquiry in public, went over time and over budget, and determined the funding was relatively modest and totally legal.

Over time, the enemy tag broadened. Kenney characterized the NDP as disloyal for its COVID-19 criticism. He linked one radio interviewer’s criticism of his government to an attack on Alberta itself. Reporters were at times dismissed as shills for the NDP or special interest groups.

No quarter was given, even in good times. When Trudeau came to Edmonton to announce a joint $10-a-day child-care program, Kenney, from the podium, said the money was recycled provincial funds anyway and Quebec got a better deal.

As COVID-19 hit with full force in 2020, decimating the economy, Kenney found himself battling a two-front war as bubbling rifts between him and his caucus and party exploded.

Those divides had started before the election, when Kenney promised his UCP would be run by and for the members, but then at the party’s founding convention in 2018 told reporters “I hold the pen” on what will and won’t be policy.

The UCP won in 2019 on the strength of rural votes, said political scientist Duane Bratt. But when Kenney picked his first cabinet, it was Calgary-centric, leaving disgruntled backbenchers seething in silence, poised to push back when things went south.


“It was a top-down government,” said Bratt with Calgary’s Mount Royal University.

“He did not have good relations with his MLAs. He hired attack dogs as staffers. And they just didn’t bully the NDP and journalists and members of the public, but their own MLAs as well.”

Kenney’s government was lauded in the first wave of COVID-19, invoking rules and closures to keep gatherings down, hold the illness at bay and keep hospitals operating.

But in subsequent waves, Kenney’s promise to balance “lives and livelihoods” left him whipsawed by those wanting rules to keep hospitals from cratering and those who felt the rules were unnecessary and a violation of personal freedom.

He tried to find a magic middle ground, which resulted in shifting restrictions: regional, provincial, on for some, off for others. Each time he waited until Alberta’s health system was on the brink of collapse before acting, with thousands of surgeries cancelled and waiting rooms jammed.

He announced Alberta was open for good in late spring of 2021, with all restrictions to be lifted earlier than the rest of Canada in a “Best Summer Ever” campaign. There were hats with that slogan and tweets at naysayers: “The pandemic is ending. Accept it.”

Within months, COVID-19 had overwhelmed Alberta’s hospitals so catastrophically that triage rules were imminent and the Armed Forces called in.

Extreme action was needed, so Kenney introduced a type of vaccine passport, something he had promised he would never do — a policy U-turn that enraged many in his party.

Then came the blame.

Kenney said he would’ve acted earlier except his chief medical health officer didn’t recommend anything. Months later, he said Alberta Health Services officials kneecapped his decision-making by delivering shifting bed capacity numbers.

The gig was not going well. Poll numbers were in free fall. UCP backbenchers openly questioned the restrictions — and Kenney.

And there were scandals piling into each other like cars on a freeway.

Alohagate: a bunch of Kenney caucus members ignored calls to stay home over Christmas to avoid the spread of COVID-19 and jetted off to sunny climes while Albertans shivered at home under strict gathering limits.

UCP caucus chair Todd Loewen resigned his post and was kicked out of caucus after publicly demanding Kenney quit for botching vital files, ignoring the backbench, and running a top-down, tone-deaf administration.

“We did not unite around blind loyalty to one man,” pronounced Loewen.

Kenney and some cabinet confidantes were surreptitiously photographed on the balcony of his office enjoying drinks and dinner in obvious violation of distancing rules.

The premier insisted there was no rule-breaking. But as outrage mounted, he announced his team had returned to the scene of the dine, pulled out the measuring tape, checked the chairs and concluded that, yes, they had gathered too close.

Such gaslighting, chortled Notley during question period.

There was more: a lawsuit alleging the premier’s office was fostering a “poisoned work environment;” drink parties in the agriculture minister’s legislature office; the justice minister trying to interfere in the administration of justice by calling up Edmonton’s police chief on a traffic ticket.

Humming in the background was a long-running RCMP investigation into potential criminal identity fraud in the vote that saw Kenney elected UCP leader.

And this was on top of Kenney’s government passing a law in 2019 that sacked the election official investigating Kenney’s UCP for campaign violations.

As the calendar flipped to 2022, the drumbeats of dissent grew louder, even as COVID-19 receded and oil and gas prices soared, returning Alberta to multibillion-dollar budget surpluses

UCP discontents had been angling to accelerate a party leadership review.

That vote was moved, changed to a special one-day vote, then altered again to a mail-in referendum. Critics said Kenney’s team was moving the goalposts to keep from losing.

Kenney called his critics “lunatics” and then, in his speech to kick off the leadership vote, asked for their forgiveness.

No matter.

On May 18, he got 51 per cent support — technically enough to survive, but he said it was time to go.

On Thursday, UCP members meet in Calgary to seal his fate.

The outcome is not in doubt. A new premier will be chosen.

The gig is up.

HIS SHORT FOUR YEAR AUTOCRATIC RULE WAS INSPIRED BY THIS GUY

Wednesday, August 23, 2006

Kenney is A Funny Guy

Meanwhile, Conservative government spokesman Jason Kenney compared Hezbollah to the German Nazi party yesterday and said Canadian opposition MPs are providing political cover to the banned organization.

This is funny coming from the guy who defended Franco and Hitler in the House of Commons during the debate on the private members bill to end the declaration of Candadian Veterans of the Spanish Civil War as being illegal and not recognized as Veterans.

Mr. Jason Kenney (Calgary Southeast, Ref.): Mr. Speaker, I too am pleased to rise to speak on Motion No. 75. I wish to commend my hon. colleague from Kamloops for having brought this motion before the House even though I disagree with it in principle and will vote against it.
On the other side, it was not simply a uni-dimensional coalition of fascists supported and motivated by Adolf Hitler. Indeed the German and Italian fascists supported elements of the Phalangist cause, but there were democrats, monarchists, catholics and others who opposed the Republican cause because they saw it as an encroachment of a foreign tyrannical political movement, communism, and its threatened imposition on Spain.

As usual with right wingers Kenney sees communism as a greater threat than Fascism.


TO POSTMEDIA'S GLEE
Spiteful feud between Toronto Star owners sets up battle for the soul of the newspaper

'I don’t think it’s an easy thing to say yet who’s wearing the black hat and who’s wearing the white hat,' says one Toronto Star veteran

Author of the article: Adrian Humphreys
Publishing date: Sep 30, 2022 
NATIONAL POST
AS REPORTED BY THE BIGGEST ALBATROSS POSTMEDIA HAS
Jordan Bitove, left, and Paul Rivett bought
 media company Torstar in 2020, but the partnership is now in ruins. 
PHOTO BY HANDOUT/NORDSTAR/FILES

Different priorities of the two owners of Torstar, which runs the Toronto Star, one of Canada’s largest newspapers, and a host of smaller papers, became obvious not long after they bought the media giant.

Torstar employees said Jordan Bitove started showing extraordinary emotion at meetings and staff gatherings when speaking of journalism’s mission and responsibility.

He “cries,” said one.

He “chokes up,” said another.

“That’s true,” confirmed a third.

By contrast, Paul Rivett, Bitove’s equal partner in the enterprise, appears less emotional with less focus on journalism, several staff members told National Post, speaking on condition they are not named for fear of retribution from management.

“Paul has always been the more hardnose one in terms of the bottom line,” said a veteran employee. “What Paul does is all about distressed assets and turning them into something. I think Jordan fell in love with the newspaper and I don’t think Paul ever did.”

It makes the feud between these former friends — a clash of titans unveiled Thursday in a lawsuit, filed by Rivett, seeking to dissolve their partnership and sell Torstar, perhaps for parts — as more than a business spat.

It sets it as a battle for the soul of the Star.

It could be that things are so bad they just can’t stand to be near each other

The portrait of competing visions — the value of journalism versus the value of a buck — is compelling, Wall Street meets All the President’s Men, and public statements from both men seem to support it.

“In an intensely competitive media landscape that has and will continue to experience radical transformation, there are two schools of thought on how to be successful,” Bitove said in a written statement.

“The preferred playbook of some investors is to cut costs to the bone, strip the product bare, and shrink newsrooms to extract short-term benefit for shareholders. The approach favoured by those of us who believe in the vital role of the media in a strong and vibrant society is to build a product centred on the trusted journalism that readers demand. And to use that demand to build a sustainable business.”

Bitove said he wants to keep the Star in the game emphasizing “investigative journalism our democracy depends upon.”

“I make no apologies for doing so.”

If Rivett thinks that dichotomy is unfair, he doesn’t show it in his request for a judge to wrap up Nordstar, their mutual holding company that owns Torstar.

“Rivett and Bitove have fundamentally different and irreconcilable views,” his lawsuit alleges. “Bitove has ignored Nordstar’s agreed-to prime objective that Nordstar’s business be carried out in common with a view to profit.”

Several employees said they remain skeptical about what’s really going on behind the scenes.

“I don’t think it’s an easy thing to say yet who’s wearing the black hat and who’s wearing the white hat,” said one. Economic realities haven’t escaped the journalists: “The Star is still a business.”

Said another: “I don’t know what each of their endgames is. Is there anything more to Paul’s vision versus Jordan’s vision?”

Meanwhile, everyone feels caught between two masters.

A woman walks past the Toronto Star head office at 1 Yonge Street. 
PHOTO BY PETER J. THOMPSON/NATIONAL POST

The public airing of his beef with Bitove didn’t leave Rivett shy around the newspaper.

He worked in the Star’s downtown newsroom Thursday, erect at a stand-up desk near the fashion and beauty section. Some thought it a powerplay, because the chief executive officer is rarely in the newsroom, but it could just as easily be because the Star is moving next month, and workspace is in flux.

“It could also be that things are so bad they just can’t stand to be near each other,” one employee said.

It is more typical to see Bitove in the newsroom, as would be expected for his role as publisher.

While the stakes for Rivett and Bitove are, at minimum, their $60-million investment to buy the company in 2020, the impact of their feud and potential fallout spreads further.

It is perhaps existential for the newspaper.

“I have fears for our members but also fears for the paper and its survival,” said Randy Kitt, the media sector director of Unifor, the national union that represents workers at the Toronto Star, as well as National Post.

Staff were “blindsided” by the acrimonious split, he said. “We’ve been bargaining collective agreements across the chain, and we’ve been promised there would be investments in the papers. We expected stability under the ownership, not chaos.

“The Toronto Star employees have been through 20 years of downsizing and concessions and of course they’re concerned about the direction and the uncertainty. Canadians should also be concerned by the viability of Canada’s progressive voice in the media landscape,” said Kitt.

Is there anything more to Paul’s vision versus Jordan’s vision?

The Star began publishing in 1892, when seven Toronto papers battled for readers. It started as a dissident voice by striking printers and journalists.

For 49 years it was shepherded by legendary editor and publisher Joseph E. Atkinson — nicknamed Holy Joe — as a progressive voice that became the biggest paper in Canada. Atkinson died in 1948. After a brief period as a charitable organization, it was controlled by a family compact of five wealthy Toronto families, all related to Atkinson, who promised to uphold Atkinson’s values.

Torstar grew and at one point was worth billions.

Its circulation and profits nosedived in the internet age, and the power and prestige from ownership diminished — and dividends disappeared — leading the families to set nostalgia aside and sell in 2020.

The buyer was Nordstar, a 50-50 partnership between Rivett and Bitove, who had been friends for more than a decade. Bitove was named the new publisher of Toronto Star, the flagship newspaper, and Rivett as chair of Torstar, the corporate umbrella.

Several people who know Bitove, from both inside and outside the company, said they often hear him speak of the promise he gave the members of the family compact to stay true to Atkinson’s principles.

“He really does believe in the paper as a public trust,” said one. “Jordan found something he felt was important. I think he really believes in it.”

The company spent a lot of time and money assimilating operations of the Star with the company’s other properties. More recently, it has been undoing that, repatriating the Star’s operation, insiders said.

Perhaps that leaves room for the newspaper to stand alone, perhaps as a not-for-profit news company. “Maybe there’s an opportunity for employees of the Star to buy the paper and make a truly independent news outlet,” said Kitt.

None of those ideas are floated in the legal filing.

The owners of the Toronto Star’s parent company, Torstar, have “have fundamentally different and irreconcilable views,” according to a lawsuit brought by Paul Rivett against co-owner Jordan Bitove. 
PHOTO BY EDUARDO LIMA/THE CANADIAN PRESS/FILE

The lawsuit suggests an inglorious end, essentially an estate sale for a partnership that is dead. The future of the Star might even involve a coin toss.

Under the plan Rivett requests in a court filing, either of the two would get first crack at bidding on the enterprise, or parts of it.

If both parties want any of the same lots there would be an auction. If only one of them wants an asset, the two can haggle, and if they can’t agree on a price, it would go to valuation arbitration, the proposal says.

If both want it all, it would go to a two-man auction, under the proposal. If neither wants to make the first bid, a coin toss will decide and bidding will begin, in writing, with each party having 30 minutes to make a higher bid.

If neither of them wants it, it should go to public auction.

Meanwhile, a newsroom employee said, everyone else keeps working.

“The Star is still the Star I’ve known for years. It’s still tilting at windmills and taking on crusades. The Star hasn’t fundamentally changed at all since the sale of the paper, and I think that’s a good thing.”

• Email: ahumphreys@postmedia.com | Twitter: AD_Humphreys

KANADA

Indigenous leaders want corporate reconciliation efforts to extend beyond Sept. 30

  • 20220929140944-6335e844012ddd54b069b9b5jpeg






  • Krystal Abotossaway poses for a photograph in Toronto's financial district on Monday, Feb. 8, 2020. Abotossaway, president of the Indigenous Professional Association of Canada, and other Indigenous business leaders want corporate support around National Day for Truth and Reconciliation to extend all year round and transform companies, so they're more supportive of Indigenous staff every day. 
    THE CANADIAN PRESS/Tijana Martin
    Tara Deschamps, The Canadian Press

    TOROTO — Chelsee Pettit spent much of the summer collaborating with designers to create and manufacture apparel reflective of the Indigenous values she hoped would be on people's minds when Canada marks its second National Day for Truth and Reconciliation.

    But in the days leading up to Sept. 30, she noticed many companies had not had the same forethought and were scrambling to place bulk orders with her store, Aaniin.

    "It's just a little funny how last-minute other organizations that are all non-Indigenous are, and they're pushing that (work) back onto Indigenous people," said Pettit, an Anishinaabe woman.

    "We're not like big box stores that just have disposable T-shirts and are at everybody's beck and call. Working with us ahead of time as opposed to just laying it on us a week before the day, I think would be super helpful."

    Pettit has tried her best to accommodate last-minute orders, but she and other members of the Indigenous business community see the trend as a sign of how much more work corporate Canada has to do to turn support for Indigenous communities into a 365-day-a-year effort.

    While many businesses encourage staff to don orange shirts — a tradition started by residential school survivor Phyllis Webstad in 2013 — or to sell wares in the bright hue on Sept. 30, those efforts quickly fade. Companies often don't do much more to elevate Indigenous voices and causes.

    "It is positive that we are seeing education happen and awareness-building happen, but it can be quite triggering and harmful for Indigenous Peoples who see it as one day of performative action and nothing throughout the rest of the year," said Tabatha Bull, president and chief executive of the Canadian Council for Aboriginal Business (CCAB).

    Bull and Pettit say if an employer is looking to make a mark on truth and reconciliation goals, they should also be doing that work all year round.

    Those efforts should begin with educating staff about both long-standing and new traumas Indigenous Peoplesface and how to support those affected.

    Pettit recalls being at work in 2021, when the remains of 215 children were found at a former residential school site in British Columbia.

    "My boss at the time was like, 'Oh, well, everybody knew about that already' and just like kind of brushed it off, but I was feeling very emotional that day for obvious reasons, so there's tons of work that has to be done," she said.

    That's borne out in studies too.

    A 2021 report from equity organization Catalyst Canada found about 52 per cent of the 86 Indigenous respondents surveyed are “on guard” at work and about 60 per cent feel psychologically unsafe on the job.

    The study was based on a survey of 820 Canadian workers from various under-represented groups, but Catalyst isolated results from Indigenous respondents for this report because their need to feel on guard was so significant.

    Krystal Abotossaway, president of the Indigenous Professional Association of Canada, said she has seen more companies move toward reflecting on what they can do to improve their corporate culture and support Indigenous communities in recent years.

    Land acknowledgments, which note which Indigenous Peoples lived and took care of a site events are being held on, are an increasingly common and good start, she said.

    Bull counts at least 200 companies, including Bank of Montreal, Uber, Walmart and Rogers, as members of the CCAB's Progressive Aboriginal Relation program — an initiative helping them build cultural awareness and make progress on reconciliation plans.

    Others have yet to take on such work. Bull thinks they're slower to act because they feel overwhelmed and afraid of having difficult conversations.

    "Some corporations are just not even knowing what the right question is to ask," she said. "I think we need to move beyond that, if we're going to really progress as a country."

    Abotossaway said they can start by marking other Indigenous days and use them as an opportunity to educate.

    Among those she suggested are Red Dress Day, which commemorates the lives of missing and murdered Indigenous women and girls, and International Inuit Day, National Indigenous Peoples Day and Louis Riel Day, which celebrates the life of the late Métis leader.

    The efforts shouldn't stop there, she added. Companies should reflect on how their governance structures, hiring policies, talent pipelines and workforce education programs align with Indigenous needs, she said.

    "We've seen a lot of learning and development content come out, but that's usually just one course and it might be just an hour long," she said.

    "Is it mandatory or is it not mandatory? And then how many of your employees or workforce are participating in it?"

    Abotossaway and Bull agree any corporate actions on National Day for Truth and Reconciliation or other days should involve Indigenous Peoples at every step — even if the action is selling orange apparel.

    Bull said, "If you're going to create an orange shirt, ensure that you're working with an Indigenous artist, ensure that the Orange Shirt Society or an Indigenous organization benefits from that and you're not making a profit off of the orange shirt or Sept. 30."

    This report by The Canadian Press was first published Sept. 30, 2022.

    Companies in this story: (TSX:BMO, TSX:RCI)

    Tara Deschamps, The Canadian Press


    Canadian employers projecting 4.2% salary increase in 2023: Survey


    The Canadian Press

    Canadian employers project the national average base salary to increase by 4.2 per cent next year, a new survey says.

    According to the report by consulting firm Eckler Ltd., the forecast comes as organizations try to balance inflationary pressures, surging interest rates, recession risks and a tight labour market.

    British Columbia, Ontario and Quebec are projecting the highest average salary increases, with the Yukon, Nunavut and Prince Edward Island projecting the lowest.

    The largest average salary increases are expected to be in the technology sector at 5.4 per cent.

    The smallest increases are expected in the education, health care, agriculture and hospitality sectors.

    The survey results also show that Canadian organizations are planning to use compensation as a key part of their talent management strategy, with just one per cent of organizations reporting a planned salary freeze for 2023.

    Additionally, 44 per cent of organizations remain undecided about salary budgets for 2023.

    Enbridge Line 5 can run while oil pipe is rerouted, judge says



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    Enbridge Inc.’s controversial Line 5 oil pipeline can keep operating while the company relocates part of it to avoid an indigenous group’s land, according to a court decision.

    A U.S. District Court judge in Wisconsin ruled in favor of the Bad River Band of the Lake Superior Tribe of Chippewa Indians, who said the conduit was trespassing on their territory. Judge William Conley said the group is entitled to a monetary remedy, but stopped short of granting an injunction that would shut the line because it would have “significant public and foreign policy implications.”

    “While inclined to grant alternative injunctive relief to the Band, requiring Enbridge to reroute its pipeline outside the Reservation, the court will seek input from the parties before deciding the terms of a permanent injunction,” the judge ruled.

    The decision ensures “the pipeline will continue to provide energy to millions of people in the Upper Midwest while Enbridge moves forward with the relocation of Line 5 around the Bad River Reservation,” an Enbridge spokesperson said in a statement. “The court further recognized that the Line 5 relocation project needs to move forward in a timely fashion.”

    Enbridge is facing multiple legal battles over Line 5, a key conduit for supplying oil to refineries in the U.S. Midwest and Canada. Besides its dispute with the indigenous community in Wisconsin, the company is fighting an order by Michigan Governor Gretchen Whitmer to shut the pipeline due to environmental risks to the Great Lakes.

    The fight over Line 5 has escalated to an international dispute between Canada and the U.S. government. Last month, Canada invoked a 1977 treaty covering cross-border pipelines over concern that the line would be be shut. That action followed an earlier move to invoke the same treaty over Whitmer’s effort to shut the line. 

    The Wisconsin judge’s ruling is “a turning point in the battle to protect indigenous rights and the Great Lakes,” according to the National Wildife Federation, a U.S. environmental group.

    “It underscores again why Enbridge Energy should shut down Line 5,” Beth Wallace, Great Lakes freshwater campaigns manager for the National Wildlife Federation, said in an emailed statement.

    Uber files to dismiss complaint by CUPW at Ontario Labour Relations Board

    Uber Technologies Inc. has filed to dismiss a complaint by the Canadian Union of Postal Workers at the Ontario Labour Relations Board about a deal the tech giant reached with another union.

    CUPW filed an unfair labour practices complaint in mid-September, alleging that Uber interfered with its union push among drivers when the ride-hailing company signed a novel agreement with the United Food and Commercial Workers Canada in January.

    The agreement allows the union to provide representation, if requested, to about 100,000 Canadian drivers and couriers when facing account deactivations and other disputes with Uber, but does not unionize them. 

    Uber and UFCW jointly cover the costs of representation with no fees charged to workers.

    CUPW claims the agreement was formed without worker input and that Uber used its app and email list to promote the agreement to drivers and couriers.

    In its filed response, Uber says the complaint by CUPW should be dismissed because the company has not violated the Labour Relations Act and because the union took too long in raising its concerns about the agreement.

    Uber also says in its response that it was not aware that CUPW was even trying to unionize Uber drivers and asks for further details about the efforts.

    It says a lack of details in CUPW's complaint prevents it from providing a meaningful response to a number of "bald and conclusory allegations."

    Canada Post expands financial services, offering loans of up to $30K

    Canadians now have another option for their loan provider: Canada Post.

    The Crown corporation announced it's expanding Canada Post MyMoney Loan that’s delivered with Toronto-Dominion Bank.

    Canadians will be able to borrow variable or fixed loans from $1,000 to $30,000, with repayments that can be spread over one- to seven-year terms.

    “Offering personal loans will help communities connect to the financial services they need,” it said on its website.

    “This is a natural extension of the financial services we already offer Canadians, including money and wire transfers, and pre-paid debit cards.”

    In order to be eligible for a loan, adult individuals must meet a number of requirements such as be a Canadian citizen or permanent resident, have an annual income of $1,000 or more, and have not declared bankruptcy.

    As it’s an unsecured-term loan, individuals will not need any collateral as security as it’s based on their credit score.

    According to a TD blog post, the partnership was first announced last year in October.

    The service was being offered in a number of locations in Nova Scotia, Winnipeg and select cities in Ontario, but is now expanded to residents across Canada.

    The project was designed to “enable TD to provide smaller dollar loans, extending the Bank's ability to meet the needs of a broad range of customers, including those who are new to Canada, or have not yet established credit.”

    Massive Shell-led LNG project takes shape on Canada’s West Coast

    Near the tiny seaside fishing town of Kitimat on the coast of British Columbia, a colossal project is taking place that will profoundly alter the global liquefied natural gas market.

    Billed as the largest private-sector construction project in Canada’s history, the estimated $40 billion development includes a liquefaction plant, pipeline and gas drilling. Even after four years of construction, and with 9,000-ton LNG modules now rearing up amid the cloudy, forested landscape, completion isn’t scheduled until the middle of the decade.

    Yet amid a global energy crunch, and with Europe on the brink of the worst energy crisis in half a century, the operation of the LNG Canada project can’t come soon enough.

    Its first phase is expected to produce 14 million tons of chilled, liquefied natural gas per year for export by ship, almost equal the amount of gas used by Poland. An as-yet-unconfirmed second phase would double the plant’s capacity. The business case for that “looks very compelling,” said Jason Klein, chief executive officer of LNG Canada Development Inc., the global consortium led by Shell Plc that’s behind the project. “We have substantially de-risked Phase Two by building Phase One.”

    Most of the gas will be sent to Asia but the added supply is expected to help Europe by displacing gas from other regions. The project has major advantages over production from the US Gulf Coast because it’s so much closer to Asia and doesn’t need to ship through the congested Panama Canal.

    The partial use of hydropower to run the plant will help make it the lowest carbon-emitting LNG facility in the world, Klein said, a key attribute as Canada struggles to reconcile its climate ambitions with a world suddenly craving its fossil fuels.

     

    TRUDEAU ENVIRONMENT CZAR COUNTING ON CARBON CAPTURE AND EV PUSH

    Last month, Prime Minister Justin Trudeau told German Chancellor Olaf Scholz that he’ll consider easing regulations to allow new natural gas export facilities to be built on Canada’s east coast to ship LNG to Europe -- but stressed that the business case for first moving that gas from the west of the country, where it’s produced, may be difficult. During the same visit, the two leaders signed an agreement for green Canadian hydrogen, with a similar 2025 timeline for export, that will be produced and shipped from the east coast.

    Work on the 1,000-acre LNG Canada site in British Columbia is a global endeavor. In addition to Shell, the consortium includes Mitsubishi Corp., PetroChina Co. Ltd., Korea Gas Corp. and Petroliam Nasional Bhd. 

    Massive steel machinery, shipped from China, Indonesia and Europe, is being offloaded from ships and slowly rolled into position. A 50-meter (164 foot) high steel-and-concrete tank -- the second-largest in the world -- will store the super-chilled LNG until tankers ship it away.

    The project has weathered a number of hurdles in a country where dozens of LNG projects have been proposed and many canceled. The start of construction, in 2018, followed years of regulatory delays. In July, TC Energy Corp. raised the price tag of the pipeline that will supply the plant by 70 per cent to C$11.2 billion ($8.2 billion) after Covid-19-related delays and indigenous protests slowed construction. 

    Although the pipeline won’t achieve the returns it initially expected, TC Energy said discussions with LNG Canada for a second phase are “well advanced” and will allow the project to generate a “competitive” return.

    LNG Canada and TC Energy quarreled over the rising costs but the dispute has been resolved. Klein declined to say how much LNG Canada’s own share of the costs has gone up.

    Ontario plans to extend life of Pickering nuclear plant, eyes refurbishment

    Ontario is considering refurbishing a key nuclear plant, which could keep it in service for an extra 30 years, to keep pace with electricity demands that are rising so quickly they have "surprised" the government, the energy minister said Thursday.

    Pickering Nuclear Generating Station — which accounted for 14 per cent of electricity generation last year — had been set to shut down in 2025, but the province is now seeking approval from the Canadian Nuclear Safety Commission to extend that to September 2026, Energy Minister Todd Smith announced. 

    Beyond that, the plant may still have the potential to power a portion of the province for decades to come, Smith said, and the province has asked Ontario Power Generation to do a refurbishment feasibility assessment.

    The Independent Electricity System Operator recently said that it was confident it could fill the electricity supply gap created by Pickering coming off-line — and other units undergoing refurbishment — through new procurements that will heavily rely on natural gas, at least in the short term.

    But Smith suggested that "unprecedented growth" in Ontario means the province may need to harness the large-scale capacity of Pickering for a while longer. 

    "I think that growth has surprised even Premier (Doug) Ford and our team," he said at a news conference Thursday. 

    Smith pointed to new electric vehicle and EV battery manufacturing coming to the province, as well as steelmakers using electric arc furnaces.

    "One of the things as we were exploring opportunities on how we fill that (supply) gap is we've got an existing asset here that has a proven track record of providing safe and reliable electricity and affordable electricity every day ... We have to be able to ensure that as we continue to see investment in our province, that the power is going to be there."

    Extending Pickering for a year gives more of a cushion for the generation from the new procurements to come online, Smith said.

    Interim NDP Leader Peter Tabuns suggested the government should have started anticipating and planning for the supply gap much sooner.

    "Premier Doug Ford failed to plan for Ontario's energy needs and that's put the province in a bind," he said in a statement. 

    "The Conservatives cancelled and dismantled low-price renewable energy generation, then had to sign contracts last month to ratchet up very expensive gas-fired power."

    The Progressive Conservatives removed a requirement put in place by the former Liberal government to update the province's long-term energy plan by February 2021. The last plan was published in 2017.

    IESO projections show a growing supply gap of electricity, as broader electrification takes off, particularly in the transportation sector.

    Demand from growth in electric vehicles and electrifying public transportation is expected to rise much more quickly starting in about 2035. Around then, the projected gap between needed and available electricity is expected to hit 5,000 megawatts — enough to power five million homes — during the summer, even if all current power producers renew their contracts.

    The longer-term procurement is looking to include more non-emitting resources to the generation portfolio, including small modular nuclear reactors.

    Smith has also asked the IESO to report back on the potential for a moratorium on new natural gas generation, as well as a plan to get to zero emissions in the electricity sector. The current reliance on natural gas means greenhouse gas emissions from the electricity sector are set to increase.

    At the Thursday announcement, Smith stressed the emissions-free nature of nuclear power. Keeping Pickering operational to 2026 will reduce emissions by 2.1 million tonnes that year, akin to taking 640,000 cars off the road, Smith said.

    He also said keeping the plant operational will save thousands of jobs in the interim.

    Ken Hartwick, OPG's president and CEO, said Pickering will be able to run safely until 2026. He answered questions about the costs of extending its life by a year by saying it will be a "net ratepayer benefit."

    The Canadian Manufacturers and Exporters welcomed the refurbishment potential, saying it would ensure reliable power for producers of electric vehicles, green steel and critical minerals, as well as creating more than 1,000 manufacturing jobs during the construction phase of refurbishment.

    This report by The Canadian Press was first published Sept. 29, 2022.