Remember the National Deb? Or, What Me Worry?

Whatever happens in the presidential election next Tuesday, Americans may be in for a very rude awakening. Call it a lesson on how the world economy really works

Most people think that the Federal Reserve sets our interest rates, which form the basis for things like home mortgage rates. It’s easy to come to this conclusion given how economics gets reported. The truth? The Fed only sets the rate for what banks charge each other for overnight loans to cover reserve requirements. That can influence long-term rates as it sets the expectation for future inflation, but it only has influence. Instead, those rates are set by the people who buy bonds that cover our country’s $30 trillion Federal debt. They’re called bondholders.

It’s hard to underestimate their power. Back in July 2022 the United Kingdom’s new Conservative Prime Minister Liz Truss introduced what she called a “mini-budget”, handing wealthy Britons the largest tax cut since the 1970s, unfunded by corresponding spending cuts. Almost overnight the 5-year mortgage rate jumped to 5.25% from 3.63% and the British pound crashed from £1.25 to $1 to £1.03 to $1. That’s a staggering 31% increase in mortgage costs, calamitous in a country where short-term mortgages are the most common. The currency collapse – again, driven by traders — meant that prices for many goods imported from the United States, jumped 25%. Her government lasted 49 days.

How’d this mess happen? Bondholders who held British debt dumped it, and currency traders started betting against the pound. They lost confidence given the government’s £49 billion unfunded tax cut. Traders no longer believed Britian would be able to pay its bills, given the size of the cut and the firm belief, underwritten by history, that tax cuts don’t pay for themselves through economic growth. It’s a stupid idea invented by an economist scribbling on a napkin over drinks, repeated endlessly by venal politicians and known by bondholders to be a fantasy.

Fair warning to America. Both our presidential candidates and most of the citizenry seem utterly oblivious to the country’s galloping debt and its implications. The Trump Administration grew the national debt to $32.54 trillion by 2020 from $25.56 trillion four years previous. President Biden’s spending took it to $35.46 trillion. By contrast, in 1979 the national debt stood at a meager $3.4 trillion. We pay for this shortfall by floating Treasury bonds, which traders buy at an interest rate that they essentially set. We’re okay if they’re willing to pay at a reasonable price. If not, interest rates would spike, prices would go up, and we’d have to slash spending. Massive and highly unpopular cuts would occur across the entire federal budget.

Neither candidate has proposals addressing our vulnerability to debtholders. Instead, non-partisan groups like the Center for a Responsible Federal Budget estimate that both candidates would hike the deficit. The myriad of tax cuts proposed by Former President Trump’s aren’t offset by spending cuts. If his entire program were enacted, it’d lead to a debt increase of at least $7.5 trillion dollars over 10 years, with analysts warning they could conceivably add $15 trillion. Vice President Harris, thanks to tax increases, holds the increase to $3 trillion over ten years, but that’s hardly fiscal rectitude.

All this spending requires the bondholders. But hesitation is already in the air.

Despite recent Fed interest rate cuts, the 10-year Treasury note climbed to 4.28% on October 31, up from 3.64% two months ago. Traders have started to price in the inflation risk. None of this reflects the impact post-election political instability and violence would have. If we see third-world scenarios play out in this country, bondholders will run. Part of our attraction as an investment is our very stability. I’m not sure why so few think of this as threats of violence, hints at coups, or cries of vote stealing fill the airwaves. Finance shows no favorites, and bondholders won’t hesitate to teach us this.

We often think we know what we’re choosing, when in fact we don’t, because unintended consequences aren’t factored in. I heard former President Trump speak to the New York Economic Club a few weeks ago, where his promise to cut the corporate tax rate from 21% to 15% received raucous applause. No one shouted the obvious: What about the deficit? Similarly, Vice President Harris’s promise to give first time home buyers $25,000 grants sounds great. But how is it paid for? Whether corporate taxes or home buying, it’ll be debt. We’re careening into a financial swamp of our own making, fueled by wishful thinking and that oldest of sins, greed. { read more }

Leading with Heart

One night, about six months back, two of our employees on the graveyard shift overdosed on cocaine. They left the plant around 12:30am — all of this caught on video — walked across the street, and bought from a dealer waiting on the corner. They later claimed they did it because they were tired. The cocaine turned out laced with a near fatal dose of fentanyl, a common additive to drugs, I later learned, because the high is so addictive. One staggered back into the factory and collapsed in the restroom, with no pulse, saved by the actions of a co-worker. The other was later found near death as well. Police and ambulances converged on the scene, and the shift supervisor called our president, Pallavi Joyappa, to come deal with the situation. { read more }

Immigration Daze, Part 1

The politics around undocumented immigrants continues unabated, no matter the abject need for workers in the United States.  The Democrats use the lack of reform as a recruiting tool, while the Republicans use the possibility of change as fear bait.  All the while American businesses scour the landscape for employees, hanging signs outside their offices broadcasting job openings, as my company has done for several years.  Emerald Packaging entered the pandemic in March 2020 with 25 openings, and still has 18 today, a stark contrast from most of my years in business, when we could hire freely and rarely had any unfilled positions. I know we aren’t alone. Ask any businessperson their most pressing issues, and lack of labor comes in the top three. With the unemployment rate trending around 3.5%, the Bureau of Labor Statistics, a government agency, says the country currently has over 8.8 million job openings, over 1.5 million more than just prior to the pandemic, when openings were already near an all-time high.  Ten years earlier, we had less than 4 million openings.  A historically low Labor Participation Rate has hurt, with only 62.8% of able working age Americans employed, compared to 66% prior to the 2008 recession. That’s roughly 5 million missing workers, most of whom retired, according to new research by the San Francisco Federal Reserve. Meanwhile, we have around over 11 million undocumented immigrants in the United States, with around 6.5 million in the workforce currently, according to the U.S. Department of Homeland Security.  However, many of those working — if not most — are trapped in the informal economy, stuck in jobs they can’t get out of without papers, regardless of skills.  Many Americans want the undocumented thrown out of the country en masse, which would only exacerbate a horrid labor shortage that’s draining growth from the economy.  I know this firsthand. Our sales could have been at least 5% higher last year had we been able to fill jobs.  And don’t lecture me about low wages. We’ve increased pay 15% over the last twelve months, and have packages equal to Tesla, the automaker down the highway from us. The answer isn’t to throw workers we desperately need out of the country.  It isn’t to pretend we want immigration reform and do nothing about it.  The answer clearly lies with finding a path to legalization for workers already in the country. And creating a system that allows in the immigrants we need each year with the skills needed. Likely it’s a number that would end up in the many millions given the onslaught of Baby Boomers due to retire over the next few years. I have more experience than I want with this issue. Around 12 years ago U.S. Immigration and Customs Enforcement audited us.  We had to let 18 long-term employees go, including supervisors and foremen.   Though seven came back over the next year having obtained legal status, I don’t think we’ve ever replaced the talent lost. And just a year ago six employees from a company across town that had closed applied for jobs, with the exact skills needed to fill open positions. But they failed the ICE e-verify check we now do to confirm status. Those jobs remain unfilled. So, here’s a call for a sane immigration debate that leads to realistic solutions. It seems a remote hope right now, especially with the silly season of Presidential primaries upon us.  American business needs realism on this issue more than ever, and posturing politicians and media empires calling for blood serves us badly.  We have to speak up. I’m not saying this as some bleeding heart. I’m saying it as a businessman looking at the “Now Hiring” sign that has hung from his building for three years now.  With no end in sight.     { read more }





The Patriarch and Me

Last month I traveled to Ireland to catch-up with cousins I hadn’t seen in four years thanks to pandemic restrictions.  We had great reunions, filled with epic evenings of talk and drink.  Though I stayed up most nights past 1am chatting away, I didn’t feel worse for wear, I felt enlivened and happy.  How could one not, being with people who you care for so deeply, and who return the feeling. Only one thing bothered me.  Family kept heaping praise on my father for building something from nothing, rising from the tenements to success, the hero of the first generation born in America. I allow it’s an amazing story. My father started our manufacturing company, diversified into industrial properties and constantly helped those in need of a lift. { read more }





Hey, I’m Gonna Do this Blog Thing

I haven’t written for over two years. I don’t think I can name one specific reason.  I put a lot of pressure on myself to do long well-argued posts.  The effort takes time and energy. And I haven’t had a lot of either in the last two years, like most people in business. Simultaneously we’ve had to navigate a succession of events beyond our control, ranging from the pandemic to rampant inflation. Like most midsized companies we only had a few people who can manage.  The whole madness just took it out of me.  Inflation took the biggest bite, causing financial chaos that tossed us into a sea of misery from which only now, two years on, have we emerged.  Healthy but bowed. Given that things likely won’t get boring soon, I’ve decided to take a different approach to the blog.  Namely shorter entry’s, more often (that’s not hard) with the aim of dropping something weekly. I’ve missed writing, which shows up when I edit someone’s email or rewrite my own. I revise with a zeal that indicates the frustrated writer wants out. The author in me has taken to passing out copies of Strunk & White’s classic writing handbook “The Elements of Style”. It would be far better if I just put the principles to work myself. I’ve missed doing these entries. I have ideas and thoughts to share and I love playing with words.  Writing, even as a journalist doing a news story, transports me into a different universe, a playful creative one, that I rarely visit.  Sometimes it even feels deeper. “In the beginning was the word…..” St. John begins his gospel.  He conflates God and language. I think he was on to something. This entry serves as an explanation and an expression of hope. Why I disappeared and what I aim to do. By the end of this week I’ll put something up on an issue and then come back to the keyboard week after week until it becomes rote. I hope the blog gets conversation going, or helps move one along, that enriches all of us. And I hope it brings a little more happiness to my life, which can use it after the last two years. So thanks for reading and see you back here soon. { read more }





The Silence of Women

Over the last few weeks quiet conversations between women have proliferated around the company.  Whispered talk about the coming school year.  It more or less goes like this, I am told. One woman asks another how they plan to work and teach children trapped at home thanks to Covid.  This nearly silent exchange happens among women from the factory floor to the top of the company.  What will you do? How will you manage the kids? Will you be able to keep working?  Same questions, same shrugs. School districts have made matters worse by not revealing schedules until the last minute — less than two weeks before opening Fremont Unified School District has told worried parents almost nothing — or by imposing schedules that keep children in class until mid-afternoon. They seem little concerned by the wreckage wrought on women, who far more than men, bear the primary responsibility for child-rearing. Sometimes I ‘m told the worries directly. One senior manager confessed she felt she had to choose between our company and her family. Another fretted she’d be cut out of decision-making since many important video calls happen in the morning, when she’ll be teaching her kids. Even a Mom with a high school student, a group that sometimes can work without oversight, wondered how to make sure her child is doing lessons while she works. This isn’t a remote issue for me. Women form the backbone of our company. They fill key roles including chief operating officer, plant manager, scheduler, human resource manager and many more. They staff our bag-making and customer service departments. I count on their intelligence, skill, ability to multi-task. If a single one leaves the company will lose a step, maybe several. I know, for instance, that I could not run Emerald Packaging without the advice and energy of my COO, who has a small child she’ll have to teach. What if the school schedule sidelines her for much of the day? What will she do? The pressure, the avalanche of backbreaking house work, has already pushed her limits. I know the solution. Flex-time, part-time, extended leaves and remote work form the arsenal that could keep female employees working. I wish I could say these options occurred to me upon learning of their growing despair. Instead I fretted until I remembered that one of our best customer service reps has worked from home for years, a solution we crafted when she almost quit to take care of a chronically ill child.  Such compromises form a path forward.  Already we’ve agreed that one manager can work from home three days a week. Another will work extended hours in the afternoon following what she calls “momline,” a shorthand for online learning. I’m not saying this won’t challenge us in new, unexpected ways. I just know I can’t afford to lose the talent to Covid’s temporary — even a full school year — intrusion. The missing public discourse about this issue confounds me. I know society, despite its yakking away about gender equality, still expects women to manage the hearth. Even before Covid women did more than double the housework men did. The pandemic tilted the balance even further. At this historic moment, with the virus sweeping the country, we have unconsciously decided to return to the 1950s, offering little support for working women and putting no pressure on men to carry more domestic weight. It doesn’t help when a so-called progressive like California Governor Gavin Newsom quips that he knows this burden will fall unequally, but he’s lucky to have a wife who can handle it.  Even women seem confused about how to respond, more or less accepting the inevitable. Not demanding answers from companies or help from government. Dread filters through offices across the country. Quiet dread. The silence of women. Childcare has become one of the leading issues forcing women from the workforce. Unless corporate leaders do something now, we could lose generations of women who have helped spur our economy in recent years.  Shareholders should especially worry.  A recent McKinsey & Co. survey reconfirmed that the profits of companies with women in key executive roles trends higher than male dominated firms. People skills, intelligence and mental agility play a major role. I’ve seen it first-hand. Women often do rings around men, including me, able to multi-task and organize in ways males can’t imagine. Worse for everyone, the pandemic-induced collapse of the childcare industry could sideline one-time working Mom’s for years to come, as after-school programs and daycare disappear, unless we find a way to immediately underwrite the industry. Men have to step it up as well. They must tell their companies they need the time to help teach and then not get penalized for it.  While societal norms often lead men not to think of child-rearing as a primary responsibility, a attitude that must quickly change, fear about sabotaging careers drives behavior as well. Again, where is the pressure to move, to get corporations to support temporary work-life shifts? It’s not getting talked about much in the media, politicians don’t say much either. Men seem to have descended into head scratching confusion. I can’t say I would have been much different in my day. I wasn’t as involved as I should have been in child-rearing or the monotonous chores that dominate home life. My wife bore the brunt, trading in her aspirations, which had its own costs. However, as I aged, especially more recently surrounded by working Mom’s, I agreed the division of labor didn’t work. I recently told her that I got it, that I deeply regretted my failure. The confession also came from experience. Three years ago when she had cancer I had to run the household alone. It nearly killed me. I do more of my share now, but I don’t want to again apologize to a mother for not doing my part to support the Herculean tasks they now face. So I now wander with them into a new world. Odd hours, days off, along with Zoom meetings piled into the afternoon and long-term work from home arrangements.  As business owners, as bosses, as fellow-travelers, we do have choices in this moment.  Keep the employees who have fueled our success or lose them. It may hurt profitability in the short run as matters big and small missed, but I am confident it will rebound on the other side.  And I can sleep better knowing this time, with the women in my life, I got it right.     { read more }





A Call for Corporate Patriotism: Help Save Our Economy

These days the business media and economic prognosticators sing hymns about the coming recovery. The verses go something like this: we’ve hit the bottom; the economy’s opening up; “V” shaped rebound; unemployment shrinks by summertime. The stock market reflects the good news. The Dow Jones Industrial Average has risen 27% from its lowest point on March 20 and looks poised to recover its all-time high by August. Investors seem confident the good times lay right around the corner. Maybe the optimists will nail this one. I certainly hope so. But the economist in me can’t ignore the dark clouds gathering on the horizon. We simply don’t know what having 41 million Americans unemployed means. No one alive has lived an unemployment rate of over 20%. The knock-on effects of those numbers have shown themselves already.  April retail sales fell 14.1% following an 8% decline in March as people worried about their finances. Consumer spending reflected this, crashing 13% in April. And the service sector declined two months in a row, though a smaller contraction in April than March. On June 3, Bloomberg Economics forecast 6 million white collar jobs would disappear in the next few months. It’s the service sector we have to keep our eyes on.  Over 70% of the U.S. economy falls into services, our fastest growing segment before the virus.  Whole industries have collapsed in the last few months. Recovery seems a remote prospect. Airlines, hotels and car rental companies have shed jobs like mad, with no certainty that activity will ever hit pre-Covid numbers. Who, after all, really wants to jump a packed plane of passengers in masks? Other segments are similarly hamstrung. Will people head back to salons or will gray hair become the new fashion? Will people run back to restaurants? Can eateries survive with 25% occupancy? New trends present the most peril.  The recent corporate yen for working at home threatens to decimate businesses built to service corporate offices. With Twitter employees working at home forever what happens to those gyms, restaurants and dry cleaners that have popped up around their San Francisco corporate headquarters? They likely shut for good. Similarly video conferencing could easily replace much of corporate travel, resulting in a death blow to hotel chains and airlines with networks we no longer need. So I’m calling for a New Patriotism. It’s time for those companies and individuals that have money to step up and spend. Take out from your local favorite restaurant and when it reopens go even if you have to wait for a table. Keep those office services, like the twice weekly fruit deliveries, rather than slash them. Twitter, Apple, Facebook and countless other companies have to get at least some of their employees back to work, so that businesses built to serve them don’t collapse this summer, including those that provide for their corporate cafeterias. Corporate travel must begin to bounce back enough to keep planes in the air, accepting it’s better to see a customer’s body language than guess at it on your monitor. I’m no fan of conspicuous consumption but that’s not what I’m calling for. I’m saying that if you want companies to continue to buy your products — Salesforce that means you — you have to support the underpinnings of the economy built around you. I make produce packaging for foodservice. If I don’t take out from restaurants — we have bought 200 burritos for an employee lunch twice — then they won’t buy five pound bags of Markon romaine. That translates into lower sales and less profits for me, and hurts my customers who lose a significant market for their leafy greens. If high unemployment hurts retail packaged produce sales, my major market, I’ll be scrambling like others right now. Over the last few days as protests have raged across the country, we have heard Americans must stand together to oppose racism. Certainly we must. But we also have to stand together to help our economy heal from the ravages of Covid-19. If we don’t, the sunny predictions being made today will look foolish by the Fall. And we’ll be scrambling to find glimmers of sunlight as the storm clouds unleash their fury all across our land.   Thanks to Chris Mittlestat for inspiring this blog. Check out his company at www.fruitguys.com   { read more }





Business in the Time of Covid

Before March 10 I remained fairly convinced that the virus known as Covid-19 wouldn’t break horribly upon our shores. I don’t know what lead me to believe that, perhaps the lack of cases and the few deaths seen here so far, perhaps a false confidence that everything would work out somehow.  But while driving to work I listened to CNBC  as the market crashed. And I heard former Food and Drug Administrator Dr. Scott Gottlieb describe in harrowing terms the pandemic headed our way.  Without mitigation measures Covid-19 would sicken tens of millions and kill millions in a matter of weeks. Within 45 minutes my mind flipped completely. I sped to the work and literally ran down the hall to the office of my chief operating officer Pallavi Joyappa and demanded the scheduling meeting due to start in 10 minutes which stuffs 25 people into a small conference room be conducted on a conference call instead.  We had to start social distancing, I said, we had to make major changes now to make sure people didn’t get sick and die.  Over the next three and a half days our company, lead by our Ops team, completely changed how we did business.  We required people to use iso-propyl alcohol to wipe down machines at the beginning and end of each shift.  We hired two people per shift to disinfect the rest of the factory and offices. Customers and suppliers no longer could come on-site nor were truckers allowed inside.  We positioned hand sanitizers around the facility, requiring people to wash hands and sanitize before clocking into work. We staggered breaks and lunches, and reconfigured cafeteria tables to ensure social distancing. New systems were implemented so people could work from home. Overnight we went from 22 people in the office to just eight.  Finally, we held shift meetings to explain the changes and emphasize the seriousness of the conflagration on the horizon. On Friday evening March 13 I breathed as sigh of relief. We had done what we could. Now we had to get back to work. But over the next several weeks Covid defined the contours of business for me and the rest of the company.  It seemed every day I’d come to the office expecting to deal with one set of challenges only to end up back confronting  Covid issues.  We had to write new protocols for health and hygiene including an ironclad rule that people not come to work if they had Covid symptoms or go home if they developed while at work. Employees had to stay home for 14 days if someone in their household got Covid. We decided to pay for Covid absences in order to encourage people not to come in. We instituted a protocol for reporting Covid symptoms. And we worked with our insurance company to pay for any hospitalization costs not covered under our plan. It seemed to never end. When Alameda County closed all but essential businesses we had to make sure we stayed open so we could supply packaging to our produce customers.  Local officials helped us understand the regulations and we wrote letters for our employees identifying them as working for an essential business in case a sheriff or police officer stopped them while coming to work. We posted notices on our doors and asked customers to give us letters saying we were a supplier to an essential industry. We had to do it all over again when the state of California closed non-essential businesses across the state. Meanwhile the list of new protocols grew. We implemented temperature checks the moment the Equal Opportunity Employment Commission allowed companies to do so. I bought about 10 temperature guns out of China that read only in centigrade — they were the only ones I could find — and Operations Director Michael Rincon distributed them to shift leaders and trained them how to use.  But then we noticed people bunched together while waiting for the checks as they entered and left the factory so we had to space people six feet apart by marking where to stand as they waited to get checked.  To make sure we took everyone’s temperature we decreed that people had to come and go through a single door in both of our buildings. We asked employees to observe social distancing rules in the factory which wasn’t easy given the noise from our printing presses and bag-making machines. We solved this by distributing masks and mandated wearing them. We found we had to over-communicate with employees to make sure they understood the reasons behind the new protocols and the need to follow them. We began weekly shift meetings outside the facility where people could socially distance while being close enough to hear me speak, in a voice that would become increasingly raspy.  At the beginning people were stunned by our decision to make changes because the virus hadn’t begun its rampage and the federal government hadn’t started moving. I patiently described the violence headed towards us and the economic implications, including high unemployment. Following the protocols would allow us to stay open, enabling them to keep their jobs.  Work had become a matter of life and death I hammered home thanks to Covid. Each week we announced new measures and asked for suggestions. An important one involved replenishing cleaning supplies and soap on weekends when managers weren’t around to supervise. Just as I thought we had things in hand we had our first real crisis. Rumors swept the factory that an employee had Covid and that we had covered it up.  Yet the employee had not communicated his condition to any manager.  We were blindsided. We had to chase him down only to find out he didn’t have Covid though he had posted a warning the night before on his Instagram account that he might have it because he had a high temperature and body aches, though they subsequently went away. We disciplined the employee for not following our reporting protocol and causing panic in the facility.  We then created posters which graphically displayed our Covid reporting rules and posted them around the factory. Two weeks later we had our first real scare. An employee, following our new work rule, reported to a manager at work that he did not feel well — chills and joint aches — and we sent him home. Our human resource manager Diana Gonzalez checked on him later in the day and he had a temperature, so they advised him to get tested which he did the next day.  His father and brother, who also worked for us, were asked to quarantine at home until we got word. We meet with his shift to dampen panic. And then shut down the department and to do a major cleaning, including spraying the floor with disinfectant.  The following day his verdict came in — no Covid. Relief abounded. Our costs for doing these things have added up. Between the six cleaners, lost production time disinfecting machines and Covid sick days, and the purchase of a computer system that automates temperature taking, the bill hit $250,000 in five weeks. I thought about putting a temporary price increase through to help pay the tab but then decided against it. Many of our customers, it turns out, were getting battered by lower prices as growers that used to sell to hotels and airlines and restaurants had dumped their product onto the retail market. We implemented our Covid changes while bookings rose over 100%, introducing challenges of another sort. We scrambled to meet deliveries which we did often by the skin of our teeth. Fortunately, most customers worked with us to prioritize their orders but we continually asked for more overtime, as employees had to fill in for those who got sick or worried they might have Covid. During this time we also finished installation of a new printing press and a new bag machine during these weeks. These are Herculean tasks at the best of times. We also threw ourselves into community service, donating n95 and surgical masks and other person protective equipment to local hospitals. We even made plastic surgical gowns for nurses and doctors. Even matters like finance became Covid driven. I made sure we had enough cash available to survive for many months if sales tanked due to a deep recession or the closure of customers due to Covid cases. We applied for a Payroll Protection Program loan to cover our employee costs if things went sideways. Our controller Marty Ankenbauer did a brilliant job getting our application in and the bank moved quickly. The loan approval was one of the happier moments of my career. I know for the eight of us who made it into the office each day, these have been the most stressful days of our working lives. We not only had to meet delivery dates, we had to keep our employees safe. I constantly emphasized that working now meant battling with death.  Personally I have battled the worst asthma since my childhood, thanks to an explosive pollen season and doctor refusals to prescribe common steroid treatments for fear they’d compromise my immune system. The overlap between asthma and Covid symptoms unnerved me, as did the knowledge that if I did get Covid the odds of a bad outcome increased thanks to my compromised lungs.  But I felt I had no choice but to go to work, where the odds of catching the virus certainly were higher than if I stayed home. If I asked others to work, I had to as well. I knew I had to lead by example, not allowing fear dictate my actions. It’s now April 26 and six weeks have passed. We’re still rolling out new protocols. Last week we created a company-wide SMS broadcast system to more easily communicate with employees. At the same time I could feel a more measured pace settling in, with more room for the tasks I normally do. People have begun taking time-off to recover from the punishment meted by the previous weeks. We’re smiling more it seems. But I don’t kid myself. It hasn’t grown any less stressful looking over my shoulder at a virus that may yet morph in unexpected ways.  And the thought that someone may get Covid at work continues to haunt me. The new normal has arrived.   Dedicated to those in sales and operations who have made it possible. { read more }





Our Time has Come (Donate Your Masks)

Our country gradually but steadily has moved to war footing to battle an unseen enemy, a virus. Around the world countries have begun to close borders, shutter businesses, demand citizens stay indoors when not working, not cluster in groups and so on. Our government, slow on the uptake but increasingly less so, has invoked a 1950s law that empowers President Trump to force industry where possible to vastly increase production of wartime supplies needed by the medical community, including masks, gowns, and respirators very much like President Franklin Roosevelt did as we moved into war against Nazi Germany. Back then though, private citizens did their bit. They bought war bonds to help finance the struggle. They recycled materials in short supply like paper. Neighborhoods held scrap drives collecting copper and brass, often in the form of pots and pans, for use making artillery shells. Families saved fat drippings from cooking to make soap at government request. There were numerous other sacrifices including the draft, curfews, deferment of wage increases, and acceptance of higher taxes. Now our time has come. We must stop hoarding goods and make sure we buy only what we need so that our neighbors have what they need. We should collect and turn over to hospitals items doctors and nurses desperately need like N95 masks, expected to be in short supply within weeks. Latex gloves fall into this category as well, as does hand sanitizer. We need to protect our troops or we will lose this war. Instead of individuals and companies showing up at local hospitals perhaps cities can organize the collection of these items. Until such time though we have to do the task ourselves. Collecting fat drippings may be necessary again to increase the soap supply. Submitting to shelter-in-place despite our peripatetic culture will become our version of the curfew. For those of us in higher income brackets we have a responsibility to our nation. The President will likely sign a $1 trillion stimulus package to help the millions of workers who have quickly tumbled into unemployment as businesses have closed. Given the already swollen deficit we will have no choice but to buy bonds and submit to higher taxes to finance the program, or those programs surely to come.  Underwriting some form of national health care for those who catch the disease will be our only way to cover the cost of care and ensure public health given the breadth and length of the coming war. I’ve only begun to think about this but am taking the first steps forward. Emerald Packaging has donated our small corporate stash of N95 masks to a local hospital. We’ve switched to an isopropyl alcohol solution as a sanitizer which we have plenty of thanks to our use of it to tone inks. We’ve increased our costs by hiring dedicated employees to disinfect surfaces in order to keep workers safe. We’re covering Covid-19 tests and urgent care visits related to the disease, likely another hit to profits. We’ve emphasized to employees that we must wash and sanitize our hands and workstations to make sure we stay open given that we are part of a wartime production system, providing the packaging required to ensure food safety. And at home we definitely opted not to hoard and we’re constantly washing our hands to prevent spreading the disease. Within the company we’re also thinking about how we can help wartime production. Sure we’re pulling out the stops to provide the packaging needed to protect the food supply. But we’re also brainstorming how to convert equipment to produce plastic gloves and single use sheets to cover tabletops, where the virus can live for up to 72 hours. We won’t be huge producers, but we can do our part. What’s missing is coordination from the top. So far the country isn’t of one mind when it comes to shelter-in-place, business closures, and so on. President Trump needs to get us all on the same page. Government — local or national — hasn’t emphasized enough that we shouldn’t hoard nor has it called for those of us who have items in short supply like masks to turn them over. We have little time to role out a war effort. The enemy is at our gates. If our leaders need inspiration they need only look to Roosevelt or Churchill. I know we can do this. We can survive higher taxes and curfews and rationing. We can forgo goods needed for the war effort. We can work longer hours when needed and defer the increased earnings or part of our salaries to finance the struggle. Every generation faces its challenges, but few face a social apocalypse equal to the one we turn towards. Hardship, weariness and suffering await us. But with those comes victory. So donate those masks….now.     { read more }





Vaping Romaine

Last November around 2pm the Food and Drug Administration issued a recall for romaine lettuce.  The leafy green had been identified as the culprit in an e coli outbreak that eventually sickened 62 people and hospitalized 25 nationwide, including two with kidney failure.  This followed a recall from earlier in the year that left 172 sick and killed one.  Millions of romaine heads ended up in dumpsters. The second recall banned the product during the height of the Thanksgiving season savaging the bottom lines of growers. No one can dispute the FDA took decisive action to protect public health. People got sick, they quickly traced it to romaine consumption, then they shut down the industry. That decisiveness came at a cost to us since 15% of the packaging we manufacture contains romaine. Our sales for the quarter which had been tracking up 10% ended only 5% higher. Having felt the sting of FDA action I am puzzled if not outraged by FDA inaction.  In recent weeks a mysterious disease has struck the lungs of vapers rendering them unable to breathe. As of September 30 it has claimed the lives of 15 people and sickened at least another 800 across 46 states according to the Center for Disease Control.  The CDC jumped in immediately trying to nail down a reason for the affliction but so far can’t. Neither can the FDA. They only have theories.  Some victims combined nicotine and marijuana. Others did not. It may be the chemicals used by the companies that make e-cigarettes. On September 25 the deputy director of the CDC Dr. Anne Schuchat admitted at a U.S. House of Representatives hearing “it is indeed possible the process itself is risky.” Given the deadly and widespread outbreak have e-cigarettes been pulled from the shelves? No, you can still buy them wherever sold. Sure the federal government talks about banning flavored e-cigarettes though no one has connected them to the mysterious lung disease.  So unlike romaine when it sickened people, e-cigarettes, which have killed, haven’t been banned. If you want to risk lung disease, the Feds seem to think that’s okay. I wonder why. Perhaps because unlike romaine no single culprit has been found. That makes it worse in many ways. If you don’t know the reason shouldn’t you act quickly to protect people? A ban would provoke huge outcry given the number of people who vape.  Combine that with Big Tobacco and regulators face serious clout. The Altria Group, owner of leading cigarette maker Philip Morris, controls 35% of Juul Labs, the largest producer of vaping devices. When Altria made its investment last December, it valued Juul at $15 billion. Perhaps such girth outweighs that of Big Romaine, which in truth doesn’t exist. Romaine producers are mainly family farms clustered in the Salinas Valley. Not quite the same political clout. My point is this. All industries should be treated alike. If the FDA pulls romaine out of supermarkets because it makes people sick, then it ought to do the same when e-cigarettes sickens and kills people. Why they haven’t shouldn’t even be a question by the likes of me. Or else the next time a leafy green has an e coli problem, leave the stuff on the shelves and let consumers decide whether to buy it. That’s essentially what the FDA and CDC have done with vaping.  One path or the other. Shouldn’t be one industry gets treated differently than the other. Even if it is Big Tobacco with lots of vapers.     { read more }





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